Quote by Victor Cheng

“In the market you’re analyzing, it’s useful to know if there are a lot of small customers or only one or two big ones.…

— Victor Cheng

“Discounters’ profits came and still come from buying competitively while handling financial operations, logistics and property business more astutely than other retailers can. The…

— Greg Thain

“Relative to manufacturers, retailers have huge fixed costs and miniscule margins: this makes their profits more susceptible to small changes in volume and pricing,…

— Greg Thain

“as customers form routines around a product, they come to depend upon it and become less price-sensitive.”

— Nir Eyal

“alternating price promotions between major competitors can defend their joint market share against smaller brands (or a retailer’s own brand) who have fewer loyal…

— Greg Thain

“Retailers thus embarked on a discounter strategy by developing large sites and maximising efficiency, building high volume with low prices and then negotiating appropriate…

— Greg Thain

“If you understand the revenue concentration in a few key competitors (or the lack thereof), you get a sense of how much power these…

— Victor Cheng

“If your client can’t beat the competitor in its area of strength, one strategic option is to refocus your client’s business on a competitor’s…

— Victor Cheng

“But a retailer cannot slice and dice its customers at the brand level (i.e. chain) to the same degree. A retailer who seeks to…

— Greg Thain

“Sellers are forced to compete more seriously on price, quality, and customer service, rather than being able to stay in business simply because they…

— Tom Wainwright

“These loyal customers cost us less to maintain. They produce high margins and we make more money from them.”

— James Dion

“Every time your customers purchase from you, they’re deciding that they value what you have to offer more than they value anything else their…

— Josh Kaufman