Henry Ford Quotes

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

Then why flounder around waiting for good business? Get the costs down by better management. Get the prices down to the buying power.

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.

It is critical to bundle all future variable costs of supporting the customer in order to fairly estimate the future contribution.

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.

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

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

When you raise prices, you've got to make sure you get it to the bottom line. You can fritter it away because of the way you're running the business, with maybe not a totally disciplined approach.

The crucial point is always the own cost structure. Therefore I created a Low Cost alliance with air Berlin.

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.

When a project has an ample budget, I am interested now in using bigger units of materials.

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

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

I think we have to be very careful when we toss around terms like 'cut health care costs.' We would do very well to expect a cut in the rate of increase.

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

They call it managed care but it really is only managed costs.

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.

Surge pricing only kicks in in order to maximize the number of trips that happen and therefore reduce the number of people that are stranded.

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

TSG is competing with Middle East, East Asia and Europe in offering prices that are either lower or at par with these markets.

Product downsizing in the face of inflation in order to maintain retail price points has long been used by food companies, notably manufacturers of candy.

We believe that our cost effectiveness is one of our most powerful competitive advantages in Networks, and we will not lose sight of that in the future.

I continue to be a believer in a standard-based industry, where your lean cost structure is a huge advantage.

It's important to offer well-thought-out pieces at lower prices.

The way we have looked at pricing at Merck is we've always said we want to be responsible, which means we want to optimize profitability and patient access.