Pricing Strategy Quotes

If you're going to charge someone for something, you have to show them value for it.

You can't create a mass market if you don't have a common standard.

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.

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

Making a million dollars is the simplest thing in the world. Just find a product that sells for $2,000 and that you can buy at a cost of $1,000, and sell a thousand of them.

We've done price elasticity studies, and the answer is always that we should raise prices. We don't do that, because we believe -- and we have to take this as an article of faith -- that by keeping our prices very, very low, we earn trust with customers over time, and that that actually does maximize free cash flow over the long term.

To bring out a new technology for consumers first, you just had a very long road to go down to try to find people who actually would pay money for something.

I have learned a ton about inventory, co-packing, wholesaling, end caps. All these concepts are easy to breeze by in what I do for a living or assume that there is a marketing manager or specialist in one of our companies that handles that.

'Priced to sell' - just the phrase makes me smile. When a dealer says all the items in his booth are priced to sell, he means he's tagged them as aggressively as he can to get you to buy them. Don't worry, though, I still haggle. You have to. That's the point of a flea market.

If you make a really good product that people want and are willing to pay for, money will come.

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

Trying to move the volume of products we're talking about from place to place to get it ultimately into the customer's hands, to price these items, to market these items, I think the retail business is incredibly complex. But if you get it right, it's a beautiful thing.

When I entered the market, I was rejected because the elite say that you have to sell things at a certain price point. My position was that the consumer is smarter than that. Who cares if it's $200, not $2,000?

If something's a high-margin product, I understand its importance to the store.

Not all movies are movies you want to spend $14 on - and not all movies are movies you want to spend $10 on for ultra VOD, or even $6.99 on renting.

Marketing is the act of inventing the product. The effort of designing it. The craft of producing it. The art of pricing it. The technique of selling it.

We cannot have a system that everything can be passed on to the final consumer in the garb of cost being recovered without being sensitive to their own problems and affordability.

It's very difficult to run a business when you're buying something for $5 and selling it for $10.

Competition to the economist is predatory pricing to the business person.

Never ever compete on prices, instead compete on services and innovation.

In terms of the pricing of football tickets, there's no need - given the massive amount of money that's coming in now from television rights, there's no need for them to be greedy. Look after the supporters; make sure they can still afford to go and watch football.

It's counterproductive to lower my price, because I have to sell more units to make up for that lost revenue. Generating brand-new products can take a long time. Improving service is typically the quickest way that I can take market share. So aligning technology strategy to better service customers becomes an essential path to revenue growth.

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

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

I learnt the hard way about positioning in business, about catering to the right segments.