Quotes About Cost

En realidad, no. Nosotros pisamos la uva. Al pisarla se produce un vino más suave con el máximo sabor, porque el pie no rompe las pepitas y así no liberan su amargura. Mientras tengamos pies, los usaremos con nuestra uva, por caro que resulte. Nos obliga a contratar mano de obra extraordinaria y convocar a los amigos para pisar las uvas de nuestras dieciocho hectáreas —explicó Mendes. —Es más fácil y más barato hacerlo así.

There are thirty-seven million people in the United States without any form of medical insurance. Every other leading industrial nation in the world—Germany, Italy, France, Japan, England, Canada, and all the others—supplies health care to all its citizens, at a fraction of what the world's richest country spends for inadequate health care. It's our national shame.

The health care system in the United States, I'm sure you know, is a total international scandal. It's twice the per capita cost of comparable countries and one of the worst outcomes, with a huge number of people uninsured altogether. And it's going to get worse.

Once I picked up a copy of Vogue while having my hair done, and it cost me twenty thousand dollars. But you should see my teeth.

At the counter, she winced at what the poking cost

A new car built by my company leaves somewhere traveling at 60 mph. The rear differential locks up. The car crashes and burns with everyone trapped inside. Now, should we initiate a recall? Take the number of vehicles in the field, A, multiply by the probable rate of failure, B, multiply by the average out-of-court settlement, C. A times B times C equals X. If X is less than the cost of a recall, we don't do one.

cost reductions meant survival, but not profitability

What would the cost of [a] hamburger at TGI Fridays be if, instead of paying for the outcome of good food delivered in a congenial location by friendly service, we actually just paid for the number of cooks . . . and how many wait staff that went by . . . What would happen to the price of a hamburger?

Why is it that the big, established companies that have so much capital find these initiatives to be so costly? And why do the small entrants with much less capital find them to be straightforward? The answer is in the theory of marginal versus full costs.

One thing I've learned in my job is that life is cheap, and when things start getting expensive, it gets cheaper still.

You can count the dead, but you can't count the cost. We've got no math for Heaven...

Their opinion: If at the cost of going backwards internally, he restores Germany's power externally, then this cost is worth while. Conditions at home can always be made good later – politics is just not a clean business. [. . .]

Money dignifies what is frivolous if unpaid for.

It is conventionally believed that companies can either create greater value to customers at a higher cost or create reasonable value at a lower cost. Here strategy is seen as making a choice between differentiation and low cost.21 In contrast, those that seek to create blue oceans pursue differentiation and low cost simultaneously.

Instead of drilling down and finding ways to creatively meet the target cost as Ford did, if companies give in to the tempting route of either bumping up the strategic price or cutting back on utility, they are not on the path to lucrative blue waters.

It immediately flags companies that are focused only on raising and creating and thereby lifting their cost structure and often overengineering products and services—a common plight in many companies.

The cost side of a company's business model ensures that it creates a leap in value for itself in the form of profit—that is, the price of the offering minus the cost of production. It is the combination of exceptional utility, strategic pricing, and target costing that allows companies to achieve value innovation—a

The first involves streamlining operations and introducing cost innovations from manufacturing to distribution.

Focus, divergence, and a compelling tagline. Without these qualities, a company's strategy will likely be muddled, undifferentiated, and hard to communicate with a high cost structure.

At the same time, by eliminating many of the most costly elements of the circus, it dramatically reduced its cost structure, achieving both differentiation and low cost. Cirque strategically priced its tickets against those of the theater, lifting the price point of the circus industry by several multiples while still pricing its productions to capture the mass of adult customers, who were used to theater prices.

To produce a high-performing and sustainable blue ocean strategy, you need to ask the following questions. Are your three strategy propositions aligned in pursuit of differentiation and low cost? Have you identified all the key stakeholders, including external ones on which the effective execution of your blue ocean strategy will depend? Have you developed compelling people propositions for each of these to ensure they are motivated and behind the execution of your new idea?

The cost and risk of developing an innovative idea are borne by the initiator, not the follower.

Organizations that pursue differentiation to stand apart from competitors tend to focus on what to offer more of. Those that pursue cost leadership tend to focus on what to offer less of. While both of these are viable strategic options, which a great many organizations currently pursue, both will keep you stuck in the red ocean, operating on your industry's existing productivity frontier.

As information technology becomes millions of times more powerful, any particular use of it becomes correspondingly cheaper. Thus, it has become commonplace to expect online services (not just news, but 21st century treats like search or social networking) to be given for free, or rather, in exchange for acquiescence to being spied on.