Pricing Model Quotes

I think what IBM is excellent at is using their sales and marketing infrastructure to convince people who have asymmetrically less knowledge to pay for something.

I would love to do a pay-what-you-want but that just doesn't work for physical comics so well.

To people who traditionally charge $10,000 for a 3D animating app, we say you should be free-to-play and generate a revenue stream. Think of a 3D modeling package almost like an RPG.

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

WhatsApp is both disrupting and demonetizing the entire wireless industry, and now the Facebook acquisition provides the infrastructure needed for WhatsApp to begin offering voice calls. So instead of people paying on average $80 per month, users only have to pay $0.99 per year for the same services. Wireless carriers, beware.

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

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

For us, the reason that our quality has been high, and I feel that our pricing has been reasonable, is because we don't wholesale.

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.

We've never much liked the idea of charging a participation tax, a phrase we coined to represent what it feels like when a software company charges you more money for each additional user. Participation taxes discourage usage across a company.

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

As a publisher, you should decide what content is free and what you'd pay for. You have to get the packaging right, but people will pay for content.

Whatever you're selling, storage or networking or security, you're going head to head with the incumbent players.

We realized the best way to monetize content was through a subscription model.

I couldn't stand not controlling my own product from how it's manufactured to how it's sold.

We basically built a pricing model that surgically identified what people wanted to pay us for and what they didn't want to pay us for. One of the things we figured out early on was that we could create value for people by creating a product that allowed them to design something that they couldn't design without us.

I often get the question from people, "well how can you sell luxury at that price?" What I'm explaining to everyone is I'm still paying the same factory cost as I paid when they were $800. I pay the same as my competitors who are in the luxury space pay, I just don't mark them up as much because I haven't put them in a wholesale channel. I don't have to put that extra margin on them.