Stuart Rose Quotes

Lands' End has undergone three major changes over the past couple of decades. The first was the introduction of an 800 number, in 1978; the second was express delivery, in 1994; and the third was the introduction of a Web site, in 1995. The first two innovations cut the average transaction time-the time between the moment of ordering and the moment the goods are received-from three weeks to four days. The third innovation has cut the transaction time from four days to, well, four days.

There are lots of things about Amazon for which they deserve credit. They're innovative. There are lots of very, very happy Amazon customers. I'm not here to dispute that Amazon has been personally good for me or to say that they haven't been, so far, good to their customers.

It is a well-known fact that bringing in technologies in retail sector is good for consumers.

We really see the future of what we call 'distributed commerce,' so how we get our content, our products, and our brands to consumers.

Ozon.ru is made up of four businesses. Ozon.ru is an online retailer, O'Courier focuses on shipping, Ozon.Travel, and our most recent acquisition, Sapato, the leading online shoe and accessory retailer.

Amazon has well passed any expectations of its ability to change distribution and marketing.

I do think that in a digital future, consumers will increasingly turn to brands that they trust. Trust, security, and service are even more important in a digital world.

Walmart is going to be very good at this e-commerce game.

It seems preposterous now, but Amazon began as a bookstore.

When we launched the WineLibrary website in 1996, I didn't even own a computer yet. I just understood that there was an opportunity here to market in a different way.

It's hard for us in our stores to be a leader in technology.

We must permeate the stores with creativity and offer service when and to the degree the customer wants it. Of course, it means offering all the omni bells and whistles they want, like in-store pickup, same-day delivery, and mobile point of sale, and all of this must be done every hour of every day the store is open.

There's an idea out there that salespeople have actually been obliterated by the Internet, which is just not supported by the facts.

Everywhere we look, technology has changed our daily lives - from the way we pay our bills, to the way we buy plane tickets or keep in touch with friends and family.

I would think that most of the online business will be conducted by traditional retailers and that over 90 per cent of the e-retailers will, in fact, all go out of business.

I see Intershop as a leader in the E-commerce digital economy and believe the company has truly long-term potential.

One of the things it was obvious you could do with an online store is have a much more complete selection.

I think there will be an increasing convergence between content and commerce, that it will be about following consumers instead of making consumers come to you, and I am especially excited about the various platforms that will allow more and more access to customers.

There are lots of retailers that are now scrambling to emulate the Amazon model, so Amazon does not have a monopoly on same-day distribution or broad selection or low prices. All that said, there are advantages that accrue to the largest player, so I don't see much in the way of Amazon slowing down.

Amazon is a marvelous conglomeration and delivery system for products of every imaginable function. But the book 'business' is really not the same as the sale of lawn rakes or adapters for telephones.

Suning from a management concept and technology point of view isn't simply an appliance company.

I'm an online shopper, so that's what I do in my free time. A lot of online shopping, and I just like to see new styles and new people.

At Amazon, we were not working with the e-commerce division but with the Web services team. We started Flipkart completely from scrap. Moreover, the whole shopping behaviour and infrastructure challenges in the Indian market were different from that in the U.S. and European markets.

Alibaba model is the model that I am supporting in China, in India, and even in Japan.

Our philosophy is, using internet technology, we can make every company become Amazon.