Gerard Arpey Quotes

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

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.

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.

Creating value isn't enough - you also need to capture some of the value you create.

Lowering prices is easy. Being able to afford to lower prices is hard.

We expect all our businesses to have a positive impact on our top and bottom lines. Profitability is very important to us or we wouldn't be in this business.

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.

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

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.

Business 2.0 was hugely profitable last year, and will be profitable this year.

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

Market share is key.

Almost every ride we're profitable on. We make money on every ride.

We are market based and have to differentiate our product in many ways; pricing isn't the only one.

The essence of a successful business is really quite simple. It is your ability to offer a product or service that people will pay for at a price sufficiently above your costs, ideally three or four or five times your cost, thereby giving you a profit that enables you to buy and to offer more products and services.

The single most important decision in evaluating a business is pricing power.

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.

Profit is the most global aspect of a business, and it is cross-functional.

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

Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital.

Control your expenses better than your competition. This is where you can always find the competitive advantage.

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.

Businesswise, everything's been good.

What we need to do is run our business. We need to come up with a value prop that is so compelling that customers have to go for it.