Ron Johnson Quotes

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

The intriguing aspect of food charges on airlines is that they create the perfect laboratory for any economist who wishes to study the question of how to price a good that possesses, by universal consensus, absolutely no objective value.

You just have to make sure the model you're working on does not undersell your product.

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

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.

I like the work. If I upped the price, I wouldn't get the work.

I know the price of lettuce. You need to understand price and value. You buy the best lettuce you can at the best price you can.

When the economy is difficult, people care a great deal about the things they spend their money on. Customers have come to understand that Apple's products aren't priced high - they're priced on the value of what we build into them.

Things that price at $4.99 sell very differently than things that price at $5.

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.

In industries where a lot of competitors are selling the same product - mangoes, gasoline, DVD players - price is the easiest way to distinguish yourself. The hope is that if you cut prices enough you can increase your market share, and even your profits. But this works only if your competitors won't, or can't, follow suit.

Fairly or not, Western consumers associate Chinese products primarily with 'low price.'

Anyone can sell product by dropping their prices, but it does not breed loyalty.

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

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.

If somebody can offer value at a cheaper price, they should. But that also means Uber should, too.

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

iMac is next year's computer for $1,299, not last year's computer for $999.

How do you know what people value? Well, you watch what they buy. How do we know what products to create? Well, it's based on what they value.

I want to position my books as premium-priced versions on the reasonably-priced scale, if that makes sense, to find a sweet spot between the high-end of what my brand can support and the low end that results in impulse purchases and maximum sales volume.

It's easier to build a business around a first-class product, even if it's a more expensive product to produce.

We're more familiar with what economists call an English auction - prices start low and rise as people bid. However, there is also the Dutch auction, where prices start high and go lower until somebody bites. Movies are sold to the audience via a very slow Dutch auction, where each phase between price drops can last weeks or months.

What you can do is ask: 'What is the value to the customer? What are they willing to pay for?' Then, deliver great products and services.

Value-first is a perception. If your customer does not perceive it as value, then it's not very valuable.