Jeff Bezos Quotes

If your goal is to provide a service at terms your customers can afford, you have to figure out how to offer your services at price points such that your aggregated costs are lower than your aggregated revenues.

That doesn't mean you have to have the lowest costs in the industry to succeed. But you need to make sure the activities and product attributes that increase your costs above the other guy bring in at least that much more in revenue, and hopefully more.

In business, every phase of things counts. Companies that just yell out a low price today to win business aren't going to make money in the long term.

If we look at pricing holistically, we'll create a more solid business.

When a product is market driven, it should be able to pay for all its raw materials at market prices.

A company's best advantage should be a quality product offered at the right price. That fair competition is what drives innovation.

Cutting prices or putting things on sale is not sustainable business strategy. The other side of it is that you can't cut enough costs to save your way to prosperity.

Every retailer, when they price their goods, looks at their total cost overall. When they have costs go up, they'll price their products accordingly.

At a European auto show, I had someone from a German car company come up to me and say the Karma should cost $125,000, not $87,900, but our development process lets us lower the costs. I guarantee it's profitable.

If you're not worried that you're pricing it too cheap, you're not pricing it cheap enough.

I have a hard time with businesses that don't make money at some point.

I don't think my basic business strategy is well known by the public, probably because people think it's too simple. My strategy has always been to try to focus in on a product or service where you can create a dollar of value for 20 cents and sell it for 40 cents.

I never wanted to compete on price in my history because on price, you don't always win.

We have never considered any costs as fixed. Therefore we first reduce the price to a point where we believe more sales will result. Then we go ahead and try to make the price. We do not bother about the costs. The new price forces the cost down.

Basically, movies come down to economics, and they're always too expensive. From a producer's point of view, an actor is either going to make him money or save him money.

It's widely assumed that you can't compete with free, and that seems like a reasonable thing to think. But this has not been my experience.

The value that some analysts put on revenue vs. what they put on profit is out of whack. If you can grow real cash earnings, that's 80% of what you ought to do, and the revenue component is 20%.

In general, you don't want competitors to understand your business outside of telling people your revenue and profitability numbers.

Accept business only at a price permitting thoroughness. Then do a thorough job, regardless of cost to us.

Our Fly Smart philosophy is about investing only on those points of differentiation that pay for themselves, that earn a revenue premium commensurate with what it costs us to provide that product or service.

In the U.S., PC-makers have no incentive to lower prices because it kills their profit margins. They keep adding new features like high-end retina displays and faster processors to justify their high prices.

Pricing is actually a pretty simple and straight forward thing. Customers will not pay literally a penny more than the true value of the product.

The key, I think, from a business point of view, is to learn how to be efficient in making a record that's not too expensive, so that you're not going crazy spending tons of money making a product that might not ever return that money.

Competition is the final price determinant and competitive prices may result in profits which force you to accept a rate of return less than you hoped for, or for that matter to accept temporary losses.

It is commonly our Scots way to do little business but squeeze up high prices, whereas it would much more real advantage to enlarge the business, have the profit, though small upon it, yet many smalls to make a great.