Quotes About Value

You'll never value information that comes to you easily.

When you marry operating excellence with innovation, you multiply the value of your creativity.

Features don't make somebody buy something. The benefit of those features gets them to buy from you.

How much better to get wisdom than gold! To get understanding is to be chosen rather than silver. Proverbs 16:16

I seek the substantial in life.

Treasure what you find already in your pocket, friend.

You, Dog. Youah all dog. Seems mighty funny to keep you in a piddlin' little cage, and just use you fo' getting' blue ribbons and little cups when you could be a huntin' dog. Seems might funny. Still, I s'pose it's impo'tant, else, Danny and Mistah Haggin wouldn't do it. But fo' the life of me I can't figgah it.

True love is a tiny pearl, easily imagined and easily lost.

Or society places a supreme value on control -- hiding what you feel. Our culture mocks primitive cultures and prides itself on supression of natural instincts and impulses.

They [best dressed women] don't want to look like their daughters. They want their own individual brand of chic. […] The cut and fit must be exactly right, and they are willing to spend hours in the fitting room to make sure of it. They spend money, too. But if any one of them went broke tomorrow she'd rather choose one perfectly cut expensive dress and make it do for years than buy a dozen cheap ones.

Self-respect is a question of recognizing that anything worth having,has a price.

To have that sense of one's intrinsic worth which constitutes self-respect is potentially to have everything: the ability to discriminate, to love and to remain indifferent. To lack it is to be locked within oneself, paradoxically incapable of either love or indifference.

Tell me what matters, BZ said. Nothing, Maria said.

The apparent ease of California life is an illusion, and those who believe the illusion real live here in only the most temporary way. I know as well as the next person that there is considerable transcendent value in a river running wild and undammed, a river running free over granite, but I have also lived beneath such a river when it was running in flood, and gone without showers when it was running dry.

To have that sense of one's intrinsic worth which constitutes self-respect is to have everything: the ability to discriminate, to love and to remain indifferent. To lack it is to be locked within oneself, paradoxically incapable of either love or indifference.

To have that sense of one's intrinsic worth which constitutes self-respect is potentially to have everything: the ability to discriminate, to love and to remain indifferent

The first test of a strategy is whether your value proposition is different from your rivals. If you are trying to serve the same customers and meet the same needs and sell at the same relative price, then by Porter's definition, you don't have a strategy.

Insight into customers' needs is important, but it's not enough. The essence of strategy and competitive advantage lies in the activities, in choosing to perform activities differently or to perform different activities from those of rivals. Each of the companies we've just described has done just that, tailoring their value chains to their value propositions.

Porter defines the value proposition as the answer to three fundamental questions (see figure 4-1): Which customers are you going to serve? Which needs are you going to meet? What relative price will provide acceptable value for customers and acceptable profitability for the company?

Instead of competing to be the best, companies can—and should—compete to be unique. This concept is all about value.

The key to competitive success—for businesses and nonprofits alike—lies in an organization's ability to create unique value. Porter's prescription: aim to be unique, not best. Creating value, not beating rivals, is at the heart of competition.

As manufactured products have become increasingly commoditylike, and therefore less valuable to customers, GE has not been alone in discovering that often more money can be made from the services related to a product

Price competition, Porter warns, is the most damaging form of rivalry. The more rivalry is based on price, the more you are engaged in competing to be the best.

On this score, for-profit managers have it easier. Market prices give them a clear yardstick against which to measure the value they create. Nonprofit managers face the same task, creating value, but without the clarity of that yardstick.