Discount Price Quotes

There's no such thing as a normal life. Some lives are just more interesting than others, and we shouldn't judge people for being boring. —Evelyn Price

I couldn't resist another grin. "So...is there a family discount?" "Hell, no. Nash is paying full price. Plus tip.

I’ll give you 50% off for half a year, or 100% off for a whole year. At these bargain discount prices, my love won’t last forever.

Didn't we talk about this?" "HAIL!" "That isn't an answer." I planted my hands on my hips. "Was there a reason for shoving the gummy bears off the counter? Did they tell you they were suicidal? On second thought," I raised a hand, palm out, "don't answer that. If the candy is talking, I don't want to know.

Do not compromise on the quality and your customers will not negotiate on the price.

You should always pay full price for a haircut, but if you have the chance to buy discount therapy you should grab it, because the markup on that shit is insane.

Soon a whole guild of low-priced shrine keepers around Europe named their own pope - Boldface the Relatively Shameless, Discount Pope of Prague. The price war was on [...] The Retail Pope would offer cheesy bacon toppings on the Host with communion and the Discount Pope would counter with topless nun night for midnight mass.

The morgue is the Mullah's mint: Why hang on to life in this world when our guardians are discounting the price of life and selling martyr's tickets to paradise?

Buying something for less than its value. In my opinion, this is what it’s all about—the most dependable way to make money. Buying at a discount from intrinsic value and having the asset’s price move toward its value doesn’t require serendipity; it just requires that market participants wake up to reality. When the market’s functioning properly, value exerts a magnetic pull on price.

it’s easy to get rich by getting a state asset at a deep discount.

When you get a day off from painful routine, you feel happy. When somebody quotes double price and then gives a little discount, you feel happy. Happiness is a trick. Seek freedom, not happiness. Then you will also get freedom to create your own happiness.

Solitary confinement, where no others are in the prisoner's space, always has a calming effect. Violence from passengers on aircraft increased during the 1990's when the airlines started packing people close together in the seats to compensate for revenue lost as a result of price discounting.

Am I suggesting that you must feel sorry for divorce lawyers and prepare to pay every penny of their fees? Of course not! You deserve justice, and the lawyer can be lured into delivering said justice at a seriously discounted price!

In SEO, the price you set anchors the value you’re perceived to deliver—don’t discount your expertise

Allowing for the two types of year (leap and normal), and the seven possible days a year can start on, there are only fourteen calendars to choose from. When I was shopping for a 2019 calendar (non–leap year, starting on a Tuesday), I knew it would be the same as the one for 2013, so I could pick up a secondhand one at a discount price. Actually, for some retro charm, I hunted down one from 1985.

Too many people want to have mountaintop experiences at rock-bottom prices and that just doesn't work. Greatness doesn't come at a discount. If you want true greatness, you have to pay the full price for it.

I like how grocery stores play music while I'm shopping. Vintage pop really makes me want to pay full price and avoid looking for discounts. I need to implement that financial psychology here on my duck farm.

Dating is all about getting to know somebody, without wasting a lot of time or money. What is the price of love? You’ve got the cost of dinner, a movie, and cab fare for you and your date, as well as the entire film crew documenting your evening. So you add all that up, and subtract various coupons and bulk discount rates you might qualify for. But what about time? You can make more money, but you can’t make more time if you waste it. That’s why you have to be efficient with your dating. Don’t date one on one. Take 10 women out at once, assembly line style, and forget the small talk. Focus on hard-hitting topics, and give them all questionnaires to fill out. I think the women will appreciate your honest and novel approach. Of course it’s possible that nine out of ten women might be offended. But who cares? All you need is one.


Look for growth situations with low price-earnings multiples. If the growth takes place, there’s often a double bonus—both the earnings and the multiple rise, producing large gains. Beware of very high multiple stocks in which future growth is already discounted. If growth doesn’t materialize, losses are doubly heavy—both the earnings and the multiples drop.

Ironically, the rich who can afford extravagance are the ones who benefit the most from cheap commodities. They buy bulk and get robust discounts. They have what it takes to trap a valuable possession when it is reduced to a fling away price, due to desperation. Thus the rich keep getting richer.

These differing emphases explain a lot—for example, the classical liberal view is that everyone has equal rights to happiness; rightists instead discount fairness in favor of expedient authority, generating the classical conservative view that some socioeconomic inequality is a tolerable price for things running smoothly.

The starting point for ‘discounts’ may be the manufacturer’s suggested retail price (MSRP), an arbitrarily high price that no one will ever pay. By crossing out the high MSRP, retailers are handing shoppers a psychological victory that will make them feel good about the purchase, even if the discounted price is still expensive.

Quinns always come at half price, about half the time, and half-naked, even during the colder half of winter. A Quinn is like a queen, but draggier, and cheaper to buy and use for personal gain, unless you’re suspicious that you’re poor and illiterate like Jarod Kintz, in which case Quinns could be the spirits of your dead relatives, come to haunt you until you gather a massive fortune through selling books on the internet, to send some back in time through a portal you bought from the NSA, so they would have lived better lives without having to move a finger for their fortune. Oh, yah, and since they aren’t - they’re blue, like smurfs, yet they turn purple whenever tickled on the belly, which is something they seem to rather dislike, since they start biting and scratching when it happens, for no good reason, I might add.

If enough dishonest merchants water their milk, more and more customers will forget what normal milk tastes like and buy only the cheaper - watered down - variety.

... but she believed and that was the price of belief. It gave no discounts to friendship (p370)

The key to getting a discount is timing. Always negotiate on price before you pay.

Our advantage, rather, was attitude: we had learned from Ben Graham that the key to successful investing was the purchase of shares in good businesses when market prices were at a large discount from underlying business values.

What are you doing?” Tiffany sked. Holding the cap, I faced her. “I have to wear the cap to get a discounted price on the barbecue.” She snatched the cap from between my fingers. “You’re not ruining my creation with a baseball hat. Pay full price. Beauty isn’t cheap.

I was targeting good real estate assets overburdened by excessive debt. Well, I began seeing similar scenarios unfold in the corporate world and realized I could provide equity to those companies for a stake at a discounted price, and that would help them position themselves for when the market recovered.

Each new acquisition emboldened Putin. At the end of 2005, Gazprom hiked the price of natural gas it delivered to Ukraine from a heavily discounted $50 per 1,000 cubic meters to $230, in line with prices charged in the rest of Europe. The increase was transparent retribution for Yushchenko’s flirtation with the West after taking power. Putin

Customer: This book has a couple of tears to some of the pages. Me: Yes, unfortunately some of the older books haven’t had as much love as they should have done from previous owners. Customer: So, will you lower the price? It says here it’s £20. Me: I’m sorry but we take into account the condition of the books when we price them; if that book was in a better condition, it would be worth a lot more than £20. Customer: Well, you can’t have taken this tear here into account *points to page* or this one here *points to another page* because my son did those two minutes ago. Me: So, the book is now more damaged than it was before, because of your son? Customer: Yes. Exactly. So will you lower the price?

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Early on in the top, some parts of the credit system suffer, but others remain robust, so it isn’t clear that the economy is weakening. So while the central bank is still raising interest rates and tightening credit, the seeds of the recession are being sown. The fastest rate of tightening typically comes about five months prior to the top of the stock market. The economy is then operating at a high rate, with demand pressing up against the capacity to produce. Unemployment is normally at cyclical lows and inflation rates are rising. The increase in short-term interest rates makes holding cash more attractive, and it raises the interest rate used to discount the future cash flows of assets, weakening riskier asset prices and slowing lending.

When Russia had disputes with neighbors such as Ukraine over gas prices, it did not hesitate to cut off gas supplies as a form of economic power. Later, when a more sympathetic government came to power in Ukraine, Russia used the lure of heavily discounted gas prices to obtain the extension of its lease of a naval base in Ukraine, thus complicating the prospect that Ukraine might one day join NATO.

...mass market consumption offers the facade of social equality without forcing society to go through the hard work of redistributing wealth. Low prices lead consumers to think they can get what they want without necessarily giving them what they want - or need. The ancient Roman phrase for this is panem et circenses, bread and circuses, the art of plying citizens with pleasures to distract them from pain.

The renowned British philosopher Alfred North Whitehead recognized this inescapable quality of modern life when he asserted that “civilization advances by extending the number of operations we can perform without thinking about them.” Take, for example, the “advance” offered to civilization by the discount coupon, which allows consumers to assume that they will receive a reduced purchase price by presenting the coupon.

As he reached for his Visa card, the security monitor next to the register caught Billy in all his glory: football burly but slump-shouldered, his pale face with its exhaustion-starred eyes topped with half a pitchfork’s worth of prematurely graying hair. He was only forty-two, but that crushed-cellophane gaze of his combined with a world-class insomniac’s posture had once gotten him into a movie at a senior citizen’s discount.

There is nothing esoteric about value investing. It is simply the process of determining the value underlying a security and then buying it at a considerable discount from that value. It is really that simple. The greatest challenge is maintaining the requisite patience and discipline to buy only when prices are attractive and to sell when they are not, avoiding the short-term performance frenzy that engulfs most market participants.

It may feel awkward at first, and there may be any number of obstacles. In addition to the obstructions that arise as we inch into this inner mothering, we may be stopped before we start by a discounting voice (a critical parent or protector most likely) saying, “This is ridiculous.” Its tactic is to deny the need. “You’re making a mountain out of a molehill.” “It wasn’t that bad. Just buck up.” Here is where being aware of parts comes as an advantage. Only if we can recognize that this is a part speaking up—a part that has an agenda—will we have a choice to bracket these thoughts and move forward with our intention. One of the next barriers we may face is a feeling of inadequacy. If you were not well mothered, you can easily feel that you haven’t a clue how to do it. You’re uncomfortable, you don’t know what to say or do, and you feel phony trying what doesn’t come naturally. This is enough to stop you right here. If you succeed in making an authentic connection with the undermothered parts within yourself, you may be struck by a sense of guilt that you have inadvertently continued the abandonment by not showing up earlier. No one likes to feel the sharp pain of causing harm to another. And just as I’ve mentioned earlier that a mother may unconsciously keep a distance from a child so as not to arouse her own hurt, you may feel that opening up the locked-away pain in your heart is too high a price to pay for reconnecting with child parts inside you.

In his early essay on consumer behavior, Thaler described the debate about whether gas stations would be allowed to charge different prices for purchases paid with cash or on credit. The credit-card lobby pushed hard to make differential pricing illegal, but it had a fallback position: the difference, if allowed, would be labeled a cash discount, not a credit surcharge. Their psychology was sound: people will more readily forgo a discount than pay a surcharge. The two may be economically equivalent, but they are not emotionally equivalent.

Some time ago, I decided to go watch firsthand one of the most infamous acts of raw, unabashed, supply-and-demand capitalism in action. I am talking, of course, about Filene’s Basement’s “Running of the Brides”—an event that has been held annually since 1947 and is the department store’s answer to the famous “Running of the Bulls” in Pamplona, Spain. Instead of watching thousand-pound bulls trampling and goring foolhardy humans, I observed about a thousand blushing brides-to-be (and their minions) trampling one another in a mass grab for discount-priced

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On our farm, the food we raised reflected our true cost of production. When we set our prices, we did exactly what every other business in America did... ...why does the food in the supermarkets cost less? ... Much of this food was already discounted, I explained, paid for in advance by government subsidies. Tax dollars, the same taxes that were taken out of my friends' paychecks before they received them, were used to partially pay for this food before it ever arrived at the supermarket. This "cheap" food was expensive, too. Unbeknownst to them, (they) were simply purchasing it on an installment plan.

One example of a high-tech company that submits to a Graham type of analysis is Amazon.com. Though it does business exclusively on the Web, Amazon is essentially a retailer, and it may be evaluated in the same way as Wal-Mart, Sears, and so forth. The question, as always, is, does the business provide an adequate margin of safety at a given market price. For much of Amazon’s short life, the stock was wildly overpriced. But when the dot-com bubble burst, its securities collapsed. Buffett himself bought Amazon’s deeply discounted bonds after the crash, when there was much fearful talk that Amazon was headed for bankruptcy. The bonds subsequently rose to par, and Buffett made a killing.

While I won’t go into exactly how it works here, the most defining characteristics of bubbles that can be measured are: Prices are high relative to traditional measures Prices are discounting future rapid price appreciation from these high levels There is broad bullish sentiment Purchases are being financed by high leverage Buyers have made exceptionally extended forward purchases (e.g., built inventory, contracted for supplies, etc.) to speculate or to protect themselves against future price gains New buyers (i.e., those who weren’t previously in the market) have entered the market Stimulative monetary policy threatens to inflate the bubble even more (and tight policy to cause its popping)

Price mostly meanders around recent price until a big shift in opinion occurs, causing price to jump up or down. This is crudely modeled by quants using something called a jump-diffusion process model. Again, what does this have to do with an asset’s true intrinsic value? Not much. Fortunately, the value-focused investor doesn’t have to worry about these statistical methods and jargon. Stochastic calculus, information theory, GARCH variants, statistics, or time-series analysis is interesting if you’re into it, but for the value investor, it is mostly noise and not worth pursuing. The value investor needs to accept that often price can be wrong for long periods and occasionally offers interesting discounts to value.

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You’re just going to throw the h-house wenches out into the streets?” she asked with forced calm. “They’ll be dismissed with generous parting sums as a reward for their labors on the club’s behalf.” “Do you intend to hire new ones?” Sebastian shook his head. “While I have no moral aversion to the concept of prostitution— in fact, I’m all for it— I’m damned if I’ll become known as a pimp.” “A what?” “A pimp. A cock bawd. A male procurer. For God’s sake, did you have cotton wool stuffed in your ears as a child? Did you never hear anything, or wonder why badly dressed women were parading up and down the club staircase at all hours?” “I always visited in the daytime,” Evie said with great dignity. “I rarely saw them working. And later, when I was old enough to understand what they were doing, my father began to curtail my visits.” “That was probably one of the few kind things he ever did for you.” Sebastian waved away the subject impatiently. “Back to the subject at hand… not only do I not want the responsibility of maintaining mediocre whores, but we don’t have the room to accommodate them. On any given night, when all the beds are occupied, the club members are forced to take their pleasures out in the stables.” “They are? They do?” “And it’s damned scratchy and drafty in that stable. Take my word for it.” “You—” “However, there is an excellent brothel two streets over. I have every expectation that we can come to an arrangement with its proprietress, Madame Bradshaw. When one of our club members desires female companionship, he can walk to Bradshaw’s, receive their services at a discounted price, and return here when he’s refreshed.” He raised his brows significantly, as if he expected her to praise the idea. “What do you think?” “I think you would still be a cock bawd,” Evie said. “Only by stealth.” “Morality is only for the middle classes, sweet. The lower class can’t afford it, and the upper classes have entirely too much leisure time to fill.

mark-down, which discounts the selling price to customers and, so long as demand is ‘elastic’, results in increased sales of the product line. However, this is an expensive method of selling products, as it reduces the profit achieved on the products. In fact mark-down is the single largest cost to a fashion retail business after the cost of the products themselves. It is worth remembering at this point that the main – and frequently only – source of income for a fashion retailer is the profit from the sales of its products. Less profit per garment means less income to pay its bills. Furthermore, this tactic is less effective when general trading conditions are poor, as the competition is usually doing the same thing. It is vital then that the fashion retailer knows what its customers want and are expecting. Problems in defining and then keeping up with changing customer needs and expectations are arguably the most important factor in successful selling. Large retail businesses like Marks & Spencer

The Proofs Human society has devised a system of proofs or tests that people must pass before they can participate in many aspects of commercial exchange and social interaction. Until they can prove that they are who they say they are, and until that identity is tied to a record of on-time payments, property ownership, and other forms of trustworthy behavior, they are often excluded—from getting bank accounts, from accessing credit, from being able to vote, from anything other than prepaid telephone or electricity. It’s why one of the biggest opportunities for this technology to address the problem of global financial inclusion is that it might help people come up with these proofs. In a nutshell, the goal can be defined as proving who I am, what I do, and what I own. Companies and institutions habitually ask questions—about identity, about reputation, and about assets—before engaging with someone as an employee or business partner. A business that’s unable to develop a reliable picture of a person’s identity, reputation, and assets faces uncertainty. Would you hire or loan money to a person about whom you knew nothing? It is riskier to deal with such people, which in turn means they must pay marked-up prices to access all sorts of financial services. They pay higher rates on a loan or are forced by a pawnshop to accept a steep discount on their pawned belongings in return for credit. Unable to get bank accounts or credit cards, they cash checks at a steep discount from the face value, pay high fees on money orders, and pay cash for everything while the rest of us enjoy twenty-five days interest free on our credit cards. It’s expensive to be poor, which means it’s a self-perpetuating state of being. Sometimes the service providers’ caution is dictated by regulation or compliance rules more than the unwillingness of the banker or trader to enter a deal—in the United States and other developed countries, banks are required to hold more capital against loans deemed to be of poor quality, for example. But many other times the driving factor is just fear of the unknown. Either way, anything that adds transparency to the multi-faceted picture of people’s lives should help institutions lower the cost of financing and insuring them.

Shareholders have a residual claim on a firm’s assets and earnings, meaning they get what’s left after all other claimants—employees and their pension funds, suppliers, tax-collecting governments, debt holders, and preferred shareholders (if any exist)—are paid. The value of their shares, therefore, is the discounted value of all future cash flows minus those payments. Since the future is unknowable, potential shareholders must estimate what that cash flow will be; their collective expectations about the future determine the stock price. Any shareholders who expect that the discounted value of future equity earnings of the company will be less than the current price will sell their stock. Any potential shareholders who expect that the discounted future value will exceed the current price will buy stock. This means that shareholder value has almost nothing to do with the present. Indeed, present earnings tend to be a small fraction of the value of common shares. Over the past decade, the average yearly price-earnings multiple for the S&P 500 has been 22x, meaning that current earnings represent less than 5 percent of stock prices.

What was the Sherlock Holmes principle? ‘Once you have discounted the impossible, then whatever remains, however improbable, must be the truth.’” “I reject that entirely,” said Dirk, sharply. “The impossible often has a kind of integrity to it which the merely improbable lacks. How often have you been presented with an apparently rational explanation of something which works in all respects other than one, which is just that it is hopelessly improbable? Your instinct is to say, ‘Yes, but he or she simply wouldn’t do that.’” “Well, it happened to me today, in fact,” replied Kate. “Ah yes,” said Dirk, slapping the table and making the glasses jump, “your girl in the wheelchair – a perfect example. The idea that she is somehow receiving yesterday’s stock market prices apparently out of thin air is merely impossible, and therefore must be the case, because the idea that she is maintaining an immensely complex and laborious hoax of no benefit to herself is hopelessly improbable. The first idea merely supposes that there is something we don’t know about, and God knows there are enough of those. The second, however, runs contrary to something fundamental and human which we do know about. We should therefore be very suspicious of it and all its specious rationality.

I still think of myself as someone who is interested in the experience of beauty, but I would never describe myself (except to you, in this email) as ‘interested in beauty’, because people would assume that I meant I was interested in cosmetics. This I guess is the dominant meaning of the word ‘beauty’ in our culture now. And it seems telling that this meaning of the word ‘beauty’ signifies something so profoundly ugly—plastic counters in expensive department stores, discount pharmacies, artificial perfumes, eyelash extensions, jars of ‘product’. Having thought about it just now, I think the beauty industry is responsible for some of the worst ugliness we see around us in our visual environment, and the worst, most false aesthetic ideal, which is the ideal of consumerism. All its various trends and looks ultimately signify the same principle—the principle of spending. To be open to aesthetic experience in a serious way probably requires as a first step the complete rejection of this ideal, and even a wholesale reaction against it, which if it seems to require at first a kind of superficial ugliness is still better by far and more substantively ‘beautiful’ than purchasing increased personal attractiveness at a price. Of course I wish that I personally were better-looking, and of course I enjoy the validation of feeling that I do look good, but to confuse these basically auto-erotic or status-driven impulses with real aesthetic experience seems to me an extremely serious mistake for anyone who cares about culture. Have the two things ever been more widely or deeply confused at any period in history before?

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What your behavior said to him was that you knew you were in the stronger position. But were you? Maybe not. Could be you would have bought his TV even without a discount. Could be his competitor had sold out of your preferred model or had it at a higher price. But who knew any of that? Not the salesman. And that’s the point.

Price discounting suggests that either prices are too high or product features don’t matter much.

Can’t beat them? Drown them in cash. Almost none of the companies spending so profligately was anywhere near profitable, and the discounts made it difficult for anyone to figure out the natural demand for their product. The deals also made it hard for competitors to keep up. Hodari and other WeWork rivals said they lost only a small chunk of their tenants to WeWork’s marketing blitz, but if the campaign continued, none of them would have the cash reserves to survive what amounted to predatory pricing. Prior to SoftBank’s arrival, back in the era of Managing the Nickel, WeWork executives had been talking about finding a more balanced growth trajectory. T. Rowe Price, which invested in WeWork in 2014, had pushed for a more sustainable strategy and was so skeptical of the SoftBank-funded bonanza that they sold as much as they could when SoftBank agreed to buy stock from existing shareholders.

Senior adults are probably not as averse to worship change as they are to feeling marginalized through those changes. It seems to them that their opinions are no longer needed or considered and their convictions are discounted as antiquated. I can imagine that some seniors view change as something that separates what was from what will be. It appears that the price paid through their years of blood, sweat, tears, and tithes is now being used to build a wall that will sideline or keep them out completely.

For instance, it was the rising oil prices and population growth in Texas in 2004 that alerted me to investment opportunities in the state. Their commercial real estate market was in a trough, which was indicated by the fact that there were many quality office buildings for sale at discounted prices.

Over the next few years, the number of African Americans seeking jobs and homes in and near Palo Alto grew, but no developer who depended on federal government loan insurance would sell to them, and no California state-licensed real estate agent would show them houses. But then, in 1954, one resident of a whites-only area in East Palo Alto, across a highway from the Stanford campus, sold his house to a black family. Almost immediately Floyd Lowe, president of the California Real Estate Association, set up an office in East Palo Alto to panic white families into listing their homes for sale, a practice known as blockbusting. He and other agents warned that a 'Negro invasion' was imminent and that it would result in collapsing property values. Soon, growing numbers of white owners succumbed to the scaremongering and sold at discounted prices to the agents and their speculators. The agents, including Lowe himself, then designed display ads with banner headlines-"Colored Buyers!"-which they ran in San Francisco newspapers. African Americans desperate for housing, purchased the homes at inflated prices. Within a three-month period, one agent alone sold sixty previously white-owned properties to African Americans. The California real estate commissioner refused to take any action, asserting that while regulations prohibited licensed agents from engaging in 'unethical practices,' the exploitation of racial fear was not within the real estate commission's jurisdiction. Although the local real estate board would ordinarily 'blackball' any agent who sold to a nonwhite buyer in the city's white neighborhoods (thereby denying the agent access to the multiple listing service upon which his or her business depended), once wholesale blockbusting began, the board was unconcerned, even supportive.

Over the next few years, the number of African Americans seeking jobs and homes in and near Palo Alto grew, but no developer who depended on federal government loan insurance would sell to them, and no California state-licensed real estate agent would show them houses. But then, in 1954, one resident of a whites-only area in East Palo Alto, across a highway from the Stanford campus, sold his house to a black family. Almost immediately Floyd Lowe, president of the California Real Estate Association, set up an office in East Palo Alto to panic white families into listing their homes for sale, a practice known as blockbusting. He and other agents warned that a 'Negro invasion' was imminent and that it would result in collapsing property values. Soon, growing numbers of white owners succumbed to the scaremongering and sold at discounted prices to the agents and their speculators. The agents, including Lowe himself, then designed display ads with banner headlines-"Colored Buyers!"-which they ran in San Francisco newspapers. African Americans desperate for housing, purchased the homes at inflated prices. Within a three-month period, one agent alone sold sixty previously white-owned properties to African Americans. The California real estate commissioner refused to take any action, asserting that while regulations prohibited licensed agents from engaging in 'unethical practices,' the exploitation of racial fear was not within the real estate commission's jurisdiction. Although the local real estate board would ordinarily 'blackball' any agent who sold to a nonwhite buyer in the city's white neighborhoods (thereby denying the agent access to the multiple listing service upon which his or her business depended), once wholesale blockbusting began, the board was unconcerned, even supportive. At the time, the Federal Housing Administration and Veterans Administration not only refused to insure mortgages for African Americans in designated white neighborhoods like Ladera; they also would not insure mortgages for whites in a neighborhood where African Americans were present. So once East Palo Alto was integrated, whites wanting to move into the area could no longer obtain government-insured mortgages. State-regulated insurance companies, like the Equitable Life Insurance Company and the Prudential Life Insurance Company, also declared that their policy was not to issue mortgages to whites in integrated neighborhoods. State insurance regulators had no objection to this stance. The Bank of America and other leading California banks had similar policies, also with the consent of federal banking regulators. Within six years the population of East Palo Alto was 82 percent black. Conditions deteriorated as African Americans who had been excluded from other neighborhoods doubled up in single-family homes. Their East Palo Alto houses had been priced so much higher than similar properties for whites that the owners had difficulty making payments without additional rental income. Federal and state hosing policy had created a slum in East Palo Alto. With the increased density of the area, the school district could no longer accommodate all Palo Alto students, so in 1958 it proposed to create a second high school to accommodate teh expanding student population. The district decided to construct the new school in the heart of what had become the East Palo Alto ghetto, so black students in Palo Alto's existing integrated building would have to withdraw, creating a segregated African American school in the eastern section and a white one to the west. the board ignored pleas of African American and liberal white activists that it draw an east-west school boundary to establish two integrated secondary schools. In ways like these, federal, state, and local governments purposely created segregation in every metropolitan area of the nation.

Even if your own answer to these questions is no, it’s a fact that individuals tend to sell winning investments too quickly and keep losing ones too long. It was verified in 1997 by two researchers, Terrance Odean and Brad Barber. They analyzed the trading records of ten thousand accounts at a large national discount brokerage firm over a seven-year period beginning in 1987 and ending in 1993. Among other findings, their gargantuan research effort highlighted a pair of remarkable facts. First, investors were in fact more likely to sell stocks that had risen in price rather than those that had fallen.

Question of the day: Two Indie authors publish their first books which are true to form, statistical failures. There are over a million books published in the world each year and of those books most will sell 200 copies or less. These authors are average. They both max out at 200. One author priced their book at perceived entry level value. $15 With an E-book available for $2. The other author priced her book like it is a luxury to read. $47 With no E-book promised and certainly no discounts. Who had the better business strategy?

Ed Seykota: "Fundamentals that you read about are typically useless as the market has already discounted the price, and I call them 'funny-mentals.' I am primarily a trend trader with touches of hunches based on about twenty years of experience. In order of importance to me are: (1) the long-term trend, (2) the current chart pattern, and (3) picking a good spot to buy or sell. Those are the three primary components of my trading. Way down in very distant fourth place are my fundamental ideas and, quite likely, on balance, they have cost me money.

The dividend discount model suggests that in an efficient market, the current price of a stock should equal the present value of all expected future dividends, assuming for the sake of simplicity that the investor has no intention of selling the stock. (The present value is sometimes called the discounted value, since the present value of an item is discounted from its value in the future.)

Look at stocks as part ownership of a business. 2. Look at Mr. Market—volatile stock price fluctuations—as your friend rather than your enemy. View risk as the possibility of permanent loss of purchasing power, and uncertainty as the unpredictability regarding the degree of variability in the possible range of outcomes. 3. Remember the three most important words in investing: “margin of safety.” 4. Evaluate any news item or event only in terms of its impact on (a) future interest rates and (b) the intrinsic value of the business, which is the discounted value of the cash that can be taken out during its remaining life, adjusted for the uncertainty around receiving those cash flows. 5. Think in terms of opportunity costs when evaluating new ideas and keep a very high hurdle rate for incoming investments. Be unreasonable. When you look at a business and get a strong desire from within saying, “I wish I owned this business,” that is the kind of business in which you should be investing. A great investment idea doesn’t need hours to analyze. More often than not, it is love at first sight. 6. Think probabilistically rather than deterministically, because the future is never certain and it is really a set of branching probability streams. At the same time, avoid the risk of ruin, when making decisions, by focusing on consequences rather than just on raw probabilities in isolation. Some risks are just not worth taking, whatever the potential upside may be. 7. Never underestimate the power of incentives in any given situation. 8. When making decisions, involve both the left side of your brain (logic, analysis, and math) and the right side (intuition, creativity, and emotions). 9. Engage in visual thinking, which helps us to better understand complex information, organize our thoughts, and improve our ability to think and communicate. 10. Invert, always invert. You can avoid a lot of pain by visualizing your life after you have lost a lot of money trading or speculating using derivatives or leverage. If the visuals unnerve you, don’t do anything that could get you remotely close to reaching such a situation. 11. Vicariously learn from others throughout life. Embrace everlasting humility to succeed in this endeavor. 12. Embrace the power of long-term compounding. All the great things in life come from compound interest.

There never was a ‘canal to Kamchatka’, any more than there was a plan for animating the Dead Sea. A canal construction mania, however, did take place in England in the early 1790s. Canals were capital-intensive projects that took years to complete and even longer to pay back. Such long-dated investments are inevitably sensitive to changes in the discount rate. It is no surprise, therefore, to discover that canal-projecting was most intense when interest rates reached a low point.26 The economist and statistician Thomas Tooke considered the fall in interest rates, which dipped below 3 per cent in the 1790s, as ‘both a cause and an effect of the great extension of the country bank system which about that time took place’.27 The canal mania ended with a banking crisis in 1793 after war broke out with Revolutionary France.

By placing too low a discount on the future earnings of companies, investors ended up paying too much. The discounting error was widely acknowledged at the time. In early 1928, Moody’s Investors Services declared that stock prices had ‘over-discounted anticipated progress’.30 After the crash, Benjamin Graham and David Dodd wrote in their book Security Analysis that the late 1920s witnessed ‘a transfer of emphasis [in the valuation of stocks] from current income to future income and hence inevitably to future enhancement of principal value’.31 Or, as the market analyst Max Winkler memorably described: ‘The imagination of our investing public was greatly heightened by the discovery of a new phrase: discounting the future. However, a careful examination of quotations of many issues revealed that not only the future, but even the hereafter, was being discounted.

Wal-Mart was too small and insignificant for any of the big boys to notice, and most of the promoters weren’t out in our area so we weren’t competitive. That helped me get access to a lot of information about how they were doing things. I probably visited more headquarters offices of more discounters than anybody else—ever. I would just show up and say, “Hi, I’m Sam Walton from Bentonville, Arkansas. We’ve got a few stores out there, and I’d like to visit with Mr. So-and-So”—whoever the head of the company was—“about his business.” And as often as not, they’d let me in, maybe out of curiosity, and I’d ask lots of questions about pricing and distribution, whatever. I learned a lot that way.

As the modern era came into being, the avarice of the usurer was supplanted by interest in the broader and more abstract sense of a share or stake. This new concept of interest was ethically wide-ranging: it ‘came to cover virtually the entire range of human actions, from the narrowly self-centered to the sacrificially altruistic, and from the prudently calculated to the passionately compulsive’.49 The seventeenth-century English statesman and philosopher Lord Shaftesbury summed up the new thinking with his comment that ‘Interest governs the World.’50 In his Fable of the Bees (1714), Bernard Mandeville exposed the paradox at the heart of the modern world, namely that private vices brought public benefits. Adam Smith incorporated Mandeville’s wicked insights into his political economy. In The Wealth of Nations, Smith describes the individual as one who ‘By pursuing his own interest he frequently promotes that of the society more effectually than when he really intends to promote it.’51 A similar thought is expressed in another famous line, in which Smith writes that ‘It is not from the benevolence of the butcher, the brewer, or the baker that we expect our dinner, but from their regard to their own interest.’ The spirit of capitalism was transmitted across networks of credit that connected lenders and borrowers through bonds of mutual self-interest.52 Daniel Defoe described credit as a ‘stock’, synonymous with capital, while the French in Defoe’s day referred to capital as ‘interest’, in the sense of taking a stake.fn6 From a technical viewpoint, capital consists of a stream of future income discounted to its present value. Without interest, there can be no capital. Without capital, no capitalism. Turgot, a contemporary of Adam Smith’s, understood this very well: ‘the capitalist lender of money,’ he wrote, ‘ought to be considered as a dealer in a commodity which is absolutely necessary for the production of wealth, and which cannot be at too low a price.’53 (Turgot exaggerated. As we shall see, interest at ‘too low a price’ is the source of many evils.)

Just as it does in nature, this rare punctuation event dramatically altered the nature of our portfolio. We were able to buy companies at prices and in quantities we never thought possible. For example, in table 9.3, check out the discount at which we bought WNS, a business we have known well (since it is in our portfolio) since 2008. In February 2020, it was trading at almost $74 per share. Within a few weeks, by March 2020, the pandemic scare had crushed the stock, allowing us to deploy almost $100 million at only $46 per share! Similarly, we bought Thermax, a business we had been tracking for more than a decade, at a 45 percent discount to its previous high in early 2018.

Do you have a 30-year time horizon? Then the smart price to pay involves a sober analysis of Google’s discounted cash flows over the next 30 years. Are you looking to cash out within 10 years? Then the price to pay can be figured out by an analysis of the tech industry’s potential over the next decade and whether Google management can execute on its vision. Are you looking to sell within a year? Then pay attention to Google’s current product sales cycles and whether we’ll have a bear market.

When we cut our price, we sold really well (because when you follow the method in this book, it works), but we ran out of stock. It was a predictable outcome. Being out of stock is the worst thing that can possibly happen to your new business because you’re essentially out of business when you can’t take orders. We had to wait out the four-week lag for another shipment to cross an ocean and get to the Amazon warehouse. When we finally got new stock back in, we were essentially starting over. Yes, we had customer reviews, but our momentum was dead. We had to run another discount to get moving again. We did recover, but that one mistake set us back months. I can’t say whether an extra month of planning would have kept us from making that awful choice; probably not, honestly. You can’t control for everything. Your goal is just to take your product from an idea to a physical item in a customer’s hand. It’s simpler than most people think it is. Find the right supplier, get samples, refine with research, put in a small order, and get the product online. That’s all you need to worry about right now. Don’t overthink it. Just fix the mistakes as they come.

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OVER THE next few years, the number of African Americans seeking jobs and homes in and near Palo Alto grew, but no developer who depended on federal government loan insurance would sell to them, and no California state-licensed real estate agent would show them houses. But then, in 1954, one resident of a whites-only area in East Palo Alto, across a highway from the Stanford campus, sold his house to a black family. Almost immediately Floyd Lowe, president of the California Real Estate Association, set up an office in East Palo Alto to panic white families into listing their homes for sale, a practice known as blockbusting. He and other agents warned that a “Negro invasion” was imminent and that it would result in collapsing property values. Soon, growing numbers of white owners succumbed to the scaremongering and sold at discounted prices to the agents and their speculators. The agents, including Lowe himself, then designed display ads with banner headlines—“Colored Buyers!”—which they ran in San Francisco newspapers.

Then the day came when I knew all was lost. Sol’s Discount Satire opened up right across the street. He wrote in bulk; I couldn’t meet his prices.

The classic view of the correct price of a common stock is that it is derived from the value of all the future earnings. These earnings are uncertain and subject to unknowable factors. Could anyone have known beforehand how to allow for the impact of 9/11 on the future earnings, hence on the then current market price, of firms headquartered in the Twin Towers of the World Trade Center? These future payoffs are discounted to a present value reflecting their various probabilities and risks.

So I lived in their midst, always on the fringes, insignificant, and they spoke freely in my presence. I saw how little regard they had for us, how much they held us in low esteem. They did not know us, and were not really interested in knowing us either. By virtue of their faith, their mission, and their biases, they did not have to: they knew better than us, both what we needed and how we should live. I cannot discount the unparalleled work they did in education and healthcare. I would not have had a formal education had it not been part of their plan. The free dispensary was always full, rolling back childhood diseases in the region. I saw them clean the most putrid wounds with a straight face. Yet, their mission required locals to forfeit ancestral practices, including our indigenous languages, which we were forbidden from using in their presence. The essence of our being in the world, its core tenet, ingrained in us across generations, was being violently questioned. Their work demanded allegiance, utter surrender, from us. I did not realise this then, but these demands threw us off balance, divided us, made us doubt ourselves and weakened us. They birthed a cruel conflict in us, putting our loyalty to the test. We were inhabited by this childish and conflicting desire to please and resist them all at the same time. Our people claimed neither detachment from the world nor dominion over it. We did not have the universe and its mysteries, meant to be conquered, subjugated on one side, and humankind, the mighty owner of it all, on the other. We were the world and the world was us: water, wind, sand, the past, the future, the living, the dead... we were all woven into the fabric of the world. They, however, had appropriated it, simplified it to make it intelligible and malleable. They had invented words and concepts that dismissed our more complex and comprehensive intuitive understanding of reality. There is no denying that, seen through their eyes, conceptualised in their terms, the world was unmistakeably coherent, logical. For those of us who embraced the mysteries of the world, the encounter was a matter of course, and a tragedy. I doubt we will ever fully grasp the exact extent of our distress. Today, I believe Western knowledge is both simple and despotic. There is only one God and he is present in church. Education is found only in textbooks. Art is separate from spirituality, confined to specific spaces. The law applies equally to everyone and all values have a price. The sole measure of success is material. Our paths in life are already charted, marked out, and you can choose to follow... the path assigned to you. A promise of comfort, a ready-made life so enticing it warrants universalisation; a dream no human should be denied. Masters, gurus travel the world to guide lost peoples towards this path of salvation, readily resorting to violence to crush every resistance, driven by the firm conviction that their philosophy is the philosophy and their religion the religion. Perhaps it spread so far and wide due to the active proselytism inherent to the Western vision of the world, or maybe it was so easy to replicate because it was the most simplistic doctrine ever developed by humans—it did a better job of dismissing our diversity and disregarding the complexity of our being. Our material realities would become more bearable, that was the promise. It mattered not that this would devastate nature and leave our inner beings shuddering with anxiety.

The next consumer revolution will be bloodless, requiring neither bullets nor even bullhorns. We have the power to enact change and to chart a pragmatic course. That power resides not only in the voting booth but in our wallets. Bargain hunting is a national pastime and a pleasure that I, for one, will not relinquish. But knowing that our purchases have consequences, we can begin to enact change. We can set our own standard for quality and stick to it. We can demand to know the true costs of what we buy, and refuse to allow them to be externalized. We can enforce sustainability, minimize disposability, and insist on transparency. We can rekindle our acquaintance with craftsmanship. We can choose to buy or not, choose to bargain or not, and choose to follow our hearts or not, unencumbered by the anxiety that someone somewhere is getting a “better deal.” No longer slaves to the low-price imperative, we are free to make our own choices. As individuals and as a nation we can turn our attention to what matters, secure in the knowledge that what matters has never been and will never be cheap.

Hanging out with my mom while chasing low prices and relishing in the high of a discount was one of my favorite things we did together when I was a teenager.

Consider shirts, for example. Macy’s boasted 129 different men’s styles, priced from $1.99 to $14.09. Korvette, by contrast, stocked only 35 styles of men’s shirts, priced from $1.49 to $6.99. While it was difficult to pin down precise numbers, Korvette’s “bargain” prices were at least in part a reflection of its relatively paltry selection. Neither the $1.99 shirt from Macy’s nor the $1.49 shirt from Korvette was likely to be of the highest quality, and it was impossible to know which of the two offered the best value. But Macy’s customers had the opportunity to compare a $1.99 shirt with a $14.09 shirt, while Korvette shoppers were limited to the low end of the category. For Korvette this had the advantage of shielding customers from top-of-the-line goods that by comparison may have made their largely low-end lines appear shabby. For Korvette customers to make truly informed buying decisions was nearly impossible.

Almost overnight discounters reversed the venerable retailing practice of offering customers precisely what they wanted. Rather, discounters offered customers what was available at the lowest possible price and positioned these goods in such a way—both physically and psychologically—as to convince customers they were getting the very best deal. The focus switched from the object to the deal: If the deal was good, the object under consideration became less critical to the transaction. Nearly half a century earlier, Frank W. Woolworth had set the stage for this parlor trick when he scoured the globe for almost anything cheap: hair ribbons, buttons, and poorly made wood-backed thermometers. Fifty years later the country had changed dramatically.

Consumers were actually marketed away from style and induced and seduced with low price.

Department stores in particular had difficulty surviving the onslaught of low-price competitors. Their inability to adapt to changing consumer tastes and the emergence of new retail channels that targeted specific market segments—the so-called category killers in hardware, toys, and furniture—deeply eroded their market share. While in the 1960s and 1970s most clothing was sold in full-service department stores, by 1990 such stores accounted for only 29 percent of sales.

The data we’d collected over the years through many tests just reinforced this. Shipping promotions drove significantly higher growth than any other type of promotion. The perceived value of free shipping was higher than straight discounting of product prices. Put another way, if the average discount of a free shipping promotion was 10 percent, we’d see significantly more demand lift (called elasticity) by offering free shipping than by discounting product prices by 10 percent. It wasn’t even close. Free shipping drove sales. We just had to figure out a sustainable way to offer free shipping.

We fundamentally changed the point of view of the business from customer-oriented to buyer-oriented. I put our buyers in charge of the company. From 1958 through 1976, we tried to carry what the customers asked for, given the limits of our small stores and other operational parameters. Each store manager had great latitude in what was carried and from what supplier it was ordered. There was very little central distribution except for Trader Joe’s labeled California wines or imports. Each store probably had access to ten thousand stock keeping units (SKUs), of which about three thousand were actually stocked in any given week. By the time I left in 1989, we were down to a band of 1,100 to 1,500 SKUs, all of which were delivered through a central distribution system. The managers no longer had any buying discretion and there were no “DSDs,” or direct store deliveries. And along the way not only did we drop a lot of products that our customers would have liked us to sell, even at not-outstanding prices, but we stopped cashing checks in excess of the amount of purchase, we stopped all full-case discounts, and we persistently shortened the hours. We violated every received-wisdom of retailing except one: we delivered great value, which is where most retailers fail.

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the most defining characteristics of bubbles that can be measured are: Prices are high relative to traditional measures Prices are discounting future rapid price appreciation from these high levels There is broad bullish sentiment Purchases are being financed by high leverage Buyers have made exceptionally extended forward purchases (e.g., built inventory, contracted for supplies, etc.) to speculate or to protect themselves against future price gains New buyers (i.e., those who weren’t previously in the market) have entered the market Stimulative monetary policy threatens to inflate the bubble even more (and tight policy to cause its popping)

Product: •What is the product? •Who is it for? •What does it do? •How does it work? •How do people buy and use it? Benefits: •How does the product help people? •What are its most important benefits? Reader: •Who are you writing for? •How do they live? •What do they want? •What do they feel? •What do they know about the product, or this type of product? •Are they using a similar product already? Aim: •What do you want the reader to do, think or feel as a result of reading this copy? •What situation will they be in when they read it? Format: •Where will the copy be used? (Sales letter, web page, YouTube video, etc) •How long does it need to be? (500 words, 10 pages, 30 seconds, etc) •How should it be structured? (Main title, subtitles, sidebars, pullout quotes, calls to action, etc) •What other types of content might be involved? (Images, diagrams, video, music, etc) Tone: •Should the copy be serious, light-hearted, emotional, energetic, laid-back, etc? Constraints: •Maximum or minimum length •Anything that must be included or left out •Legal issues (regulations on scientific or health claims, prohibited words, trademarks, etc) •How this copy needs to fit in with other copy that’s already been written, or that will be written in the future •Whether the copy will form part of a campaign, so that different ideas along the same lines will be needed in future (see ‘Take it further’ in chapter 9) •Which countries the copy will appear in (whether in English, or translated) •SEO issues (for example, popular search terms that should feature in headings) •Brand or tone of voice guidelines (see ‘Tone of voice guidelines’ in chapter 15) Other background information about: •The product (development history, use cases, technical specifications, distribution, retail, buying processes, buying channels, marketing strategy) •The product’s market position (price point, offers and discounts, customer perceptions, competitors) •The target market (size, history, typical customer profile, marketing personas) •The client (history, current setup, culture, people, values) •The brand (history, positioning, values) Project management points: •Timescales (dates for copy plan, drafts, feedback, final copy, approval) •Who will provide feedback, and how •Who will approve the final copy, and how •How the copy will be delivered (usually a Word document, but not always) These are only suggestions.

Stocks are ownership shares of businesses,” which “you’re valuing and trying to buy at a discount.” The key, then, is to identify situations in which there’s a particularly large spread between the price and the value of the business. That spread gives you a margin of safety, which Greenblatt (like Graham and Buffett) regards as the single most important concept in investing.

You can use standards of legitimacy both as a sword to persuade others, and as a shield to help you resist pressure to give in arbitrarily. (“I would like to give you a discount, but this price is firm. It is what General Motors paid for the same item last week; here is the bill of sale.”) Just as, by finding relevant precedent and principles a lawyer enhances his or her ability to persuade a judge, so a negotiator can enhance his or her negotiation power by finding precedents, principles, and other external criteria of fairness and by thinking of ways to present them forcefully and tellingly: “I am asking for no more and no less than you are paying others for comparable work.” “We will pay what the house is worth if we can afford it. We are offering what the similar house nearby sold for last month. Unless you can give us a good reason why your house is worth more, our

A simple way to figure out which discount frame seems larger is by using something called the Rule of 100. If the product’s price is less than $100, the Rule of 100 says that percentage discounts will seem larger. For a $30 T-shirt or a $15 entrée, even a $3 discount is still a relatively small number. But percentagewise (10 percent or 20 percent), that same discount looks much bigger.

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Woolworth’s and similar chains such as S. S. Kresge Company and W. T. Grant focused on offering the absolutely lowest price even if it meant things would need replacing a lot sooner than they once did. This pushed hard against the American tradition of frugality, where price was only one consideration. Historically, Americans sought durable long-lasting goods that they could pass among themselves and down to their children. Shoes were reheeled, socks darned, and hems let out to fit generations of brothers and sisters. Discounters gave the common man and woman the opportunity to eschew the cobbler and the darning needle, to break in a brand-new pair of shoes or socks when their toes poked through the old ones. Discounters made ordinary folks feel rich by putting a wide selection of goods within easy reach of all but the most meager budgets. Someone had to pay, of course, but that someone need not be the customer.

Simple but clever inventions like the shopping cart and the bar code abetted the shift from full service to self-service, further reducing the need for skilled staff and offloading more responsibility onto consumers. Over time, choice became restricted by price—what could not be sold cheaply, like the Chinese boots, became a de facto luxury, like the Italian boots.

In the “distribution upheaval” of the early 1960s, hundreds of merchants were put out of business by the looming discount behemoths. By the late 1970s, discounting had infiltrated every market segment, and the emergence of “category killers” in hardware, toys, and furniture had killed off more than half of existing retail chains. Millions of jobs were shipped overseas as discounters leaped at every opportunity to buy from foreign suppliers. Prices crashed, consumer debt soared, and Americans put their futures on the installment plan.