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I think if you look at Merck's history, I think Merck has a reputation for having been a reasonable company when it comes to pricing, sort of a leader in that respect.
Armed with pricing information, health care consumers can punish providers that price gouge, waste resources, or engage in surprise billing by taking their business elsewhere.
An increased push for energy efficiency, renewable energy technology, electric mobility - along with the growing digitalization movement and a universal carbon pricing structure - would speed up the carbon-free future and the rise of a global middle class we desperately need. We can and must all do our part.
We basically built a pricing model that surgically identified what people wanted to pay us for and what they didn't want to pay us for. One of the things we figured out early on was that we could create value for people by creating a product that allowed them to design something that they couldn't design without us.
Uber has an information advantage, a computational advantage. There's massive structural advantages to the player who's smartest about how to deploy cars, where to deploy cars, how to adjust pricing dynamics, how to ensure supply of drivers - the party that understands best the behavior of riders.
Like anyone who goes to college you're leaving a familiar surrounding and a comfortable environment and your friends and everything and you're starting fresh. It can be pretty daunting.
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