Branding Price Quotes

Strength just comes in one brand— you stand up at sunrise and meet what they send you and keep your hair combed.

Competition on dimensions other than price - on product features, support services, delivery time, or brand image, for instance - is less likely to erode profitability because it improves customer value and can support higher prices. p.32

Sound an alarm! Advertising, not deals, builds brands.

Eternal vigilance is the price of liberty

Name brands were utterly overrated. Except when it came to clothes. Or shoes. Or bacon.

Many Hollywoodians may have good taste and an interest in culture but they certainly hide it. They're afraid they'll be branded as sissies if someone finds out they write poetry or own a painting. They're so timid about culture.

Too often, however, greed gets confused with positioning thinking. Charging high prices is not the way to get rich. Being the first to (1) establish the high-price position (2) with a valid product story (3) in a category where consumers are receptive to a high-priced brand is the secret of success. Otherwise, your high price just drives prospective customers away.

I will trade you my soul for coffee," they'd said solemnly. Then, when they saw that all Ava had were Nifty! brand beans from PriceLow, they cringed and said, "Those only get part of my soul.

We are laying the foundation for some new, monstrous civilization. Only now do I realize what price was paid for building the ancient civilizations. The Egyptian pyramids, the temples and Greek statues—what a hideous crime they were! How much blood must have poured on to the Roman roads, the bulwarks, and the city walls. Antiquity—the tremendous concentration camp where the slave was branded on the forehead by his master, and crucified for trying to escape! Antiquity—the conspiracy of the free men against the slaves! .... If the Germans win the war, what will the world know about us? They will erect huge buildings, highways, factories, soaring monuments. Our hands will be placed under every brick, and our backs will carry the steel rails and the slabs of concrete. They will kill off our families, our sick, our aged. They will murder our children. And we shall be forgotten, drowned out by the voices of the poets, the jurists, the philosophers, the priests. They will produce their own beauty, virtue, and truth. They will produce religion.

Pricing is branding.

Dear entrepreneurs: Pricing is branding. Branding is a mindset. Your mindset, not the market, determines how much money you make or don’t make. Think about that.

FatRank is the most trusted ORM provider because they ensure your search presence reflects your true brand value

I’d never blame anyone else who falls for the same brand of seduction. I embrace that we’re all similarly flawed. That makes the self-inflicted wounds hurt less. I’d read Tennessee Williams. I just didn’t expect to be living my own tainted little version of Suddenly Last Summer.

The customers have input over almost every aspect of the restaurant brand. They build menu items, determine price structures and hours of operation, suggest promotions, and even guest bartend for charity events. How does Joe Sorge dare give such control of his brand over to his customers? Two reasons. The first is that one-to-one relationships make life more fun. The second is that in a Thank You Economy, it pays off. Big. Knowing his customer base has always been a priority for Sorge. The idea that you have to create a welcoming atmosphere in a restaurant is a no-brainer, but at AJ Bombers, online customers get as much attention as anyone sitting at a four-top.

The distinguishing feature of advanced industrial society is its effective suffocation of those needs which demand liberation—liberation also from that which is tolerable and rewarding and comfortable—while it sustains and absolves the destructive power and repressive function of the affluent society. Here, the social controls exact the overwhelming need for the production and consumption of waste; the need for stupefying work where it is no longer a real necessity; the need for modes of relaxation which soothe and prolong this stupefication; the need for maintaining such deceptive liberties as free competition at administered prices, a free press which censors itself, free choice between brands and gadgets.

I told you to stay off that goddamn horse, but you wouldn't listen! And I paid the price for your stubbornness. For forty-three days I traveled through hell, wanting that woman like I've never wanted anything in my life. For forty-three days, I drew your goddamn brand in the dirt to remind myself that she belonged to you, that she deserved the best of men. Think what you want of me, but never for one goddamn minute think less of her because you forced her in my company. Houston to Dallas

At a certain point, a casual observer might feel that these pursuers of perfection are going over the top, and that the effort is too much. Just at that moment, something miraculous happens. You realize that there is actually further depth to the quality you are pursuing. There is a breakthrough, or the production of something completely different. With the creation of a new genre of products, a brand new market emerges, in which people are prepared to pay premium prices for qualities previously unimagined.

Welcome to BatteryBhai online – your one stop shop for all your battery needs! We stock only genuine manufacturer supplies, from trusted brands such as Exide, Lumnious, Okaya, Sf_sonic, Amaron and many more. BatteryBhai is the definitive online car and inverter battery store featuring low prices on quality batteries! Free home delivery and installation.

No shoes, no matter what the price or the brand, will cure foot problems. At best (and worst), they camouflage the dysfunction. A hidden problem only gets worse over time.

Seven pillars make or kill a brand,’ says Goenka. ‘Packaging, pricing, product, promotion, distribution, advertising, and margins to retailers. We ensure there is equal focus on all these aspects.

Jim purchased a brand-new book called How to Fix Damn Near Anything. In horror I discovered a $15.95 price tag on the inside of the jacket. Upon interrogation he confessed that he purchased it at the thrift shop for $.25.

The only way you compete, the only way you succeed in competing, the only way you develop a brand, the only you can dominate in an industry is to find a way to add more value for other people’s lives than anyone else is adding. —Tony Robbins.

One of the many signs of verbal virtuosity among intellectuals is the repackaging of words to mean things that are not only different from, but sometimes the direct opposite of, their original meanings. 'Freedom' and 'power' are among the most common of these repackaged words. The basic concept of freedom as not being subjected to other people's restrictions, and of power as the ability to restrict other people's options have both been stood on their heads in some of the repackaging of these words by intellectuals discussing economic issues. Thus business enterprises who expand the public's options, either quantitatively (through lower prices) or qualitatively (through better products) are often spoken of as 'controlling' the market, whenever this results in a high percentage of consumers choosing to purchase their particular products rather than the competing products of other enterprises. In other words, when consumers decide that particular brands of products are either cheaper or better than competing brands of those products, third parties take it upon themselves to depict those who produced these particular brands as having exercised 'power' or 'control.' If, at a given time, three-quarters of the consumers prefer to buy the Acme brand of widgets to any other brand, then Acme Inc. will be said to 'control' three-quarters of the market, even though consumers control 100 percent of the market, since they can switch to another brand of widgets tomorrow if someone else comes up with a better widget, or stop buying widgets altogether if a new product comes along that makes widgets obsolete. ....by saying that businesses have 'power' because they have 'control' of their markets, this verbal virtuosity opens the way to saying that government needs to exercise its 'countervailing power' (John Kenneth Galbraith's phrase) in order to protect the public. Despite the verbal parallels, government power is in fact power, since individuals do not have a free choice as to whether or not to obey government laws and regulations, while consumers are free to ignore the products marketed by even the biggest and supposedly most 'powerful' corporations in the world.

I told you to stay off that goddamn horse, but you wouldn’t listen! And I paid the price for your stubbornness. For forty-three days I traveled through hell, wanting that woman like I’ve never wanted anything in my life. For forty-three days, I drew your goddamn brand in the dirt to remind myself that she belonged to you, that she deserved the best of men. Think what you want of me, but never for one goddamn minute think less of her because you forced her into my company.” -Houston to Dallas

During our endless search for the newest trends for the lowest prices, we become complicit in the forced-labor industry. Chinese manufacturers often believe they have no choice but to secretly outsource to gulags, because they cannot meet the global consumer demand for budget prices and the latest trends. Studies have shown it is precisely brands’ demands for lower prices, faster production, and fulfillment of unanticipated orders that compel factories to illegally subcontract work to places like labor camps.

If you cannot explain how it is going to be useful to the customers than don’t bother them with your products? Attractive prices, quality, brand image, durability, etc., everything is secondary, the primary thing is to fit your product in the middle of their need.

Per ounce, organic grass-finished beef is cheaper than many common foods like potato chips, red wine, name-brand cookies, popular coffee drinks, fancy donuts, and even fresh strawberries. And if we were to compare price per gram of protein, or per micronutrient, we’d see an even better value.

I turn off my cell and drive to the most anonymous place I could think of: Walmart. You'd be surprised at how much time you can spend wandering through the aisles looking at Corelle dinnerware with lemon and lime patterns and comparing the prices of generic vitamins to brand names. I fill up a car with things I do not need; dishtowel, a camping lantern and a bedazzler. Three Jim Carey DVDs packaged together for ten dollars, crest white strips. Then I abandon the cart somewhere in the fishing and hunting section and unfold a lawn chair. I sit down and try to read the latest People.

A mother in J Brand skinny jeans with an impeccably dressed daughter walks past, giving me the Mummy Once-over, and I flinch. Since I had Minnie, I’ve learned that the Mummy Once-over is even more savage than the Manhattan Once-over. In the Mummy Once-over, they don’t just assess and price your clothes to the nearest penny in one sweeping glance. Oh no. They also take in your child’s clothes, pram brand, nappy bag, snack choice and whether your child is ­ smiling, snotty or screaming. Which I know is a lot to take in, in a one-second glance, but believe me, mothers are multi-taskers.

Over the past twenty years, Maher watched that pattern play out again and again as major clothing brands made demands on suppliers in Bangladesh to lower their prices while also completing orders faster and constantly improving their workplace and environmental standards. Fakir Fashion has implemented certified projects to treat its wastewater, harvest rainwater, use more solar power, provide meals and child care for workers, hire workers with disabilities, build schools in the local area and more. They have been unable to pass on any of the expenses of these improvements to apparel brands or consumers, who continue to want more for less.

Get Big Fast. The bigger the company got, Bezos explained, the lower the prices it could exact from Ingram and Baker and Taylor, the book wholesalers, and the more distribution capacity it could afford. And the quicker the company grew, the more territory it could capture in what was becoming the race to establish new brands on the digital frontier.

When copies are free, you need to sell things that cannot be copied. Well, what can’t be copied? Trust, for instance. Trust cannot be reproduced in bulk. You can’t purchase trust wholesale. You can’t download trust and store it in a database or warehouse it. You can’t simply duplicate someone’s else’s trust. Trust must be earned, over time. It cannot be faked. Or counterfeited (at least for long). Since we prefer to deal with someone we can trust, we will often pay a premium for that privilege. We call that branding. Brand companies can command higher prices for similar products and services from companies without brands because they are trusted for what they promise. So trust is an intangible that has increasing value in a copy-saturated world.

As these contrasts show, capitalism has undergone enormous changes in the last two and a half centuries. While some of Smith’s basic principles remain valid, they do so only at very general levels. For example, competition among profit-seeking firms may still be the key driving force of capitalism, as in Smith’s scheme. But it is not between small, anonymous firms which, accepting consumer tastes, fight it out by increasing the efficiency in the use of given technology. Today, competition is among huge multinational companies, with the ability not only to influence prices but to redefine technologies in a short span of time (think about the battle between Apple and Samsung) and to manipulate consumer tastes through brand-image building and advertising.

As I have argued, psycho-logic and psychophysics need to be applied not just to the design of televisions, but also to welfare programmes, tax, transportation, healthcare, market research, the pricing of products and the design of democracy. There is no point in struggling to create changes in objective reality if human perception can’t see it, so all these things need to be perception optimised for humans.

So identified has the State become in the public mind with the provision of these services that an attack on State financing appears to many people as an attack on the service itself. Thus if one maintains that the State should not supply court services, and that private enterprise on the market could supply such service more efficiently as well as more morally, people tend to think of this as denying the importance of courts themselves. The libertarian who wants to replace government by private enterprises in the above areas is thus treated in the same way as he would be if the government had, for various reasons, been supplying shoes as a tax-financed monopoly from time immemorial. If the government and only the government had had a monopoly of the shoe manufacturing and retailing business, how would most of the public treat the libertarian who now came along to advocate that the government get out of the shoe business and throw it open to private enterprise? He would undoubtedly be treated as follows: people would cry, “How could you? You are opposed to the public, and to poor people, wearing shoes! And who would supply shoes to the public if the government got out of the business? Tell us that! Be constructive! It’s easy to be negative and smart-alecky about government; but tell us who would supply shoes? Which people? How many shoe stores would be available in each city and town? How would the shoe firms be capitalized? How many brands would there be? What material would they use? What lasts? What would be the pricing arrangements for shoes? Wouldn’t regulation of the shoe industry be needed to see to it that the product is sound? And who would supply the poor with shoes? Suppose a poor person didn’t have the money to buy a pair?” These questions, ridiculous as they seem to be and are with regard to the shoe business, are just as absurd when applied to the libertarian who advocates a free market in fire, police, postal service, or any other government operation. The point is that the advocate of a free market in anything cannot provide a “constructive” blueprint of such a market in advance. The essence and the glory of the free market is that individual firms and businesses, competing on the market, provide an ever-changing orchestration of efficient and progressive goods and services: continually improving products and markets, advancing technology, cutting costs, and meeting changing consumer demands as swiftly and as efficiently as possible.

The age-old trick of transfer pricing Taking advantage of the fact that they operate in countries with different tax rates, TNCs [transnational corporations] have their subsidiaries over-charge or under-charge each other – sometimes grossly – so that profits are highest in those subsidiaries operating in countries with the lowest corporate tax rates. In this way, their global post-tax profit is maximized. A 2005 report by Christian Aid, the development charity, documents cases of under-priced exports like TV antennas from China at $0.40 apiece, rocket launchers from Bolivia at $40 and US bulldozers at $528 and over-priced imports such as German hacksaw blades at $5,485 each, Japanese tweezers at $4,896 and French wrenches at $1,089. The Starbucks and Google cases were different from those examples only in that they mainly involved ‘intangible assets’, such as brand licensing fees, patent royalties, interest charges on loans and in-house consultancy (e.g., coffee quality testing, store design), but the principle involved was the same. When TNCs evade taxes through transfer pricing, they use but do not pay for the collective productive inputs financed by tax revenue, such as infrastructure, education and R&D. This means that the host economy is effectively subsidizing TNCs.

As she trembled and laughed and blotted her eyes with her gloved fingers, Nick took her into his arms and tried to soothe her. “Easy… Easy…,” he whispered, while his hands moved gently over her shoulders and back. “Take a deep breath. Hush, everything’s all right.” The warm brand of his mouth pressed against her forehead, her wet lashes, her cheeks. “You’re safe, Lottie. You’re mine, my wife, and I’ll take care of you. You’re safe.

When you demand logic, you pay a hidden price: you destroy magic. And the modern world, oversupplied as it is with economists, technocrats, managers, analysts, spreadsheet-tweakers and algorithm designers, is becoming a more and more difficult place to practise magic – or even to experiment with it. In what follows, I hope to remind everyone that magic should have a place in our lives – it is never too late to discover your inner alchemist.

1. Your Business Is Not Unique 2. You Are in the Business of Marketing 3. Be Brand Centric, Not Product Centric 4. You Must Control the Order Process 5. Don’t Compete on Price 6. Don’t Be Walmart. Niche down. 7. There’s No Such Thing as Free Traffic 8. Business Costs Money 9. If You Aren’t Mobile, You’re Out 10. The One Who Can Spend the Most to Acquire a Customer Wins 11. Sell in Multiple Channels 12. There Are Only Three Ways to Grow a Business

Bottled water is another example. Free, high-quality water is available in much of the developed world. But the developed world is exactly where the majority of bottled water is consumed. In 2012, in the U.S. alone, we spent $11.8 billion dollars on bottled water. Because packaging is a fixed price and water is a low-priced com- modity, what exactly are we paying the rest of the money for? The answer is that much of the value is tied up in the brand, the idea, how it makes you feel, the creativity.

What's important to remember is that every customer interaction should be treated like a first impression. Until your on-demand customer becomes a loyal follower, he's probably already forgotten what his last touch was, so you'd better wow him or her this time. Don't skimp and don't cut corners when it comes to the external touches your brand makes. From experience I can tell you that you'll pay a much bigger price in customer retention if you go cheap when it comes to customer outreach and service.

How has my industry raised prices at this rate without improving the product? At a few elite institutions, including NYU, we’ve leveraged scarcity. More than a business strategy, it’s become a fetish—believing you are a luxury brand instead of a public servant. Ivy Leagues have acceptance rates of 4–10%. A university president bragging about rejecting 90% of applicants is tantamount to a homeless shelter taking pride in turning away 90% of the needy that arrive each night. And this is not about standards or brand dilution. In an essay explaining his decision to stop conducting application interviews for his alma mater, Princeton, journalist Bryan Walsh observed, “The secret of elite college admissions is that far more students deserve to attend these colleges than are admitted, and there is virtually no discernible difference between those who make it and the many more who just miss out.” In support, he offered this statement from Princeton’s own dean of admissions: “We could have admitted five or six classes to Princeton from the [applicant] pool.”4 So, with a $26 billion endowment, the question becomes, Why wouldn’t you?

Names don't matter, many managers believe; it's the product that matters. With the right product at the right price, goes the thinking, we can win the battle of the marketplace. Names do matter. Depending on the category, the name alone can represent the primary reason for the brand's success. A company might spend hundreds of millions of dollars to develop a new product and then give that new product a brand name that almost guarantees failure. Innovation alone is never enough. Along with innovation, a company needs marketing to assure the brand's eventual success and survival. The heart of a good marketing program is a great name.

..:A brand new pair of shoes feels bit tight. We have to constantly use them in order to loose them up and mold them according to our feet. When we firtst start to take baby steps to greatness, it will feel weird, ackward and funny. It might feel uncomfortable at first but if you stick to it and decipline yourself, with time, you'll not be the same. You'll be a brand new and better person. But you have to stay committed and be decipline. You have to be willing to change, and pay the price. You have got to stay possitive even in the midst of adversiry. Commit yourself to whatever you decide to do and don't quit. And in no time, you'll be where you want to be and be who you want to be:..

Ancient powers lurk in your bones. Four mountains bind you to your home. Four days to find you are not alone. “White shell, blue turquoise, abalone, and jet, Two to remember, one to forget. The last, take from the progenitor’s debt. “The spider reveals the rainbow road. Two will pay what one once owed. Beware, beware the friendly toad. “A talking stone, a field of knives, a prom of thorns, a seethe of sand. Thoughts take form, form becomes true. To defeat the trials, you must know you. “Who will pay the lost ones’ price? Blood and flesh will not suffice. A dream must be the sacrifice. “The Merciless One keeps vigil true. Heir of lightning, overdue. What once was old is now brand-new. Only then will you be you.

And then one day everything changed; the world shifted on its axis, our consciousness evolved. Instead of making their purchase deci- sions based solely on price, people became willing to pay more for sustainable or organic products. They no longer wanted their meat mass-produced; they wanted grass-fed beef from a local farmer. Rather than just a good sweat from their exercise, they also wanted mindfulness, so they took up SoulCycle, yoga, or meditation. And rather than settling down to buy their dream home and build their 401k, they spent their resources searching out experiences they could share and cherish more than they would another purse or car. Above all else, they wouldn’t accept the status quo. Instead of working in secure yet unfulfilling jobs, they wanted to create an existence that reflected their innermost desires and beliefs. And they did, in record numbers.

How to Buy Aged Twitter Accounts to Grow Your Business Aged Twitter accounts can be a powerful tool for businesses looking to build credibility, reach a wider audience, and boost engagement quickly. These accounts are usually older, with established followers and activity history, making them more trustworthy to both users and Twitter’s algorithm. 1. Understand the Benefits Older accounts tend to have higher engagement rates, better trust signals, and a history that can make it easier to promote your brand. Instead of starting from scratch, you leverage an existing platform to amplify your message. 2. Find Reputable Sellers Look for verified marketplaces or trusted sellers specializing in aged Twitter accounts. Avoid shady websites, as they may sell accounts that are banned, fake, or at risk of being suspended. Reading reviews and requesting proof of account activity is essential. 3. Check Account Quality Before purchasing, verify the account’s follower count, engagement rate, activity history, and authenticity. Ensure that followers are real and relevant to your target audience. Accounts with fake followers or spammy behavior can hurt your brand reputation. 4. Negotiate and Secure the Account Discuss the price based on account quality, followers, and engagement. After payment, ensure you receive full access, including the original email and phone number linked to the account, to avoid future issues. 5. Integrate and Grow Once you own the account, rebrand it to reflect your business identity. Start posting valuable content, engage with followers, and use Twitter ads to expand reach. Consistency and genuine interaction are key to converting the audience into customers. Conclusion Buying an aged Twitter account can give your business a head start in social media marketing. By carefully selecting high-quality accounts and maintaining consistent engagement, you can significantly accelerate growth and brand visibility.

When artists start out, no one knows who they are or what they do. Despite this, they start manifesting their vision. A painter begins painting and sharing those paintings with the market. Maybe she sells a cou- ple at a low price, or maybe she can’t sell any. So what does she do? Somehow she begins to share the story behind her art. Why does she paint? Where did she come from? What’s her inspiration? What’s the meaning behind her work? Why does she need—not want, need—to paint? And over time people hear her story: some connect with it and others don’t, but the ones who do connect, who see a reflection of themselves in her story, become her tribe. Maybe eventually she gets a gallerist, manager, patron, or publicist, and they share her resonant story with even more people, growing her tribe. Then what happens? Though the paintings are the same, by combining the work with an authentic, resonant story, our painter magically creates value and demand for her art grows.

The right Brand Promise isn’t always obvious. Naomi Simson — founder of one of the fastest-growing companies in Australia, RedBalloon — was sure she knew what to promise customers who want to give experiences such as hot air balloon rides as gifts, rather than flowers and chocolates. Her promises included an easy-to-use website for choosing one of over 2,000 experiences; recognizable packaging and branding (think Tiffany blue, only in red); and onsite support. It wasn’t until a friend and client mentioned that she was using the website as a source of ideas — but buying the experiences directly from the vendors — that Simson had an “Aha!” moment. She realized that other customers might be doing the same thing, assuming that RedBalloon must be marking up the price of the experiences to cover the costs of the website, packaging, and onsite support. To grow the business, she promised customers they would pay no more for the experiences they bought through RedBalloon than for those purchased directly from the suppliers; otherwise, customers would get 100% of their fee refunded. The company calls this promise, which is technically a pricing guarantee, a “100% Pleasure Guarantee,” to fit its brand.

Daily work in the field of online advertising, as Jack Goldenberg sees it, is still significantly different from what the trends are propagated by online promotions. Defining online budget According to Jack Goldenberg a vast majority of the budget for online advertising does not exceed $2,000 on a monthly basis, depending on the perception of the company as they can bring effects "online adventure", established budgets for online advertising move in value from $200 to $2,000 per month (with highest proportion of $200-$500). This does not mean that a number of companies gives less advertising - but even then it can not be called "creating the campaign." Goldenberg believes that in order to create an online advertising campaign there should be a budget of at least $500 for the use of different types of online advertising. Goldenberg explains this as: In an environment of such budget is not simply distribute the money "wisely" and that since it has obvious benefits through a variety of online advertising systems. Jack Goldenberg found out how most companies in the world and USA are oriented towards effects in relation to the funds that are made for advertising. In this type of company, regardless of what everyone knows to be used types of brand advertising (advertising through banners - display advertising) to create recognizable firms in certain target groups, the effects of such advertising are not directly comparable with respect to the effects of (price per click - CPC - Cost per click) with contextual advertising, which for years has given much more efficient (measurable) results in relation to advertising banners, concludes Mr. Goldenberg. According to Yoel Goldenberg it is good when there is an understanding in companies that brand advertising has a different type of effects in relation to the PPC (contextual) advertising, and that would be it "documented" in a certain way, it is necessary to constantly explore and find those web sites that deliver the best effects for optimum need of assets. The process of creating an online advertising campaigns, explained by Goldenberg, usually starts (or should start) finding individual Web sites on which to advertise a company could, possibly longer term. Unfortunately, says Goldenberg, in our country is not in all sectors (industries) simply find diverse Web sites from which to choose "pretenders" for online advertising. An even greater problem is the fact that long-term advertising on a Web site does not bring the desired effect, unless it is constantly not working to the content of advertising often changes with an emphasis on meeting the needs of potential clients.

The mythical ‘butterfly effect’ does exist, but we don’t spend enough time butterfly hunting. Here are some recent butterfly effect discoveries, from my own experience: A website adds a single extra option to its checkout procedure – and increases sales by $300m per year. An airline changes the way in which flights are presented – and sells £8m more of premium seating per year. A software company makes a seemingly inconsequential change to call-centre procedure – and retains business worth several million pounds. A publisher adds four trivial words to a call-centre script – and doubles the rate of conversion to sales. A fast-food outlet increases sales of a product by putting the price . . . up. All these disproportionate successes were, to an economist, entirely illogical. All of them worked. And all of them, apart from the first, were produced by a division of my advertising agency, Ogilvy, which I founded to look for counter-intuitive solutions to problems. We discovered that problems almost always have a plethora of seemingly irrational solutions waiting to be discovered, but that nobody is looking for them; everyone is too preoccupied with logic to look anywhere else. We also found, rather annoyingly, that the success of this approach did not always guarantee repeat business; it is difficult for a company, or indeed a government, to request a budget for the pursuit of such magical solutions, because a business case has to look logical.

Decouplers often trip up on this step in two ways. First, they are overly generic in articulating the CVC. When mapping the process of buying a car, auto executives tend to describe it as: feel the need to buy car > become aware of a car brand > develop an interest in the brand > visit the dealer > purchase the car. This is a start, but it is not specific enough. Decouplers must ask: When do people actually need a new car? How exactly do people become aware of car brands? How do people become interested in a make or model? And so on. The generic process of awareness, interest, desire, and purchase isn’t specific enough to help. Decouplers also flounder by failing to identify all the relevant stages in the value chain. For the car-buying process, a better description of the CVC might be: become aware that your car lease will expire in one month > feel the need to purchase a new car > develop a heightened interest in car ads > visit car manufacturers’ websites > create a set of two or three brands of interest > visit third-party auto websites > compare options of cars in the same category > choose a model > shop online for the best price > visit the nearest dealer to see if they have the model in stock > see if they can beat the best online price > test-drive the cars > decide about financing, warranty, and other add-ons > negotiate a final price > sign the contract > pick up the car > use it > wait for the lease to expire again. With this far more detailed CVC, we can fully appreciate the complexity of the car-buying

A rogue who has been condemned to death by the tribunal says he wants to resist oppression simply because he wants to resist the scaffold!" Saint-Just's indignation is hard to understand in that, until his time, the scaffold was precisely nothing else but one of the most obvious symbols of oppression. But at the heart of this logical delirium, at the logical conclusion of this morality of virtue, the scaffold represents freedom. It assures rational unity, and harmony in the ideal city. It purifies (the word is apt) the Republic and eliminates malpractices that arise to contradict the general will and universal reason. "They question my right to the title of philanthropist," Marat exclaims, in quite a different style. "Ah, what injustice! Who cannot see that I want to cut off a few heads to save a great number?" A few—a faction? Naturally—and all historic actions are performed at this price. But Marat, making his final calculations, claimed two hundred and seventy-three thousand heads. But he compromised the therapeutic aspect of the operation by screaming during the massacre: "Brand them with hot irons, cut off their thumbs, tear out their tongues." This philanthropist wrote day and night, in the most monotonous vocabulary imaginable, of the necessity of killing in order to create. He wrote again, by candlelight deep down in his cellar, during the September nights while his henchmen were installing spectators' benches in prison courtyards—men on the right, women on the left—to display to them, as a gracious example of philanthropy, the spectacle of the aristocrats having their heads cut off.

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Wilby had a problem. He didn’t know which brand of toothpaste to buy. He decided to try this new opposing viewpoints idea he’d been reading about in The Fallacy Detective. He decided to go around and ask different people what they thought. Wendy, a store assistant who offered to help: This type with oxy-white pro is guaranteed to make your teeth whiter in twenty-four hours. (Wilby noticed that toothpaste brands with the oxy-white pro sticker were twice the price of other brands.) Phoebe, a friend of Wilby’s: Wilby, I think you’d have such a cute smile if you got rid of some of those blueberry Popsicle stains on your teeth. Judd, another friend: Toothpaste? What’s that? Real men don’t brush their teeth. Wilby’s Mom: Wilby, it really doesn’t matter, as long as you don’t buy anything that contains fluoride additives. You might come down with a terrible disease in a few years if you use fluoride. Austin, Wilby’s coworker: I only use Hug-A-Tree brand. It’s made by an environmentally conscious company from Denmark. They promise they don’t test their product on whales. Bob, who works out at the health club with Wilby: I heard on a talk show that if you chew organic mint leaves, then your breath will smell good without having to brush your teeth. Wilby concluded that he was worrying too much over nothing. He decided to keep using the brand of toothpaste he’d always used. It seemed to do the job. But now he understood more about how different people make their decisions.

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I shop in a grocery store designed for the haute bourgeoisie. The prices are ridiculous. Other than the organic produce, every product in my local grocery has, somewhere on its packaging, a goofy narrative about the company that manufactures the product. In my neighborhood, it is impossible to go to the local grocery store and buy mustard without encountering a whimsical tale about rural people from Northern California and Oregon and how their quirky values are reflected in the ingredients of their products. These quirky values are why it costs $3 for a vegan cookie. The narratives go something like this: Twenty years ago, my wife Betty and I were in our kitchen, talking about the taste of the mustard that our parents bought. All of the store brands weren’t anything like what we remembered, and they were made with pre-processed ingredients and contained preservatives. These chemicals might have allowed for a longer shelf life, but they reduced flavor, and even worse, no one knew what they did to people’s health. “I wish someone would go back to old-fashioned values,” I said. “Why won’t someone make a mustard that tastes great and is good for people?” Then Betty asked a question that changed our lives. “Why don’t we do it?” I have watched hundreds of people read these narratives. And as I have watched people read these narratives, the thought has occurred to me that people are more conscientious about their mustard than they are about the media they consume.

On November 25, 2011, outdoor clothing company Patagonia took out a full-page ad in The New York Times with the headline: “Don’t Buy This Jacket.” Though some cynics saw the headline as a publicity stunt by a high-priced brand that many people can’t afford, it is in the details of the ad that we can find clues about the kind of culture Patagonia has and that inspired such an ad in the first place. In the body copy of the ad, Patagonia did something most other companies would consider unthinkable. They explained, in plain language, the environmental cost of making their product, in this case the bestselling R2 Fleece. The copy read: “To make this jacket required 135 liters water, enough to meet the daily needs (three glasses a day) of 45 people. Its journey from its origin as 60% recycled polyester to our Reno warehouse generated nearly 20 pounds of carbon dioxide, 24 times the weight of the finished product. This jacket left behind, on its way to Reno, two-thirds its weight in waste.” “There is much to be done and plenty for us all to do,” the ad concludes. “Don’t buy what you don’t need. Think twice before you buy anything. … Join us … to reimagine a world where we take only what nature can replace.

Glossing” is a popular type of framing. Under its rules, a tumbling share price becomes a “correction.” An overpaid acquisition price is branded “goodwill.” In every management course, a problem magically transforms into an “opportunity” or a “challenge.” A person who is fired is “reassessing his career.” A fallen soldier—regardless of how much bad luck or stupidity led to his death—turns into a “war hero.

where a = accumulated future value, p = principal or present value, r = rate of return in percentage terms, and n = number of compounding periods. All too often, management teams focus on the r variable in this equation. They seek instant gratification, with high profit margins and high growth in reported earnings per share (EPS) in the near term, as opposed to initiatives that would lead to a much more valuable business many years down the line. This causes many management teams to pass on investments that would create long-term value but would cause “accounting numbers” to look bad in the short term. Pressure from analysts can inadvertently incentivize companies to make as much money as possible off their present customers to report good quarterly numbers, instead of offering a fair price that creates enduring goodwill and a long-term win–win relationship for all stakeholders. The businesses that buy commodities and sell brands and have strong pricing power (typically depicted by high gross margins) should always remember that possessing pricing power is like having access to a large amount of credit. You may have it in abundance, but you must use it sparingly. Having pricing power doesn’t mean you exercise it right away. Consumer surplus is a great strategy, especially for subscription-based business models in which management should primarily focus on habit formation and making renewals a no-brainer. Most businesses fail to appreciate this delicate trade-off between high short-term profitability and the longevity accorded to the business through disciplined pricing and offering great customer value. The few businesses that do understand this trade-off always display “pain today, gain tomorrow” thinking in their daily decisions.

The Catalog itself was first announced to the world in May 1968 in a Portola Institute marketing brochure, offering $8 annual subscriptions covering two issues and two supplements, and setting the single-issue price at $5.

Nothing is free,” she stresses. “A brand, a ring, a tattoo, a wrist cuff, a necklace… every Royal woman pays a price for those symbols. I paid mine.

And an Executive Business Review? An executive business review (EBR) should present information at a much higher level, with a focus on executive leadership. It is one of the most influential meetings you will have with your customer all year, yet it’s the one most organizations tend to forget. QBRs happen frequently, across the industry, but EBRs? Not so much. Less tactical and less operational than a QBR, an EBR is typically reserved for your customer’s executive leadership team because it’s a high-level review of the value your product is providing the customer. When you draft an EBR, you should be thinking along the lines of, Who is my stakeholder’s boss? How do I co-present to my stakeholder and their boss the value my product has offered and will continue to offer them? An EBR is a way to move up the value chain, promote your stakeholder’s brand inside their own company, and share wins with the executive leader. It’s a strategic meeting that should focus on reinforcing the value in your customer ROI. It should also validate the goals of the organization, because like you did with your QBRs, you’re building a partnership through open dialogue. The only difference is now you’re doing it at an executive level. EBRs should be scheduled twice a year. I typically recommend scheduling one at least three months before the customer’s renewal because if the meeting goes well, it may help move the renewal along faster. I have seen executives stop pushing on price when they’re negotiating terms, and I’ve even seen some CSMs contact a stakeholder’s executive directly to ask for their help. “We’re having trouble with this renewal. Can you step in and assist?” More often than not, the executive will call whoever they need to call and say, “Just get it done.” Plus, when you reach out and ask for help, you’re engaging executive-level advocates, which is always a good thing.

love you, and I know what will make you happy. Sexual ‘liberation’ is really one more brand of enslavement. It advertises thrills but delivers grief. A long and faithful marriage to your spouse will bring you peace and delight that are beyond price—and you and I will be drawn ever closer.

Nixon's opening to Moscow had permitted a grain sale that sent millions of tons of American wheat and corn to Russia at below-market prices. Critics called it the "Great Grain Robbery," but their ranks didn't include the midwestern farmers who were delighted at the boost the sale gave to prices for the rest of their crops. General Ford extended the deal in 1975, following a new shortfall in the Soviet harvest.

Vincent winces like he’s expecting the worst, but then Jabari steps aside, presenting me with a sweep of his arm like he’s one of the showgirls on The Price Is Right and I’m a brand-new Jet Ski that some poor bastard is going to have to pay exorbitant taxes on.

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One of the formidable challenges QYK Brands faced during this period was the fierce competition posed by international manufacturers. The global nature of the pandemic led to a surge in demand for hygiene products worldwide, resulting in increased competition for raw materials and market share. The international manufacturers often had the advantage of scale, making it challenging for QYK Brands to match their prices.

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It didn’t take long to find some willing partners. We set down the specifications, and Sean talked to all the manufacturers who said they could fulfill our requests. We narrowed it down to two quality options, and then we choose the one with the best price and the best communication. Sean ordered the prototype, had it embossed with our brand logo—Zen Active—and in no time at all, we unrolled our first yoga mat on the floor in Sean’s house. That was our yoga mat. It was our product, with our specifications, with our logo, in Sean’s house, ready for sale. And all it took was one website and a lot of groundwork asking questions. Now, I’m not saying we got the product totally right on our first try. We made some mistakes, and we made adjustments to improve the product over time, but the basics of taking an idea and making it a ready-for-market product really is this simple. All you have to do is find the suppliers, do the research, make the tweaks, and find the best offer out there. Find

A lot of beginner entrepreneurs—and a fair number of experienced ones, too—are afraid of high prices. They want to cut prices as soon as financially possible, probably because some intro-to-business class told them that’s the best way to build a brand. I can tell you from experience, though, that if you’re building a brand, you don’t want to get into the business of cutting prices. You want to be near the top price point in your market. The reason is simple: It’s much easier to scale a premium brand than it is to scale a low-priced brand. Only companies selling inventory in massive quantities can really win at that game. You’re not going to beat Walmart’s price, so don’t play Walmart’s game.

This is not, however, under the direct influence of the digital marketer. Your brand can be affected by company performance, positive or negative PR, growth or downsizing decisions, customer service performance, pricing and many more factors, some of which we have already touched on in the previous chapter.

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Never was the two cultures stand-off more apparent than here. In Gunn’s poem, a new neighbour (an outsider) wants them evicted because of their detrimental effect on property prices. She might well have been an academic: in more than thirty years in the humanities side of universities, the attitude towards those skills which I encountered was mainly one of ignorant, patronizing condescension. Just occasionally a student from the science side would dismantle a car in a campus car park only to be moved on by the authorities, as were Gunn’s auto freaks. Among the younger academics, disdain for this culture verged on contempt because of its supposedly obsolete ‘masculinist’ values. Those same academics were also the ones quick to brand any intense friendship between the men of this ‘masculinist’ culture as repressed homosexuality. In truth, sometimes it might have been, and yet sometimes it almost certainly wasn’t: some of the most loyal and selfless friendships I’ve ever known were between working-class young men who, insofar as anyone can ever be sure of these things, really were straight.

Key Elements of Five Year Plan ’77 What follows did not happen overnight. Among the guidelines set in February 1977 (remember, Fair Trade on alcohol was not finally ended until 1978): Emphasize edibles vs. non-edibles. I figured that the supermarkets would raise their prices on foods to make up for the newly reduced margins on milk and alcohol. This would give us all the more room to underprice them. During the next five years we got rid of film, hosiery, light bulbs and hardware, greeting cards, batteries, magazines, all health and beauty aids except those with a “health food” twist. We began to cut back sharply on soaps and cleaners and paper goods. The only non-edibles we emphasized were “tabletop” items like wineglasses, cork pullers, and candles. It was quite clear that we should put more emphasis on food and less on alcohol and milk. Within edibles, drop all ordinary branded products like Best Foods, Folgers, or Weber’s bread. I felt that a dichotomy was developing between “groceries” and “food.” By “groceries,” I mean the highly advertised, highly packaged, “value added” products being emphasized by supermarkets, the kinds that brought slotting allowances and co-op advertising allowances. By embracing these “plastic” products, I felt the supermarkets were abandoning “food” and the product knowledge required to buy and sell it. But this position wasn’t entirely altruistic. The plan of February 20, 1977, declared, “Most independent supermarkets have been driven out of business, because they stupidly tried to compete with the big chains in plastic goods, in which the big chains excel.” Focus on discontinuity of supplies. Be willing to discontinue any product if we are unable to offer the right deal to the customer. Instead of national brands, focus on either Trader Joe’s label products or “no label” products like nuts and dried fruits. This was intended to enable the Trader Joe’s label to pick up momentum in the stores. And it worked.

Carry individual items as opposed to whole lines. We wouldn’t try to carry a whole line of spices, or bag candy, or vitamins. Each SKU (a single size of a single flavor of a single item) had to justify itself, as opposed to riding piggyback into the stores just so we had a “complete” line. Depth of assortment now was of no interest. As soon as Fair Trade ended in 1978, we began to get rid of the hundred brands of Scotch, seventy brands of bourbon, and fifty brands of gin. And slowly (it was like pulling teeth) we dismantled the broad assortment of California boutique wines. No fixtures. By 1982, the store would have most of its merchandise displayed in stacks with very little shelving. This implied a lower SKU count: a high-SKU store needs lots of shelves. The average supermarket carries about 27,000 SKUs in 30,000 square feet of sales area, or roughly one SKU per square foot. Trader Joe’s, by 1988, carried one SKU per five square feet! Price-Costco, one of my heroes, carried about one SKU per twenty square feet. As much as possible I wanted products to be displayed in the same cartons in which they were shipped by the manufacturers. This was already a key element in our wine merchandising. Each SKU would stand on its own two feet as a profit center. We would earn a gross profit on each SKU that was justified by the cost of handling that item. There would be no “loss leaders.” Above all we would not carry any item unless we could be outstanding in terms of price (and make a profit at that price per #7) or uniqueness. By the end of 1977, we increased the size of the buying staff, adding one very key person, Doug Rauch, whom we hired out of the wholesale health food trade. Leroy, Frank Kono, Bob Berning, and Doug rolled out Five Year Plan ’77, which for purposes of this history I call Mac the Knife. Back in those days we had no idea how sharp that knife would become! We just wanted to survive deregulation. Everything now depended on buying. So here we go into the next chapter, Intensive Buying.