Cost Optimization Quotes

When e-commerce companies build scale, cost comes down. Companies that can handle scale and reduce costs over time will win. Margins will come from reducing costs over time and not by increasing prices. Technology is the answer at large scale.

I keep my overhead as low as I can.

When I think of revenue growth, I think of the words 'mix' and 'shift.'

Sometimes it's more difficult to achieve a 10% cost reduction than it is to tell people they have to achieve 50%. Small incremental steps block your view of doing something fundamentally different.

Even on a $100 million film, people will complain that they haven't got enough money and enough time, so that's always going to be an element in filmmaking.

If you ask me, 'So what is your business model?' Our business model's always about shifting to higher value opportunities.

It's not about revenues: The fundamental economics in digital business is scale and margins. The top line has become the bottom line.

That is what we know how to do better than anyone else: We know how to maximize value for our projects. If the government would like to hire my services to maximize value for their stake, they should approach me. No problem.

Managers today have to do more with less, and get better results from limited resources, more than ever before.

Programmer time is expensive; conserve it in preference to machine time

I am always interested in designing things that have a great price point attached to it.

I really don't want the best people at the highest cost.

You don't try to have the very lowest cost of an asset. You try to have the right asset. So rather than thinking about the lowest cost, the question is how do you get the best productivity.

You can't run a €10 million business the way you run a €1 million business.

Build to a standard, not a price.

As a multisport athlete, I was always fascinated with competition and how to win. At HBS and later at the Harvard Department of Economics, I was drawn to the field of competition and strategy because it tackles perhaps the most basic question in both business management and industrial economics: What determines corporate performance?

I think that a lot of companies are still amazingly price sensitive.

Engineering is the art of managing scarcity - it's easy to design and build a massive bridge that will last forever if cost is not an issue. Similarly, to build a new company, you must manage scarce resources.

UDAY is meant for financial and operational turnaround of discoms.

In our perform agenda, segmentation is one of our key strategic priorities. Segmentation is about deploying the right go-to-market channel to the right customers with the right pricing and the right cost to serve. And as a result, the segmentation strategy ensures that we generate profitable growth.

The thought process of India was more around its potential as a cost arbitrage. We always recognised the potential of India, but we were more coming from how can we fit into cost structure rather than selling things here.

Instead of just purchasing an ad campaign, target test and measure. Give an ad a small try. If the response is enough to pay for the ad, make it larger. With a franchise, ask the most successful franchisees what they did. Ask the bottom five guys what they did and avoid it.

In a world in which the price of calculation continues to decrease rapidly, but the price of theorem proving continues to hold steady or increase, elementary economics indicates that we ought to spend a larger and larger fraction of our time on calculation.

The digital business is a fantastic business to be in. The only thing you have to do is build a cost structure for a declining business, which is different from the structure for a growing business.

We fail to boost our offshore production at our own expense.