A Quote by Naomi Klein
In a marketplace where it's so easy to produce products, where your competitors can essentially match you on the product itself, you need to have something else. You need to have an added value, and that added value is the identity, the idea behind your brand.
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A universal basic income funded by a value-added tax, which is a tax placed on a product whenever value is added at each stage of the supply chain, from production to the point of sale, would spread the benefits of automation to a much wider group of people.
It turns out a VAT - a value-added tax - is a very easy tax to collect and a very hard tax to evade. It's a really good idea. It was invented about 60 years ago in France, of course. Because they're so good at taxing. They had a business tax that was easy to evade, and the head of the French IRS invented this value-added tax, which is very hard to evade.
The Value-Added Tax, a sales tax that applies at every level of business transactions, is an easy tax for governments to collect, and a hard tax to evade. So it makes the job of raising revenue easier. The revenues from the VAT can then be used to lower taxes on income and saving and investment. The Value-Added tax doesn't penalize work or saving; it's a tax on buying stuff.
I would say you've got to find your identity in God - in God alone - because everything else is a false sense of identity. He's the one who made you, he's your designer and your work and your value is found in him and not in anything or anyone else.
Your business should be defined, not in terms of the product or service you offer, but in terms of what customer need your product or service fulfills. While products come and go, basic needs and customer groups stay around, i.e., the need for communication, the need for transportation, etc. What market need do you supply?
The value of money comes from the private sector in the form of price for product, services rendered, what people are willing to pay for something they want or need. That's where value happens. Government has nothing to do with that.
You need to focus on creating the actual value of the company, not just the theoretical value. The actual value comes from a great product that sells well and is ultimately profitable.
Little did I realize that my desire to add value to others would be the thing that added value to me!
Shifting Philip Morris to the new a non-risk products doesn't mean that I will give market share to my competitors free of charge. In the markets where we are not present with IQOS yet or the other reduced-risk products, you still need to defend your share of the market. They still represent the bulk of our income, and so far they have financed the billions of dollars we have put behind these new products. But once we go national in a market, and absent capacity constraints, then you shift your resources and your focus to these new products.
Don't bring your need to the marketplace, bring your skill. If you don't feel well, tell your doctor, but not the marketplace. If you need money, go to the bank, but not the marketplace.
The marketplace measurement in politics is something called an election. It's a pretty good barometer - it's transparent, it's numerical, it's objective. It gives you a pretty good measure of what your customers think of you. And in 2006 and 2008, the marketplace was telling the Republicans, We prefer the products and services of your competitors. And so when you're losing market share, you step back and say, What can we do differently?
You need more than just a great idea. Your product or service must add an enormous amount of value to some industry. If the idea isn't completely new, it has to be better, cheaper, or more efficient than what we already have.
Whatever the trend in exchange rates or whatever the external factors, a manufacturing company is always faced with the mission of transforming itself into a company that can produce higher value-added to absorb the increase in the cost of living in the country it's operating in.
Whatever you and your team decide your new brand will stand for, deliver on that promise. That's the only way you'll ever control your brand. And beware: brands always mean something. If you don't define what the brand means, your competitors will.
A platform is essentially a business model that thrives because of the participation and value added from third parties with only incremental effort from the owner of the platform.
I believe a great company, whether improving a sector or creating a new one, needs to have an excellent product or service at its core; needs strong management to execute the plan and a good brand to give it the edge over its competitors. Providing quality service, combined with value for money and in an innovative way ensures you offer real value - and finally to be responsible to society and the planet.
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