vania-janet/multiturn-rag-retrieval-data huggingface dataset:
As a web designer and developer, I would like to add an addendum that a quality web site usually *starts* around $1500. We're a little more pricey, but we run about $2500 for the standard Home, About, Services, Testimonials, Photo Gallery, Contact setup.  Everything else is dead on. Great write up. I would add that getting yourself involved in a local chamber of commerce is something that we did, and were successful with. The chamber is now working with us on some of their new design projects.
"We generally speak of the ""elasticity of demand"". Greeting cards are expensive because they can be. We buy them in a sentimentally weakened state, and we do not buy them by the tonne. There is also the concept of ""Market Segmentation"", but not so much. Essentially the price is determined by finding the ""point of pain"" and winding it back a little. So people will pay $5 for a card.  They will not (generally) pay $5,000 unless there is a good reason (vanity ?). Why sell them for $2 ? The customers who baulk at $5 tend not to even have $2. (Market segmentation again).  In short the price is always going to need to be set before the point where demand rolls off sharply, to maximise profit."
"$500, this is called ""cash basis"" accounting. A large company might handle it otherwise, counting shipments/billings as revenue. Not you. Yet."
I dont use it yet, but i am building a custom app to run our event staffing business (none of the off the ahelf stuff makes us happy), and we want the option to be able to blast a text to our people when needed, and also to allow them to opt into sms notifications. So i will be building that in.   since you asked for feedback, at 3 cents a text you will get no business. That is 4-5 times the going rate of providers like twillio and aws. The only way you add value is if you offer a small free tier (say 200 sms/month for free) or if you make it super easy for the customer. What i mean by that is, to use twillio or aws requures some development chops - ie, you have to connect to their api. Well, tons of business owners do t even know what that is, so if your service allows some non technical retail owner to collect a list of numbers, dump it into a simple box online (and save for later use) and then format a msg and click send, all from a clean browser experience, that would add value. But i also say that having done zero market research, who knows, such a service may exist already.  Anyways, curious what you thought someone would pay 3 cents a msg for?  Also, if you haven't yet, you should be looking at all of Amazons cloud offerings. If you are building anything technical, look at their Lambda product. It allows super cheap, serverless functions; basically you write the app, call it, and only pay for the time it runs. On demand, highly scalable, and you dont have to maintain a pricey server that might sit idle for houra at a time.
Prices vary massively depending on what needs to be done.  Could be as little as $100 for a press release to $10,000 per month retainer.  What we can do for you is contact any journalist that has written about BBQ sauces in the last 6 months, and target specific regions if necessary.    We can also do manual blogger outreach to gain coverage in the specific niches that may not give you lots of impressions, but are highly relevant.  Yeah you can do outreach yourself, but it makes sense to outsource it to focus on more important things like making quality sauce
"Ok, you go ahead and start a big store with high rent and high prices with better ""service"" and see how long you last. American consumers shop on price, and when they don't, they go to Apple. For information, they can get it on the internet.   The decline of all full-service airlines in the US proves this. Price is all that really matters to people who are spending their own money."
Well, the article requires a login, so the only input I have is that the floor for cell phone plans is about $25 per month. There's no reason to price a product way below competition unless you don't care about revenue
&gt;the cost of not doing cyber security is nothing or at worst, a slap on the wrist.  First off, that's not true.  Companies have lost billions in sales after breaches.  You might mean the legal penalty isn't huge, and that's somewhat true, but the market penalty is massive.  HOWEVER, even if I was to grant you that, your answer is non-responsive to putting them out of business.  Putting them out of business doesn't do any more than hurting their business badly.
• Selskaber betaler skat til lavere priser end enkeltpersoner og potentielt giver mere fleksibilitet, når overskuddet er der. De kan også beskytte den eksisterende forretning mod risikoen fra business fiasko, hvis det går galt. • Er alle familiemedlemmer med deres grundlæggende sats banderolerne - hvis ikke, kan de inddrages i det nye selskab? • Nogle former for virksomheder vil være tabsgivende tidligt i år - dette kan være en ulempe for den nye forretning er ikke en del af den eksisterende forretning, som tab kan det være nødvendigt at finde frem til nye venture forvandler en fortjeneste. Hvis det er en del af en eksisterende virksomhed, er det sandsynligt, at tabene i et område kan modregnes i indkomst fra et andet. **Moms** • er en indtægtskilde momsfritagelse? Hvis ja, kan det have en indvirkning på moms opsving og hvad er kendt som den delvise fritagelse beregningen for den primære virksomhed. Kort sagt, det kan betyde mindre moms er regenereret end ellers. • Hvis den nye virksomhed er en afgiftspligtig levering - for eksempel afgifter moms på det forsyner - det gør den konkurrencedygtig? F. eks. B&amp;B indkomst er levering af indkvartering og forplejning og hvis aggregerede med en main (momsregistreret) virksomhed, vil det være nødt til at opkræve 20% moms.
"When heavy trucks are charged more to use the national highway system, does it strike you as an incorrect application of pricing power?  When an industrial company consumes large amounts of electricity and demands consistent power delivery and is charged more, do you see utility providers taking any advantage?  This is far more of an economics question than a political one.  You have supply (bandwidth), and demand for that bandwidth.  In traditional economics, the intersection of supply and demand curves generates ""price.""  Here, we have limited supply of bandwidth, and given the free to deliver business models of many pro-net neutrality supporters, essentially ""unlimited"" demand.  Yet we are saying that we cannot use price to regulate any of this.  We know what happens when you do not use price to regulate supply or demand.  Either too little supply is provided, or too much demand is generated.    You see this in single payer systems healthcare.  There is no price, but supply of healthcare is limited (some call it ""rationing"").   You see it in private insurance, even when there is price:  You get limited supply at a given price.  Pay more, and you get more supply.  In tech, when you cannot change price, you again limit supply (""throttling"").    If you do not allow the price mechanism, then you have to be prepared to accept supply limitations (throttling).  It simply cannot work any other way, unless we have some alternative theory of economics that we can apply."
If you're willing to pay a fee, you can probably just get a commercial appraiser to give you a valuation.  In Australia I think it's around $100-200.
"It's called extracting consumer surplus. Basically I have a bunch of movie goers (who have paid a lot for their tickets). Some of them don't like popcorn, and some do. Of the people in the latter group, there are some who are willing to pay a lot for it. That's partly because I have a select group (rich movie goers) and partly because some of these people would be willing to pay more for popcorn with a movie than without. If I were just selling ""popcorn,"" I'd have to charge a competitive price. But I'm really selling movies, which have more than covered my costs (rent, heat, etc.) So my costs of selling popcorn are less than that of a non-movie popcorn seller, and I don't really ""need"" to sell it. Ironically, it means that I can ""take my chances"" and sell a relatively small amount at a high price, thereby maximizing my UNIT profit. I don't mind having people NOT buy popcorn because I've already made my profit from them with the movie. From the point of view of the consumer, most consumers see popcorn as an ""afterthought."" They will seldom  think, ""I can buy popcorn $2.00 cheaper at Theater A than Theater B, and there's a 20 percent chance that I will want to buy popcorn, so Theater A is 40 cents ($2.00*.20) cheaper than Theater B."" Instead, most make the decision to buy the popcorn after they've arrived at Theater B, because it as ""impulse item.""  And even if they do the ""40 cents"" calculation, Theater B might be selected because other factors (convenience, location, etc.) outweigh the 40 cent extra cost of popcorn (purchased ""sometimes""). Put another way, the cost of popcorn is (usually) heavily discounted because of its ""remoteness"" to other facets of the decision."
Stores have been using fake markups for centuries--this is nothing new. It isn't anymore deceptive than any other business practice that has been around forever. I know a story in the UES of Manhattan that has had a going out of business sale since at least 2010.  This is no PSA; it's an attempt at some viral marketing from yet another online clothes retailer. Yawn.
"I'm going to look just at purchase price. Essentially, you can't always claim the whole of the purchase price (or 95% your case) in the year (the accounting period) of purchase, but you get a percentage of the value of the car each year, called writing down allowance, which is a capital allowance. It is similar to depreciation, but based on HRMC's own formula. In fact, it seems you probably can claim 95% of the purchase price, because the value is less than £1000. The logic is a bit involved, but I hope you can understand it. You could also claim simplified expenses instead, which is just based on a rate per mile, but you can't claim both. Note, by year I mean whatever your account period is. This could be the normal financial year, but you would probably have a better idea about this. See The HMRC webpage on this for more details. The big idea is that you record the value of any assets you are claiming writing down allowance on in one of a number of pools, that attract the same rate of writing down allowance, so you don't need to record the value of each asset separately. They are similar to accounts in accounting, so they have an opening balance, and closing balance. If you use an asset for personal use, it needs a pool to itself. HRMC call that a single asset pool. So, to start with, look at the Business Cars section, and look at the Rates for Cars section, to determine the rate you can claim. Each one links to a further article, which gives more detail if you need it. Your car is almost certainly in the special rate category. Special rate is 8% a year, main rate is 18%, and First year allowance is essentially 100%. Then, you look at the Work out what you can claim article. That talks you through the steps. I'll go through your example. You would have a pool for your car, which would end the account period before you bought the vehicle at zero (step 1). You then add the value of the car in the period you bought it (Step 2).
Sure, just outsource everything that doesn't justify a $70k salary - book keeping, it help desk, janitorial, etc.  Hell, outsource software development if you can maybe only employ a senior architect and outsource the rest.  Be in b2b Sales so you don't need any front line b2c customer service needs.  Make sure your goods are digital so you don't need warehouse or logistics staff.  Make sure your revenue is recurring and drafted from the customer automatically so you don't need any accounts receivable staff.  Sure, you can use this model - it works great for something like a credit card payment processor, just like it would work well for a boutique financial services firm or a SaaS software company.
Chiming in with other answers that incriminate market segmentation attempts, I would like to offer this Seth Godin video where (among other things) he speaks about breakage, the art of making coupon redemption so difficult that most people get it wrong and do not redeem them. Oh, and when comparing/deciding which/whether to buy, I always use the up-front price. Don't want to encourage the wrong behavior.
Well, it's all very nice, but if you had really done the research you'd have found that ads ends up being the way to go, maybe with a paid option to get rid of them.  Maybe it's not fair or right, but as things stand 'free' wins out from a monetisation standpoint. That goes double for a simple app that others can quickly rip off.
Still better than that third customer telling the other two to purchase online from Amazon.  Sure, profit goes down further, but still doesn't drop to zero.  And price matching [is hardly new](http://www.google.com/search?q=%22price+match+guantee%22&amp;ie=UTF-8&amp;oe=UTF-8&amp;hl=en&amp;client=safari), nor is it something those stores try to keep secret.  They advertise it heavily, and yet the majority of consumers still don't take advantage of it.  Best Buy has already matched prices for years -- the only thing new would be matching online retailers.
You probably can get away with only updating the exchange rates once a day and specify that any prices quoted in units other than your home currency are estimates only. If you're planning to accept more than one currency as payment, I'd (a) see about whatever regulations there are for doing so, and (b) build in a nice spread for yourself if you're allowed to, since it is a service you're providing to your customers.  If you Google currency converter the first result is just that: a currency converter.
It will come down the percentage of time you use a specific area in your home.  For each business you will be asked to first designate a percentage of your home you use for that business, then the percentage of time you use it.  The space for both businesses might be the same, but the percentage of use would not.  You could not claim 100% for both businesses.  The combined petcentage of use could not exceed 100%.
I use QuickBooks online... It's really the best out there for the price, just make sure to never upgrade to an edition you aren't 100% sure you need or you're forever stuck essentially. That's the mess I'm in right now. Paying $20 more than necessary a month, but it's still cheaper than switching to, say, xero. The starter edition of QuickBooks online is a lot more powerful than the equivalent plans anywhere else for the price.
Another approach, albeit slow:  Buy something that's free after rebate. Upsides:  Low cost.  (Stamps, envelopes) Downside:  Slow, hard to get an exact match on the amount of the card.
"It'll all about the marketing. If you don't get a ""real"" greeting card for that important birthday or anniversary or whatever, the recipient may thing you're being cheap for using a card you printed out yourself. So you pay $6 for a card because you feel like you have to. Hallmark advertises with those sappy TV commercials for a very good reason. The margins on the product are sky-high, and they spend a good chunk of that money on marketing the product. Perfume is the same way: super cheap to make, low barrier to entry, and the popular ones command a high price."
&gt; There are some products that people would notice a 1% difference from competitors.  Really? I'd think most people are pretty loyal to amazon. They already have their credit card into and account all set up. A 1% price increase doesn't sound like that much at all. Why would I go to all that trouble to save &lt; 5%?
Or we could allow market forces to work:   My suggestion woudl be to outlaw price descrimination (charging different people different rates), force providers to disclose prices publicly, and discourage patients from paying everything through a middle man type insureer and purchase more services upfront. We coudl then institute a national catastrophic insurance to trigger in life/death situations and we could then reimburse lower income people later with a government program; *but the amount of reimbursement needs to be hidden from the service provider,* because if they know how much the patient gets reimbursed, they will just charge more.
I'd go with 19.99 free shipping if you can. Especially with stuff like Amazon Prime people hate paying for shipping nowadays and they'll just look for your product or something similar where it ships free.  If you can take the $2 haircut 19.99 is a much nicer sounding number to people.
for one thing, marketing.  e.g. there are some ads that runs on radio 5-10x a day every day over networks reaching many tens of millions every day.  if you're working a website site as your pitch, the big marketer crushes you with massive exposure, 800 phone numbers, live 24 hour service...etc
&gt;When reading a publication, do you only pay for the pages you read?  No, but many would consider this an innovative and wonderful pricing mechanism.  &gt;It's a package deal, not a rip-off.  Similarly, many consider package deals like cable TV where you get a 1000 channels you don't want to pay for a rip-off.
&gt; If you can't cough up $200 for this, you need to rethink if you are in business or playing at being in business.  You don't know anything about my financial situation and I resent the implication that poor people shouldn't start businesses.  Also, the whole project is less than $200 so it wouldn't make much sense hiring a lawyer.
It noone buys your product b/c you price it too high you wont make any money. Time owns cameras. They can buy a jar and put coins in it. They bought this out of convenience. This is not a Pulitzer prize winning photo and it was priced accordingly.
It's not just about price. Uber and other rideshare companies provide several other things better than cabs:  * However they do it, whether monitoring GPS or sensor data from the phone, rideshares incentivize drivers to accelerate and brake gently, as well as go the speed limit. Cab drivers, in my experience, drive like assholes. * By using the star rating system, rideshares incentivize drivers and riders to act like civilized people. Cab drivers, in my experience, don't give a shit. * By charging for time as well as mileage, rideshares incentivize drivers to take their time and get people where they want to be. Cab drivers, in my experience, want people out of the car as quickly as possible so they can get to their next fare. * Rideshares made it an effective part time job as well as a full time job. A driver can pick their own schedule and drive when they're available. One can make a living or just make some extra money.  And my description of their business model is correct. Again, it's not just pricing. The medallion system ensures that a driver starts out in debt. It is a barrier to entry. It also ties a driver's retirement to a supply/demand market of a commodity. It's an artificial barrier that blocks supply/demand of people willing to fill the role in a market. All of this allows cab companies to charge whatever they bloody well please and pay their drivers shit wages, which is probably the reason they drive and act like assholes.
(At least in the UK) a company named Card Factory has been very successful in undercutting the competition using the classic pile 'em high and sell 'em cheap strategy with less glamorous high-street locations than 'traditional' stores. Interestingly it doesn't seem to have spawned either competition at their price point or lowered the general prices for greetings cards even in low-margin businesses like supermarkets. A quick glance at their annual report suggests they're doing reasonably well with this approach.
The way banks generally work is that the front line staff input the ltv, and various data, and are just given a price for the day/week/month. There might be a few bps of maneuverability, but there's not much negotiation to be had. The bank picks its price based on statistical analysis and market knowledge.
Me too. Haven't failed because it's shit that I do/did for free. There have have instances where if I didn't have a saved up cushion to fall back on times would have been hard waiting to get paid on some municipal and corporate contracts (can take up to 90 days sometimes).
This company is doesn't actually sell tangible goods.  Just a process.  And apparently fails at succeeding?  Sheesh.   I bet the owner dropped out of college, is constantly seeking initial investors for random ideas to come to life, gets money, buys more coke.
But for every hard working, risk taking, successful person, there are another ten that failed (and had to spend a few years recovering/repaying what was lost).    It isn't just hard work.  It isn't just intelligence.  It isn't just risk taking.  It isn't just luck.  It is a combination of all of those.  I think the prevalence of individuals with those characteristics descends in that order.  Making luck the bottleneck of success.
Learn from others' mistakes. Pick a hero, or 3. Study them closely. They were people too and faced similar challenges.  I'm doing one of the hardest things to do per economic textbooks and general business mythology, which is starting a healthcare service provider (doctors, nurses, etc.). Anything is possible if you work hard enough. And try not to let it consume you haha.
Isn't this because of chronic oversupply of business studies graduates? Nobody seems to want them much when it comes to actual hiring. Yet colleges keep churning them out because they're profitable and there's seemingly an infinite supply of fresh BS rubes to earn money from.
[I think this quote is utter bullshit](https://cdn-images-1.medium.com/max/1400/0*ORZDlqkUmjUTH35z.png)- but that's just my opinion.   Since they referenced Dragons Den/Shark Tank- that's how you see so many entrepreneurs on those shows who are doing that and failing- divorced, remortaged house, no one left and a disaster.
Probably start by looking up other stores in your field nationwide and seeing how they did.  There were three Etsy sourced stores in SF.  They all closed faster than stores usually do here.  Not trying to be a dick, but if I can get it on Etsy, why would I pay the markup to cover your store's rent and salaries to get it from you?
"Maybe it's just the silicon valley environment, but no one wants to loan growing less-established businesses jack shit around here, everyone is all about equity investments.  It seems like ""develop, refine, release, IPO"" is the only business model anyone wants to invest in."
There are just too many places to get decent pastries these days. Practically every podunk town has a Starbucks or something similar, and even most supermarket bakeries make pretty solid muffins, danishes, etc. The niche for quick, sweet snack food is pretty saturated with stuff that's better quality and still cheap enough to fall within most people's price window for such occasional items.
Yeah but she doesn't have a really cool logo she made in 15 minutes to put on overpriced T-shirts. Let's not forget the lack of business cards that say CEO/President on them. To top it off she's not even bragging about it herself on Reddit and someone else (a customer may be?) is doing it for her. Such an amateur.
Because like many brick and mortar stores BB decided to try and compete with Amazon on price when the entire time they had something that Amazon could not claim. A local neighborhood presence.   Instead they focused on bottom line, cut training, and pissed off the community by abusing employees and being rude and useless to anyone walking in the door.  CircuitCity and CompUsa suffered the same fate. Compete with what makes you unique. Competing using what makes someone else unique will drive you into the ground.