To our shareowners:
致股東：

The American Customer Satisfaction Index recently announced the results of its annual survey, and for the 8th year in a row customers ranked Amazon #1. The United Kingdom has a similar index, The U.K. Customer Satisfaction Index, put out by the Institute of Customer Service. For the 5th time in a row Amazon U.K. ranked #1 in that survey. Amazon was also just named the #1 business on LinkedIn’s 2018 Top Companies list, which ranks the most sought after places to work for professionals in the United States. And just a few weeks ago, Harris Poll released its annual Reputation Quotient, which surveys over 25,000 consumers on a broad range of topics from workplace environment to social responsibility to products and services, and for the 3rd year in a row Amazon ranked #1.

美國消費(fèi)者滿意指數(shù)近期發(fā)布了年度調(diào)查報(bào)告，亞馬遜連續(xù)（in a row）8年排名第一。英國也有一個(gè)類似的指數(shù)，英國消費(fèi)者滿意指數(shù)，由消費(fèi)者服務(wù)協(xié)會(huì)（Institute of Customer Service）發(fā)布。亞馬遜連續(xù)5年在這個(gè)調(diào)查中雄踞榜首。亞馬遜也是LinkedIn2018年頂級(jí)公司（top companies）列表中的第一名。這個(gè)表格列出了員工最想效力的美國公司（sought after places to work for professionals）。就在幾個(gè)星期前，Harris民意調(diào)查（Harris Poll）發(fā)布了他們的年度聲譽(yù)指數(shù)（Annual Reputation Quotient）。這個(gè)指數(shù)調(diào)查了超過2.5萬名消費(fèi)者，涵蓋了工作環(huán)境（workplace environment）到社會(huì)責(zé)任感（social responsibilities）到產(chǎn)品和服務(wù)等廣泛的主題（a broad range of topics）。亞馬遜連續(xù)3年拔得頭籌。

Congratulations and thank you to the now over 560,000 Amazonians who come to work every day with unrelenting customer obsession, ingenuity, and commitment to operational excellence. And on behalf of Amazonians everywhere, I want to extend a huge thank you to customers. It’s incredibly energizing for us to see your responses to these surveys.

恭喜并感謝目前超過56萬名的亞馬遜員工，感謝你們毫不懈怠的（unrelenting）用戶至上精神（customer obsession），感謝你們發(fā)揮出的聰明才智（ingenuity），感謝你們追求卓越運(yùn)營的敬業(yè)奉獻(xiàn)精神（commitment to operational excellence）。我謹(jǐn)代表所有的亞馬遜員工，向顧客們致以衷心的感謝（extend a huge thank you to customers）?？吹侥銈儗?duì)這些調(diào)查的反饋真的很燃（incredibly energizing）。

One thing I love about customers is that they are divinely discontent. Their expectations are never static – they go up. It’s human nature. We didn’t ascend from our hunter-gatherer days by being satisfied. People have a voracious appetite for a better way, and yesterday’s ‘wow’ quickly becomes today’s ‘ordinary’. I see that cycle of improvement happening at a faster rate than ever before.

我喜歡顧客的一點(diǎn)在于，他們非常不安于現(xiàn)狀（divinely discontent）。他們對(duì)產(chǎn)品的期待從不是一成不變的（static）——而是不斷提升（go up）。這是人的天性。如果自滿于現(xiàn)狀，我們一定無法從狩獵-采集的時(shí)代進(jìn)化（ascend）成現(xiàn)在的樣子。人們對(duì)更好的生活有著貪婪的胃口（voracious appetite）。昨日的“哇偶”很快就變成了今天的“一般般”（ordinary）。產(chǎn)品升級(jí)迭代的周期（cycle of improvement）遠(yuǎn)比過去短得多。

It may be because customers have such easy access to more information than ever before – in only a few seconds and with a couple taps on their phones, customers can read reviews, compare prices from multiple retailers, see whether something’s in stock, find out how fast it will ship or be available for pick-up, and more. These examples are from retail, but I sense that the same customer empowerment phenomenon is happening broadly across everything we do at Amazon and most other industries as well. You cannot rest on your laurels in this world. Customers won’t have it.

可能是因?yàn)轭櫩湍茌p易接觸到（have such easy access to）比以前更多的訊息。只消在手機(jī)上動(dòng)動(dòng)手指并等待幾秒，他們就可以看到商品的評(píng)價(jià)，從不同的商家處進(jìn)行比價(jià)，查看某樣商品是否貨源充足（in stock），得知它要多久才能發(fā)貨（ship）或者送達(dá)（available for pick-up），等等。這些例子都是來自零售業(yè)（retail），但我知道（sense）相同的客戶賦能現(xiàn)象（customer empowerment phenomenon）正在亞馬遜的每一個(gè)角落發(fā)生，大多數(shù)其他行業(yè)也是如此。在這個(gè)世界上你不能驕傲自滿駐足不前（rest on your laurels）。顧客們可不接受。

How do you stay ahead of ever-rising customer expectations? There’s no single way to do it – it’s a combination of many things. But high standards (widely deployed and at all levels of detail) are certainly a big part of it. We’ve had some successes over the years in our quest to meet the high expectations of customers. We’ve also had billions of dollars’ worth of failures along the way. With those experiences as backdrop, I’d like to share with you the essentials of what we’ve learned (so far) about high standards inside an organization.

你如何在日益增長(zhǎng)的（ever-rising）顧客需求上保持領(lǐng)先（stay ahead of）？沒有一個(gè)簡(jiǎn)單的方式可以一勞永逸——必須全盤考慮。但是高標(biāo)準(zhǔn)（廣泛運(yùn)用并且事無巨細(xì)/widely deployed and at all levels of detail）顯然是一個(gè)重要的組成部分。我們已經(jīng)在多年（over the years）滿足顧客高需求的道路上（in the quest to）積累了一些成功經(jīng)驗(yàn)。這期間我們也交了數(shù)十億美元的學(xué)費(fèi)（xxx dollars’ worth of failures）。有這些經(jīng)驗(yàn)作背景（backdrop），我非常愿意與你們分享目前我們學(xué)到的關(guān)于如何在公司內(nèi)部實(shí)行高標(biāo)準(zhǔn)的基本要素（essentials）。

Intrinsic or Teachable?

先天或后天？

First, there’s a foundational question: are high standards intrinsic or teachable? If you take me on your basketball team, you can teach me many things, but you can’t teach me to be taller. Do we first and foremost need to select for “high standards” people? If so, this letter would need to be mostly about hiring practices, but I don’t think so. I believe high standards are teachable. In fact, people are pretty good at learning high standards simply through exposure. High standards are contagious. Bring a new person onto a high standards team, and they’ll quickly adapt. The opposite is also true. If low standards prevail, those too will quickly spread. And though exposure works well to teach high standards, I believe you can accelerate that rate of learning by articulating a few core principles of high standards, which I hope to share in this letter.

首先，有一個(gè)基本的問題：高標(biāo)準(zhǔn)是先天的還是后天的？如果你讓我加入你的籃球隊(duì)，你可以教會(huì)我任何事，但是你無法教我長(zhǎng)高。我們首要（foremost）要做的是不是招入“高標(biāo)準(zhǔn)”的人馬？如果是，那么這封信將會(huì)大部分闡述招聘套路（hiring practices），但我并不這么認(rèn)為。我相信高標(biāo)準(zhǔn)是后天習(xí)得的。事實(shí)上，人們非常善于僅僅通過人際交往（exposure）就能學(xué)會(huì)高標(biāo)準(zhǔn)。高標(biāo)準(zhǔn)是具有傳染性的（contagious）。把一個(gè)菜鳥帶到一個(gè)高標(biāo)準(zhǔn)團(tuán)隊(duì)，他們會(huì)很快適應(yīng)。反之亦然。如果劣幣能驅(qū)逐良幣，那么這也是具有傳染性的。雖然人際交往能很好地傳授高標(biāo)準(zhǔn)，但是我相信你可以通過直接口授（articulate）高標(biāo)準(zhǔn)來加速這個(gè)學(xué)習(xí)的過程。這正是我要在信中分享的。

Universal or Domain Specific?

通用的還是按領(lǐng)域區(qū)分的？

Another important question is whether high standards are universal or domain specific. In other words, if you have high standards in one area, do you automatically have high standards elsewhere? I believe high standards are domain specific, and that you have to learn high standards separately in every arena of interest. When I started Amazon, I had high standards on inventing, on customer care, and (thankfully) on hiring. But I didn’t have high standards on operational process: how to keep fixed problems fixed, how to eliminate defects at the root, how to inspect processes, and much more. I had to learn and develop high standards on all of that (my colleagues were my tutors).

另一個(gè)重要的問題就是高標(biāo)準(zhǔn)是通用的還是按領(lǐng)域區(qū)分的。換句話說，如果你在某一領(lǐng)域建立起高標(biāo)準(zhǔn)，你是否自然而然地在其他領(lǐng)域獲得高標(biāo)準(zhǔn)？我相信高標(biāo)準(zhǔn)是根據(jù)領(lǐng)域區(qū)分的，你必須在每個(gè)感興趣的領(lǐng)域（arena）分別學(xué)習(xí)高標(biāo)準(zhǔn)。初創(chuàng)亞馬遜時(shí)，我在研發(fā)（inventing），客服（customer care），（謝天謝地）還有招聘上都有高標(biāo)準(zhǔn)。但是在運(yùn)營流程上卻沒有，例如如何確保問題真的解決（keep fixed problems fixed），如何消除產(chǎn)品的根源性缺陷（defect at the root），如何監(jiān)控流程（inspect processes），等等。我不得不在這些方面學(xué)習(xí)并開創(chuàng)高標(biāo)準(zhǔn)（我的同事們幫了我大忙）。

Understanding this point is important because it keeps you humble. You can consider yourself a person of high standards in general and still have debilitating blind spots. There can be whole arenas of endeavor where you may not even know that your standards are low or non-existent, and certainly not world class. It’s critical to be open to that likelihood.

理解了這點(diǎn)至關(guān)重要，因?yàn)槟菚?huì)使你保持謙遜。你可以把自己看作一個(gè)具備普遍高標(biāo)準(zhǔn)但是某些方面依然是軟肋（debilitating blind spots）的人?？赡茉谝恍╊I(lǐng)域上（whole arenas of endeavor），你并不知道自己的標(biāo)準(zhǔn)其實(shí)很low甚至完全沒有標(biāo)準(zhǔn)，這顯然不是世界級(jí)的表現(xiàn)。所以，對(duì)這種可能性持開放態(tài)度是至關(guān)重要的（critical）。

Recognition and Scope

認(rèn)知和范圍

What do you need to achieve high standards in a particular domain area? First, you have to be able to recognize what good looks like in that domain. Second, you must have realistic expectations for how hard it should be (how much work it will take) to achieve that result – the scope.

在特定的領(lǐng)域里如何取得高標(biāo)準(zhǔn)呢？首先，你必須能夠識(shí)別在那個(gè)領(lǐng)域什么樣才算做得好（what good looks like）。其次，你必須對(duì)解決問題的難度（需要多少工作量）保持著現(xiàn)實(shí)的預(yù)期，也就是所謂的范圍。

Let me give you two examples. One is a sort of toy illustration but it makes the point clearly, and another is a real one that comes up at Amazon all the time.

讓我給出兩個(gè)具體的例子。一個(gè)是比喻（toy illustration）但能把問題描述得更加清晰，另一個(gè)是不停（all the time）發(fā)生（come up）在亞馬遜的真實(shí)案例。

Perfect Handstands

完美倒立

A close friend recently decided to learn to do a perfect free-standing handstand. No leaning against a wall. Not for just a few seconds. Instagram good. She decided to start her journey by taking a handstand workshop at her yoga studio. She then practiced for a while but wasn’t getting the results she wanted. So, she hired a handstand coach. Yes, I know what you’re thinking, but evidently this is an actual thing that exists. In the very first lesson, the coach gave her some wonderful advice. “Most people,” he said, “think that if they work hard, they should be able to master a handstand in about two weeks. The reality is that it takes about six months of daily practice. If you think you should be able to do it in two weeks, you’re just going to end up quitting.” Unrealistic beliefs on scope – often hidden and undiscussed – kill high standards. To achieve high standards yourself or as part of a team, you need to form and proactively communicate realistic beliefs about how hard something is going to be – something this coach understood well.

我的一個(gè)好友最近在學(xué)習(xí)完美的無支撐倒立（free stranding handstand）。即不靠墻（leaning against a wall），幾秒鐘就行。她決定在她的瑜伽館（studio）里參加一個(gè)倒立培訓(xùn)班（workshop）。她訓(xùn)練了一段時(shí)間，但是并未達(dá)到她所期望的效果。于是她請(qǐng)了一個(gè)倒立私教。是的，我知道你們?cè)谙胧裁?，但顯然（evidently）這是一個(gè)真實(shí)存在的事情。在第一節(jié)課，教練給他一些很好的建議。“大多數(shù)人，”他說，“認(rèn)為只要他們努力訓(xùn)練，他們就能夠在兩周內(nèi)掌握。而事實(shí)是要花費(fèi)大約6個(gè)月的日常訓(xùn)練。如果你認(rèn)為你可以在兩周內(nèi)達(dá)到目標(biāo)，你最終只能放棄（end up quitting）?！辈滑F(xiàn)實(shí)的預(yù)期（unrealistic beliefs）——常常是未公開的的且未經(jīng)過討論的——會(huì)扼殺高標(biāo)準(zhǔn)。為了取得高標(biāo)準(zhǔn)，你需要形成并且主動(dòng)地（proactively）溝通某件事情難易程度的現(xiàn)實(shí)預(yù)期——這名教練深諳此道。

Six-Page Narratives

6頁紀(jì)要

We don’t do PowerPoint (or any other slide-oriented) presentations at Amazon. Instead, we write narratively structured six-page memos. We silently read one at the beginning of each meeting in a kind of “study hall.” Not surprisingly, the quality of these memos varies widely. Some have the clarity of angels singing. They are brilliant and thoughtful and set up the meeting for high-quality discussion. Sometimes they come in at the other end of the spectrum.

我們?cè)趤嗰R遜不使用PowerPoint（或者任何其他幻燈片工具/slide-oriented）。相反地，我們寫敘事體的6頁備忘錄。我們?cè)诒环Q為“學(xué)堂”（study hall）的地方開會(huì)前會(huì)靜靜地讀一份備忘錄。不出意外地（not surprisingly），這些備忘錄的質(zhì)量參差不齊（varies widely）。有一些備忘錄脈絡(luò)清晰（clarity）猶如天使在歌唱。它們是杰出而周密的（brilliant and thoughtful），將為會(huì)議開啟一次高質(zhì)量的討論。但有時(shí)候，備忘錄的質(zhì)量卻正好相反。

In the handstand example, it’s pretty straightforward to recognize high standards. It wouldn’t be difficult to lay out in detail the requirements of a well-executed handstand, and then you’re either doing it or you’re not. The writing example is very different. The difference between a great memo and an average one is much squishier. It would be extremely hard to write down the detailed requirements that make up a great memo. Nevertheless, I find that much of the time, readers react to great memos very similarly. They know it when they see it. The standard is there, and it is real, even if it’s not easily describable.

以倒立為例，你可以非常直觀地識(shí)別高標(biāo)準(zhǔn)。清楚描述（lay out in detail）一個(gè)合格（well-executed）倒立的要求并不難，之后的問題就是你能否完成倒立。而備忘錄的例子就大不相同。一份好的（great）備忘錄和一份普通的（average）備忘錄之間的界限很模糊（be much squishier）。要寫下構(gòu)成（make up）一份杰出備忘錄的具體要求（detailed requirements）將會(huì)極其困難。然而（nevertheless），我發(fā)現(xiàn)大多數(shù)情況下（much of the time），讀者們對(duì)杰出備忘錄的反應(yīng)相當(dāng)趨同（very similarly）。當(dāng)他們看到時(shí)知道就是它了。標(biāo)準(zhǔn)就在那兒，真實(shí)存在，盡管難以描述。

Here’s what we’ve figured out. Often, when a memo isn’t great, it’s not the writer’s inability to recognize the high standard, but instead a wrong expectation on scope: they mistakenly believe a high-standards, six-page memo can be written in one or two days or even a few hours, when really it might take a week or more! They’re trying to perfect a handstand in just two weeks, and we’re not coaching them right. The great memos are written and re-written, shared with colleagues who are asked to improve the work, set aside for a couple of days, and then edited again with a fresh mind. They simply can’t be done in a day or two. The key point here is that you can improve results through the simple act of teaching scope – that a great memo probably should take a week or more.

這是我們所發(fā)現(xiàn)的。通常，如果一份備忘錄寫得不好，并非作者無法識(shí)別（inability to recognize）高標(biāo)準(zhǔn)，而是他們對(duì)工期產(chǎn)生了錯(cuò)誤的預(yù)估：他們錯(cuò)誤地認(rèn)為一份高標(biāo)準(zhǔn)的6頁備忘錄可以在一兩天甚至幾個(gè)小時(shí)內(nèi)完成，而事實(shí)上可能消耗一個(gè)星期或更長(zhǎng)時(shí)間！他們把倒立理想化（perfect）為一兩周的功夫，因?yàn)槲覀儾]有把他們教好（coach them right）。杰出的備忘錄會(huì)一改再改，分享給同事并讓他們幫忙潤(rùn)色，最后留出幾天時(shí)間（set aside a couple of days），以清醒的頭腦（fresh mind）再度編輯。這些工作絕不可能（simply can't be done）在一兩天內(nèi)完成。關(guān)鍵點(diǎn)在于你完全可以通過合理估計(jì)工期來提升執(zhí)行效果——這樣一份優(yōu)秀的備忘錄會(huì)消耗一周多的時(shí)間。

Skill

技巧

Beyond recognizing the standard and having realistic expectations on scope, how about skill? Surely to write a world class memo, you have to be an extremely skilled writer? Is it another required element? In my view, not so much, at least not for the individual in the context of teams. The football coach doesn’t need to be able to throw, and a film director doesn’t need to be able to act. But they both do need to recognize high standards for those things and teach realistic expectations on scope. Even in the example of writing a six-page memo, that’s teamwork. Someone on the team needs to have the skill, but it doesn’t have to be you. (As a side note, by tradition at Amazon, authors’ names never appear on the memos – the memo is from the whole team.)

除了認(rèn)識(shí)標(biāo)準(zhǔn)（recognizing the standard）和正確估計(jì)工期（have realistic expectations on scope）之外，有什么其他技巧？對(duì)于寫一份世界級(jí)的備忘錄，你需要先成為一位頂級(jí)作家（extremely skilled writer）嗎？這是必備條件嗎？在我看來（In my view），不太需要，至少對(duì)于團(tuán)隊(duì)中的個(gè)體而言。橄欖球教練并不需要投球能力，電影導(dǎo)演也不需要演戲能力。但是他們都需要能夠辨別這些事情的高標(biāo)準(zhǔn)，并且能夠?qū)て谧龀銮泻蠈?shí)際的估量。寫6頁備忘錄這事是團(tuán)隊(duì)協(xié)作。團(tuán)隊(duì)里的某人需要掌握這個(gè)技能，但并不一定是你。（話說/As a side note，按照亞馬遜的傳統(tǒng)，作者名從不會(huì)出現(xiàn)在備忘錄中——備忘錄出自整個(gè)團(tuán)隊(duì)）

Benefits of High Standards

高標(biāo)準(zhǔn)的好處

Building a culture of high standards is well worth the effort, and there are many benefits. Naturally and most obviously, you’re going to build better products and services for customers – this would be reason enough! Perhaps a little less obvious: people are drawn to high standards – they help with recruiting and retention. More subtle: a culture of high standards is protective of all the “invisible” but crucial work that goes on in every company. I’m talking about the work that no one sees. The work that gets done when no one is watching. In a high standards culture, doing that work well is its own reward – it’s part of what it means to be a professional.

建立一套高標(biāo)準(zhǔn)文化絕對(duì)是事半功倍的（be well worth the effort），能帶來諸多好處。顯而易見的是（naturally and most obviously），你將因此為顧客生產(chǎn)出更好的產(chǎn)品和服務(wù)——有這個(gè)好處就夠了！還有個(gè)也許沒那么明顯的原因：人們被吸引到（be drawn to）高標(biāo)準(zhǔn)團(tuán)隊(duì)中來——這有助于人才的招募和留存（recruiting & retention）。更為隱晦的（subtle）原因在于：高標(biāo)準(zhǔn)文化是每個(gè)公司里所有隱形但又至關(guān)重要（crucial）的工作的保證（protective）。我指的是那些沒人看到的工作。這些工作在沒人監(jiān)督的情況下神不知鬼不覺地完成了。在高標(biāo)準(zhǔn)文化里，把這些工作做好本身就是嘉獎(jiǎng)（doing that work well is its own reward）——這本身就是專業(yè)人士分內(nèi)的事（it's part of what it means to be a professional）。

And finally, high standards are fun! Once you’ve tasted high standards, there’s no going back.
So, the four elements of high standards as we see it: they are teachable, they are domain specific, you must recognize them, and you must explicitly coach realistic scope. For us, these work at all levels of detail. Everything from writing memos to whole new, clean-sheet business initiatives. We hope they help you too.

最后要說的是，高標(biāo)準(zhǔn)本身是趣味十足的！一旦開始，就無法停止。
（Once you've tasted high standards, there's no going back.）
所以，我們可以總結(jié)高標(biāo)準(zhǔn)的四個(gè)屬性：

1. 他們是后天習(xí)得的；
2. 他們是按領(lǐng)域劃分的；
3. 你必須識(shí)別它們；
4. 你必須有切合實(shí)際的預(yù)期。

對(duì)于我們來說，這些屬性在任何工作細(xì)節(jié)上都起作用（at all levels of detail）。小到備忘錄撰寫，大到嶄新的（whole new, clean-sheet）商業(yè)計(jì)劃。我們希望它們也能幫到您。

Insist on the Highest Standards

堅(jiān)持（insist on）高標(biāo)準(zhǔn)

Leaders have relentlessly high standards – many people may think these standards are unreasonably high.
-- from the Amazon Leadership Principles

領(lǐng)導(dǎo)人具有持之以恒的（relentless）高標(biāo)準(zhǔn)——即便許多人認(rèn)為這些標(biāo)準(zhǔn)過于苛刻（unreasonably high）
—— 亞馬遜領(lǐng)導(dǎo)守則（Amazon Leadership Principles）

Recent Milestones

最新里程碑

The high standards our leaders strive for have served us well. And while I certainly can’t do a handstand myself, I’m extremely proud to share some of the milestones we hit last year, each of which represents the fruition of many years of collective effort. We take none of them for granted.

我們的領(lǐng)導(dǎo)層努力追求的（strive for）高標(biāo)準(zhǔn)讓我們受益匪淺（serve us well）。雖然我不會(huì)倒立，但是我依然非常自豪地與您分享我們?nèi)ツ赀_(dá)成的一系列里程碑。每一項(xiàng)里程碑都是多年努力（collective effort）的結(jié)晶（fruition），沒有任何一項(xiàng)是天上掉餡餅（take none of them for granted）。

• Prime
  13 years post-launch, we have exceeded 100 million paid Prime members globally. In 2017 Amazon shipped more than five billion items with Prime worldwide, and more new members joined Prime than in any previous year – both worldwide and in the U.S. Members in the U.S. now receive unlimited free two-day shipping on over 100 million different items. We expanded Prime to Mexico, Singapore, the Netherlands, and Luxembourg, and introduced Business Prime Shipping in the U.S. and Germany. We keep making Prime shipping faster as well, with Prime Free Same-Day and Prime
  Free One-Day delivery now in more than 8,000 cities and towns. Prime Now is available in more than 50 cities worldwide across nine countries. Prime Day 2017 was our biggest global shopping event ever (until surpassed by Cyber Monday), with more new Prime members joining Prime than any other day in our history.

• Prime | 優(yōu)選
  在推出這項(xiàng)服務(wù)13年后（post-launch），我們?cè)谌蚴斋@了超過1億名付費(fèi)Prime會(huì)員。2017年亞馬遜通過Prime交付了超過50億份快遞。今年有比往年更多的會(huì)員加入Prime——不論是全球范圍還是美國國內(nèi)。美國會(huì)員如今可享受覆蓋1億種不同商品的無限免費(fèi)兩日送達(dá)服務(wù)。我們把Prime推廣到了墨西哥，新加坡，荷蘭和盧森堡，同時(shí)把Prime商務(wù)送貨服務(wù)引入了美國和德國。我們保持著Prime一如既往的高效投遞，在8000多個(gè)市縣實(shí)現(xiàn)當(dāng)日免費(fèi)送達(dá)和24小時(shí)免費(fèi)送達(dá)。Prime現(xiàn)如今已經(jīng)登陸全球9個(gè)國家的50多個(gè)城市。2017 Prime day是我們有史以來最大的全球購物狂歡節(jié)（biggest global shopping event），直到被Cyber Monday（感恩節(jié)假期后第一個(gè)上班日的網(wǎng)購促銷狂歡節(jié)）超越（surpass）。Prime day這天新加入的Prime會(huì)員數(shù)創(chuàng)造了歷史新高。

• AWS
  It’s exciting to see Amazon Web Services, a $20 billion revenue run rate business, accelerate its already healthy growth. AWS has also accelerated its pace of innovation – especially in new areas such as machine learning and artificial intelligence, Internet of Things, and serverless computing. In 2017, AWS announced more than 1,400 significant services and features, including Amazon SageMaker, which radically changes the accessibility and ease of use for everyday developers to build sophisticated machine learning models. Tens of thousands of customers are also using a broad range of AWS machine learning services, with active users increasing more than 250 percent in the last year, spurred by the broad adoption of Amazon SageMaker. And in November, we held our sixth re:Invent conference with more than 40,000 attendees and over 60,000 streaming participants.

• AWS | 亞馬遜云服務(wù)
  非常高興能見證亞馬遜云服務(wù)這樣一個(gè)200億美元營收的高速增長(zhǎng)業(yè)務(wù)（run rate business），而且其在原來健康增長(zhǎng)的步調(diào)上再度提速。AWS也加快了它創(chuàng)新的步伐——特別是新興領(lǐng)域，例如機(jī)器學(xué)習(xí)和人工智能，物聯(lián)網(wǎng)，無服務(wù)器計(jì)算等方面。2017年AWS發(fā)布了超過1400項(xiàng)具有影響力的（significant）服務(wù)和功能，包括SageMaker，這玩意兒徹底（radically）降低了開發(fā)者每天創(chuàng)建復(fù)雜（sophisticated）機(jī)器學(xué)習(xí)模型的難度（accessibility & ease of use）。成千上萬的（tens of thousands of）顧客在使用AWS廣闊的（broad range of）機(jī)器學(xué)習(xí)服務(wù)。正是因?yàn)槭艿搅薙ageMaker大面積使用的刺激（spurred by the adoption of），去年AWS活躍用戶增長(zhǎng)率超過了250%。11月份，我們舉辦了第六屆re:Invent大會(huì)，有逾4萬名與會(huì)者（attendees）到場(chǎng)參加，也有逾6萬名線上與會(huì)者（streaming participants）同步觀看大會(huì)直播。

• Marketplace
  In 2017, for the first time in our history, more than half of the units sold on Amazon worldwide were from our third-party sellers, including small and medium-sized businesses (SMBs). Over 300,000 U.S.-based SMBs started selling on Amazon in 2017, and Fulfillment by Amazon shipped billions of items for SMBs worldwide. Customers ordered more than 40 million items from SMBs worldwide during Prime Day 2017, growing their sales by more than 60 percent over Prime Day 2016. Our Global Selling program (enabling SMBs to sell products across national borders) grew by over 50% in 2017 and cross-border ecommerce by SMBs now represents more than 25% of total third-party sales.

• Marketplace | 商城
  2017年，亞馬遜有史以來第一次有超過一半以上的商品銷售來自我們的第三方賣家（third-party sellers），包括中小商家（SMBs, small and medium-sized businesses）。2017年，超過30萬家美國本土的中小商家開始在亞馬遜上銷售。亞馬遜為全球的中小商家交付了數(shù)十億的商品。全球的顧客們?cè)?017 Prime Day從中小商家訂購了超過4億件商品，讓他們的銷售額較2016 Prime Day同比增幅超過60%。我們的全球銷售計(jì)劃（促進(jìn)中小商家跨國銷售）在2017年增幅超50%。中小商家的跨國電商業(yè)務(wù)如今占第三方總銷售業(yè)務(wù)的25%。

• Alexa
  Customer embrace of Alexa continues, with Alexa-enabled devices among the best-selling items across all of Amazon. We’re seeing extremely strong adoption by other companies and developers that want to create their own experiences with Alexa. There are now more than 30,000 skills for Alexa from outside developers, and customers can control more than 4,000 smart home devices from 1,200 unique brands with Alexa. The foundations of Alexa continue to get smarter every day too. We’ve developed and implemented an on-device fingerprinting technique, which keeps your device from waking up when it hears an Alexa commercial on TV. (This technology ensured that our Alexa Super Bowl commercial didn’t wake up millions of devices.) Far-field speech recognition (already very good) has improved by 15% over the last year; and in the U.S., U.K., and Germany, we’ve improved Alexa’s spoken language understanding by more than 25% over the last 12 months through enhancements in Alexa’s machine learning components and the use of semi-supervised learning techniques. (These semi-supervised learning techniques reduced the amount of labeled data needed to achieve the same accuracy improvement by 40 times!) Finally, we’ve dramatically reduced the amount of time required to teach Alexa new languages by using machine translation and transfer learning techniques, which allows us to serve customers in more countries (like India and Japan).

• Alexa | 智能管家
  顧客們對(duì)Alexa絲毫不減的熱情使得Alexa支持的設(shè)備穩(wěn)居亞馬遜暢銷榜。我們看到許多公司和開發(fā)者迫不及待地想要使用Alexa來創(chuàng)建它們自己的應(yīng)用體驗(yàn)。Alexa向外部開發(fā)者提供了超過3萬個(gè)技能接口。顧客們可以通過Alexa操控來自1200個(gè)獨(dú)立品牌的超4000件智慧家庭設(shè)備。Alexa的基礎(chǔ)設(shè)備也變得越來越智能化。我們開發(fā)并實(shí)現(xiàn)了一個(gè)設(shè)備指紋識(shí)別技術(shù)，這將使你的設(shè)備在聽到電視上的Alexa廣告（commercial）時(shí)不會(huì)被喚醒。（這項(xiàng)技術(shù)保證我們的Alexa超級(jí)碗廣告不會(huì)喚醒數(shù)以百萬計(jì)的設(shè)備。）遠(yuǎn)程語音識(shí)別（Far-field speech recognition，已經(jīng)非常成熟）能力在去年提升了大約15%；在美國、英國和德國，過去一年里我們通過增強(qiáng)Alexa的機(jī)器學(xué)習(xí)組件和采用半監(jiān)督學(xué)習(xí)（semi-supervised learning）技術(shù)，使Alexa對(duì)口語識(shí)別能力（spoken language understanding）提升了超過25%。這些半監(jiān)督學(xué)習(xí)技術(shù)把需要達(dá)到相同識(shí)別精度所需的標(biāo)記數(shù)據(jù)的數(shù)量減少了約40倍！最后，我們通過使用機(jī)器翻譯和轉(zhuǎn)移學(xué)習(xí)技術(shù)顯著地（dramatically）減少了教會(huì)Alexa新語言的時(shí)間，這使得我們可以為更多國家（例如印度和日本）的顧客提供服務(wù)。

• Amazon devices
  2017 was our best year yet for hardware sales. Customers bought tens of millions of Echo devices, and Echo Dot and Fire TV Stick with Alexa were the best-selling products across all of Amazon – across all categories and all manufacturers. Customers bought twice as many Fire TV Sticks and Kids Edition Fire Tablets this holiday season versus last year. 2017 marked the release of our all-new Echo with an improved design, better sound, and a lower price; Echo Plus with a built-in smart home hub; and Echo Spot, which is compact and beautiful with a circular screen. We released our next generation Fire TV, featuring 4K Ultra HD and HDR; and the Fire HD 10 Tablet, with 1080p Full HD display. And we celebrated the 10th anniversary of Kindle by releasing the all-new Kindle Oasis, our most advanced reader ever. It’s waterproof – take it in the bathtub – with a bigger 7” high-resolution 300 ppi display and has built-in audio so you can also listen to your books with Audible.

• Amazon devices | 亞馬遜設(shè)備
  2017是我們硬件銷售業(yè)績(jī)最好的一年。顧客們購買了數(shù)千萬臺(tái)Echo設(shè)備，Echo Dot 和搭載了Alexa的 Fire 電視棒是亞馬遜上全品類全商家（across all categories and all manufacturers）最暢銷的商品之一。在今年的假日購物季，顧客們購買 Fire 電視棒和兒童版Fire平板電腦的數(shù)量是去年同期的兩倍（twice as many...this holiday season versus last year）。2017年，我們?nèi)掳姹镜腅cho發(fā)布，具備升級(jí)的設(shè)計(jì)，更美妙的音效，以及更實(shí)惠的價(jià)格；Echo+內(nèi)置了智慧家庭中心（smart home hub）；Echo Spot小巧（compact）而美觀，自帶一個(gè)圓形的屏幕。我們發(fā)布了下一代Fire電視，主打4K超清和高清；還有Fire 10高清平板電腦，自帶1080p全高清顯示屏（display）。同時(shí)，Kindle 10周年慶典我們推出了全新的Kindle綠洲，這是目前我們推出的最高級(jí)閱讀器。它是防水的（waterproof）——你可以在洗泡泡?。╞athtub）時(shí)使用——擁有7英寸高分辨率300ppi的顯示屏并且內(nèi)置音響，這樣你就可以使用Audible聽書。

• Prime Video
  Prime Video continues to drive Prime member adoption and retention. In the last year we made Prime Video even better for customers by adding new, award-winning Prime Originals to the service, like The Marvelous Mrs. Maisel, winner of two Critics’ Choice Awards and two Golden Globes, and the Oscar-nominated movie The Big Sick. We’ve expanded our slate of programming across the globe, launching new seasons of Bosch and Sneaky Pete from the U.S., The Grand Tour from the U.K., and You Are Wanted from Germany, while adding new Sentosha shows from Japan, along with Breathe and the award-winning Inside Edge from India. Also this year, we expanded our Prime Channels offerings, adding CBS All Access in the U.S. and launching Channels in the U.K. and Germany. We debuted NFL Thursday Night Football on Prime Video, with more than 18 million total viewers over 11 games. In 2017, Prime Video Direct secured subscription video rights for more than 3,000 feature films and committed over $18 million in royalties to independent filmmakers and other rights holders. Looking forward, we’re also excited about our upcoming Prime Original series pipeline, which includes Tom Clancy’s Jack Ryan starring John Krasinski; King Lear, starring Anthony Hopkins and Emma Thompson; The Romanoffs, executive produced by Matt Weiner; Carnival Row starring Orlando Bloom and Cara Delevingne; Good Omens starring Jon Hamm; and Homecoming, executive produced by Sam Esmail and starring Julia Roberts in her first television series. We acquired the global television rights for a multi-season production of The Lord of the Rings, as well as Cortés, a miniseries based on the epic saga of Hernán Cortés from executive producer Steven Spielberg, starring Javier Bardem, and we look forward to beginning work on those shows this year.

• Prime Video | 優(yōu)選視頻
  Prime視頻讓Prime會(huì)員得以持續(xù)增長(zhǎng)和留存（adoption and retention）。去年我們改進(jìn)了Prime視頻，在服務(wù)中加入了新的屢獲殊榮的（award-winning） Prime 原創(chuàng)劇目（Originals），例如《了不起的邁塞爾夫人》（The Marvelous Mrs. Maisel）拿下了兩項(xiàng)評(píng)論家選擇獎(jiǎng)（Critics' Choice Awards）和兩項(xiàng)金球獎(jiǎng)（Golden Globes），還有奧斯卡提名（Oscar-nominated）電影《大病》（The Big Sick）。我們擴(kuò)大了全球節(jié)目計(jì)劃（slate of programming），發(fā)行了美國市場(chǎng)新一季的《博斯》（Bosch）和《詐欺擔(dān)保人》（Sneaky Pete），英國市場(chǎng)的《大世界之旅》（The Grand Tour），德國市場(chǎng)的《網(wǎng)絡(luò)尋兇》（You Are Wanted），同時(shí)增加了新的日本市場(chǎng)的Sentosha劇，還有印度市場(chǎng)的《喘息》（Breathe）、大放異彩的《內(nèi)角》（Inside Corner）。今年，我們還擴(kuò)充了我們的Prime頻道產(chǎn)品（offerings），完成了美國哥倫比亞廣播公司（CBS, Columbia Broadcasting System）的全方位接入，開通英國和德國頻道。我們首次（debut）在Prime視頻播出全美橄欖球聯(lián)盟（NFL, National Football League）的周四晚橄欖球賽，11場(chǎng)比賽累計(jì)收看數(shù)量超過1800萬人次。2017年，Prime直接視頻獲得（secure）超過3000部劇情片（feature films）的訂閱權(quán)，向獨(dú)立電影人（independent filmmakers）和其他版權(quán)人（rights holders）貢獻(xiàn)了1800萬美元的版稅（royalties）。向前看，我們?yōu)镻rime原創(chuàng)系列計(jì)劃表（pipeline）中即將問世的（upcoming）作品振奮不已。我們?nèi)〉昧硕嗉荆╩ulti-season）產(chǎn)品《魔戒》（The Lord of the Rings）的全球電視播放權(quán)。與此同時(shí)還有《Cortés》，一部基于Hernán Cortés的史詩級(jí)傳說（saga）改編的迷你?。╩iniseries）。這部戲由Steven Spielberg監(jiān)制，Javier Bardem主演，我們非常期待（look forward to）今年這些戲的開拍。

• Amazon Music
  Amazon Music continues to grow fast and now has tens of millions of paid customers. Amazon Music Unlimited, our on-demand, ad-free offering, expanded to more than 30 new countries in 2017, and membership has more than doubled over the past six months.

• Amazon Music | 亞馬遜音樂
  亞馬遜音樂的市場(chǎng)份額持續(xù)快速增長(zhǎng)，如今已經(jīng)擁有了數(shù)千萬的付費(fèi)用戶（paid customers）。亞馬遜音樂無限公司，我們有廣闊市場(chǎng)需求且無廣告的產(chǎn)品，在2017年推廣到了30多個(gè)新國家，會(huì)員數(shù)在過去6個(gè)月里翻了一番以上。

• Fashion
  Amazon has become the destination for tens of millions of customers to shop for fashion. In 2017, we introduced our first fashion-oriented Prime benefit, Prime Wardrobe – a new service that brings the fitting room directly to the homes of Prime members so they can try on the latest styles before they buy. We introduced Nike and UGG on Amazon along with new celebrity collections by Drew Barrymore and Dwyane Wade, as well as dozens of new private brands, like Goodthreads and Core10. We’re also continuing to enable thousands of designers and artists to offer their exclusive designs and prints on demand through Merch by Amazon. We finished 2017 with the launch of our interactive shopping experience with Calvin Klein, including pop-up shops, on-site product customization, and fitting rooms with Alexa-controlled lighting, music, and more.

• Fashion | 亞馬遜潮牌
  亞馬遜成為了數(shù)千萬顧客淘潮牌的地方。2017年，我們引入了首個(gè)面向潮牌的優(yōu)惠促銷（benefit），Prime衣櫥——這種新型服務(wù)會(huì)把試衣間（fitting room）直接帶到Prime會(huì)員家里，這樣他們就可以在買之前試穿最新款的流行服飾（try on the latest styles）。我們引入了Nike和UGG，以及Barrymore和Dwyane Wade的名人系列（celebrity collections），還有一批新的獨(dú)立品牌，例如 Goodthreads 和 Core10。我們也通過亞馬遜的Merch讓數(shù)以千計(jì)的設(shè)計(jì)師和藝術(shù)家按需推出他們獨(dú)到的設(shè)計(jì)和版式（prints）。我們?cè)?017年和Calvin Klein聯(lián)合推出了（launch）交互式購物體驗(yàn)，包括閃店（pop-up shops），現(xiàn)場(chǎng)產(chǎn)品定制（on-site product customization），以及由Alexa控制燈光、背景音樂的試衣間等等。

• Whole Foods
  When we closed our acquisition of Whole Foods Market last year, we announced our commitment to making high-quality, natural and organic food available for everyone, then immediately lowered prices on a selection of best-selling grocery staples, including avocados, organic brown eggs, and responsibly-farmed salmon. We followed this with a second round of price reductions in November, and our Prime member exclusive promotion broke Whole Foods’ all-time record for turkeys sold during the Thanksgiving season. In February, we introduced free two-hour delivery on orders over $35 for Prime members in select cities, followed by additional cities in March and April, and plan continued expansion across the U.S. throughout this year. We also expanded the benefits of the Amazon Prime Rewards Visa Card, enabling Prime members to get 5% back when shopping at Whole Foods Market. Beyond that, customers can purchase Whole Foods’ private label products like 365 Everyday Value on Amazon, purchase Echo and other Amazon devices in over a hundred Whole Foods stores, and pick-up or return Amazon packages at Amazon Lockers in hundreds of Whole Foods stores. We’ve also begun the technical work needed to recognize Prime members at the point of sale and look forward to offering more Prime benefits to Whole Foods shoppers once that work is completed.

• Whole Foods | 全食超市
  去年收購（acquisition）全食超市（Whole Food Market）之后，我們承諾（announce our commitment）要為每個(gè)人提供高品質(zhì)自然的有機(jī)食品（high-quality, natural and organic food），并馬上降低了暢銷主食（grocery staples）的價(jià)格，包括牛油果（avocados），有機(jī)棕蛋（organic brown eggs），以及養(yǎng)殖鮭魚（responsibly-farmed salmon）。隨之而來的是11月的第二輪降價(jià)，并且在我們感恩節(jié)的火雞銷售中，Prime會(huì)員的專享優(yōu)惠力度打破了全食的歷史記錄。二月份，我們?cè)诓糠殖鞘校╯elect cities）推出了針對(duì)Prime會(huì)員購物超過35美元即可享受免費(fèi)兩小時(shí)送貨上門的服務(wù)。三四月份時(shí)又增加了新的城市，在美國本土（across the U.S.）整個(gè)活動(dòng)全年（throughout this year）都在持續(xù)升級(jí)發(fā)酵（continue expansion）。我們也增加了亞馬遜Prime聯(lián)名Visa卡（Amazon Prime Rewards Visa Card）的補(bǔ)貼力度（benefits），使得Prime會(huì)員在全食超市消費(fèi)可享受5%的折扣（get 5% back）。除此之外，顧客們還可以在亞馬遜上購買全食的自有品牌產(chǎn)品（private label products），例如365每一天價(jià)值，也可以在100多家全食商店購買Echo或者其他亞馬遜設(shè)備，還可以在100多家全食商店的亞馬遜儲(chǔ)物柜（locker）取件或者退件（pick-up or return Amazon packages）。我們也啟動(dòng)了技術(shù)研發(fā)以便在結(jié)賬時(shí)識(shí)別Prime會(huì)員身份。當(dāng)這項(xiàng)工作完成后，將有望（look forward to）向全食顧客推出更多的Prime優(yōu)惠。

• Amazon Go
  Amazon Go, a new kind of store with no checkout required, opened to the public in January in Seattle. Since opening, we’ve been thrilled to hear many customers refer to their shopping experience as “magical.” What makes the magic possible is a custom-built combination of computer vision, sensor fusion, and deep learning, which come together to create Just Walk Out shopping. With JWO, customers are able to grab their favorite breakfast, lunch, dinner, snack, and grocery essentials more conveniently than ever before. Some of our top-selling items are not surprising – caffeinated beverages and water are popular – but our customers also love the Chicken Banh Mi sandwich, chocolate chip cookies, cut fruit, gummy bears, and our Amazon Meal Kits.

• Amazon Go | 新零售
  Amazon Go是一種購物后不需要結(jié)賬的新零售商店，1月時(shí)在西雅圖向公眾開放。從開業(yè)以來，許多顧客都用“魔幻”（magical）來形容（refer to）他們?cè)贏mazon Go的購物體驗(yàn)，對(duì)此我們感到非常振奮（thrilled）。這種魔術(shù)源于一套定制（custom-built）技術(shù)的組合，包括計(jì)算機(jī)視覺，傳感器融合（Sensor fusion is combining of sensory data or data derived from disparate sources such that the resulting information has less uncertainty than would be possible when these sources were used individually.），以及深度學(xué)習(xí)。這些技術(shù)相互配合才成就了“轉(zhuǎn)身就走”（Just Walk Out）的購物體驗(yàn)。有了“轉(zhuǎn)身就走”，顧客們可以比以往更方便地取用（grab）他們想要的早餐、午餐、晚餐、小吃以及日用品（grocery essentials）。店里最暢銷的莫過于咖啡因飲料（caffeinated beverages）和飲用水。我們的顧客也喜歡雞肉三明治（Chicken Banh Mi sandwich），巧克力曲奇（chocolate chip cookies），切片水果（cut fruit），小熊軟糖（gummy bears），還有我們的亞馬遜便當(dāng)（Amazon Meal Kits）。

• Treasure Truck
  Treasure Truck expanded from a single truck in Seattle to a fleet of 35 trucks across 25 U.S. cities and 12 U.K. cities. Our bubble-blowing, music-pumping trucks fulfilled hundreds of thousands of orders, from porterhouse steaks to the latest Nintendo releases. Throughout the year, Treasure Truck also partnered with local communities to lift spirits and help those in need, including donating and delivering hundreds of car seats, thousands of toys, tens of thousands of socks, and many other essentials to community members needing relief, from those displaced by Hurricane Harvey, to the homeless, to kids needing holiday cheer.

• Treasure Truck | 珍寶車
  珍寶車從西雅圖的一臺(tái)車發(fā)展到一支擁有35輛卡車穿越全美25個(gè)城市、全英12個(gè)城市的車隊(duì)。我們的吹泡泡和放音樂的（bubble-blowing, music-pumping）卡車實(shí)現(xiàn)了（fulfill）了成千上萬的訂單，從優(yōu)質(zhì)牛排（porterhouse steak）到任天堂游戲（Nintendo releases）。去年一整年，珍寶車陪伴了鄰里街坊（local communities），為他們加油鼓勁（lift spirits）并向那些需要幫助的人們伸出援手（help those in need），包括捐款，輸送數(shù)百張車椅，數(shù)千件玩具，數(shù)萬雙襪子，還有許多發(fā)給急需援助（relief）的街坊鄰居（community members）的生活必需品。他們的援手伸向了因哈維颶風(fēng)流離失所的（displaced by）人們，伸向了無家可歸的（homeless）浪人，伸向了那些期待歡度節(jié)日的孩子們。

• India
  Amazon.in is the fastest growing marketplace in India, and the most visited site on both desktop and mobile, according to comScore and SimilarWeb. The Amazon.in mobile shopping app was also the most downloaded shopping app in India in 2017, according to App Annie. Prime added more members in India in its first year than any previous geography in Amazon’s history. Prime selection in India now includes more than 40 million local products from third-party sellers, and Prime Video is investing in India original video content in a big way, including two recent premiers and over a dozen new shows in production.

• India | 亞馬遜印度
  根據(jù)comScore和SimilarWeb的數(shù)據(jù)，亞馬遜印度是印度成長(zhǎng)最快的消費(fèi)者市場(chǎng)，也是桌面PC和移動(dòng)端訪問量最大的網(wǎng)站。根據(jù)App Annie的數(shù)字，亞馬遜印度app也是印度2017年下載量最大的購物app。僅僅登陸印度一年，新Prime會(huì)員的注冊(cè)量就超過了亞馬遜之前在任何其他國家地區(qū)的同期歷史數(shù)據(jù)。Prime精選收錄了超過4千萬第三方商戶的土特產(chǎn)（local products）。并且Prime視頻也在大規(guī)模地（in a big way）投資印度本土的原創(chuàng)視頻內(nèi)容制作，包括兩部最近將要上映的劇目和十來部正在制作中的片子。

• Sustainability
  We are committed to minimizing carbon emissions by optimizing our transportation network, improving product packaging, and enhancing energy efficiency in our operations, and we have a long-term goal to power our global infrastructure using 100% renewable energy. We recently launched Amazon Wind Farm Texas, our largest wind farm yet, which generates more than 1,000,000 megawatt hours of clean energy annually from over 100 turbines. We have plans to host solar energy systems at 50 fulfillment centers by 2020, and have launched 24 wind and solar projects across the U.S. with more than 29 additional projects to come. Together, Amazon’s renewable energy projects now produce enough clean energy to power over 330,000 homes annually. In 2017 we celebrated the 10-year anniversary of Frustration-Free Packaging, the first of a suite of sustainable packaging initiatives that have eliminated more than 244,000 tons of packaging materials over the past 10 years. In addition, in 2017 alone our programs significantly reduced packaging waste, eliminating the equivalent of 305 million shipping boxes. And across the world, Amazon is contracting with our service providers to launch our first low-pollution last-mile fleet. Already today, a portion of our European delivery fleet is comprised of low-pollution electric and natural gas vans and cars, and we have over 40 electric scooters and e-cargo bikes that complete local urban deliveries.

• Sustainability | 可持續(xù)發(fā)展
  我們致力于通過優(yōu)化運(yùn)輸網(wǎng)絡(luò)減少碳排放（carbon emissions），改善產(chǎn)品包裝（product packaging），并在我們的經(jīng)營活動(dòng)中提升能效（energy efficiency）。我們有一個(gè)長(zhǎng)遠(yuǎn)的目標(biāo)在我們的全球基礎(chǔ)設(shè)施中使用100%的可再生能源。近期我們?cè)诘驴怂_斯開設(shè)了風(fēng)電場(chǎng)（wind farm），這是我們迄今為止最大的風(fēng)電場(chǎng)，每年將從100多臺(tái)渦輪機(jī)（turbine）輸出超過1兆兆瓦/時(shí)（megawatt hours）的清潔能源。我們計(jì)劃2020年前在50個(gè)配送中心（fulfillment center）打造（host）太陽能系統(tǒng)。目前我們已經(jīng)啟動(dòng)了全美的24個(gè)風(fēng)電和太陽能工程，還有超過29個(gè)工程待啟動(dòng)。加在一起，亞馬遜的可再生能源計(jì)劃目前每年可輸出滿足33萬戶家庭用電量的清潔能源。2017年我們舉辦了亞馬遜環(huán)保包裝（Frustration-Free Packaging）推出十周年的慶典。這種包裝是首套可持續(xù)包裝方案（sustainable packaging initiatives），相當(dāng)于在過去十年中減少使用了超過24萬4千噸的包裝原料。此外，單單2017年我們的項(xiàng)目就顯著地（significantly）減少了包裝廢料，相當(dāng)于（equivalent）少用了3億多個(gè)快遞箱（shipping boxes）。亞馬遜還在世界范圍內(nèi)與我們的服務(wù)提供商簽訂協(xié)議，成立了我們第一支低碳（low-pollution）最后一英里車隊(duì)。目前，我們的歐洲運(yùn)輸車隊(duì)（delivery fleet）部分是由低碳的電力或天然氣作能源的貨車（van）組成的（be comprised of）。同時(shí)，我們還有40多部電動(dòng)滑板車（electric scooters）或電動(dòng)貨運(yùn)自行車（e-cargo bikes）用于完成本地市內(nèi)投遞（local urban deliveries）。

• Empowering Small Business
  Millions of small and medium-sized businesses worldwide now sell their products through Amazon to reach new customers around the globe. SMBs selling on Amazon come from every state in the U.S., and from more than 130 different countries around the world. More than 140,000 SMBs surpassed $100,000 in sales on Amazon in 2017, and over a thousand independent authors surpassed $100,000 in royalties in 2017 through Kindle Direct Publishing.

• Empowering Small Business | 賦能中小商家
  目前全球數(shù)百萬的中小商家都通過亞馬遜向世界各個(gè)地區(qū)的顧客銷售他們的商品。這些中小商家來自全美的任何一個(gè)州，來自全球130多個(gè)不同的國家或地區(qū)。2017年，超過14萬中小商戶創(chuàng)造了10萬美元的以上的（surpass）銷售額，1000多名獨(dú)立作者通過Kindle直接出版賺取了超過10萬美元以上的版稅。

• Investment & Job Creation
  Since 2011, we have invested over $150 billion worldwide in our fulfillment networks, transportation capabilities, and technology infrastructure, including AWS data centers. Amazon has created over 1.7 million direct and indirect jobs around the world. In 2017 alone, we directly created more than 130,000 new Amazon jobs, not including acquisitions, bringing our global employee base to over 560,000. Our new jobs cover a wide range of professions, from artificial intelligence scientists to packaging specialists to fulfillment center associates. In addition to these direct hires, we estimate that Amazon Marketplace has created 900,000 more jobs worldwide, and that Amazon’s investments have created an additional 260,000 jobs in areas like construction, logistics, and other professional services.

• Investment & Job Creation | 投資 & 就業(yè)
  自2011年起，我們就對(duì)全球的配送網(wǎng)絡(luò)（fulfillment network），運(yùn)輸系統(tǒng)（transportation capabilities）、高科技基礎(chǔ)設(shè)施（technology infrastructure）包括亞馬遜云服務(wù)數(shù)據(jù)中心，投資了超過1億5千萬美元。亞馬遜為全球直接或間接創(chuàng)造了超過170萬個(gè)就業(yè)崗位。單單就2017年而言，我們直接在亞馬遜創(chuàng)造了超過13萬個(gè)就業(yè)崗位，這還不包括商業(yè)并購，讓我們的全球雇員數(shù)超過了56萬。我們的新崗位涵蓋了非常廣闊的職業(yè)范圍，從人工智能科學(xué)家到包裝專家到配送中心員工（associates，An associate is a retail worker who does not have previous experience or qualifications. ）。除了這些直接招聘的崗位，我們估算亞馬遜市場(chǎng)也在全球創(chuàng)造了90多萬個(gè)工作機(jī)會(huì)，并且亞馬遜的投資項(xiàng)目也在諸如基建、物流（logistics）以及其他專業(yè)服務(wù)領(lǐng)域（professional services）創(chuàng)造了26萬個(gè)工作機(jī)會(huì)。

• Career Choice
  One employee program we’re particularly proud of is Amazon Career Choice. For hourly associates with more than one year of tenure, we pre-pay 95% of tuition, fees, and textbooks (up to $12,000) for certificates and associate degrees in high-demand occupations such as aircraft mechanics, computer-aided design, machine tool technologies, medical lab technologies, and nursing. We fund education in areas that are in high demand and do so regardless of whether those skills are relevant to a career at Amazon. Globally more than 16,000 associates (including more than 12,000 in the U.S.) have joined Career Choice since the program launched in 2012. Career Choice is live in ten countries and expanding to South Africa, Costa Rica, and Slovakia later this year. Commercial truck driving, healthcare, and information technology are the program’s most popular fields of study. We’ve built 39 Career Choice classrooms so far, and we locate them behind glass walls in high traffic areas inside our fulfillment centers so associates can be inspired by seeing their peers pursue new skills.

• Career Choice | 職業(yè)選擇計(jì)劃
  “亞馬遜職業(yè)選擇計(jì)劃”是我們非常自豪的一個(gè)員工項(xiàng)目。任期（tenure）超過一年的時(shí)薪制員工（hourly associates），若謀求具有迫切市場(chǎng)需求的職業(yè)（in high-demand occupations），例如飛機(jī)修理工（aircraft mechanics），計(jì)算機(jī)輔助設(shè)計(jì)（computer-aided design），機(jī)床技術(shù)（machine tool tech），醫(yī)學(xué)實(shí)驗(yàn)室技術(shù)，護(hù)工（nursing）等，而進(jìn)修資格認(rèn)證和專科學(xué)位（associate degree），我們會(huì)為其預(yù)付95%的學(xué)費(fèi)（tuition）和課本費(fèi)（最高12000美元）。我們資助（fund）那些有巨大缺口的行業(yè)的教育需求，不論這些技能是否與亞馬遜的職位掛鉤（be relevant to）。從2012年項(xiàng)目啟動(dòng)后，全球超過1萬6千名亞馬遜員工（1萬2千多名位于美國）參加了職業(yè)選擇計(jì)劃。該計(jì)劃已經(jīng)實(shí)施于（be live in）10個(gè)國家，正在向南美，哥斯達(dá)黎加擴(kuò)張，今年下半年還會(huì)登陸斯洛文尼亞。商用卡車駕駛，衛(wèi)生保健（healthcare），以及IT業(yè)都是這個(gè)項(xiàng)目最受歡迎的進(jìn)修方向（fields of study）。我們目前成立了39個(gè)職業(yè)選擇課堂，并把它們開在配送中心人流密集區(qū)（in high traffic areas）的玻璃幕墻后面。這樣員工們就能在看到同儕（peers）追求（pursue）新技能時(shí)得到鼓舞與激勵(lì)（inspired）。

The credit for these milestones is deserved by many. Amazon is 560,000 employees. It’s also 2 million sellers, hundreds of thousands of authors, millions of AWS developers, and hundreds of millions of divinely discontent customers around the world who push to make us better each and every day.

這些里程碑值得人們的贊許（credit）。亞馬遜是56萬名員工的，它也是200萬名商家的，是數(shù)十萬內(nèi)容創(chuàng)作者的，是數(shù)百萬云服務(wù)開發(fā)者的，是全球數(shù)億極度不安于現(xiàn)狀的消費(fèi)者的。正是你們，讓我們每天變得更好。

Path Ahead

展望未來

This year marks the 20th anniversary of our first shareholder letter, and our core values and approach remain unchanged. We continue to aspire to be Earth’s most customer-centric company, and we recognize this to be no small or easy challenge. We know there is much we can do better, and we find tremendous energy in the many challenges and opportunities that lie ahead.

今年距離我們第一封致股東的信發(fā)出過去了整整20年，而我們的核心價(jià)值觀（core values）和做事的方法依然沒變。我們依然立志成為（aspire to be）全球最以客戶為中心的（customer-centric）公司，并且我們認(rèn)識(shí)到這并不是一個(gè)簡(jiǎn)單又輕松的挑戰(zhàn)。我們知道我們還可以做得更好，同時(shí)我們可以在前路無盡的挑戰(zhàn)和機(jī)會(huì)（in the many challenges and opportunities）中發(fā)掘巨大的潛能（tremendous energy）。

A huge thank you to each and every customer for allowing us to serve you, to our shareowners for your support, and to Amazonians everywhere for your ingenuity, your passion, and your high standards.
As always, I attach a copy of our original 1997 letter. It remains Day 1.

我們要向每一位顧客致謝，感謝您讓我們有機(jī)會(huì)為您服務(wù)；
向股東們致謝，感謝您的支持；
向亞馬遜人致謝，感謝你們的謀略，你們的激情，還有你們的高標(biāo)準(zhǔn)。
一如既往地，我附上我們1997年的信函。
不忘初心，方得始終。（It remains Day 1.）

Sincerely,
誠摯地，
Jeffrey P. Bezos
杰夫·貝索斯
Founder and Chief Executive Officer
創(chuàng)始人 & 首席執(zhí)行官
Amazon.com, Inc.
亞馬遜公司

1997 LETTER TO SHAREHOLDERS
(Reprinted from the 1997 Annual Report)

To our shareholders:
Amazon.com passed many milestones in 1997: by year-end, we had served more than 1.5 million customers, yielding 838% revenue growth to $147.8 million, and extended our market leadership despite aggressive competitive entry.

But this is Day 1 for the Internet and, if we execute well, for Amazon.com. Today, online commerce saves customers money and precious time. Tomorrow, through personalization, online commerce will accelerate the very process of discovery. Amazon.com uses the Internet to create real value for its customers and, by doing so, hopes to create an enduring franchise, even in established and large markets.

We have a window of opportunity as larger players marshal the resources to pursue the online opportunity and as customers, new to purchasing online, are receptive to forming new relationships. The competitive landscape has continued to evolve at a fast pace. Many large players have moved online with credible offerings and have devoted substantial energy and resources to building awareness, traffic, and sales. Our goal is to move quickly to solidify and extend our current position while we begin to pursue the online commerce opportunities in other areas. We see substantial opportunity in the large markets we are targeting. This strategy is not without risk: it requires serious investment and crisp execution against established franchise leaders.

It’s All About the Long Term
We believe that a fundamental measure of our success will be the shareholder value we create over the long term. This value will be a direct result of our ability to extend and solidify our current market leadership position. The stronger our market leadership, the more powerful our economic model. Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital.

Our decisions have consistently reflected this focus. We first measure ourselves in terms of the metrics most indicative of our market leadership: customer and revenue growth, the degree to which our customers continue to purchase from us on a repeat basis, and the strength of our brand. We have invested and will continue to invest aggressively to expand and leverage our customer base, brand, and infrastructure as we move to establish an enduring franchise.

Because of our emphasis on the long term, we may make decisions and weigh tradeoffs differently than some companies. Accordingly, we want to share with you our fundamental management and decision-making approach so that you, our shareholders, may confirm that it is consistent with your investment philosophy:

We will continue to focus relentlessly on our customers.

We will continue to make investment decisions in light of long-term market leadership considerations rather than short-term profitability considerations or short-term Wall Street reactions.

We will continue to measure our programs and the effectiveness of our investments analytically, to jettison those that do not provide acceptable returns, and to step up our investment in those that work best. We will continue to learn from both our successes and our failures.

We will make bold rather than timid investment decisions where we see a sufficient probability of gaining market leadership advantages. Some of these investments will pay off, others will not, and we will have learned another valuable lesson in either case.

When forced to choose between optimizing the appearance of our GAAP accounting and maximizing the present value of future cash flows, we’ll take the cash flows.

We will share our strategic thought processes with you when we make bold choices (to the extent competitive pressures allow), so that you may evaluate for yourselves whether we are making rational long-term leadership investments.

We will work hard to spend wisely and maintain our lean culture. We understand the importance of continually reinforcing a cost-conscious culture, particularly in a business incurring net losses.

We will balance our focus on growth with emphasis on long-term profitability and capital management. At this stage, we choose to prioritize growth because we believe that scale is central to achieving the potential of our business model.

We will continue to focus on hiring and retaining versatile and talented employees, and continue to weight their compensation to stock options rather than cash. We know our success will be largely affected by our ability to attract and retain a motivated employee base, each of whom must think like, and therefore must actually be, an owner.

We aren’t so bold as to claim that the above is the “right” investment philosophy, but it’s ours, and we would be remiss if we weren’t clear in the approach we have taken and will continue to take.

With this foundation, we would like to turn to a review of our business focus, our progress in 1997, and our outlook for the future.

Obsess Over Customers
From the beginning, our focus has been on offering our customers compelling value. We realized that the Web was, and still is, the World Wide Wait. Therefore, we set out to offer customers something they simply could not get any other way, and began serving them with books. We brought them much more selection than was possible in a physical store (our store would now occupy 6 football fields), and presented it in a useful, easy- to-search, and easy-to-browse format in a store open 365 days a year, 24 hours a day. We maintained a dogged focus on improving the shopping experience, and in 1997 substantially enhanced our store. We now offer customers gift certificates, 1-Click shopping?, and vastly more reviews, content, browsing options, and recommendation features. We dramatically lowered prices, further increasing customer value. Word of mouth remains the most powerful customer acquisition tool we have, and we are grateful for the trust our customers have placed in us. Repeat purchases and word of mouth have combined to make Amazon.com the market leader in online bookselling.

By many measures, Amazon.com came a long way in 1997:
Sales grew from $15.7 million in 1996 to $147.8 million – an 838% increase.
Cumulative customer accounts grew from 180,000 to 1,510,000 – a 738% increase.
The percentage of orders from repeat customers grew from over 46% in the fourth quarter of 1996 to over 58% in the same period in 1997.
In terms of audience reach, per Media Metrix, our Web site went from a rank of 90th to within the top 20.
We established long-term relationships with many important strategic partners, including America Online, Yahoo!, Excite, Netscape, GeoCities, AltaVista, @Home, and Prodigy.

Infrastructure
During 1997, we worked hard to expand our business infrastructure to support these greatly increased traffic, sales, and service levels:
Amazon.com’s employee base grew from 158 to 614, and we significantly strengthened our management team.
Distribution center capacity grew from 50,000 to 285,000 square feet, including a 70% expansion of our Seattle facilities and the launch of our second distribution center in Delaware in November.
Inventories rose to over 200,000 titles at year-end, enabling us to improve availability for our customers.
Our cash and investment balances at year-end were $125 million, thanks to our initial public offering in May 1997 and our $75 million loan, affording us substantial strategic flexibility.

Our Employees
The past year’s success is the product of a talented, smart, hard-working group, and I take great pride in being a part of this team. Setting the bar high in our approach to hiring has been, and will continue to be, the single most important element of Amazon.com’s success.
It’s not easy to work here (when I interview people I tell them, “You can work long, hard, or smart, but at Amazon.com you can’t choose two out of three”), but we are working to build something important, something that matters to our customers, something that we can all tell our grandchildren about. Such things aren’t meant to be easy. We are incredibly fortunate to have this group of dedicated employees whose sacrifices and passion build Amazon.com.

Goals for 1998
We are still in the early stages of learning how to bring new value to our customers through Internet commerce and merchandising. Our goal remains to continue to solidify and extend our brand and customer base. This requires sustained investment in systems and infrastructure to support outstanding customer convenience, selection, and service while we grow. We are planning to add music to our product offering, and over time we believe that other products may be prudent investments. We also believe there are significant opportunities to better serve our customers overseas, such as reducing delivery times and better tailoring the customer experience. To be certain, a big part of the challenge for us will lie not in finding new ways to expand our business, but in prioritizing our investments.

We now know vastly more about online commerce than when Amazon.com was founded, but we still have so much to learn. Though we are optimistic, we must remain vigilant and maintain a sense of urgency. The challenges and hurdles we will face to make our long-term vision for Amazon.com a reality are several: aggressive, capable, well-funded competition; considerable growth challenges and execution risk; the risks of product and geographic expansion; and the need for large continuing investments to meet an expanding market opportunity. However, as we’ve long said, online bookselling, and online commerce in general, should prove to be a very large market, and it’s likely that a number of companies will see significant benefit. We feel good about what we’ve done, and even more excited about what we want to do.

1997 was indeed an incredible year. We at Amazon.com are grateful to our customers for their business and trust, to each other for our hard work, and to our shareholders for their support and encouragement.

Jeffrey P. Bezos
Founder and Chief Executive Officer
Amazon.com, Inc.

Reference
2017 Letter to Shareholders