Discount Sale Quotes

I wholesale wholesome, and sometimes I even halfsale it. But even when I halfsale, I still charge 100%. That’s the Zeno Discount.

Is that what the balloons are for?” “Did you think the balloons are for you? Because they’re not.” “Is that why the silver one says ‘Welcome Home, Son’?” “It was discounted. I would’ve bought the ‘I’m the Greatest Mom in the World,’ but it cost five dollars more.” “Man, the patriarchy is even ruining balloon sales?” Thrusting the attached streamers toward me, she laughs. “It’s a terrible world, which is why we need balloons.

He liked to buy his vegetables at a discount, too, usually off the sale rack in the supermarket. He’d been doing it for so long that the very sight of that neon orange discount sticker could make his mouth water. He

When your pipeline is full – with business coming out of your ears – the notion of people asking for a discount will sound hilarious, because you’ll already be at capacity

Are you kidding me? The woman leaves priceless Ming vases and Picassos lying about like they came off a sale rack at some discount store and she fills a hidden safe with musty old books?

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.


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.

If you find yourself drowning, I won't rescue you in a canoe, but I will give you a 10% discount on my swimming lessons. Or you could just buy a duck and get them for FREE.

Buying something you do not need is a waste of money, even if it is a bargain.

Consider that the original Star Wars movies—some of the highest-grossing films of all time—required more than forty years to amass $3 billion in revenue. It took Ambien just twenty-four months to amass $4 billion in sales profit, discounting the black market. That’s a large number, and one I can only imagine influences Big Pharma decision-making at all levels.

Discounted Cash Flow The discounted cash flow method of valuation is the most sophisticated (and the most difficult) method to use in valuing the business. With this method you must estimate all the cash influxes to investors over time (dividends and ultimate stock sales) and then compute a “net present value” using an assumed discount rate (implied interest rate).

The original title of this book was to be How Satan Rules in the World. However, I was advised that this would hamper the book’s sales. Our secular world discounts the existence of Satan, just as it does God, claiming that these were beings dreamed up by primitive cultures. If by “Satan” one means a cartoon character with horns and a pitchfork, I’d agree. However, at least the reality of evil is acknowledged by most people, except for a handful of extreme relativists (those who might say nothing – not even machine-gunning a group of children – could be called evil, since morality is “a matter of opinion”).

Nine tenths of everything is tax. Everything you buy has a complicated history of robbery: land, raw materials, energy, tools, buildings, transport, storage, sales, profits. Don’t forget the share you contribute toward the personal income tax of every worker who has anything to do with the process. Inflation by taxation: there are a hundred taxes on a loaf of bread. What kind of living standard would we enjoy if everything cost a tenth of what it does? What kind of world? Think of your home, your car, your TV, your shoes, your supper—all at a 90% discount! Government can’t fight poverty—poverty is its proudest achievement!

As I was leaving the sale, my wasband called with some legal threat. And as I was walking through Times Square with a phone to my ear and my arms laden with bags of beautiful, deeply discounted clothes, it occurred to me that I could hang up on him. This had never occurred to me before, because I had spent years clinging to his every word. But I did it. I just hung up. And it was like giving myself keys to my own cage. Every time he called back and I didn't answer, I got a little less sick to my stomach, and I just kept walking through the cold night air. The world kept spinning, and the lights in Times Square didn't even flicker.

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

Winterborne, who was standing beside a plate-glass counter and looking down at its contents, glanced up at their approach. “Welcome,” he said, a smile in his eyes. “Is this what you had expected?” The question was addressed to the group, but his gaze had gone to Helen. The twins erupted with happy exclamations and praise, while Helen shook her head and smiled. “It’s even more grand than I had imagined,” she told him. “Let me take you on a tour.” Winterborne slid a questioning glance to the rest of the group. “Would any of you like to accompany us? Or perhaps you’d like to start shopping?” He gestured to a stack of rattan baskets near the counter. The twins looked at each other, and decisively said, “Shopping.” Winterborne grinned. “The confectionery and books are in that direction. Drugs and perfumery over there. Back there you’ll find hats, scarves, ribbons, and lace.” Before he had even finished the sentence, the twins had each grabbed a basket and dashed away. “Girls…” Kathleen began, disconcerted by their wildness, but they were already out of earshot. She looked at Winterborne ruefully. “For your own safety, try to stay out of their path or you’ll be trampled.” “You should have seen how the ladies behaved during my first bi-annual sale discounts,” Winterborne told her. “Violence. Screaming. I’d rather go through the train accident again.” Kathleen couldn’t help smiling.

The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics giants viewed Internet sellers like Amazon as sketchy discounters. They also had big-box stores like Best Buy and Circuit City whispering in their ears and asking them to take a pass on Amazon. There were middlemen distributors, like Ingram Electronics, but they offered a limited selection. Bezos deployed Doerr to talk to Howard Stringer at Sony America, but he got nowhere. So Payne had to turn to the secondary distributors—jobbers that exist in an unsanctioned, though not illegal, gray market. Randy Miller, a retail finance director who came to Amazon from Eddie Bauer, equates it to buying from the trunk of someone’s car in a dark alley. “It was not a sustainable inventory model, but if you are desperate to have particular products on your site or in your store, you do what you need to do,” he says. Buying through these murky middlemen got Payne and his fledgling electronics team part of the way toward stocking Amazon’s virtual shelves. But Bezos was unimpressed with the selection and grumpily compared it to shopping in a Russian supermarket during the years of Communist rule. It would take Amazon years to generate enough sales to sway the big Asian brands. For now, the electronics store was sparely furnished. Bezos had asked to see $100 million in electronics sales for the 1999 holiday season; Payne and his crew got about two-thirds of the way there. Amazon officially announced the new toy and electronics stores that summer, and in September, the company held a press event at the Sheraton in midtown Manhattan to promote the new categories. Someone had the idea that the tables in the conference room at the Sheraton should have piles of merchandise representing all the new categories, to reinforce the idea of broad selection. Bezos loved it, but when he walked into the room the night before the event, he threw a tantrum: he didn’t think the piles were large enough. “Do you want to hand this business to our competitors?” he barked into his cell phone at his underlings. “This is pathetic!” Harrison Miller, Chris Payne, and their colleagues fanned out that night across Manhattan to various stores, splurging on random products and stuffing them in the trunks of taxicabs. Miller spent a thousand dollars alone at a Toys “R” Us in Herald Square. Payne maxed out his personal credit card and had to call his wife in Seattle to tell her not to use the card for a few days. The piles of products were eventually large enough to satisfy Bezos, but the episode was an early warning. To satisfy customers and their own demanding boss during the upcoming holiday, Amazon executives were going to have to substitute artifice and improvisation for truly comprehensive selection.

EARNINGS McDonald's Plans Marketing Push as Profit Slides By Julie Jargon | 436 words Associated Press The burger giant has been struggling to maintain relevance among younger consumers and fill orders quickly in kitchens that have grown overwhelmed with menu items. McDonald's Corp. plans a marketing push to emphasize its fresh-cooked breakfasts as it battles growing competition for the morning meal. Competition at breakfast has heated up recently as Yum Brands Inc.'s Taco Bell entered the business with its new Waffle Taco last month and other rivals have added or discounted breakfast items. McDonald's Chief Executive Don Thompson said it hasn't yet noticed an impact from Taco Bell's breakfast debut, but that the overall increased competition "forces us to focus even more on being aggressive in breakfast." Mr. Thompson's comments came after McDonald's on Tuesday reported that its profit for the first three months of 2014 dropped 5.2% from a year earlier, weaker than analysts' expectations. Comparable sales at U.S. restaurants open more than a year declined 1.7% for the quarter and 0.6% for March, the fifth straight month of declines in the company's biggest market. Global same-store sales rose 0.5% for both the quarter and month. Mr. Thompson acknowledged again that the company has lost relevance with some customers and needs to strengthen its menu offerings. He emphasized Tuesday that McDonald's is focused on stabilizing key markets, including the U.S., Germany, Australia and Japan. The CEO said McDonald's has dominated the fast-food breakfast business for 35 years, and "we don't plan on giving that up." The company plans in upcoming ads to inform customers that it cooks its breakfast, unlike some rivals. "We crack fresh eggs, grill sausage and bacon," Mr. Thompson said. "This is not a microwave deal." Beyond breakfast, McDonald's also plans to boost marketing of core menu items such as Big Macs and french fries, since those core products make up 40% of total sales. To serve customers more quickly, the chain is working to optimize staffing, and is adding new prep tables that let workers more efficiently add new toppings when guests want to customize orders. McDonald's also said it aims to sell more company-owned restaurants outside the U.S. to franchisees. Currently, 81% of its restaurants around the world are franchised. Collecting royalties from franchisees provides a stable source of income for a restaurant company and removes the cost of operating them. McDonald's reported a first-quarter profit of $1.2 billion, or $1.21 a share, down from $1.27 billion, or $1.26 a share, a year earlier. The company partly attributed the decline to the effect of income-tax benefits in the prior year. Total revenue for the quarter edged up 1.4% to $6.7 billion, though costs rose faster, at 2.3%. Analysts polled by Thomson Reuters forecast earnings of $1.24 a share on revenue of $6.72 billion.

Automakers typically offer deals in the summer to clear out inventory before cars from the new model year arrive in the fall. But July's discounts were unusually high. Incentives rose 8 percent - $216 per vehicle - over last July, according to Jesse Toprak, chief analyst for Cars.com. Incentives averaged $2,774 per vehicle, the most since August 2010. Toprak said Ford, Toyota, Volkswagen and Hyundai were the most generous. Chrysler saw the biggest gain in July, with sales up 20 percent to 140,102, led by the Ram pickup and the new Jeep Cherokee small SUV. Jeep sales rose 41 percent overall.

Should I Invest in a Timeshare? In my professional career, timeshare properties have been by far the worst investments I’ve seen. Buyers are lured with a free dinner or spa coupon, only to endure a hard sales pitch by peddlers who do not know the meaning of the word no. This will be the most expensive dinner you will ever not buy, if you sign up for the “free seminar” in exchange for a restaurant coupon. You can’t borrow against a timeshare or use it like a regular financial asset, and you can only reside in it for very short and specific periods of time. If you are really considering getting a timeshare, then only buy it on the secondary market; simply do an Internet search—you’ll find plenty of remorseful sellers offering you their units at huge discounts.

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There were 17 people at the funeral. 16 of them were there for a family reunion—mine. Discount space, you see.

The bottom tier customers buy sleeping bags, canteens, flashlights and one or two -man tents. They'll buy life vests and inflatable rafts. They'll usually wait until there is a sale or promotion to get what they are looking for. The middle tier will buy all of the above, but a higher end tent and sleeping bag, and will also buy cook stoves, fishing gear, coolers, and aluminum boats with oars. They will also look for discounts and use their loyalty points to purchase maybe one or more high-end items. The top tier will buy all of the above, but everything top of the line, and they'll buy the boat with the motor, and the fish finder. They'll completely outfit themselves for their camping excursion no matter the cost. For them it's all about the best quality goods, no matter the price.

Are you creating a way for your middle tier customers to buy your products by giving them discounts and incentives? 

use is higher than the rate of discount on communications services, the profits generated from the sale of such product packages

ake an hour or so at a discount card shop or dollar store and load up on all kinds of greeting cards-birthday, anniversary, friends, and pets. Store them in a convenient place and use them as special occasions arise. You'll save a lot of time by having them when you need them. ave a "gift shelf" in your home. Load it up with boxes of stationery, stuffed toys, small items-whatever is useful and on sale so when occasions arise, you'll be ready. When grandchildren drop by, let them pick a little gift off your shelf he Bible says, "Submit to one another out of reverence for Christ" (Ephesians 5:21). The Bible also says we're to live in harmony and love. Here are a few thoughts to contemplate. • A good marriage is not a gift; it's an achievement by God's grace. • Marriage is not for children; it takes guts and maturity. • Marriage is tested daily by the ability to compromise. • Being a family means giving, and-more importantly-forgiving. • It's time for parents to take charge of their families and redeem them for the Lord.

After all, there’s usually little stopping your competition from discounting their way to a win. In that game, loyalty is essentially irrelevant, as customers aren’t looking for a partner, they’re looking for a bargain.

If your customer is dead set on buying the cheapest option today, then chances are pretty good they’ll be dead set on buying the cheapest option tomorrow as well. And that may or may not be you. After all, there’s usually little stopping your competition from discounting their way to a win. In that game, loyalty is essentially irrelevant, as customers aren’t looking for a partner, they’re looking for a bargain. And that’s not what this story is all about. This is a story about a customer’s willingness not only to keep buying from you, but to buy even more over time and to advocate on your behalf. And if that’s your goal, price is simply a bad way to get there.

■ Poor labor efficiency due to lack of job costing ■ Sales team focus on revenue rather than margin (discounting quotes, making concessions, and so on) ■ A lack of emphasis on service sales (rather than product sales), which were generally more profitable ■ Excessive punch list items requiring follow-up work without the ability to invoice ■ Errors in order entry: finish, fabric, pricing, and so on ■ Installation damage and concealed damage on receipt of product ■ Excessive nonbillable overtime ■ High average collection days ■ Small-tool loss and damage

Low-end disruption has occurred several times in retailing.16 For example, full-service department stores had a business model that enabled them to turn inventories three times per year. They needed to earn 40 percent gross margins to make money within their cost structure. They therefore earned 40 percent three times each year, for a 120 percent annual return on capital invested in inventory (ROCII). In the 1960s, discount retailers such as Wal-Mart and Kmart attacked the low end of the department stores’ market—nationally branded hard goods such as paint, hardware, kitchen utensils, toys, and sporting goods—that were so familiar in use that they could sell themselves. Customers in this tier of the market were overserved by department stores, in that they did not need well-trained floor sales-people to help them get what they needed. The discounters’ business model enabled them to make money at gross margins of about 23 percent, on average. Their stocking policies and operating processes enabled them to turn inventories more than five times annually, so that they also earned about 120 percent annual ROCII. The discounters did not accept lower levels of profitability—their business model simply earned acceptable profit through a different formula.17

The desire of the potential customer to buy the product or service should supersede the sales rep’s desire to sell it. Willingly walking away from a possible sale proves that the time line to take advantage of the discount is legitimate.

Pay your brokers well: the power of good advice Sometimes I see people posting a sign in front of their house that says, “For Sale by Owner.” Or I see people on TV claiming to be “Discount Brokers.” My rich dad taught me to take the opposite approach. He believed in paying professionals well, and I have adopted that policy also. Today, I have expensive attorneys, accountants, real estate brokers, and stockbrokers. Why? Because if, and I do mean if, the people are professionals, their services should make you money. And the more money they make, the more money I make.

Reich would soon back a request from Angelo Mozilo, Countrywide’s white-haired, unnaturally tanned CEO. Mozilo wanted an exemption from the Section 23A rules that prevented Countrywide’s holding company from tapping the discount window through a savings institution it owned. Sheila and the FDIC were justifiably skeptical, as was Janet Yellen at the Federal Reserve Bank of San Francisco, in whose district Countrywide’s headquarters were located. Lending indirectly to Countrywide would be risky. It might well already be insolvent and unable to pay us back. The day after the discount rate cut, Don Kohn relayed word that Janet was recommending a swift rejection of Mozilo’s request for a 23A exemption. She believed, Don said, that Mozilo “is in denial about the prospects for his company and it needs to be sold.” Countrywide found its reprieve in the form of a confidence-boosting $2 billion equity investment from Bank of America on August 22—not quite the sale that Janet thought was needed, but the first step toward an eventual acquisition by Bank of America. Countrywide formally withdrew its request for a 23A exemption on Thursday August 30 as I was flying to Jackson Hole, Wyoming, to speak at the Kansas City Fed’s annual economic symposium. The theme of the conference, chosen long before, was “Housing, Housing Finance, and Monetary Policy.

Practice negotiating, and hone your style and skills with low-consequence transactions. Call the phone company, and threaten to switch providers if they won’t give you a better deal on your service going forward. Go to a boutique, and ask for a discount. Sales associates usually have the latitude to discount an item up to 10% without a manager’s approval. When the stakes are low, it’s a great time to work on your skills. Plus, it can be fun

Pricing is perhaps the most important decision you will make. Pricing affects your revenues, profits, cash flow, asset needs, financing, and financial needs. Pricing affects the company’s culture, and it influences the customers’ perception of your products or service and of your company, especially when it is not easy for them to compare value. Price too high and customers may buy if they think you offer high value, or they might think you are overpriced and not buy, or you may attract competition. Price too low and you may not cover costs and fail even if you get sales, or your offering may be perceived as a “discount” product and attract unwanted customers.

The value of story—of creator reputation—was vividly demon- strated in a social experiment conducted by the street artist Banksy during a 2013 New York residency. This is an artist whose work has sold for as much as $1.87 million at auction. Banksy erected a street stall on a sidewalk bordering Central Park and had a vendor sell his prints for sixty dollars each. He then posted a video of his experi- ment. Footage from a hidden camera captures some of his most iconic images displayed on a table. Tourists and locals meander by. His first sale doesn’t come for hours. A woman buys two small works for her children, negotiating a fifty percent discount. Around four in the afternoon, a woman from New Zealand buys two more. A little over an hour later, a Chicago man who “just needs something for the walls,” buys four. With each sale, the vendor gives the buyer a hug or kiss. At 6 p.m., he closes the stall, having made $420. In June 2015, one of these stenciled prints, Love Is in the Air—an image of a masked protestor throwing a bouquet of flowers—sold for $249,000. How much of the value of Banksy’s art is tied up in his name, his global brand?

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.

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.

Live with a modern look personality with soclicheclothing that offers women dresses online in large discounts prices and with the whole sale also.

faster. As I was closing this book, Walmart announced that to upgrade its ability to compete in e-commerce with Amazon—which still does eight times Walmart’s sales online—it was buying Jet, a year-old Internet retail startup. The Economist reported on August 13, 2016, that Jet’s appeal to Walmart was its “real-time pricing algorithm, which tempts customers with lower prices if they add more items to their basket. The algorithm also identifies which of Jet’s vendors is closest to the consumer, helping to minimize shipping costs and allowing them to offer discounts. Walmart plans to integrate the software with its own.” It turns out that “under a second” was just too damned slow.

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

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When closed-end funds are started they are usually sold by brokers, who add a hefty commission of around 7% to the sale price. But within six months, the funds typically trade at a discount of more than 10%. So the first puzzle is: why does anyone buy an asset for $107 that will predictably be worth $90 in six months? This pattern had induced Benjamin Graham to refer to closed-end funds as “an expensive monument erected to the inertia and stupidity of stockholders.” This was a more polite way of saying “THERE ARE IDIOTS,” which remains the only satisfactory answer to this first puzzle.† The second puzzle is the existence of the discounts and premia mentioned earlier. Why does the fund trade at a price that is different from the value of its holdings? The

Suppose that, in the last few weeks of a quarter, earnings threaten to fall short of the programmed year-over-year increase. The corporation simply borrows sales (and associated profits) from the next quarter by offering customers special discounts to place orders earlier than they had planned.

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

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.

Burberry incinerated £28.6 million of unsold stock in 2017 alone.66 These vanity bonfires aren’t uncommon among luxury brands. They’d rather £28.6 million of perfectly good product went up in smoke than see their brand cheapened a cent by discounted sales to the ‘wrong’ sort of customer.

Follow-Up Framework Opt-In: Offer a desirable bribe (also called a “hook” or “lead magnet”) in exchange for an email address (at a minimum). Hook Delivery: Deliver what was promised for the prospect opting in. Digital delivery can range from digital reports to emails to audio or video content. The benefit of digital delivery is that you can provide immediate gratification to your prospect and it’s free to send. Sellucation: Sellucation is selling through education. Each Follow-Up installment is an opportunity to address common questions, handle objections, and amplify the problem while presenting your solution. It’s education with the implicit intent of driving sales. Social Proof: Reiterating the social proof you presented in the Engage & Educate phase with testimonials, reviews, awards, partner logos, and case studies will enhance your credibility and build trust. Promotions: Offering free consultations, discounts, and other incentives can motivate your prospect to take action. Communicating an expiration associated with the promotion can create a sense of urgency that further persuades prospects to move forward.

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.

I remember one creamery sales manager so grizzled that he had lines on his wrinkles, a Dorian Gray with no surrogate in the attic. Young and bumptious, trying to make the newborn Pronto look good to Rexall, I asked for both illegal fixture financing and illegal discounts on milk. “You can’t milk both ends of the cow, Joe,” he replied softly.

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.

Avoidable churn You can avoid signing up bad fit customers and ensure good fit customers get the attention that they deserve. Ensure your customer has a path to achieve their desired outcome. We sync sales from Shopify to QuickBooks. If we failed to map discounts, then our tool would fail. Ensure users can reach support and understand the difference between a bug and a feature request. Some will ask to pause your service and return when business picks up again. We had many users that were seasonal. We would have several users cancel and then return during the holiday season. You should allow users to pause their plans, instead of canceling.

Jeremy Banks Sydney Australia Expert in Leads Generation Companies can also use generated leads to inform sales strategies such as discounts, free trials and advertising costs. Jeremy Banks Sydney In addition, lead generation informs companies about new products or features that they can add to their existing products. In some ways, lead generation is like market research; it helps inform business decisions without requiring direct involvement from business owners. Jeremy Banks Sydney Australia Generating leads involves two main steps: identifying interested parties and contacting those parties. Companies first identify interested parties by brainstorming different categories of people or businesses.

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.

We complimented them lavishly on their renovation, though we also thought sheepishly of our IKEA lamps, our discount sofa recently bought on sale, with Meg’s credit card, from sofa.com.

Call body a stoop sale. There may be a need to discount limbs. Half price on the parts no longer in use and what happens when skin forgets its cause.

Take advantage of the festive offer and huge discount on xanax medicine! Now is the perfect time to buy your much-needed prescription medication. With our special sale prices, you can ensure your health without breaking the bank. Don't miss out on this amazing opportunity to save big on xanax medicine. Order now while supplies last!

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.

Treasury Bills are the shortest securities, and they’re discount securities[8]. The Treasury regularly issues 1 Month, 2 Month, 3 Month, 6 Month, and Year Bills. Treasury Notes are securities that were originally issued with maturities between 2 years and 10 years. Currently, the Treasury issues 2 Year Notes, 3 Year Notes, 5 Year Notes, 7 Year Notes, and 10 Year Notes. In the past, there was a 4 Year Note, but it was discontinued. Treasury Bonds[9] are securities originally issued with maturities of either 20 or 30 years. Treasury securities are issued on a very regular schedule. Auction schedules are announced by the Treasury and don’t change very often. Keeping Treasury securities regular and predictable helps keeps the market liquid, and therefore reduces funding costs, in theory, for the government. On top of that, large liquid Treasury issues are good for the financial markets. Just remember, large and liquid is certainly better than small and illiquid! Small issues can experience price distortions, so the Treasury will make adjustments in their debt sales to keep the market liquid, running smoothly and predictably.

on your target market and marketplace to optimize sales.  Prompt:  If I want to list this ebook on amazon, can you give me a price point that will maximise the number of sales based on my target audience? ChatGPT Response: Pricing your ebook on Amazon can be a tricky task, as it depends on various factors such as your target audience, competition, and the value that your book offers. However, generally speaking, a lower price point is more likely to result in more sales, as it will make your book more accessible to a wider range of readers. For a non-fiction ebook such as "Unplugged: The Ultimate Guide to Digital Detoxing and Finding Peace in the Modern World", a price point of $2.99 to $4.99 is considered competitive and will likely maximize the number of sales. This price range positions your book competitively against similar books while still being affordable for most readers. It's also important to note that you can change the price of your book from time to time, for example, you can offer discounts or promotions to boost sales, or you can raise the price if you feel it's undervalued. Additionally, you can also offer the book for free for a limited

You will not sell the books for less than 10 Shillings.”51 This was equal to $1.25, which was 50 cents lower than the original price. At twice the amount a common laborer earned per day, the sale of books was slow even at a discounted price.52 Moreover, due to an agreement with the Smith family on January 16, 1830, Harris was only entitled to half of the proceeds from sales until his debt to the publisher, Egbert B. Grandin, was paid off, which meant that Harris would not recoup his original $3,000 investment until the entire print run of 5,000 copies was sold.53 According to Henry Harris, the original price for the Book of Mormon was set by revelation and Martin told him that another revelation reduced the price.54

They should make suitcases shaped like human bodies, for discretely transporting dead cadavers. And I should get a friends and family discount.

Tips for Purchasing Industrial Surplus Parts Industrial surplus equipment and parts are becoming increasingly popular as more companies turn to purchasing the components either for use or for refurbishment and resale. Industrial surplus parts are sold when an industrial manufacturer decides to get rid of these extra (or surplus) pieces, whether they are equipment or parts for putting together equipment, which can then be purchased by resellers or Industrial surplus buyers. For example: The most common type of parts sold for industrial surplus are electrical or electronics—because technology is increasing at a rapid past, it is not uncommon for the parts for electrical equipment to become obsolete when the latest model or latest technology is used. After the new model replaces the old, the parts and equipment are considered surplus. And also When we can buy surplus inventory from retailers or businesses is a great way to invest relatively little money and resell those inventory items for a significant profit. The following are some practical tips to keep in mind when purchasing industrial surplus parts. Tip: Research the surplus parts before purchasing Not all surplus parts are created equal, which is why you should never just purchase a surplus part because it seems like a good deal or because you have come across a new sale. It’s important to research the type of part, the manufacturer, whether it is used/non-used, and other relevant information. You want to be able to get more than what you paid for these surplus parts, if you are reselling, or to use the parts, if you are purchasing them for your own business; “jumping right in” could result in a waste of time, money and purchases. Tip: Never purchase certain parts without a warranty period Most surplus parts should have some kind of warranty or warranty period. This is especially true for electrical or electronic parts, which are more sensitive in nature. Do not purchase any electrical surplus parts if there is not a warranty period, as you will be risking your money. When possible, purchase other types of surplus parts only when there is an acceptable warranty period to help protect your purchase. Tip: Look for professional surplus retailers It might be tempting to look for an “underbelly” store that offers surplus parts at an extreme discount, but you should only do business with a professional retailer or manufacturer with a reputable reputation. When you choose little known surplus part resellers or sellers with poor reputations, you might be purchasing parts that are cobbled together or even stolen.

The larger truth that I failed to see turned out to be another of those paradoxes—like the discounters’ principle of the less you charge, the more you’ll earn. And here it is: the more you share profits with your associates—whether it’s in salaries or incentives or bonuses or stock discounts—the more profit will accrue to the company. Why? Because the way management treats the associates is exactly how the associates will then treat the customers. And if the associates treat the customers well, the customers will return again and again, and that is where the real profit in this business lies, not in trying to drag strangers into your stores for one-time purchases based on splashy sales or expensive advertising. Satisfied, loyal, repeat customers are at the heart of Wal-Mart’s spectacular profit margins, and those customers are loyal to us because our associates treat them better than salespeople in other stores do. So, in the whole Wal-Mart scheme of things, the most important contact ever made is between the associate in the store and the customer. I

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.

Safeway developed a successful campaign in the United States to grow sales from light shoppers and increase sales from heavy shoppers. They sent a monthly newsletter to 1.2 million card holders. Those whom they identified as secondary shoppers (people who mainly shop somewhere else) received a coupon for departments they didn’t use, like the meat or produce section. Primary shoppers (people who mainly shop at Safeway) were also given coupons, but to less common areas, like the cookie aisle, as they already visited the main departments. The campaign was a huge success, increasing same-store sales and sales from secondary shoppers, plus it changed customer behaviour by converting secondary shoppers into primary ones. The campaign also improved Safeway’s image by going beyond a general discount to create targeted deals. They sent out 451 800 versions of their offering.

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

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.

Landon is not thrilled to be interrupted, and he covers me with his body. Demons, I've learned, are possessive motherfuckers, and as much as these two are partners in crime, they still seem to fight over me like I'm the last discount TV at Walmart’s Black Friday sale.

6.​Pay your brokers well: the power of good advice Sometimes I see people posting a sign in front of their house that says, “For Sale by Owner.” Or I see people on TV claiming to be “Discount Brokers.” My rich dad taught me to take the opposite approach. He believed in paying professionals well, and I have adopted that policy also. Today, I have expensive attorneys, accountants, real estate brokers, and stockbrokers. Why? Because if, and I do mean if, the people are professionals, their services should make you money. And the more money they make, the more money I make.

The confectionery and books are in that direction. Drugs and perfumery over there. Back there you’ll find hats, scarves, ribbons, and lace.” Before he had even finished the sentence, the twins had each grabbed a basket and dashed away. “Girls…” Kathleen began, disconcerted by their wildness, but they were already out of earshot. She looked at Winterborne ruefully. “For your own safety, try to stay out of their path or you’ll be trampled.” “You should have seen how the ladies behaved during my first bi-annual sale discounts,” Winterborne told her. “Violence. Screaming. I’d rather go through the train accident again.” Kathleen couldn’t help smiling.

You should have seen how the ladies behaved during my first bi-annual sale discounts,” Winterborne told her. “Violence. Screaming. I’d rather go through the train accident again.” Kathleen couldn’t help smiling.

The confectionery and books are in that direction. Drugs and perfumery over there. Back there you’ll find hats, scarves, ribbons, and lace.” Before he had even finished the sentence, the twins had each grabbed a basket and dashed away. “Girls…” Kathleen began, disconcerted by their wildness, but they were already out of earshot. She looked at Winterborne ruefully. “For your own safety, try to stay out of their path or you’ll be trampled.” “You should have seen how the ladies behaved during my first bi-annual sale discounts,” Winterborne told her. “Violence. Screaming. I’d rather go through the train accident again.” Kathleen couldn’t help smiling. Winterborne escorted Helen away from the rotunda. “Would you like to see the pianos?” she heard him ask. Her timid reply was muffled as they retreated from sight. Devon came to stand beside Kathleen. After a long, uncomfortable moment, she asked, “When you look at them, do you ever see two people who feel even the slightest infatuation for each other? There’s no natural ease between them, no sharing of mutual enthusiasms. They talk as if they were strangers on an omnibus.” “I see two people who haven’t yet lowered their guards with each other,” came his matter-of-fact reply.

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.

At discount chains, customers paid with their time. Sales assistants were sometimes ignorant or absent. Cash registers were clumped at the exits, supermarket style, and in some cases customers were herded through a labyrinth of roped-off “squeeze shoots,” like so many cattle. Purchases were not wrapped and certainly not carried to the customer’s car. Still, many consumers—particularly younger ones—preferred this. They had confidence in their ability to make their own purchasing decisions, a confidence boosted by advertising. They knew—or thought they knew—what they wanted and enjoyed foraging on their own without having to cope with a hovering sales staff.

Watching him live was a daily lesson in parsimony. He would walk miles to save a few francs on green peppers, he bought the barest of staples from the discount grocery stores, he furnished his wardrobe exclusively through church rummage sales. In his kitchen, the same piece of aluminium foil was reused until it was blackened and tattered, while tea was bought in bulk because it was marginally cheaper than buying it in individual bags.

In the 1970s and 1980s, the climate changed. One after another, department stores merged into one another, as did pharmacies, toy stores, and hardware stores. As each of these conglomerates grew in size, they also grew in clout. Vendors and manufacturers could no longer afford to make demands, because losing even one conglomerate meant losing big. Even iconic designers like Ralph Lauren began cutting deals with retailers, promising to pick up the slack if and when sales went south. From