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On Thu, 9 Jan 2025 21:03:11 -0500, Frank KrygowskiIt was a stunt, not a business plan.
<frkrygow@sbcglobal.net> wrote:
On 1/9/2025 8:29 PM, AMuzi wrote:An example of people not thinking for themselves and believing whatOn 1/9/2025 7:11 PM, sms wrote:>On 1/9/2025 11:07 AM, AMuzi wrote:>
>
<snip>
>A library full of economics theses have been written on the various>
theories, practices, successes, failures and (because they are
economists) formulae of pricing (for products and for services)
Pricing is indeed an art.
>
"Why Popcorn Costs So Much at the Movies: And Other Pricing Puzzles"
<https://www.amazon.com/dp/0387769994>
>
The semiconductor company I worked for sent a bunch of the engineers
to a two week crash course in business at a university in Canada, a
course which concentrated a lot on pricing.
>
Outcomes:
>
1. We would not introduce any product where the margin at introduction
was less than 60%. Margins could fall as the product aged.
>
2. We would not subsidize new low-margin products with expected
revenue from higher-margin products.
>
3. We would not let customers bully us on price. In the past, one
customer wanted to pay a price based on the number of transistors on
the die, and kept asking us "how many transistors are in the part.
Another customer wanted a guarantee that we would not sell the same
part to any other customer for a lower price. Nope and nope.
+1
The ancillary aspects (beyond design, tooling, production and delivery
costs) are often, in fact usually, critical.
>
Price something too high and volume drops while competitors emerge.
Price it too low and your business folds.
And again,
https://www.cbsnews.com/news/payless-sold-discount-shoes-at-luxury-prices-and-it-worked/
they're told to believe.
Some people are very gullible...
It reminds me of when somebody was told and then believed that having
a gun makes it more likely to get shot because some people who got
shot had a gun.
--
C'est bon
Soloman
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