Profit Margins Quotes

I love seeing the bookshops and meeting the booksellers-- booksellers really are a special breed. No one in their right mind would take up clerking in a bookstore for the salary, and no one in his right mind would want to own one-- the margin of profit is too small. So, it has to be a love of readers and reading that makes them do it-- along with first dibs on the new books.

The Internet is transient. Information can be removed with a couple of mouse-clicks; it is an Orwellian dream. We have been advised, by people who claim to know about these things, that there is no point in protesting against a social network. Whoever owns the network will run it as they see fit, normally to maximize their profit margin. Members who dispute the rules will simply be thrown out. The Terms of Use are written so as not to allow them any recourse.

Yeah, well, your people happen to be soul-sucking demons. (Wulf) You ever met a banker or a lawyer? Tell me who’s worse, my Urian or one of them? At least we need the food; they do it just for profit margins. (Phoebe)

Truly, nothing is better than to crush your competition, to drive down their profit margins, to hear the lamentations of their sales representatives.

Profit is good. Profit motivates businesses to be: (a) efficient - to do more with less, to consume fewer resources, to reduce and reuse waste. (b) productive - to allow for bigger profit margins. (c) Valuable - income, and therefore profit is only possible when we add value to our customers lives. When the value of our product or service is worth more to them than what it cost us to provide it, we profit.

If you want your business to be resilient, you gotta improve cash flow and widen margins.

Profit is good. Profit compells people to be: (a) efficient - to do more with less, to consume fewer resources, to reduce and reuse waste. (b) productive - to allow for bigger profit margins. (c) Valuable - income, and therefore profit is only possible when we add value to our customers lives. When the value of our product or service is worth more to them than what it cost us to provide it, we profit. And there’s no scarcity of possible profits. Every business should be profiting. When every business is profiting, that’s a lot of increased value going around.

Margins matter in business. If a business has $1,000,000 dollars in revenues but $1.5 million in expenses, the business is heading for self destruction due to a liquidity problem. Meanwhile, if another business only has $100,000 in revenues and $50,000 in expenses, it’s doing better than the first business even though it has less revenues. And a business with $60,000 in revenues but only $2,000 in expenses technically has a greater margin than both of the other businesses. Revenues are very important, but the key is to both maximize revenues and minimize expenses so that you have the widest profit margin possible.

Because drugs have become so profitable, major medical journals rarely publish studies on nondrug treatments of mental health problems.31 Practitioners who explore treatments are typically marginalized as “alternative.” Studies of nondrug treatments are rarely funded unless they involve so-called manualized protocols, where patients and therapists go through narrowly prescribed sequences that allow little fine-tuning to individual patients’ needs. Mainstream medicine is firmly committed to a better life through chemistry, and the fact that we can actually change our own physiology and inner equilibrium by means other than drugs is rarely considered.

Legions of men, butchered for the greater glory and the profit margins of bankers, chancellors, generals, stockbrokers, and other fathers of the nation, had been maimed and ruined for life in the name of freedom, democracy, the Empire, the race, or the flag…. Take your pick.

No one in their right mind would take up clerking in a bookstore for the salary, and no one in his right mind would want to own one—the margin of profit is too small. So, it has to be a love of readers and reading that makes them do it—along with first dibs on the new books.

First, disruptive products are simpler and cheaper; they generally promise lower margins, not greater profits. Second, disruptive technologies typically are first commercialized in emerging or insignificant markets. And third, leading firms’ most profitable customers generally don’t want, and indeed initially can’t use, products based on disruptive technologies.

When profit margins of a whole industry rise because of repeated price increases, the indication is not a good one for the long-range investor.

The smallest multicorp killed more people than all the sex killers who ever lived, for a fucking profit margin—and the WTO gave them awards for it.

So one way to create an attractive risk/reward situation is to limit downside risk severely by investing in situations that have a large margin of safety. The upside, while still difficult to quantify, will usually take care of itself. In other words, look down, not up, when making your initial investment decision. If you don’t lose money, most of the remaining alternatives are good ones.

The private sector is ill suited to taking on most of these large infrastructure investments: if the services are to be accessible, which they must be in order to be effective, the profit margins that attract private players simply aren’t there.

If you have to constantly reinvest the business profits back into the business just to keep the business going, then your business has a major cash flow problem. If your business has thin margins like that, it is incapable of resilience. If you want your business to be resilient, you gotta improve cash flow and widen margins.

If your business asset has expenses that are directly correlated to revenues and they take up a big percentage of revenues, and you determine that it is not possible or practical to reduce the expenses or increase the associated revenues for that asset - you have two options: If in totality the assets revenues are greater than its expenses, keep the asset and do not get rid of it. Small profit margins are better than no profit margins and this asset is adding value to your business’s portfolio. If the assets expenses are greater than its revenues, then it is actually not an asset and any decisions made about it should be made with this realization in mind.

To have a man whose name is on the label showing such interest, commitment, and determination for the best is a wonderful thing. This is someone who will throw money at quality, who believes in being the best. Never knock it. Would you prefer to have a bean counter in corporate headquarters, someone who never comes near the brewery, making decisions solely on the basis of the bottom line and profit margins?

Graham figured that always using the margin of safety principle when deciding whether to purchase shares of a business from a crazy partner like Mr. Market was the secret to making safe and reliable investment profits.

Some men learn all they know from books; others from life; both kinds are narrow. The first are all theory; the second are all practice. It’s the fellow who knows enough about practice to test his theories for blow-holes that gives the world a shove ahead, and finds a fair margin of profit in shoving it.

As a predatory competition for hoarding profit, neoliberalism produces massive inequality in wealth and income, shifts political power to financial elites, destroys all vestiges of the social contract, and increasingly views “unproductive” sectors—most often those marginalized by race, class, disability, resident status, and age—as suspicious, potentially criminal, and ultimately disposable. It thus criminalizes social problems and manufactures profit by commercializing surveillance, policing, and prisons.

New Rule: Not everything in America has to make a profit. If conservatives get to call universal health care "socialized medicine," I get to call private, for-profit health care "soulless vampire bastards making money off human pain." Now, I know what you're thinking: "But, Bill, the profit motive is what sustains capitalism." Yes, and our sex drive is what sustains the human species, but we don't try to fuck everything. It wasn't that long ago when a kid in America broke his leg, his parents took him to the local Catholic hospital, the nun stuck a thermometer in his ass, the doctor slapped some plaster on his ankle, and you were done. The bill was $1.50; plus, you got to keep the thermometer. But like everything else that's good and noble in life, some bean counter decided that hospitals could be big business, so now they're not hospitals anymore; they're Jiffy Lubes with bedpans. The more people who get sick, and stay sick, the higher their profit margins, which is why they're always pushing the Jell-O. Did you know that the United States is ranked fiftieth in the world in life expectancy? And the forty-nine loser countries were they live longer than us? Oh, it's hardly worth it, they may live longer, but they live shackled to the tyranny of nonprofit health care. Here in America, you're not coughing up blood, little Bobby, you're coughing up freedom. The problem with President Obama's health-care plan isn't socialism. It's capitalism. When did the profit motive become the only reason to do anything? When did that become the new patriotism? Ask not what you could do for your country, ask what's in it for Blue Cross Blue Shield. And it's not just medicine--prisons also used to be a nonprofit business, and for good reason--who the hell wants to own a prison? By definition, you're going to have trouble with the tenants. It's not a coincidence that we outsourced running prisons to private corporations and then the number of prisoners in America skyrocketed. There used to be some things we just didn't do for money. Did you know, for example, there was a time when being called a "war profiteer" was a bad thing? FDR said he didn't want World War II to create one millionaire, but I'm guessing Iraq has made more than a few executives at Halliburton into millionaires. Halliburton sold soldiers soda for $7.50 a can. They were honoring 9/11 by charging like 7-Eleven. Which is wrong. We're Americans; we don't fight wars for money. We fight them for oil. And my final example of the profit motive screwing something up that used to be good when it was nonprofit: TV news. I heard all the news anchors this week talk about how much better the news coverage was back in Cronkite's day. And I thought, "Gee, if only you were in a position to do something about it.

Medicare, which pays hospitals based on their costs, plus overhead and a small profit margin, for providing each service, would have paid about $825 for all three tests. Also

I love seeing the bookshops and meeting the booksellers—booksellers really are a special breed. No one in their right mind would take up clerking in a bookstore for the salary, and no one in his right mind would want to own one—the margin of profit is too small. So, it has to be a love of readers and reading that makes them do it—along with first dibs on the new books.

If you’re going to put as little as possible into my training and wages, if you’re going to make sure that I can’t get enough hours to survive in order to avoid giving me health care, and generally make sure that I’m as uncomfortable as possible at any given time just to make sure I know my place, then how can you expect me to care about your profit margin? Remember, you get what you pay for.

It was the kind of thing brands had started posting recently, as if they were moral entities instead of capitalist enterprises, as if they had values beyond customer retention and profit margin. We’d come to expect this from them—they were now our legislators, our educators, and, most importantly, our friends. As people began to think of themselves more and more as brands, brands started to feel more and more like people.

Buy books, then, that you have read with profit and pleasure and hope to read and reread. Buy books that you may underscore passages and write upon the margins, thus assuring yourself that the book is your own. Keep the books that mean the most to you close at hand, one or two, if possible, on a table at your bedside. Do not hide away your favorite books or keep them locked in enclosed shelves. Do not keep them under glass.

It was the explosion of EDM music where profit margins were exponentially higher because the entire under-aged clientele arrived totally fucked up on pills and needed to stay hydrated at the price of $7 per bottle for water.

You love them. The fives and twenties and the profit margins, overheads, the trading fees and tax-free fuckwhats.” “I love little more than a tax-free fuckwhat.” “How does anybody keep track of money anyway, when it’s zinging around all over the place? This guy puts it here for five minutes into pork asses, then whap! he kicks the asses and slaps it into gizmos, then shuffles some of that into peanut brittle.” “It’s never wise to put all your eggs into one pork’s ass.

Six Telltale Signs of a Winning Strategy 1) An activity system that looks different from any competitor's system. It means you are tempting to deliver value in a distinctive way. 2) Customers who absolutely adore you, and noncustomers who can't see why anybody would buy from you. This means you have been choiceful. 3) Competitors who make a good profit doing what they are doing. It means your strategy has left where-to-play and how-to-win choices for competitors, who don't need to attack the heart of your market to survive. 4) More resources to spend on an ongoing basis than competitors have. This means you are winning the value equation and have the biggest margin between price and costs and best capacity to add spending to take advantage of an opportunity to defend your turf. 5) Competitors who attack one another, not you. It means that you look like the hardest target in the (broadly defined) industry to attack. 6) Customers who look first to you for innovations, new products, and service enhancement to make their lives better. This means that your customers believe that you are uniquely positioned to create value for them.

Profits are the result of productivity. Productivity is defined as ‘the effectiveness of effort as measured in terms of the rate of output per unit of input.’ Profit exists within this margin. Therefore, any desire to increase profits must include reasonable actions to improve productivity.

We have shown two important and related sets of facts. In most US industries, market shares have become more concentrated and more persistent. Industry leaders are less likely to be challenged and replaced than they were twenty years ago. At the same time, their profit margins have increased.

The scene would give white people a chance to see themselves as complicit in cultural appropriation, but the takeaway for marginalized audiences would be different. It could tell them, "You're not crazy. Your physical and intellectual labor really has been stolen and repackaged for profit. It's real.

In an exchange economy everybody’s money income is somebody else’s cost. Every increase in hourly wages, unless or until compensated by an equal increase in hourly productivity, is an increase in costs of production. An increase in costs of production, where the government controls prices and forbids any price increase, takes the profit from marginal producers, forces them out of business, means a shrinkage in production and a growth in unemployment. Even where a price increase is possible, the higher price discourages buyers, shrinks the market, and also leads to unemployment. If a 30 percent increase in hourly wages all around the circle forces a 30 percent increase in prices, labor can buy no more of the product than it could at the beginning; and the merry-go-round must start all over again.

In business, it's very important to protect your businesses income! Because a business with no income is not really a business at all. As long as the business has income - even if margins are slim, you can find a way to cut expenses, improve cash flow and improve it's profitability. Tight cash flow can be better leveraged than no cash flow. But if you make choices that jeopardize or forefeit the income, because you're frustrated with slim margins, then you forfeit that opportunity. Work with those slim margins while you work on widening them.

the first businesses in the United States to implement Owen’s 8-hour day was the Ford Motor Company. In 1914, it not only cut the standard workday to eight hours, but it also doubled its workers’ pay in the process. To the shock of many at the time, this resulted in a significant increase in productivity, and Ford’s profit margins doubled within two years of implementation.

There is a kinship, between the climate scientists and the epidemiologists and the scholars of authoritarian states. The people who research worst-case scenarios are stuck breaking bad news while protectors of profit margins and purveyors of institutionalist mythologies market false assurances. The later remain successful not in spite of evidence, but to spite the evidence.

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.

It little profits that an idle king, By this still hearth, among these barren crags, Matched with an aged wife, I mete and dole Unequal laws unto a savage race, That hoard, and sleep, and feed, and know not me. I cannot rest from travel; I will drink life to the lees. All times I have enjoyed Greatly, have suffered greatly, both with those that loved me, and alone; on shore, and when Through scudding drifts the rainy Hyades Vexed the dim sea. I am become a name; For always roaming with a hungry heart Much have I seen and known---cities of men And manners, climates, councils, governments, Myself not least, but honored of them all--- And drunk delight of battle with my peers, Far on the ringing plains of windy Troy. I am part of all that I have met; Yet all experience is an arch wherethrough Gleams that untraveled world whose margin fades Forever and forever when I move. How dull it is to pause, to make an end. To rust unburnished, not to shine in use! As though to breathe were life! Life piled on life Were all too little, and of one to me Little remains; but every hour is saved From that eternal silence, something more, A bringer of new things; and vile it were For some three suns to store and hoard myself, And this gray spirit yearning in desire To follow knowledge like a sinking star, Beyond the utmost bound of human thought. This is my son, my own Telemachus, To whom I leave the scepter and the isle--- Well-loved of me, discerning to fulfill This labor, by slow prudence to make mild A rugged people, and through soft degrees Subdue them to the useful and the good. Most blameless is he, centered in the sphere Of common duties, decent not to fail In offices of tenderness, and pay Meet adoration to my household gods, When I am gone. He works his work, I mine. There lies the port; the vessel puffs her sail; There gloom the dark, broad seas. My mariners, Souls that have toiled, and wrought, and thought with me--- That ever with a frolic welcome took The thunder and the sunshine, and opposed Free hearts, free foreheads---you and I are old; Old age hath yet his honor and his toil. Death closes all; but something ere the end, Some work of noble note, may yet be done, Not unbecoming men that strove with gods. The lights begin to twinkle from the rocks; The long day wanes; the slow moon climbs; the deep Moans round with many voices. Come, my friends. 'Tis not too late to seek a newer world. Push off, and sitting well in order smite the sounding furrows; for my purpose holds To sail beyond the sunset, and the baths Of all the western stars, until I die. It may be that the gulfs will wash us down; It may be that we shall touch the Happy Isles, And see the great Achilles, whom we knew. Though much is taken, much abides; and though We are not now that strength which in old days Moved earth and heaven, that which we are, we are--- One equal temper of heroic hearts, Made weak by time and fate, but strong in will To strive, to seek, to find, and not to yield.

He asks, “how hard would it be to go a week without Google? Or, to up the ante, without Facebook, Amazon, Skype, Twitter, Apple, eBay, and Google?”33 Wu is putting his finger on a disquieting new reality—that the new communication medium a younger generation gravitated to because of its promise of openness, transparency, and deep social collaboration masks another persona more concerned with ringing up profit by advancing a networked Commons.

It is far better to cannibalize yourself than have someone else do it,” said Diego Piacentini in a speech at Stanford’s Graduate School of Business a few years later. “We didn’t want to be Kodak.” The reference was to the century-old photography giant whose engineers had invented digital cameras in the 1970s but whose profit margins were so healthy that its executives couldn’t bear to risk it all on an unproven venture in a less profitable frontier.

Ownership shatters ecology. For the land to survive, for us to survive, it must cease to be property. It cannot continue to sustain us for much longer under the weight of such merciless use. We know this. We know the insatiable hunger for profit that drives that use and the dismpowerment that accommodates us. We don't yet know how to make it stop. But where ecology meets culture there is another question. How do we hold in common not only the land, but all the fragile, tenacious rootedness of human beings to the ground of our histories, teh cultural residues of our daily work, the invidual and tribal longings for place? How do we abolish ownership of land and respect people's ties to it? How do we shift the weight of our times from the single-minded nationalist drive for a piece of territory and the increasingly barricaded self-interest of even the marginally privileged towards a rich and multilayered sense of collective heritage? I don't have the answer. But I know that only when we can hold each people's particular memories and connections with land as a common treasure can the knowledge of our place on it be restored.

But in capitalist reality as distinguished from its textbook picture, it is not that kind of competition which counts but the competition from the new commodity, the new technology, the new source of supply, the new type of organization (the largest-scale unit of control for instance)—competition which commands a decisive cost or quality advantage and which strikes not at the margins of the profits and the outputs of the existing firms but at their foundations and their very lives.

You know what—gyms make the largest chunk of their profit from clients who pay their monthly dues on auto-pay but never bother to show up and use the gym. The DVD-rental companies make a good chunk of their profits from late fees; the credit-card companies make a fortune on sundry fines and penalties; the airlines’ margins are highest on ticket changes and cancellations… So, the key to running a successful business in America is to sign up a customer and pray he’ll somehow screw up…

It seems wrong to call it "business". It seems wrong to throw all those hectic days and sleepless nights, all those magnificent triumphs and desperate struggles, under that bland, generic banner: business. What we were doing felt like so much more. Each new day brought fifty new problems, fifty tough decisions that needed to be made, right now, and we were always acutely aware that one rash move, one wrong decision could be the end. The margin for error was forever getting narrower, while the stakes were forever creeping higher–and none of us wavered in the belief that "stakes" didn't mean "money". For some, I realize, business is the all-out pursuit of profits, period, full stop, but for use business was no more about making money than being human is about making blood. Yes, the human body needs blood. It needs to manufacture red and white cells and platelets and redistribute them evenly, smoothly, to all the right places, on time, or else. But that day-to-day of the human body isn't our mission as human beings. It's a basic process that enables our higher aims, and life always strives to transcend the basic processes of living–and at some point in the late 1970s, I did, too. I redefined winning, expanded it beyond my original definition of not losing, of merely staying alive. That was no longer enough to sustain me, or my company. We wanted, as all great business do, to create, to contribute, and we dared to say so aloud. When you make something, when you improve something, when you deliver something, when you add some new thing or service to the life of strangers, making them happier, or healthier, or safer, or better, and when you do it all crisply and efficiently, smartly, the way everything should be done but so seldom is–you're participating more fully in the whole grand human drama. More than simply alive, you're helping other to live more fully, and if that's business, all right, call me a businessman.

Forget the contracting end,” says Jocelyn. “It’s a sideshow. The main deal is the prison. Prisons used to be about punishment, and then reform and penitence, and then keeping dangerous offenders inside. Then, for quite a few decades, they were about crowd control – penning up the young, aggressive, marginalized guys to keep them off the streets. And then, when they started to be run as private businesses, they were about the profit margins for the prepackaged jail-meal suppliers, and the hired guards and so forth.” Stan nods; he understands all of this.

The rich and powerful are going to survive longer, but the effects are very real―and they're getting worse very quickly as more and more people get marginalized because they play no role in profit-making, which is considered the only human value. Well, the environmental problems are simply much more significant in scale than anything else in the past. And there's a fair possibility―certainly a possibility high enough so that no rational person would exclude it―that within a couple hundred years the world's water-level will have risen to the point that most of human life will have been destroyed.

There was another reason why the dollar's hegemony grew: the intentional impoverishment of America's working class. A cynic will tell you quite accurately that large quantities of money are attracted to countries where the profit rate is higher. For Wall Street to exercise fully its magnetic powers over foreign capital, profit margins in the United States had to catch up with profit rates in Germany and Japan. A quick and dirty way to do this was to suppress American wages. Cheaper labour makes for lower costs, makes for larger margins. It is no coincidence that, to this day, American working class earnings languish below their 1974 level. It is also no coincidence that union-busting became a thing in the 1970s, culminating in Ronald Reagan's dismissal of every single unionised air traffic controller. A move emulated by Margaret Thatcher in Britain who pulverised whole industries in order to eliminate the trade unions that inhabited them. And faced with the Minotaur's sucking most of the world's capital into America, the European ruling classes reckoned that they had no alternative but to do the same. Reagan had set the pace. Thatcher had shown the way. But it was in Germany and later across continental Europe that the new class war - you might call it universal austerity - was waged most effectively.

First, disruptive products are simpler and cheaper; they generally promise lower margins, not greater profits. Second, disruptive technologies typically are first commercialized in emerging or insignificant markets. And third, leading firms’ most profitable customers generally don’t want, and indeed initially can’t use, products based on disruptive technologies. By and large, a disruptive technology is initially embraced by the least profitable customers in a market. Hence, most companies with a practiced discipline of listening to their best customers and identifying new products that promise greater profitability and growth are rarely able to build a case for investing in disruptive technologies until it is too late.

the marginal notes to the Geneva Bible did more than provide theological elucidation at points of difficulty—the “most profitable annotations upon the hard places” mentioned on the title page of the work. They offered political comments on the text, which could easily be applied to the political situation under James I—and James cordially detested what he found in those notes.

Them, too, but I was thinking of the people who make a religion out of something completely different. Like money—actually, that’s the nearest thing the government has to an ideology, and I’m not talking about bribes, Sam. Nowadays it’s not just unfortunate if you have a low-paid job, have you noticed? It’s actually irresponsible: you’re not a good member of society, you’re being very very naughty not to have a big house and a fancy car.” “But if anyone asks for a raise,” I said, whapping the ice tray, “they’re being very very naughty to threaten their employer’s profit margin, after everything he’s done for the economy.” “Exactly. If you’re not rich, you’re a lesser being who shouldn’t have the gall to expect a living wage from the decent people who are.

Them, too, but I was thinking of the people who make a religion out of something completely different. Like money - actually, that's the nearest thing the government has to an ideology, and I'm not talking about bribes, Sam. Nowadays it's not just unfortunate if you have a low-paid job, have you noticed? It's actually irresponsible: you're not a good member of society, you're being very very naughty not to have a big house and a fancy car." "But if anyone asks for a raise," I said, whapping the ice tray, "they're being very very naughty to threaten their employer's profit margin, after everything he's done for the economy." "Exactly. If you're not rich, you're a lesser being who shouldn't have the gall to expect a living wage from the decent people who are.

By “good profit,” I don’t mean high margins or high return on capital, or lots of profit by just any means. What I consider to be good profit comes from Principled Entrepreneurship™—creating superior value for our customers while consuming fewer resources and always acting lawfully and with integrity. Good profit comes from making a contribution in society—not from corporate welfare or other ways of taking advantage of people.

Our steady resistance forms cracks in the world of profit margins. It transitions us away from self-destruction. We are a thorn in the side of a world that believes it must extract to exist, a bone-deep reminder there are other ways of being…Some of us leave the land to bring our case to the financiers of the industry we oppose, to present the data and oppositional testimony the banks ostensibly have no knowledge of. In here, I feel like an exotic bird to be examined for potential danger. In here, alongside discussion of financial investments, I remind corporate heads that they drink water and breathe air. As awkward as it can be to remind a person of their own humanity, it has proven exceedingly effective to bring Indigenous rights and the voice of the land into these spaces. SACRED RESISTANCE by Tara Houska, Zhaabowekwe, Couchiching First Nation

Around this time, McDonald’s had conceived of a new product, the Chicken McNugget, but they were reluctant to bring it to market because of their concern that chicken prices might rise and squeeze their profit margins. Chicken producers like Lane wouldn’t agree to sell to them at a fixed price because they were worried that their costs would go up and they would be squeezed. As I thought about the problem, it occurred to me that in economic terms a chicken can be seen as a simple machine consisting of a chick plus its feed. The most volatile cost that the chicken producer needed to worry about was feed prices. I showed Lane how to use a mix of corn and soymeal futures to lock in costs so they could quote a fixed price to McDonald’s. Having greatly reduced its price risk, McDonald’s introduced the McNugget in 1983. I felt great about helping make that happen.

Throughout the U.S., small farms are being squeezed out by large farms, the only ones able to survive on shrinking profit margins by economies of scale. But in southwestern Montana it is now impossible for small farmers to become large farmers by buying more land, for reasons succinctly explained by Allen Bjergo: “Agriculture in the U.S. is shifting to areas like Iowa and Nebraska, where no one would live for the fun of it because it isn’t beautiful as in Montana! Here in Montana, people do want to live for the fun of it, and so they are willing to pay much more for land than agriculture on the land would support. The Bitterroot is becoming a horse valley. Horses are economic because, whereas prices for agricultural products depend on the value of the food itself and are not unlimited, many people are willing to spend anything for horses that yield no economic benefit.

By probing questions such as these, the Swiss watch company Swatch, for example, was able to arrive at a cost structure some 30 percent lower than any other watch company in the world. At the start, Nicolas Hayek, chairman of Swatch, set up a project team to determine the strategic price for the Swatch. At the time, cheap (about $75), high-precision quartz watches from Japan and Hong Kong were capturing the mass market. Swatch set the price at $40, a price at which people could buy multiple Swatches as fashion accessories. The low price left no profit margin for Japanese or Hong Kong–based companies to copy Swatch and undercut its price. Directed to sell the Swatch for that price and not a penny more, the Swatch project team worked backwards to arrive at the target cost, a process that involved determining the margin Swatch needed to support marketing and services and earn a profit. Given

Microsoft’s success represented an aesthetic flaw in the way the universe worked. “The only problem with Microsoft is they just have no taste, they have absolutely no taste,” he later said. “I don’t mean that in a small way. I mean that in a big way, in the sense that they don’t think of original ideas and they don’t bring much culture into their product.”116 The primary reason for Microsoft’s success was that it was willing and eager to license its operating system to any hardware maker. Apple, by contrast, opted for an integrated approach. Its hardware came only with its software and vice versa. Jobs was an artist, a perfectionist, and thus a control freak who wanted to be in charge of the user experience from beginning to end. Apple’s approach led to more beautiful products, a higher profit margin, and a more sublime user experience. Microsoft’s approach led to a wider choice of hardware.

On 3 timeless ideas for investing Benjamin Graham, three fundamentally basic ideas: 1. You should look at stocks as part of ownership of a business. 2. You should look at market fluctuations in terms of his "Mr. Market" example & make them your friend rather than your enemy by essentially profiting from folly rather participating in it, & finally, 3. The 3 most important words in investing are "margin of safety" - ...always building a 15,000 pound bridge if you're going to be driving 10,000 pound truck across it...

In fact, as these companies offered more and more (simply because they could), they found that demand actually followed supply. The act of vastly increasing choice seemed to unlock demand for that choice. Whether it was latent demand for niche goods that was already there or a creation of new demand, we don't yet know. But what we do know is that the companies for which we have the most complete data - netflix, Amazon, Rhapsody - sales of products not offered by their bricks-and-mortar competitors amounted to between a quarter and nearly half of total revenues - and that percentage is rising each year. in other words, the fastest-growing part of their businesses is sales of products that aren't available in traditional, physical retail stores at all. These infinite-shelf-space businesses have effectively learned a lesson in new math: A very, very big number (the products in the Tail) multiplied by a relatives small number (the sales of each) is still equal to a very, very big number. And, again, that very, very big number is only getting bigger. What's more, these millions of fringe sales are an efficient, cost-effective business. With no shelf space to pay for - and in the case of purely digital services like iTunes, no manufacturing costs and hardly any distribution fees - a niche product sold is just another sale, with the same (or better) margins as a hit. For the first time in history, hits and niches are on equal economic footing, both just entries in a database called up on demand, both equally worthy of being carried. Suddenly, popularity no longer has a monopoly on profitability.

It is challenging to honor the descent in a culture that primary values the ascent. We like things rising—stock markets, the GDP, profit margins. We get anxious when things go down. Even within psychology, there is a premise that is biased toward improvement, always getting better, rising above our troubles. We hold dear concepts like progress and integration. These are fine in and of themselves, but it is not the way psyche works. Psyche, we must remember, was shaped by and is rooted in the foundations of nature. As such, psyche also experiences times of decay and death, of stopping, regression, and being still. Much happens in these times that deepen the soul. When all we are shown is the imagery of ascent, we are left to interpret the times of descent as pathological; we feel that we are somehow failing. As poet and author Robert Bly wryly noted, “How can we get a look at the cinders side of things when the society is determined to create a world of shopping malls and entertainment complexes in which we are made to believe that there is no death, disfigurement, illness, insanity, lethargy, or misery? Disneyland means ‘no ashes.’ 

Other groups of color need to acknowledge the courage of Black America, and our indebtedness to them for what we have learned from their struggles. Although all groups can recount their own unique struggles for equal rights, African Americans have always been in the forefront in advocating for social justice. Many other groups of color (and other marginalized groups—women and LGBTQ [lesbian, gay, bisexual, transgender, and queer] individuals) have learned much from the Black movement, including the importance of group identity, and have profited from the work, struggle, and sacrifice of African American brothers and sisters.

But privatisation has another important function in the neoliberal world view, and that's to assist wage suppression. If you're a private company, you've got one overriding obligation, and it's not to your workers, to your country or your community - it's to make a profit, in order to return it in dividends to your shareholders. That's it. And the means to increase that rate of return to its greatest possible margin is cutting the cost of your operation. You do this by increasing your productivity, expanding your market, raising prices on your offered commodities, and by reducing the wages and conditions of the people who work for you.

This resulted in a model of the macroeconomy as consisting of a single consumer, who lives for ever, consuming the output of the economy, which is a single good produced in a single firm, which he owns and in which he is the only employee, which pays him both profits equivalent to the marginal product of capital and a wage equivalent to the marginal product of labor, to which he decides how much labor to supply by solving a utility function that maximizes his utility over an infinite time horizon, which he rationally expects and therefore correctly predicts. The economy would always be in equilibrium except for the impact of unexpected ‘technology shocks’ that change the firm’s productive capabilities (or his consumption preferences) and thus temporarily cause the single capitalist/worker/consumer to alter his working hours. Any reduction in working hours is a voluntary act, so the representative agent is never involuntarily unemployed, he’s just taking more leisure. And there are no banks, no debt, and indeed no money in this model. You think I’m joking? I wish I was.

Data sliced sufficiently finely begin once again to tell stories. The top 1 percent of the income distribution—representing household incomes in excess of roughly $475,000—comprises only about 1.5 million households. If one adds up the numbers of vice presidents or above at S&P 1500 companies (perhaps 250,000), professionals in the finance sector, including in hedge funds, venture capital, private equity, investment banking, and mutual funds (perhaps 250,000), professionals working at the top five management consultancies (roughly 60,000), partners at law firms whose profits per partner exceed $400,000 (roughly 25,000), and specialist doctors (roughly 500,000), this yields perhaps 1 million people. These are surely not all one-percenters, but they are all plausibly parts of the top 1 percent, and this group might comprise half—a sizable share—of 1 percent households overall. At the very least, the people in these known and named jobs constitute a material, rather than just marginal or eccentric, part of the top 1 percent of the income distribution. They are also, of course, the people depicted in journalistic accounts of extreme jobs—the people who regularly cancel vacation plans, spend most of their time on the road, live in unfurnished luxury apartments, and generally subsume themselves in work, encountering their personal lives only occasionally, and as strangers.

History favors the bold. Compensation favors the meek. As a Fortune 500 company CEO, you’re better off taking the path often traveled and staying the course. Big companies may have more assets to innovate with, but they rarely take big risks or innovate at the cost of cannibalizing a current business. Neither would they chance alienating suppliers or investors. They play not to lose, and shareholders reward them for it—until those shareholders walk and buy Amazon stock. Most boards ask management: “How can we build the greatest advantage for the least amount of capital/investment?” Amazon reverses the question: “What can we do that gives us an advantage that’s hugely expensive, and that no one else can afford?” Why? Because Amazon has access to capital with lower return expectations than peers. Reducing shipping times from two days to one day? That will require billions. Amazon will have to build smart warehouses near cities, where real estate and labor are expensive. By any conventional measure, it would be a huge investment for a marginal return. But for Amazon, it’s all kinds of perfect. Why? Because Macy’s, Sears, and Walmart can’t afford to spend billions getting the delivery times of their relatively small online businesses down from two days to one. Consumers love it, and competitors stand flaccid on the sidelines. In 2015, Amazon spent $7 billion on shipping fees, a net shipping loss of $5 billion, and overall profits of $2.4 billion. Crazy, no? No. Amazon is going underwater with the world’s largest oxygen tank, forcing other retailers to follow it, match its prices, and deal with changed customer delivery expectations. The difference is other retailers have just the air in their lungs and are drowning. Amazon will surface and have the ocean of retail largely to itself.

Lifting a goblet of wine to her lips, Evie glanced at him over the rim as she drank. “What is in that ledger?” “A lesson in creative record keeping. I’m sure you won’t be surprised to learn that Egan has been draining the club’s accounts. He shaves away increments here and there, in small enough quantities that the thefts have gone unnoticed. But over time, it totals up to a considerable sum. God knows how many years he’s been doing it. So far, every account book I’ve looked at contains deliberate inaccuracies.” “How can you be certain that they’re deliberate?” “There is a clear pattern.” He flipped open a ledger and nudged it over to her. “The club made a profit of approximately twenty thousand pounds last Tuesday. If you cross-check the numbers with the record of loans, bank deposits, and cash outlays, you’ll see the discrepancies.” Evie followed the trail of his finger as he ran it along the notes he had made in the margin. “You see?” he murmured. “These are what the proper amounts should be. He’s padded the expenses liberally. The cost of ivory dice, for example. Even allowing for the fact that the dice are only used for one night and then never again, the annual charge should be no more than two thousand pounds, according to Rohan.” The practice of using fresh dice every night was standard for any gaming club, to ward off any question that they might be loaded. “But here it says that almost three thousand pounds was spent on dice,” Evie murmured. “Exactly.” Sebastian leaned back in his chair and smiled lazily. “I deceived my father the same way in my depraved youth, when he paid my monthly upkeep and I had need of more ready coin than he was willing to provide.” “What did you need it for?” Evie could not resist asking. The smile tarried on his lips. “I’m afraid the explanation would require a host of words to which you would take strong exception.

a young Goldman Sachs banker named Joseph Park was sitting in his apartment, frustrated at the effort required to get access to entertainment. Why should he trek all the way to Blockbuster to rent a movie? He should just be able to open a website, pick out a movie, and have it delivered to his door. Despite raising around $250 million, Kozmo, the company Park founded, went bankrupt in 2001. His biggest mistake was making a brash promise for one-hour delivery of virtually anything, and investing in building national operations to support growth that never happened. One study of over three thousand startups indicates that roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support. Had Park proceeded more slowly, he might have noticed that with the current technology available, one-hour delivery was an impractical and low-margin business. There was, however, a tremendous demand for online movie rentals. Netflix was just then getting off the ground, and Kozmo might have been able to compete in the area of mail-order rentals and then online movie streaming. Later, he might have been able to capitalize on technological changes that made it possible for Instacart to build a logistics operation that made one-hour grocery delivery scalable and profitable. Since the market is more defined when settlers enter, they can focus on providing superior quality instead of deliberating about what to offer in the first place. “Wouldn’t you rather be second or third and see how the guy in first did, and then . . . improve it?” Malcolm Gladwell asked in an interview. “When ideas get really complicated, and when the world gets complicated, it’s foolish to think the person who’s first can work it all out,” Gladwell remarked. “Most good things, it takes a long time to figure them out.”* Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering. In a study of software startups, strategy researchers Elizabeth Pontikes and William Barnett find that when entrepreneurs rush to follow the crowd into hyped markets, their startups are less likely to survive and grow. When entrepreneurs wait for the market to cool down, they have higher odds of success: “Nonconformists . . . that buck the trend are most likely to stay in the market, receive funding, and ultimately go public.” Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors. “Moving first is a tactic, not a goal,” Peter Thiel writes in Zero to One; “being the first mover doesn’t do you any good if someone else comes along and unseats you.” Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly. In a study of the U.S. automobile industry over nearly a century, pioneers had lower survival rates because they struggled to establish legitimacy, developed routines that didn’t fit the market, and became obsolete as consumer needs clarified. Settlers also have the luxury of waiting for the market to be ready. When Warby Parker launched, e-commerce companies had been thriving for more than a decade, though other companies had tried selling glasses online with little success. “There’s no way it would have worked before,” Neil Blumenthal tells me. “We had to wait for Amazon, Zappos, and Blue Nile to get people comfortable buying products they typically wouldn’t order online.

It seems wrong to call it “business.” It seems wrong to throw all those hectic days and sleepless nights, all those magnificent triumphs and desperate struggles, under that bland, generic banner: business. What we were doing felt like so much more. Each new day brought fifty new problems, fifty tough decisions that needed to be made, right now, and we were always acutely aware that one rash move, one wrong decision could be the end. The margin for error was forever getting narrower, while the stakes were forever creeping higher—and none of us wavered in the belief that “stakes” didn’t mean “money.” For some, I realize, business is the all-out pursuit of profits, period, full stop, but for us business was no more about making money than being human is about making blood. Yes, the human body needs blood. It needs to manufacture red and white cells and platelets and redistribute them evenly, smoothly, to all the right places, on time, or else. But that day-to-day business of the human body isn’t our mission as human beings. It’s a basic process that enables our higher aims, and life always strives to transcend the basic processes of living—and at some point in the late 1970s, I did, too. I redefined winning, expanded it beyond my original definition of not losing, of merely staying alive. That was no longer enough to sustain me, or my company. We wanted, as all great businesses do, to create, to contribute, and we dared to say so aloud. When you make something, when you improve something, when you deliver something, when you add some new thing or service to the lives of strangers, making them happier, or healthier, or safer, or better, and when you do it all crisply and efficiently, smartly, the way everything should be done but so seldom is—you’re participating more fully in the whole grand human drama. More than simply alive, you’re helping others to live more fully, and if that’s business, all right, call me a businessman. Maybe it will grow on me.

The baby food companies can maintain good profit margins as long as women hear what a marvellous thing breastfeeding is without getting the support to do it.

Another activity that isn’t celebrated as charity is what Robin has called “marginal charity.”65 Here the idea is to nudge our personal decisions just slightly (marginally) in the direction that’s beneficial to others. Normally we try to optimize for our own private gain. When a property development firm is planning to build a new apartment complex, for example, they’ll crunch a few numbers to determine the most profitable height for the building—10 stories, say. But what’s optimal for the developer isn’t necessarily optimal for the neighborhood. Regulations, for example, might make it difficult to get building permits, which can result in housing shortages. So if the developer built 11 stories instead of 10, it would reduce their profit by only a tiny amount, but it would add a bunch of new apartments to the neighborhood.

this was always the ‘low-hanging fruit’. The real challenge for the next few years is how to re-establish a profitable presence for our major brands like Hardys and Houghton in the US market, and how to ensure our fair share in the rapidly expanding and healthy margin Chinese market.

The drone Unaha-Closp was fully repaired. It applied to join the Culture and was accepted; it served on the General Systems Vehicle Irregular Apocalypse and the Limited Systems Vehicle Profit Margin until the end of the war, then transferred to the Orbital called Erbil and a post in a transport systems factory there. It is retired now, and builds small steam-driven automata as a hobby.

In a world where everyone was trying to radiate success while praying for actual profits, Brooke's margins narrowed and narrowed.

seminar on Intel strategy and operations. Resident professor: Dr. Andy Grove. In the space of an hour, Grove traced the company’s history, year by year. He summarized Intel’s core pursuits: a profit margin twice the industry norm, market leadership in any product line it entered, the creation of “challenging jobs” and “growth opportunities” for employees.* Fair enough, I thought, though I’d heard similar things at business school. Then he said something that left a lasting impression on me. He referenced his previous company, Fairchild, where he’d first met Noyce and Moore and went on to blaze a trail in silicon wafer research. Fairchild was the industry’s gold standard, but it had one great flaw: a lack of “achievement orientation.” “Expertise was very much valued there,” Andy explained. “That is why people got hired. That’s why people got promoted. Their effectiveness at translating that knowledge into actual results was kind of shrugged off.” At Intel, he went on, “we tend to be exactly the opposite. It almost doesn’t matter what you know. It’s what you can do with whatever you know or can acquire and actually accomplish [that] tends to be valued here.” Hence the company’s slogan: “Intel delivers.

I see doctors regulating patients’ current levels of human contact as carefully as their blood pressure. I see it becoming trendy to have a flip phone that does little more than page people. I see it as the height of elegance to be without Wi-Fi. I see eye contact as the new stamina. Collaboration as ambition. I see a world—and it isn’t great news for the planet—where people are having more reproductive sex because it’s often through the holding of and raising and protecting of children that people remember how fucking good life is. I see a massive downturn in your profitability margin within two years. I see you churning out products that people are becoming courageous enough to realize they don’t want. I see people turning on Mammoth. Turning toward each other. Turning against tech.

Free” has an incredible power that no other pricing does. The Duke behavioral economist Dan Ariely wrote about the power of free in his excellent book Predictably Irrational, describing an experiment in which he offered research subjects the choice of a Lindt chocolate truffle for 15 cents or a Hershey’s Kiss for a mere penny. Nearly three-fourths of the subjects chose the premium truffle rather than the humble Kiss. But when Ariely changed the pricing so that the truffle cost 14 cents and the Kiss was free—the same price differential—more than two-thirds of the subjects chose the inferior (but free) Kisses. The incredible power of free makes it a valuable tool for distribution and virality. It also plays an important role in jump-starting network effects by helping a product achieve the critical mass of users that is required for those effects to kick in. At LinkedIn, we knew that our basic accounts had to be free if we wanted to get to the million users we theorized represented critical mass. Sometimes you can offer a product for free and still be profitable; in the advertising-driven business model, a large enough mass of free users can be valuable even if they never pay for your service. Facebook, for example, doesn’t charge its users a dime, but it is able to generate large amounts of high-gross-margin revenue by selling targeted advertising. But sometimes a product doesn’t lend itself to the advertising model, as is the case with many services used by students and educators. Without third-party revenue, the problem with offering your product to users for free is that you can’t offset your lack of sales by “making it up in volume.

in a difficult market environment, profits will be smaller than normal and losses will be larger; downside gaps will be more common, and you will likely experience greater slippage. The smart way to handle this is to do the following: Tighten up stop-losses. If you normally cut losses at 7 to 8 percent, cut them at 5 to 6 percent. Settle for smaller profits. If you normally take profits of 15 to 20 percent on average, take profits at 10 to 12 percent. If you’re trading with the use of leverage, get off margin immediately. Reduce your exposure with regard to your position sizes as well as your overall capital commitment. Once you see your batting average and reward/risk profile improve, you can start to extend your parameters gradually back to normal levels.

Rather than squandering our scarcest resource (talent) trying to save a marginal business, we’ve learned to focus that resource on opportunities with real potential.

Premium Pricing Improves Commitment We never want our clients to be in situations where it is easy for them to decide to not take our advice. Any time someone hires an outside expert, the ultimate outcome he seeks is to move forward with confidence. What is the value of good advice not acted upon? Yes, it is our job to tell him what to do, but that is often the easy part. We are equally obliged to give him the strength to do it. We are not meeting our full obligations to our clients when we make recommendations that they find easy to ignore. The price we charge for such guidance should be enough that our clients feel compelled to act, lest they experience a profound sense of wasted resources. There must be the appropriate amount of pain associated with our pricing. This implies the need for our pricing to change as the size of the client changes. Larger organizations need to pay more to ensure their commitment. Larger Clients Get Greater Value Another reason larger clients must pay more is they derive greater financial value from similar work we would do for smaller organizations. To charge John Doe Chevrolet what we would charge General Motors for the same work would be irresponsible of us. The larger client pays more to ensure his commitment to solving his problem and to ensure his commitment to working with us – and he pays more because we are delivering a service that has a greater dollar value to him. Reinvesting in Ourselves Of all the investment opportunities we will face in our lives, few will yield returns greater than those opportunities to invest in ourselves. Price premiums give us the profit to reinvest in our people, our enterprise and ourselves. The corporations that we most admire are the ones that invest in research and development. We must follow their path. While others get by on slim margins, winning on price, we will use some of our greater profit margins to better ourselves and put greater distance between our competition and us. Better Margins Equal Better Firms and Better Clients On these many levels, charging more improves our ability to help our clients and increases the likelihood that we will deliver high-quality outcomes. It allows us to select the best clients – those that we are most able to help. Like leaning into the discomfort of money conversations, charging more might not come naturally or seem easy, but it is better for everyone, including the client, and so this too we shall learn to do with confidence.

The problem with a competitive business goes beyond lack of profits. Imagine you’re running one of those restaurants in Mountain View. You’re not that different from dozens of your competitors, so you’ve got to fight hard to survive. If you offer affordable food with low margins, you can probably pay employees only minimum wage. And you’ll need to squeeze out every efficiency: that’s why small restaurants put Grandma to work at the register and make the kids wash dishes in the back. Restaurants aren’t much better even at the very highest rungs, where reviews and ratings like Michelin’s star system enforce

Most businesses hustle to create revenue, pay out their various expenses, and with any luck, there’s a little profit left over for the owners.  Here’s what you’re probably learning in business school: Revenue minus expenses equals profits.  Sounds sensible, right?”  He paused for the group of nodding heads.  “Well, it’s not!  It is completely backwards.  It should be taught:  Revenue minus PROFITS equal expenses.” Our chaperoning professors did their best to hide their cloudy faces, but it was clear Mr. X didn’t mind offending them.  “Don’t wait to see if there’s anything left over for a profit.  By carving out a margin before you address expenses, you create a constraint on the resources available.  This constraint unlocks your creativity to meet customers’ needs, streamline operations, and only spend money on that which truly generates value.  There’s no room left for fluff and bloat.  Difficult decisions on how you should run your business become obvious. No longer fat, dumb and happy, maybe you make that extra sales call or hold off on that unnecessary expense.  Business is very competitive, and the difference between the Hall of Fame and the graveyard can be remarkably thin.  Everyone says they want to run a tight ship, but the best way to harness your entrepreneurial verve is to tie your own hands to the yarak mast.  It will turn all of your business SHOULDS into business MUSTS.  I’ve spent a lot of time finding different places to apply the idea of yarak, and it never ceases to amaze me how helpful it is.  So that’s my eighty-twenty secret.  Shh… don’t tell anyone,” he whispered.

By combining software with another, more readily monetized product — services, in this case — Amazon is able to efficiently extract profit from a growing, volume market. What’s more impressive, however, is that because Amazon is building primarily from either free software (in the economic sense) or software it developed internally, it is paying out minimal premiums to third parties for the services it offers. Which means that not only is AWS a volume business, it may be a high-margin business at the same time. Amazon does not break out its AWS revenues, so we’re forced to rely on estimates, but UBS analysts Brian Fitzgerald and Brian Pitz projected in 2010 that AWS’s margins would grow from 47% in 2006 to 53% in 2014. Last year, Andreas Gauger, the chief marketing officer for Amazon competitor ProfitBricks, estimated Amazon’s margins were better than 80%.

Many complex elements contributed to the Great Depression of 1929. However, most economists believe that the two main causes of the Depression were the immensely uneven distribution of wealth during the previous decade and the extensive speculation in stock that took place in the latter half of the decade. The decade preceding the Depression was a time of tremendous prosperity and became known as the “Roaring Twenties.” However, prosperity was not for everyone. The number of wealthy people in the country was less than a tenth of a percent of the total population yet they controlled most of the money in the country. In a well-functioning economy, demand must equal supply. But in 1929 wealth was so unevenly distributed that the supply of products far exceeded the demand for them. People may have wanted the products at the time but they couldn’t afford them. If supplies keep building and demand lessens, the economy can collapse. One way to balance the equation is to allow people to buy products over time. By the end of the Roaring Twenties, over 60 percent of all automobiles and 80 percent of all radios had been purchased on credit. With this new influx of money into the market, the economy was booming at the end of the 1920s. Stock speculation became rampant. Profits as high as 3,400 percent could be made in less than a year and people could buy on margin. In other words, they only had to put down 10 percent cash when buying a stock. Because of this, everyone was buying stocks. The poor were equal players with the rich. This buying spree pushed the market to new highs. In 1928 alone the Dow Jones Industrial Average rose from 191 to 300. There were warning signs as minor recessions occurred in the spring of 1929. Investors became nervous. In October people started selling their shares of stock. As the market started dropping, more and more people sold stock, margins were called, and by October 1929 there was panic selling. Stock prices dropped so fast that many rich people became poor in a matter of hours.

Table 5.4 Top 70 branded manufacturers’ turnover vs. profitability average for 2009/2010 Source: Compiled from various company data, annual reports and specialised financial websites. Sales turnover Number of companies Average net margin > $20 billion 12 11.3% $10–20 billion 18 7.8% $5–10 billion 16 7.4% < $5 billion 24 2.8%

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

With such thin margins, profits turn to losses if the retailer loses control of costs by even one or two percentage points. Thus, any activity by the manufacturer, even a change in packaging, will come under intense scrutiny for its impact on a retailer’s in-store merchandising or supply-chain handling costs. There is little chance the product will be listed if it is more costly for the retailer to handle. Equally, any manufacturer who does not immediately jump through hoops to instigate packaging or handling changes required by a retailer for efficiency reasons will find the temperature in negotiations rapidly dropping.

The New York Times ran a story recently about Gregg Rapp, a restaurant consultant, who gets paid to work out the pricing for menus. He knows, for instance, how lamb sold this year as opposed to last year; whether lamb did better paired with squash or with risotto; and whether orders decreased when the price of the main course was hiked from $39 to $41. One thing Rapp has learned is that high-priced entrées on the menu boost revenue for the restaurant—even if no one buys them. Why? Because even though people generally won't buy the most expensive dish on the menu, they will order the second most expensive dish. Thus, by creating an expensive dish, a restaurateur can lure customers into ordering the second most expensive choice (which can be cleverly engineered to deliver a higher profit margin).1

smaller companies with lean profit margins are simply not inclined to spend a great deal on cybersecurity.

A peasant—a small landowner—resides on a small plot of privately owned lands, and engages in subsistence farming.25 As his margins of profit are slim, he can go into debt for any number of reasons: personal illness, crop failure, taxation, or the monopoly of resources by the state or private elite. His first line of recourse is to procure a loan, which he can only get at high interest. The high interest renders him insolvent, so he is forced to sell or deliver family members into debt-slavery, to pay off the debt (see 2 Kgs 4:1–7; Neh 5:1–13). When this does not secure the means to pay off the debt, he has to resort to relinquishing or selling his own land (Neh 5:1–13)—his means of production—and, finally, to selling himself. Thus, he is compelled to enter the service of the state or some arrangement of feudal sharecropping for the landowning elite.26

They could see the economic attractiveness of being able to strip out the burgeoning brand-related costs from manufacturer brands and make a very good margin, even if the volumes were going to be low. There is a lot of profit available if you do not spend 5–10% of retail selling price (RSP) on marketing, 2% on product development, 10% on high management costs and 8% on a sales force.

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.

I once gave a talk in Chicago to a group of local chief human resources officers (CHROs) about Google’s culture. After the presentation, one CHRO stood up and sneered, “This is all well and good for Google. You have huge profit margins and can afford to treat your people so well. We can’t all do that.” I was going to explain that most of what we did cost us little to nothing. And that even in a time of flat wages you can still make work better, make people happier. Indeed, it’s when the economy is at its worst that treating people well matters most. Before

Relative to manufacturers, retailers have huge fixed costs and miniscule margins: this makes their profits more susceptible to small changes in volume and pricing, both favourably and unfavourably, than is the case with manufacturers.

overcapacity eventually destroys profits as manufacturers are more likely to make marginal cost-based decisions to regain volume.

Who is responsible for an agency’s operational response to growing workloads and declining fees? In today’s agency culture, it’s everyone… and no one. The agency management culture is fragmented and divided. Everyone does his/her own thing. An integrated counter-attack is hard to organize, and in practice, it simply does not happen. At the end of the year, the finance director has the ultimate responsibility to deliver the agency’s profit margin, and this is often done through cost reductions – a blunt instrument, indeed, but the laissez-faire culture does not allow for much fine-tuning during the year. The agency management culture is a barrier to change. It

The big-ticket hardware folks invest the capital, take all the risks—which are huge—suffer the losses and the write-downs, and then let somebody else capture the business that has predictability, lower price sensitivity, higher margins, recurring revenue, and the opportunity to create an ongoing customer relationship, because the frequency of purchase is ten times greater than the frequency of the initial transaction. “So

retailers are developing their own brand equities via impressive private label strategies (see Chapter 9) and will begin seeing brand premiums being factored into their profit margins.

A well-planned category will satisfy the largest proportion of shoppers, actualise every potential sale and prompt unplanned purchases. Profits will be affected by the mix of sales: the range should price-discriminate, satisfying price-sensitive customers while earning higher margins from quality-sensitive shoppers. For many retailers, category planning also involves promoting their private label brands.