Market Penetration Quotes

Today, the language of the market penetrates every pore and forces every interpersonal relation into the schema of individual preference.

There are now very few significant interludes of human existence (with the colossal exception of sleep) that have not been penetrated and taken over as work time, consumption time, or marketing time.

Tesla is a great case study for how a company can effectively penetrate and succeed in a really established industry.

Unequivocally, this proves not only have cats taken over the internet but now the offshore tax haven market too!

In many ways the effect of the crash on embezzlement was more significant than on suicide. To the economist embezzlement is the most interesting of crimes. Alone among the various forms of larceny it has a time parameter. Weeks, months, or years may elapse between the commission of the crime and its discovery. (This is a period, incidentally, when the embezzler has his gain and the man who has been embezzled, oddly enough, feels no loss. There is a net increase in psychic wealth.) At any given time there exists an inventory of undiscovered embezzlement in — or more precisely not in — the country’s businesses and banks. This inventory — it should perhaps be called the bezzle — amounts at any moment to many millions of dollars. It also varies in size with the business cycle. In good times people are relaxed, trusting, and money is plentiful. But even though money is plentiful, there are always many people who need more. Under these circumstances the rate of embezzlement grows, the rate of discovery falls off, and the bezzle increases rapidly. In depression all this is reversed. Money is watched with a narrow, suspicious eye. The man who handles it is assumed to be dishonest until he proves himself otherwise. Audits are penetrating and meticulous. Commercial morality is enormously improved. The bezzle shrinks. … Just as the boom accelerated the rate of growth, so the crash enormously advanced the rate of discovery. Within a few days, something close to a universal trust turned into something akin to universal suspicion. Audits were ordered. Strained or preoccupied behavior was noticed. Most important, the collapse in stock values made irredeemable the position of the employee who had embezzled to play the market. He now confessed.

Karpo, as always, was dressed in black. His leather coat was black. Even his scarf and fur hat were black. Rostnikov thought that clothes reflected the people who wore them. Rostnikov himself dressed neatly, conservatively, in old comfortable suits and ties Sarah had bought for him at market stalls. As for Karpo's choice of black, Rostnikov was not given to simple judgment. He himself was rather fond of black, which was either the absence of color or the totality of color. There was a statement in black, he thought. Black said, You cannot penetrate my being by looking at my exterior. I am a dark cipher.

Every technology has to pass the system integration test before it can achieve widespread market success. Pre existing systems must be either penetrated, replaced, or changed to allow for the new technology to achieve widespread market success.

There’s something else about this list that really jumps out. Take another look at the top five attributes listed there—the key characteristics defining a world-class sales experience: Rep offers unique and valuable perspectives on the market. Rep helps me navigate alternatives. Rep provides ongoing advice or consultation. Rep helps me avoid potential land mines. Rep educates me on new issues and outcomes. Each of these attributes speaks directly to an urgent need of the customer not to buy something, but to learn something. They’re looking to suppliers to help them identify new opportunities to cut costs, increase revenue, penetrate new markets, and mitigate risk in ways they themselves have not yet recognized. Essentially this is the customer—or 5,000 of them at least, all over the world—saying rather emphatically, “Stop wasting my time. Challenge me. Teach me something new.

..."extreme capitalism": the obsessive, uncritical penetration of the concept of the market into every aspect of American life, and the attempt to drive out every other institution, including law, art, culture, public education, Social Security, unions, community, you name it. It is the conflation of markets with populism, with democracy, with diversity, with liberty, and with choice---and so the denial of any form of choice that imposes limits on the market. More than that, it is the elimination of these separate concepts from our political discourse, so that we find ourselves looking to the stock market to fund retirement, college education, health care, and having forgotten that in other wealthy and developed societies these are rights, not the contingent outcomes of speculative games. James K. Galbraith, Lloyd M. Bentsen Jr. Chair in Government/Business Relations and Professor of Government, University of Texas.

The value of a company selling a trendy product, such as television shopping, depends on the profitability of the product, the product life cycle, competitive barriers, and the ability of the company to replicate its current success. Investors are often overly optimistic about the sustainability of a trend, the ultimate degree of market penetration, and the size of profit margins.

think of climate change as slow, but it is unnervingly fast. We think of the technological change necessary to avert it as fast-arriving, but unfortunately it is deceptively slow—especially judged by just how soon we need it. This is what Bill McKibben means when he says that winning slowly is the same as losing: “If we don’t act quickly, and on a global scale, then the problem will literally become insoluble,” he writes. “The decisions we make in 2075 won’t matter.” Innovation, in many cases, is the easy part. This is what the novelist William Gibson meant when he said, “The future is already here, it just isn’t evenly distributed.” Gadgets like the iPhone, talismanic for technologists, give a false picture of the pace of adaptation. To a wealthy American or Swede or Japanese, the market penetration may seem total, but more than a decade after its introduction, the device is used by less than 10 percent of the world; for all smartphones, even the “cheap” ones, the number is somewhere between a quarter and a third. Define the technology in even more basic terms, as “cell phones” or “the internet,” and you get a timeline to global saturation of at least decades—of which we have two or three, in which to completely eliminate carbon emissions, planetwide. According to the IPCC, we have just twelve years to cut them in half. The longer we wait, the harder it will be. If we had started global decarbonization in 2000, when Al Gore narrowly lost election to the American presidency, we would have had to cut emissions by only about 3 percent per year to stay safely under two degrees of warming. If we start today, when global emissions are still growing, the necessary rate is 10 percent. If we delay another decade, it will require us to cut emissions by 30 percent each year. This is why U.N. Secretary-General António Guterres believes we have only one year to change course and get started. The scale of the technological transformation required dwarfs any achievement that has emerged from Silicon Valley—in fact dwarfs every technological revolution ever engineered in human history, including electricity and telecommunications and even the invention of agriculture ten thousand years ago. It dwarfs them by definition, because it contains all of them—every single one needs to be replaced at the root, since every single one breathes on carbon, like a ventilator.

There is something self-destructive about Western technology and distribution. Whenever any consumer object is so excellent that it attracts a devoted following, some of the slide rule and computer types come in on their twinkle toes and take over the store, and in a trice they figure out just how far they can cut quality and still increase market penetration. Their reasoning is that it is idiotic to make and sell a hundred thousand units of something and make 30 cents a unit when you can increase the advertising, sell five million units, and make a nickel profit a unit. Thus, the very good things of the world go down the drain, from honest turkey to honest eggs to honest tomatoes. And gin.

The ensuing crises and depressions during the decades preceding the era of imperialism42 had impressed upon the capitalists the thought that their whole economic system of production depended upon a supply and demand that from now on must come from “outside of capitalist society.”43 Such supply and demand came from inside the nation, so long as the capitalist system did not control all its classes together with its entire productive capacity. When capitalism had pervaded the entire economic structure and all social strata had come into the orbit of its production and consumption system, capitalists clearly had to decide either to see the whole system collapse or to find new markets, that is, to penetrate new countries which were not yet subject to capitalism and therefore could provide a new noncapitalistic supply and demand.

Even if the initial home-base advantage is hard to sustain, a global strategy can contribute to supplementing and upgrading it. A good example is in consumer electronics, where Matsushita, Sanyo, Sharp, and other Japanese firms initially competed on cost in selling simply designed, portable televisions. As they began penetrating foreign markets, they gained economies of scale and further reduced cost by moving down the learning curve. Worldwide volume then helped to support aggressive investments in marketing, new production equipment, and R&D and to achieve proprietary technology.

Let me begin with globalization. [...] Narrowly defined, it is meant to mean instant movement of capital and the rapid distribution of data and products operating within a politically neutral environment shaped by multinational corporate demands. Its larger connotations, however, are less innocent, encompassing as they do not only the demonization of embargoed states or the trivialization cum negotiation with warlords, but also the colapse of nation-sates under the weight of transnational economies, capital, and labor; the preeminence of Western culture and economy; the Amerizanization of the developed and developing world through the penetration of US culture into others as well as the marketing of third-world cultures to the West as fashion, film setting, and cuisine.

The reality is that Facebook has been so successful, it’s actually running out of humans on the planet. Ponder the numbers: there are about three billion people on the Internet, where the latter is broadly defined as any sort of networked data, texts, browser, social media, whatever. Of these people, six hundred million are Chinese, and therefore effectively unreachable by Facebook. In Russia, thanks to Vkontakte and other copycat social networks, Facebook’s share of the country’s ninety million Internet users is also small, though it may yet win that fight. That leaves about 2.35 billion people ripe for the Facebook plucking. While Facebook seems ubiquitous to the plugged-in, chattering classes, its usage is not universal among even entrenched Internet users. In the United States, for example, by far the company’s most established and sticky market, only three-quarters of Internet users are actively on FB. That ratio of FB to Internet user is worse in other countries, so even full FB saturation in a given market doesn’t imply total Facebook adoption. Let’s (very) optimistically assume full US-level penetration for any market. Without China and Russia, and taking a 25 percent haircut of people who’ll never join or stay (as is the case in the United States), that leaves around 1.8 billion potential Facebook users globally. That’s it. In the first quarter of 2015, Facebook announced it had 1.44 billion users. Based on its public 2014 numbers, FB is growing at around 13 percent a year, and that pace is slowing. Even assuming it maintains that growth into 2016, that means it’s got one year of user growth left in it, and then that’s it: Facebook has run out of humans on the Internet. The company can solve this by either making more humans (hard even for Facebook), or connecting what humans there are left on the planet. This is why Internet.org exists, a vaguely public-spirited, and somewhat controversial, campaign by Facebook to wire all of India with free Internet, with regions like Brazil and Africa soon to follow. In early 2014 Facebook acquired a British aerospace firm, Ascenta, which specialized in solar-powered unmanned aerial vehicles. Facebook plans on flying a Wi-Fi-enabled air force of such craft over the developing world, giving them Internet. Just picture ultralight carbon-fiber aircraft buzzing over African savannas constantly, while locals check their Facebook feeds as they watch over their herds.

There are hundreds of examples of highly functioning commons around the world today. Some have been around for centuries, others have risen in response to economic and environmental crises, and still others have been inspired by the distributive bias of digital networks. From the seed-sharing commons of India to the Potato Park of Peru, indigenous populations have been maintaining their lands and managing biodiversity through a highly articulated set of rules about sharing and preservation. From informal rationing of parking spaces in Boston to Richard Stallman’s General Public License (GPL) for software, new commons are serving to reinstate the value of land and labor, as well as the ability of people to manage them better than markets can. In the 1990s, Elinor Ostrom, the American political scientist most responsible for reviving serious thought about commoning, studied what specifically makes a commons successful. She concluded that a commons must have an evolving set of rules about access and usage and that it must have a way of punishing transgressions. It must also respect the particular character of the resource being managed and the people who have worked with that resource the longest. Managing a fixed supply of minerals is different from managing a replenishing supply of timber. Finally, size and place matter. It’s easier for a town to manage its water supply than for the planet to establish water-sharing rules.78 In short, a commons must be bound by people, place, and rules. Contrary to prevailing wisdom, it’s not an anything-goes race to the bottom. It is simply a recognition of boundaries and limits. It’s pooled, multifaceted investment in pursuit of sustainable production. It is also an affront to the limitless expansion sought by pure capital. If anything, the notion of a commons’ becoming “enclosed” by privatization is a misnomer: privatizing a commons breaks the boundaries that protected its land and labor from pure market forces. For instance, the open-source seed-sharing networks of India promote biodiversity and fertilizer-free practices among farmers who can’t afford Western pesticides.79 They have sustained themselves over many generations by developing and adhering to a complex set of rules about how seed species are preserved, as well as how to mix crops on soil to recycle its nutrients over centuries of growing. Today, they are in battle with corporations claiming patents on these heirloom seeds and indigenous plants. So it’s not the seed commons that have been enclosed by the market at all; rather, the many-generations-old boundaries have been penetrated and dissolved by disingenuously argued free-market principles.

There is an excellent short book (126 pages) by Faustino Ballvè, Essentials of Economics (Irvington-on-Hudson, N.Y.: Foundation for Economic Education), which briefly summarizes principles and policies. A book that does that at somewhat greater length (327 pages) is Understanding the Dollar Crisis by Percy L. Greaves (Belmont, Mass.: Western Islands, 1973). Bettina Bien Greaves has assembled two volumes of readings on Free Market Economics (Foundation for Economic Education). The reader who aims at a thorough understanding, and feels prepared for it, should next read Human Action by Ludwig von Mises (Chicago: Contemporary Books, 1949, 1966, 907 pages). This book extended the logical unity and precision of economics beyond that of any previous work. A two-volume work written thirteen years after Human Action by a student of Mises is Murray N. Rothbard’s Man, Economy, and State (Mission, Kan.: Sheed, Andrews and McMeel, 1962, 987 pages). This contains much original and penetrating material; its exposition is admirably lucid; and its arrangement makes it in some respects more suitable for textbook use than Mises’ great work. Short books that discuss special economic subjects in a simple way are Planning for Freedom by Ludwig von Mises (South Holland, 111.: Libertarian Press, 1952), and Capitalism and Freedom by Milton Friedman (Chicago: University of Chicago Press, 1962). There is an excellent pamphlet by Murray N. Rothbard, What Has Government Done to Our Money? (Santa Ana, Calif.: Rampart College, 1964, 1974, 62 pages). On the urgent subject of inflation, a book by the present author has recently been published, The Inflation Crisis, and How to Resolve It (New Rochelle, N.Y.: Arlington House, 1978). Among recent works which discuss current ideologies and developments from a point of view similar to that of this volume are the present author’s The Failure of the “New Economics”: An Analysis of the Keynesian Fallacies (Arlington House, 1959); F. A. Hayek, The Road to Serfdom (1945) and the same author’s monumental Constitution of Liberty (Chicago: University of Chicago Press, 1960). Ludwig von Mises’ Socialism: An Economic and Sociological Analysis (London: Jonathan Cape, 1936, 1969) is the most thorough and devastating critique of collectivistic doctrines ever written. The reader should not overlook, of course, Frederic Bastiat’s Economic Sophisms (ca. 1844), and particularly his essay on “What Is Seen and What Is Not Seen.” Those who are interested in working through the economic classics might find it most profitable to do this in the reverse of their historical order. Presented in this order, the chief works to be consulted, with the dates of their first editions, are: Philip Wicksteed, The Common Sense of Political Economy, 1911; John Bates Clark, The Distribution of Wealth, 1899; Eugen von Böhm-Bawerk, The Positive Theory of Capital, 1888; Karl Menger, Principles of Economics, 1871; W. Stanley Jevons, The Theory of Political Economy, 1871; John Stuart Mill, Principles of Political Economy, 1848; David Ricardo, Principles of Political Economy and Taxation, 1817; and Adam Smith, The Wealth of Nations, 1776.

Marx’s penetrating insight into the nature of freedom remains a challenge to any liberal political philosophy. It is the core of Marx’s attack on alienation in the 1844 Manuscripts, as it is the core of his critique of the free market in Capital. If Marx has any claim to a place alongside Hobbes, Locke, Rousseau, and Hegel as a major figure in Western political thought, it must rest on his attack on the liberal conception of freedom. All the same, the alternative conception of freedom Marx espoused contains within it a difficulty Marx never sufficiently appreciated, a difficulty which can be linked with the tragic mutation of Marx’s views into a prop for murderously authoritarian regimes.

Figure 3.35 shows examples of nonstandard trend lines: FIGURE 3.35 Nonstandard Trend Lines in XLF A is drawn between lows in a downtrend instead of between highs in a downtrend. B is also drawn between lows in a downtrend. Furthermore, it ignores a large price spike in an effort to fit the line to later data. C is more of a best-fit line drawn through the center of a price area. These may be drawn freehand or via a procedure like linear regression. D is drawn between highs in an uptrend. E raises a critical point about trend lines: They are lines drawn between successive swings in the market. If there are no swings, there should be no trend line. It would be hard to argue that the market was showing any swings at E, at least on this time frame. This trend line may be valid on a lower time frame, but it is nonstandard on this time frame. In general, trend lines are tools to define the relationship between swings, and are a complement to the simple length of swing analysis. As such, one of the requirements for drawing trend lines is that there must actually be swings in the market. We see many cases where markets are flat, and it is possible to draw trend lines that touch the tops or bottoms of many consecutive price bars. With one important exception later in this chapter, these types of trend lines do not tend to be very significant. They are penetrated easily by the smallest motions in the market, and there is no reliable price action after the penetration. Avoid drawing these trend lines in flat markets with no definable swings.

What is the most important goal the company needs to achieve? Customer count? Profitability? Customer success? Market share? New product distribution? New market penetration?” Then ask yourself, “How can the sales compensation plan be aligned with this goal?” Do not underestimate the power of the compensation plan. You

Organic Rapid Ramp Up’. Increase market penetration, market share, market size in existing lines of business.

Are we expanding our sales force appropriately to match needed sales growth and market penetration?   2. Are our reps properly trained, and what is the lag time between training and an effective rep?   3. Is our compensation package and awards program sufficient to attract and retain high performers?   4. Is our field sales forecasting system functioning properly to anticipate negative trends?   5. Can we continue to leverage the sales expense line without damaging sales?   6. Is our expense budget tracking system effective?   7. Are we accurately monitoring sales force morale?   8. Is our pay schedule competitive?

recognize. In the 1980s, with rivals operating far from the productivity frontier, it seemed possible to win on both cost and quality indefinitely. Japanese companies were all able to grow in an expanding domestic economy and by penetrating global markets. They appeared unstoppable. But as the gap in operational effectiveness narrows, Japanese companies are increasingly caught in a trap of their own making. If they are to escape the mutually destructive battles now ravaging their performance, Japanese companies will have to learn strategy. To do so, they may have to overcome strong cultural barriers. Japan is notoriously consensus oriented, and companies have a strong tendency to mediate differences among individuals rather than accentuate them. Strategy, on the other

It's no accident that marketing professionals often describe it in military language: capturing market share, penetrating the customer base, defeating competitors. It can be declarative, propagandistic, uninvolving. But in its best moments it can also encapsulate a belief, a set of values, even a religion.

These are freelancers who offer their expertise for hire to computer security firms. Before a new system is introduced on the market, the services of blue hats are called for, to check the system for any potential weaknesses and vulnerabilities.

The impact of the internet on economic development is shifting in two important directions. First, given the aging population and near-saturated market penetration in the advanced economies, most of the expansion of the internet related market will take place in developing countries like Pakistan, India, and Bangladesh. Secondly, the globalization of the internet is expected to increase the share of developing countries in the internet economy presenting a historic opportunity for the young and poor in Pakistan to improve their economic condition.

Potential exporters are often stymied by their lack of knowledge on how to penetrate markets in other countries. Renner and Winget give them a pragmatic guide based on the successful efforts of others.

In sum, U.S. politico-corporate elites have long struggled to make the world safe for the system of transnational corporate capital accumulation; to attain control of the markets, lands, natural resources, and cheap labor of all countries; and to prevent the emergence of revolutionary socialist, populist, or even military nationalist regimes that challenge this arrangement by seeking to build alternative or competing economic systems. To achieve this, a global military machine is essential. The goal is to create a world populated by client states and compliant populations completely open to transnational corporate penetration, on terms that are completely favorable to the penetrators. It is not too much to conclude that such an activist and violent global policy is produced not by dumb coincidence, but by conscious design.

The neo-Darwinist ideology of the survival of the fittest, underpinned by an unfettered market obsessed with profit and underpinned by an unfettered market obsessed with profit and individual sovereignty, has penetrated our culture and hardened our hearts. The successful growth of the technocratic paradigm so often demands the sacrifice of innocent lives: the child abandoned in the streets, the underage sweatshop worker who rarely sees the light of day; the worker dismissed because his company has been asset-stripped to generate dividends for shareholders; the refugees denied the chance to work, the elderly abandoned to their fate in underfunded care homes.

We have increased our population to the level of 7 billion and beyond. We are well on our way toward 9 billion before our growth trend is likely to flatten. We live at high densities in many cities. We have penetrated, and we continue to penetrate, the last great forests and other wild ecosystems of the planet, disrupting the physical structures and the ecological communities of such places. We cut our way through the Congo. We cut our way through the Amazon. We cut our way through Borneo. We cut our way through Madagascar. We cut our way through New Guinea and northeastern Australia. We shake the trees, figuratively and literally, and things fall out. We kill and butcher and eat many of the wild animals found there. We settle in those places, creating villages, work camps, towns, extractive industries, new cities. We bring in our domesticated animals, replacing the wild herbivores with livestock. We multiply our livestock as we've multiplied ourselves, operating huge factory-scale operations involving thousands of cattle, pigs, chickens, ducks, sheep, and goats, not to mention hundreds of bamboo rats and palm civets, all confined en masse within pens and corrals, under conditions that allow those domestics and semidomestics to acquire infectious pathogens from external sources (such as bats roosting over the pig pens), to share those infections with one another, and to provide abundant opportunities for the pathogens to evolve new forms, some of which are capable of infecting a human as well as a cow or a duck. We treat many of those stock animals with prophylactic doses of antibiotics and other drugs, intended not to cure them but to foster their weight gain and maintain their health just sufficiently for profitable sale and slaughter, and in doing that we encourage the evolution of resistant bacteria. We export and import livestock across great distances and at high speeds. We export and import other live animals, especially primates, for medical research. We export and import wild animals as exotic pets. We export and import animal skins, contraband bushmeat, and plants, some of which carry secret microbial passengers. We travel, moving between cities and continents even more quickly than our transported livestock. We stay in hotels where strangers sneeze and vomit. We eat in restaurants where the cook may have butchered a porcupine before working on our scallops. We visit monkey temples in Asia, live markets in India, picturesque villages in South America, dusty archeological sites in New Mexico, dairy towns in the Netherlands, bat caves in East Africa, racetracks in Australia – breathing the air, feeding the animals, touching things, shaking hands with the friendly locals – and then we jump on our planes and fly home. We get bitten by mosquitoes and ticks. We alter the global climate with our carbon emissions, which may in turn alter the latitudinal ranges within which those mosquitoes and ticks live. We provide an irresistible opportunity for enterprising microbes by the ubiquity and abundance of our human bodies. Everything I’ve just mentioned is encompassed within this rubric: the ecology and evolutionary biology of zoonotic diseases. Ecological circumstance provides opportunity for spillover. Evolution seizes opportunity, explores possibilities, and helps convert spillovers to pandemics.

The Global Plan’s most impressive feature was its incredible adaptability – successive US administrations amended it every time bits of it came unstuck. Their policies toward Japan are an excellent example: after Mao’s unexpected victory, and the demise of the original plan to turn the Chinese mainland into a huge market for Japanese industrial output, US policy makers responded with a variety of inspired responses. First, they utilized the Korean War, turning it into an excellent opportunity to inject demand into the Japanese industrial sector. Secondly, they used their influence over America’s allies to allow Japanese imports freely into their markets. Thirdly, and most surprisingly, Washington decided to turn America’s own market into Japan’s vital space. Indeed, the penetration of Japanese imports (cars, electronic goods, even services) into the US market would have been impossible without a nod and a wink from Washington’s policy makers. Fourthly, the successor to the Korean War, the war in Vietnam, was also enlisted to boost Japanese industry further. A useful by-product of that murderous escapade was the industrialization of South East Asia, which further strengthened Japan by providing it, at long last, with the missing link – a commercial vital zone in close proximity.

If you have economies of scale, penetration pricing often works best Would your business benefit from economies of scale? (Most web businesses do.) If so, your ideal pricing strategy may be penetration pricing—charging a low price, basing your financial model on eventually reaching market-dominating economies of scale. Supply-side economies of scale mean that your profit margins increase the more you sell, because as you sell more, your cost of sales (unit costs) usually becomes lower, and your fixed costs become a smaller fraction of your overall costs. Demand-side economies of scale mean that the more customers you get, the more value each customer gets from your service, for the following reasons. You may benefit from having a network of customers. For example, if a phone system had only two users, only one type of call could be made (one between User A and User B). If it had three users, then three types of call could be made (A–B, B–C and A-C). If it had twelve users, sixty-six different types of calls could be made. The overall value of a phone system to its users is roughly proportional to the square of the number of users. You may benefit from there being a market of complementary products and services. The project-management web app Basecamp has many integrations, which it promotes on its website. At the bottom of the page, Basecamp shows off how quickly it’s acquiring new users, to persuade other companies to add integrations. You may benefit from having a bigger knowledge base, more forums, or more trained users. The ecosystem of knowledge around a product can be valuable in itself. WordPress grows because it’s easy to find a WordPress developer and it’s easy for those developers to find answers to their questions. You may benefit from the perception that yours is the standard. Users are aware of the value of choosing the ultimate winner—especially when they have to invest time and resources into using your company—so they will be attracted by the perception that you’ll win.

Speculative value diminishes as a cryptoasset matures because there is less speculation regarding the future markets the cryptoasset will penetrate. This means people will understand more clearly what demand for the asset will look like going forward.

Teaching is all about offering customers unique perspectives on their business and communicating those perspectives with passion and precision in a way that draws the customer into the conversation. These new perspectives apply not to your products and solutions, but to how the customer can compete more effectively in their market. It’s insight they can use to free up operating expenses, penetrate new markets, or reduce risk.

market penetration quickly and ignite a contagion effect as positive feedback about the product spreads. Penetration is also the recommended strategy if there are strong experience curve effect s or economies of scale .

One characteristic of disruptive technologies, as the electric car has the potential to be, is that their market penetration tends to start slowly and then accelerate rapidly

Professor Michael Porter of Harvard Business School asserts: “Once a company achieves competitive advantage through an innovation, it can sustain it only through relentless improvement. Almost any advantage can be imitated.” He adds, “Ultimately, the only way to sustain competitive advantage is to upgrade it—to move to more sophisticated types. This is precisely what Japanese auto-makers have done. They initially penetrated foreign markets with small, inexpensive compact cars of adequate quality and competed on the basis of lower labor costs. Even while their labor-cost advantage persisted, however, the Japanese companies were upgrading. . . .

there's no law that momentum naturally has to slow as your revenues climb higher and higher. It's the size of your addressable market that dictates limits. Growth tends to slow down when you are starting to become well penetrated and saturated.

In pursuing their vision, China's leaders operate from their own distinctive playbook that reflects their domestic governance model: a highly centralized Party-state that possesses the ability to mobilize resources across multiple domains, to control the content and flow of information, to penetrate societies and economies globally, and to leverage the power of the country's vast market, as well as its military.

Computers embedded in smartphones have rapidly expanded market penetration in the developing world, and as of 2022 around two-thirds of the world’s population has at least one.

Everything that goes on us under God's rule, is penetrated by God's rule, is judged by God's rule, is included in God's rule - every one of my personal thoughts and feelings and actions, yes; but also the stock market in New York, the famine in Sudan , your first grandchild born last night in Atlanta, the poverty in Calcutta, the suicide bombings in Tel Aviv and New York and Baghdad, the abortions in Dallas, the Wednesday-night prayer meetings in Syracuse, the bank mergers being negotiated in Chicago, Mexican migrants picking avocados in California - everything, absolutely everything, large and small: the kingdom of God in which Jesus is king.

At the urging of Chakrabarti and McNally, the company set up a new team to handle “At Risk Countries,” or ARC. Nobody ever specified what they were at risk of, but the criteria made it clear. To get “At Risk” status, a country had to have a history of violence, a potential trigger for future conflict such as an upcoming election, and a high Facebook market penetration. In other words, the status was reserved for places where Facebook’s products could plausibly cause or exacerbate a genocide or civil war.

It is perhaps not too outlandish to suggest that those of us for whom market penetration and thrusting self-promotional contests do not "come naturally" are seen by today's cultural authorities as the new misfits, needing to be put right by a regime of remedial schemes, self-help manuals and, if necessary, medication.

Nikki Warburton was chief marketing executive, again reporting to John. Vivacious and energetic, Nikki was committed to the challenge of lifting Austar’s household penetration from its then 20 per cent to 30 per cent and beyond.

When Nokia’s profits hit $1 billion in 2009, the company said that market penetration in Africa was largely responsible.

Developed by E.M. Rogers in 1962, the S-curve model is an attempt to understand how, why, and at what rate ideas and products spread throughout cultures. Adoption is relatively slow at first, at the base of the S, until a tipping point, or knee of the curve, is reached. You then move into hypergrowth, up the sleek, steep back of the curve. This is usually at somewhere between 10 to 15 percent of market penetration. At the flat part at the top of the S, you've reached saturation, typically at 90 percent.

Through the decades, government has silently grown and spread, thrusting insidious, intertwining tentacles into nearly every area of our lives. Our society is now so thoroughly penetrated by government bureaucracy and our economy so entangled in government controls that dissolution of the State would cause major and painful temporary dislocations. The problems of adjusting to a laissez-faire society are somewhat like those facing an alcoholic or heroin addict who is thinking of kicking the habit, and the difficulties and discomforts involved may make some people decide that we’d be better off just staying as we are. It is naive, however, to assume that we can “just stay as we are.

Aid programs are not intended to effect serious social betterment. At best, they finance piecemeal projects of limited impact. More often, they are used to undermine local markets, drive small farmers off their land, build transportation and office facilities needed by outside investors, increase a country’s debt and economic dependency, and further open its economy to multinational corporate penetration. Free Market for the Few

Fads, even trends, outside the government market should not be used as building blocks for penetrating the government market.

The job of the terrorists was to penetrate into our subconscious. This had always been the aim of writers, but the terrorists took it a step further. They were the writers of our age. Don DeLillo said this many years before 9/11. The images they created spread around the globe, colonising our our subconscious minds. The tangible outcome of the attack, the numbers of dead and injured, the material destruction, meant nothing. It was the images that were important. The more iconic the images they managed to create, the more successful their actions. The attack on the World Trade Centre was the most successful of all time. There weren’t that many dead, only a couple of thousand, as against the six hundred thousand who died in the first two days of the Battle Of Flanders in the autumn of 1914, yet the images were so iconic and powerful that the effect on us was just as devastating, perhaps more so, since we lived in a culture of images. Planes and skyscrapers. Icarus and Babel. They wanted into our dreams. Everyone did. Our inner beings were the final market. Once they were conquered, we would be sold.

By 1950, then, the three primary fossil fuels—coal, petroleum, and natural gas—all fed the large energy needs of the United States and, in various portion, the rest of the developed world. If coal share was declining worldwide, petroleum was approaching dominance, and natural gas had only begun to penetrate the world market. In those immediate postwar years as well, an entirely new source of energy, nuclear fission, the first potentially major energy source not derived directly or indirectly from sunlight, languished behind walls of secrecy, released as yet only to military use.

The French claimed they had begun to amass their Indochinese empire simply to protect the Christian faithful and professed always to be undertaking a “civilizing mission,” meant to bring material and cultural benefits to an allegedly benighted people. But their initial motives were less lofty. French Indochina was meant to provide a path for penetrating the Chinese market and create a buffer against the British and Dutch, who had already carved empires of their own from India, Burma, Malaya, and Indonesia.

Bouchaud penetratingly observes, “The supposed omniscience and perfect efficacy of a free market stems from economic work done in the 1950s and ’60s, which with hindsight looks more like propaganda against communism than plausible science.” The capitalist ideology that undergirds economics in the United States has led the profession to be detached from reality, rendering it incapable of understanding many of the crises the world faces. Mainstream economics’ obsession with the endless growth of GDP—a measure of “value added,” not of human well-being

By and large, until the eventual painstaking mass export production of Indonesian-grown cinchona quinine by the Dutch, beginning in the 1850s, the mosquito kept Europeans out of Africa. The cinchona tree is persnickety about altitude, temperature, and soil type. It will grow only in very strict and specific environments. This limited, expensive supply opened the door for numerous quinine shams and impostors to flood the market, feigning to meet the massive demand. William H. McNeill reiterates that “the penetration of the interior of Africa that became a prominent feature of Europe’s expansion in the second half of the nineteenth century would have been impossible without quinine from the Dutch plantations.” Armed with this transplanted quinine, the imperial European scramble for Africa began in 1880 and straddled the decades of the First World War. Quinine was not a panacea, however, as yellow fever continued to stalk Europeans who dared enter the wilds of Africa.

Capitalist imperialism differs from these earlier forms in the way it systematically accumulates capital through the organized exploitation of labor and the penetration of overseas markets. Capitalist imperialism invests in other countries, dominating their economies, cultures, and political life, and integrating their productive structures into an international system of capital accumulation.

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