Quotes About Market

Whenever a property was about to go on the market, Ronan's advice to the owners was to declutter as much as they could cope with and remove all family photos from view. Potential buyers needed to be able to picture themselves in their new home, he always explained, and photographs of other people and their families were a distraction.

Makes it easy to find the deals others missed. Gives you the keys to make high profit off virtually all the deals you decide to do. Three steps to avoid chasing deals that won't work. The real secret for how to have fun doing deals. Discover how to find high profit deals in any market. Stop worrying about buying a poison house that will destroy your business.

It was the United States of America in the cold late spring of 1967, and the market was steady and the G.N.P. high and a great many articulate people seemed to have a sense of high social purpose and it might have been a spring of brave hopes and national promise, but it was not, and more and more people had the uneasy apprehension that it was not.

A whaleman was not paid a wage but a "lay," which was a share of the outcome of the voyage, calculated after the ship had arrived home. First, the oil was gauged, and then it was valued, according to the prevailing market. After that, the costs of the voyage, plus the owners' half of the profits, were subtracted from the gross amount, and the remainder shared out according to the whalemen's lays.

A common mistake in strategy is to choose the same core competences as everyone else in your industry.

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.

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.

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.

Why is current industry profitability what it is? What's propping it up? What's changing? How is profitability likely to shift? What limiting factors must be overcome to capture more of the value you create?

Strategy," Porter writes, "can be viewed as building defenses against the competitive forces or finding a position in the industry where the forces are weakest.

The air is hot and rich with the scent of chocolate. Quite unlike the white powdery chocolate I knew as a boy, this has a throaty richness like the perfumed beans from the coffee stall on the market, a redolence of amaretto and tiramisù, a smoky, burned flavor that enters my mouth somehow and makes it water. There is a silver jug of the stuff on the counter, from which a vapor rises. I recall that I have not breakfasted this morning.

There was already a shop selling fabrics there; another sold mangoes and lentils and yams. There was a café- no alcohol, but mint tea, and glass-water pipes of kif - that fragrant blend of tobacco and marijuana so common in Morocco. There was a market every week, selling strange and exotic fruit and vegetables brought in from the docks at Marseille, and a little bakery, selling flatbread and pancakes and sweet milk rolls and honey pastries and almond briouats .

Joséphine helped me prepare dinner: a salad of green beans and tomatoes in spiced oil, red and black olives from the Thursday market stall, walnut bread, fresh basil from Narcisse, goat's cheese, red wine from Bordeaux.

Well, the big products in electronics in the '50s were radio and television. The first big computers were just beginning to come in and represented the most logical market for us to work in.

If stock market experts were so expert, they would be buying stock, not selling advice.

Advice is the only commodity on the market where the supply always exceeds the demand.

She sold silk at the Ben Thanh market and possessed the eyes of an experienced negotiator, smooth and unreadable as the beads of an abacus.

someone who sells

Rumors. They are there to be denied, or if the market is open, to be traded on.

Small- and medium-sized businesses need access to a diverse range of finance options, including non-bank lending. These new forms of finance are still small in scale today but they should, over time, bring additional choice and greater competition to the lending market.

Trade is slow here. The great dealers sell Millet, Delacroix, Corot, Daubigny, Dupré, a few other masters at exorbitant prices. They do little or nothing for young artists. The second class dealers contrariwise sell those at very low prices.

But suppose, for the sake of argument, free competition, without any sort of monopoly, would develop capitalism trade more rapidly. Is it not a fact that the more rapidly trade and capitalism develop, the greater is the concentration of production and capital which gives rise to monopoly?