太阳系 / 2016年10月21日 / 13次阅读 /
杰夫贝佐斯，Jeff Bezos，在16年前创立了Blue Origin公司，跟SpaceX有相似的地方，这家公司也是研究火箭发射回收技术，目标是要降低发射成本。可是，他为什么要做这件事情呢？
媒体采访时，Jeff Bezos将他的Blue Origin公司与早期的互联网去比较，他认为他现在在做的事业，就是给未来的太空商业活动提供基础支撑，这非常重要。如下是他的回答原文：
Jeff Bezos: “First, it’s important, I think, and I can tell you why. What I want to achieve with Blue Origin is to build the heavy lifting infrastructure that allows for the kind of dynamic, entrepreneurial explosion of thousands of companies in space that I have witnessed over the last 21 years on the internet.
“When I think about the founding of Amazon.com, it only could work … to take you back to 1995. July 1995, we open our doors, and this is a 10-person company. I’m driving the packages to the post office myself, and we’re sitting on a bunch of heavy lifting infrastructure. Otherwise, a tiny company could never have started Amazon.com. It couldn’t do it.
“For example, there was already a gigantic logistics network called the U.S. Postal Service, and UPS, and FedEx. That would have been tens of billions, actually hundreds of billions of dollars of capital that you would have had to have laid out if you had to build a logistics network. We didn’t have to do that. It existed. That heavy lifting was already done.
“The internet itself was sitting on top of, at that time, the long-distance phone network. Again, tens of billions, hundreds of billions of dollars of capital were put in place for long-distance phone calls, but repurposed for the internet. Payment system: There was already a payment system, we didn’t have to do that. It was called the credit card, and it had been initially put in place for travelers. And so on, and so on. …
“What we were able to do is take all of that heavy lifting infrastructure and kind of reassemble it in a new way, and do something new and inventive with it. That’s one lens through which you can view the founding of Amazon.com.”
“In space today, that is impossible. On the internet today, two kids in their dorm room can reinvent an industry, because the heavy lifting infrastructure is in place for that. Two kids in their dorm room can’t do anything interesting in space. You could build a CubeSat … there’s not that much interesting about CubeSats. That may change, but right now, there are certain laws of physics, certain things you need size for. Things need to be big. We need to be able to put big things in space at low cost.
“So, if I’m 80 years old and I can say to myself that Blue Origin did the heavy lifting … I’m using my Amazon winnings to do a new piece of heavy lifting infrastructure, which is low-cost access to space. Vehicles have to be reusable, you can’t throw them away. Throw away space vehicles every time, you’re never going to lower the cost.
“We’re trying to lower the price of admission into space so that thousands of entrepreneurs can then do amazing, surprising things. Nobody in ’95 predicted Snapchat, you know? I can’t predict for you what brilliant, amazing entrepreneurs will do in space. But I know if I give them low-cost access to space, some brilliant 22-year-old is going to figure it out.”
Walter Isaacson: One of the things about what companies get sustainable, is those that provide platforms upon which others can build. Amazon does it, Apple does it …
Bezos: “If you empower others to do things – AWS is like that, Kindle Direct Publishing is like that, our third-party selling business is like that, Fulfillment by Amazon is like that. Every time you figure out some way of providing tools and services that empower other people to deploy their creativity, you’re really on to something.”
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