John Raitt Quotes

My philosophy is that you sell things for more than you bought them.

There's always a fine line between 'What is the market going to bear?' and, 'By the way, I've got 2,000 unsold seats.'

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

It's whatever sells; it's the business of it.

$200, 300 million games, I'm a little scared about that; there aren't a lot of companies that have the resources or the courage to spend that much.

It's still a bottom-line business. You can be out of control, and if they want you, they'll pick you. And you can be a mensch, and if you're not the product they want, you won't get it.

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.

I think in just about any business the low cost competitor is always going to have an advantage.

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.

I generally disagree with most of the very high margin opportunities. Why? Because it's a business strategy tradeoff: the lower the margin you take, the faster you grow.

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

As much as I'd love to give everybody a really cheap option, it's just simply not possible in certain sorts of extreme events... I guarantee that our strategy on surge pricing is the optimal way to get as many people home as possible.

I just want to make things that people want to buy. I have no confusion about this.

There had to be a market in order for you to be successful in a business. The market had to need your business, or the product of it.

I think the private sector for the most part, the vast majority of employers in America, they wake up in the morning, and they have a bottom line. This is how much they make, this is how much their expenses are; they certainly need to break even just to stay in business, and they need to make a profit in order to survive long-term.

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

Competing at full price is the way we like to do business, but we cannot ignore the promotional environment.

I raised my prices since there wasn't any competition it was just the smart thing to do. Why would I keep my prices up if their wasn't anyone to beat?

In a sense, there is no such thing as a bargain in computing. Models which are popular sell for the price they are supposed to fetch for the best part of their product cycle.

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

We don't have a monopoly. We have market share. There's a difference.

The real challenge in this line of work is being able to weed the productive ones from the chaff, to decide which you're going to spend the next six to nine months turning into something that people will pay for.

That iPad you just bought. Do you care that it cost a few pence to manufacture? No. It's cost you several hundred pounds because somebody else was willing to pay that much for it. If they weren't... it wouldn't.

Price creates incentive, and energy will be developed if there's demand for it at the price you can develop it.

The salability of an item can often be improved while the value itself remains unchanged.