Quotes About Value

The value of a diagnostic test is best determined by considering whether the test is accurate, the target disorder is dangerous if left undiagnosed, the test has acceptable risks, and effective treatment exists.

Incidentally, I don't see why the wine is as expensive as it is in the country that makes the stuff. Perhaps they can see you coming.

we don't make money when we sell things. We make money when we help customers make purchasing decisions.

buying from. 4. I perceive a value in the product that I am purchasing.

Stop thinking of your product as a commodity.

Most salespeople think that unless they are calling a customer to sell something, it's a wasted call. Nothing could be farther from the truth.

Asking "what will it take to get your business?" THE worst question in sales. Will ALWAYS lead to lies, lower price points, and a loss of respect from buyer to salesman. Flawless: "I'd like a brief opportunity to share with you why some of my customers bought from me because I'm NOT the lowest price.

Not once have I mentioned price as a credibility factor. Because it's not. Being the least expensive won't get you anywhere if the prospect has no confidence to buy.

Becoming well known (at least among your prospects & connections) is the most valuable element in the connection process.

Great salespeople are relationship builders who provide value and help their customers win.

Tu valor está relacionado con tus conocimientos y tu predisposición a ayudar a los demás. ¿Cuánto vales para los demás?

Most Business Processes Are 90% Waste and 10% Value-Added Work

We have to change the culture from one in which people simply do their own job in their own function to make their own numbers look good (a vertical focus) to one in which people are focused horizontally on the customer and on improving value streams that deliver value across functions.

All we are doing is looking at the time line from the moment the customer gives us an order to the point when we collect the cash. And we are reducing that time line by removing the non-value-added wastes. (Ohno, 1988)

Figura 5-4. Objetivos «sin compromiso». 1. Alta velocidad, manejabilidad/estabilidad Y AUN ASÍ Una conducción agradable 2. Conducción rápida y suave Y AUN ASÍ Bajo consumo 3. Muy silencioso Y AUN ASÍ Peso ligero 4. Estilo elegante Y AUN ASÍ Gran aerodinámica 5. Acogedor Y AUN ASÍ Interior funcional 6. Gran estabilidad y alta velocidad Y AUN ASÍ Gran valor de CD

Plan-Do-Check-Act (PDCA) Cycle, a cornerstone of continuous improvement. The Japanese term for continuous improvement is kaizen and is the process of making incremental improvements, no matter how small, and achieving the lean goal of eliminating all waste that adds cost without adding to value.

A business that makes nothing but money is a poor business. —Henry Ford, innovating automaker

We strive to decide our own fate. We act with self-reliance, trusting in our own abilities. We accept responsibility for our conduct and for maintaining and improving the skills that enable us to produce added value.

the only thing that adds value in any type of process—be it in manufacturing, marketing, or a development process—is the physical or information transformation of that product, service, or activity into something the customer wants.

TPS starts with the customer. Always ask, "What value are we adding from the customer's perspective?" Because the only thing that adds value in any type of process—be it a manufacturing, service, or development process—is the physical or information transformation of that product, service, or activity into something the customer wants.

More important than the actual improvements that individuals contribute, the true value of continuous improvement is in creating an atmosphere of continuous learning and an environment that not only accepts, but actually embraces change. Such an environment can only be created where there is respect for people—hence

Credit or debit cards, for starters, are nothing short of shoppers' Novocain. Even in the age of digital purchases and virtual money, we still attach a special value to dirty paper with pictures of presidents on it. Handing some of that to a cashier simply hurts more than handing over a little sliver of plastic.

Spending $1 for a brand new house would feel very, very good. Spending $1 000 for a ham sandwich would feel very, very bad. Spending $19 000 for a small family car would feel, well, more or less right. But as with physical pain, fiscal pain can depend on the individual, and everyone has a different threshold.

most mergers—some estimates are 70 percent or more—fail to deliver their intended benefits and destroy economic value in the process. A recent analysis of 93 studies covering more than 200,000 mergers published in peer-reviewed journals showed that, on average, the negative effects of a merger on shareholder value become evident less than a month after a merger is announced and persist thereafter.2