|Full name||Jeffrey Preston Jorgensen|
|Know as||Jeff Bezos, Bezos, Jeff|
|Birth place||Albuquerque, New Mexico, U.S.|
|Age||54 years, 0 month, 0 days|
|Occupation||Founder, Chairman & CEO of Amazon.com|
Jeffrey Preston Jorgensen sourcesimdb.com/name/nm1757263
Jeffrey Preston Jorgensen Biography:
After graduation, he worked on Wall Street, as well as in 1990 became the youngest senior vice president in the investment firm D.E. Shaw. Four years after, he quit his lucrative job to start Amazon.com, a virtual bookstore that became among the web ‘s largest success stories.
Jeff Bezos was born on January 12, 1964, in Albuquerque, New Mexico, into a teen mom, Jacklyn Gise Jorgensen, and his biological dad, Ted Jorgensen.
As a kid, Jeff Bezos revealed an early interest in how things work, turning his parents’ garage into a lab and rigging electric contraptions around his house.
While his career in finance was incredibly successful, Bezos selected to create a high-risk move to the nascent world of ecommerce. He leave his job in 1994, moved to Seattle and targeted the untapped potential of the world wide web marketplace by starting a web-based bookstore.
Bezos set up work for his fledgling business in his garage where, plus a couple of workers, he started developing applications. After encouraging 300 buddies to beta test the website, Bezos started Amazon.com, named following the meandering South American River, on July 16, 1995.
The first success of the business was meteoric. Without press promotion, Amazon.com sold publications throughout America and in 45 foreign nations within 30 days. In two months, sales reached $20,000 a week, growing quicker than Bezos and his startup team had seen.
Amazon.com went public in 1997 and many market analysts questioned if the firm could hold its own when conventional retailers started their own ecommerce websites. A couple of years after, the startup not only kept up, but also outpaced rivals, becoming an ecommerce leader.
Bezos continued to diversify Amazon’s offerings using the selling of CDs as well as videos in 1998, and later clothing, electronic equipment, toys and much more through leading retail ventures. While many dot.coms of the early ’90s went break, Amazon prospered with annual revenues that soared from $510,000 in 1995 to over $17 billion in 2011.
In 2007, Amazon.com released the Kindle, a hand-held digital book reader that enables users to purchase, download, read and save their book selections. The exact same year, Bezos also set his sights much, far, away, declaring his investment in Blue Origin, a Seattle-based aerospace firm which is developing technologies to provide space travel to paying customers.
Bezos subsequently transferred Amazon to the tablet PC market together with the unveiling of the Kindle Fire in 2011. The following September, he declared the new Kindle Fire HD, the organization ‘s next generation tablet PC made to offer Apple’s iPad a run for the money. “We haven’t assembled the greatest tablet PC at a specific cost. We’ve assembled the most effective tablet PC at any given cost,” Bezos said, based on ABC News.
Bezos made headlines globally on August 5, 2013, when he bought The Washington Post as well as other publications affiliated with The Washington Post Co., which owns the newspaper and other things, for $250 million cash.
“The Place could have survived under the organization ‘s possession and been lucrative for the near future,”Graham said, in a attempt to spell out the trade. “But we wished to do more than live. I am not saying this guarantees success, but it gives us a much greater potential for succeeding.”
In a statement to Post workers on August 5, Bezos wrote: “The worth of The Place don’t need changing. … There will, obviously, be change in The Place over the forthcoming years. That is crucial and would have occurred with or without new possession. The world wide web is transforming virtually every part of the news company: shortening news cycles, eroding long-trusted revenue sources, and enabling new forms of contest, a number of which bear little or no news-gathering costs. There isn’t any map, and charting a path forward is not going to be simple. We are going to have to devise, which means we will have to test. Our touchstone will be readers, comprehending what they care about—authorities, local leaders, restaurant openings, scout troops, companies, charities, governors, sports—and working back from there. I am excited and positive about the chance for innovation.”
Based on Bezos, these drones can carry items weighing up to FIVE pounds, and can handle going within a 10-mile space of the business’s distribution center. He additionally said that Prime Air could turn into a reality within as very little as four or five years.