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.

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?

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.

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!

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.

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

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.

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?

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

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.

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.

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.

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.

The line from a first customer is usually, “We need a big discount because we are your first customer.” You should turn this around and say, “You need to pay list price because you are going to be the first ones to use it.” If that doesn’t sound rational to the customer, you haven’t found a visionary. Feel free to be flexible on the terms (no payment until delivery, no payment until it works as spec’d, etc.). But be tougher on discounts.

If you decide to discount your product, you are cheapening it in the eyes of the consumer. You are setting a dangerous context by which it will always be measured, even if only subconsciously. If a consumer can buy something for 50% off the "normal" price, at best they'll forever know they're not getting a deal at full price. At worst, they'll think of that product as not worth the price. That's not a good place to be, and its a poor long-term strategy.

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.

Walmart (publicly) divides its shoppers into three groups: “brand aspirationals,” people without much money who don’t want to look cheap and so buy brand-name items at discount prices to cover that up; “price-sensitive affluents,” meaning cheap rich people; and “value-price shoppers,” regular cheap people.

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 discount will seem larger. For a $30 t-shirt of a $15 entree, even a $3 discount is a relatively small number. But percentagewise (10 percent or 20 percent), that same discount looks much bigger.

My first one is All Money Ain’t Good Money,” Ms. Greene said to the group, nodding her head. “This is so true. Our community is notorious for wanting a hook up and not paying their outstanding invoices. Like you said, discounts are great, if offered,” she paused. “But they shouldn’t be expected because I’m black and you’re black. It’s very frustrating when our customers say that our prices are too high, then go to non-black businesses and pay the same, if not more…

If you are in dire need of funds, you may have to sell the FMP at a discount as the liquidity and price efficiency of the FMP is an issue.

Both the law and business have long recognized the propriety of quantity discounts. But since 1914 the Clayton Act has banned price discrimination "when the effect may be to substantially lessen competition or tend to create a monopoly." And since 1936 the Robinson-Patman Act has recognized such quantity discounts as legal only if they represent a saving in cost, and the law places the burden of proof on the seller.

retailers can sometimes focus on their competition so much that they are often less astute when buying (i.e. their competitive effort is directed horizontally rather than vertically). In these circumstances it is not unusual for a manufacturer to find that it is possible to raise the list price offered to all retailers without being criticised. The retailers are focusing on the discount from the given list price, as the list price is known to be common to all retailers. Thus, the objective for retailers in the negotiations is to win greater discounts, bonuses, promotions support, delays of payment and so on than other retailers, but not primarily to compete for profit with the manufacturer.

While a manufacturer may be tempted to fund price reductions demanded by a hard discounter as the increased volume would cover their reduced margins, retailers who felt compelled to match the lower price would be outraged because of the cataclysmic impact on their profit margin. In

that is subject to accelerated revenue recognition as a result of aggressive management estimates is one that has “multiple deliverables.” In this type of arrangement, the seller provides several distinct, but intermingled deliverables over an extended period of time. For example, wireless telecom companies often package mobile phone service and a cell phone handset together in the same contract. Sometimes the handset is sold to the customer at a greatly discounted price (or even given away for free), as long as the customer also agrees to a two-year service contract. Accounting rules require the seller to allocate a portion of the total contract value to the handset (to be recognized as revenue up front) and a portion to the service contract (to be recognized over the life of the contract). The seller uses assumptions in estimating how to split the revenue between the two deliverables. By changing these assumptions or

In simple terms, the trade start buying the product on discount to hold in stock for future sale at a higher margin rather than sell immediately. They make money by taking advantage of contradicting discounts and promotional schedules and then selling the product for a higher price at a later date. This is not uncommon. If a manufacturer offers promotional prices every other month, a retailer will forward buy five weeks’ supply at the end of each promotional month. It is not unknown for a retailer to buy a year’s supply ahead of a major price rise. At

A retailer facing competition from hard discounters or Wal-Mart cannot afford to lose their price-sensitive shoppers, because, as we saw in Chapter 2, retailers are sensitive to small changes in sales, and price-sensitive shoppers are a significant segment of shoppers. Dropping

With the exception of hard discounters, retailers have to cultivate a mainstream brand proposition for their chains; they have to be attractive to all the main segments in terms of quality, convenience, value for money and price perception.

Owing to the ever-increasing pressure on space, as retailers continue to extend private label ranges, there is a risk of branded products being moved to less-optimal locations, having fewer promotional slots and facings or being delisted. Manufacturers cannot wait for this to happen before reacting; they must be proactive in making the case for their brands. While the absolute cash and margins on private labels may be higher for the retailer, the manufacturer has to shift the focus to total system profitability. Many factors favour manufacturer brands when total profitability is considered, including: Sales velocity: Shelfspace turnover is often higher for manufacturer brands. The velocity of leading manufacturer brands is often 10% higher. Profit per linear inch of shelfspace. Discounts and off-invoice allowances: Includes slotting allowances, listing fees, promotional deals, advertising and merchandising allowances, and credit for return of unsold merchandise. Promotional and advertising fees. Provision of ‘free’ logistics services: Includes transportation, warehouse and store labour, and merchandising help for the retailer. Manufacturer brands usually retail at higher-than-average prices: Even when the net margin on manufacturer brands is lower, the absolute cash profit per unit may be higher.

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Retailers thus embarked on a discounter strategy by developing large sites and maximising efficiency, building high volume with low prices and then negotiating appropriate discounts from manufacturers, investing in technology and reducing logistics costs. This

Discounters’ profits came and still come from buying competitively while handling financial operations, logistics and property business more astutely than other retailers can. The high-volume, low-operating-cost model allowed them to offer lower prices and more choice, while maintaining acceptable service levels; their goal was to move a lot of product and make small percentage profits on high volumes, which improves efficiency and gives them the power to negotiate with manufacturers.

A sound study-library must be a top priority. For many, such a library has been unimportant and the result has been an impoverished ministry, lacking depth, breadth, and stimulation. An excellent library is constructed by deliberate acquisition rather than “accidental” accumulation. Since an expository preacher's library is an integral part of his pulpit work, it should be assembled with an eye toward the highest quality.4 A preliminary indication of what a core library is not will help understand what it should be: 1. It is not a collection of inferior books donated to the preacher by well-meaning friends and listeners. 2. It is not an accumulation of books offered on sale or at discount prices. 3. It is not simply a collection of materials that are highly recommended or found on standard lists of bibliographies.

Email 1 : A special announcement to introduce the product. Use your best hook or angle on what the product does for the prospect and give them a link to the purchase page. If you’re doing some kind of discount or special offer (such as free shipping), announce that in this email as well. Email 2 : I call this the “what people are saying” or social proof email. People want to know that they're not the only ones buying the product, so put reviews or testimonials for your product in the email and say, “Look what Mary said when she got the product!” Email 3 : The last chance email. Throw in some scarcity. Tell your prospect that the special price or free shipping expires tonight, you’re running out of stock, or whatever type of scarcity you are using. When I do a promotion, I offer the discount with a time limit of around 72 hours.

The prospect is discussing pricing with you. She wants to own the product, and they want to figure out the cost to achieve their goal. The prospect is examining your product closely. For example, the user may spend a lot of time setting it up or contacting support for help. Make sure that your prospect knows what service level to purchase. Many customers fail to purchase because they are unsure how and what to buy. A customer might get a discount by buying a higher service level than they need, but if you try to upsell the customer next time, they may not trust you. I would rather start with an entry-level plan, show value, and then ask the customer to upgrade.

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.

If all you do is to reduce price, then all you do is not get paid a lot of money. As you think about expanding footprint in a customer's account, you want to consider how you can create barriers to switching from your company to someone else's (pre-payment, rebates, exclusivity, and embeddedness), how you can know more about the customer's business than others (embeddedness and exclusivity), and how you can incent the customer to give you more work (volume incentives in the form of volume discounts and rebates).

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.

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.)

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.

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.

A little later on, Phil ran what became one of the most famous item promotions in our history. We sent him down to open store number 52 in Hot Springs, Arkansas—the first store we ever opened in a town that already had a Kmart. Phil got there and decided Kmart had been getting away with some pretty high prices in the absence of any discounting competition. So he worked up a detergent promotion that turned into the world’s largest display ever of Tide, or maybe Cheer—some detergent. He worked out a deal to get about $1.00 off a case if he would buy some absolutely ridiculous amount of detergent, something like 3,500 cases of the giant-sized box. Then he ran it as an ad promotion for, say, $1.99 a box, off from the usual $3.97. Well, when all of us in the Bentonville office saw how much he’d bought, we really thought old Phil had completely gone over the dam. This was an unbelievable amount of soap. It made up a pyramid of detergent boxes that ran twelve to eighteen cases high—all the way to the ceiling, and it was 75 or 100 feet long, which took up the whole aisle across the back of the store, and then it was about 12 feet wide so you could hardly get past it.

But this is really the essence of discounting: by cutting your price, you can boost your sales to a point where you earn far more at the cheaper retail price than you would have by selling the item at the higher price. In retailer language, you can lower your markup but earn more because of the increased volume.

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.

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.