如何寻找超级成长股？世界首富24封股东信“吐露天机”：现金流比利润更重要(14)

(注：亚马逊以顾客为中心绝不停留在说说层面，过去8年主动将亚马逊云降价40次，亚马逊在会议室留有一把空椅子，贝佐斯说这是为顾客留的。)
七、2003年：长线的战略价值
长线思考是所有者本身的要求和结果。所有者和租户是完全不同的两种思维。我知道，有一对夫妇把他们的房子租出去了，住进来的租客将圣诞树钉在硬木地板上而非把它竖在地板上。不可否认，这是非常无良的租户。但是没有房东会如此短视，相似地，一些投资者就如同短期租客，快速买进卖出，他们只是暂时租了短期“拥有”的股票。
Long-term thinking is both a requirement and an outcome of true ownership。 Owners are different from tenants。 I know of a couple who rented out their house， and the family who moved in nailed their Christmas tree to the hardwood floors instead of using a tree stand。 Expedient， I suppose， and admittedly these were particularly bad tenants， but no owner would be so short-sighted。
Similarly， many investors are effectively short-term tenants，turning their portfolios so quickly they are really just renting the stocks that they temporarily “own。”
我们自1997年致股东的信中就强调了长期战略，长期战略并非抽象的理念，而是驱动我们做许多具体决定的动因，我用客户体验情境来解释下“长期”这个并非抽象的理念，客户体验包括客户与我们做生意的方方面面，从产品定价到品类选择；从人机交互界面到我们如何打包和运输商品。我们留给客户的体验是我们生意的重要驱动力。
We emphasized our long-term views in our 1997 letter to shareholders， our first as a public company，because that approach really does drive making many concrete， non-abstract decisions。 I‘d like to discuss a few of these non-abstract decisions in the context of customer experience。 At Amazon.com， we use the term customer experience broadly。 It includes every customer-facing aspect of our business—from our product prices to our selection， from our website’s user interface to how we package and ship items。