杰弗里?威爾克

北美地區(qū)零售高級副總裁

????1999年，威爾克加入亞馬遜，目前負(fù)責(zé)亞馬遜北美業(yè)務(wù)的定價、推廣和營銷。上個季度，北美地區(qū)業(yè)務(wù)銷售額達(dá)59億美元。他的一項巨大成就是推動亞馬遜后臺的精簡，其中包括擴(kuò)大任務(wù)的自動化處理范圍，關(guān)注配送中心員工的人身安全。

????之前，威爾克曾擔(dān)任公司副總裁兼全球業(yè)務(wù)總經(jīng)理，并且每年都要拿出一周時間，陪同貝佐斯考察公司在各地的運(yùn)營點(diǎn)。而前往肯塔基州的一次考察促使公司針對不賺錢的商品，制定出了“無法實現(xiàn)盈利”計劃（C.R.A.P）。根據(jù)該計劃，對于無法盈利的商品，如果亞馬遜從包裝或運(yùn)輸流程等環(huán)節(jié)無法找出問題的解決方案，公司將停止銷售該商品。

Jeffrey Wilke

Senior Vice President, North America Retail

????Wilke, who joined the company in 1999, now oversees pricing, merchandising, and marketing for Amazon's North American operations, which accounted for $5.9 billion in sales last quarter. He's been largely credited with streamlining the company behind-the-scenes, which included automating more tasks and focusing on worker safety at distribution centers.

????In his previous role as VP and general manager of worldwide operations, Wilke traveled with Bezos one week a year visiting company sites. One such trip to Kentucky led to a program called C.R.A.P., or "can't realize any profit," focusing on goods that weren't making money. If Amazon couldn't find a solution to change that, say, in the packing and shipping process, the company stopped selling the item.