This week, I read about Uber's co-founder Garrett Camp reportedly paying $72.5 million for a mansion in the 90210, a record high for Beverly Hills real estate.
Wait, wasn't it only months ago that Uber went public with their IPO, stating that the company "may not achieve profitability"? In fact, revenues surged last year by more than 40% to $11.3 billion, but somehow Uber actually lost $1.8 billion (yes, 1.8 BILLION DOLLARS) in 2018 (reference).
Straight up: I don't understand these economics.
There is work being done, and someone is being rewarded financially, but where is the money coming from? And are the right people getting paid the right amount? And, if the service is of value to people, why are they not paying the amount for the service that is necessary for it to thrive? Or, is the money getting lost somewhere along the way? So many questions!
I don't know if I will receive a satisfactory answer to this (apparently) problematic model, but what is has done is reaffirmed my confidence in how we do things here at dignify.
At dignify, we have a product: kantha blankets. The product is good (we think, and thousands of blankets & happy customers later, it seems you agree!).
We buy the quality product from a reliable, trustworthy source, at a price that we have agreed upon. We've determined that the set price is reasonable to compare with global offerings and customer value. Then, dignify prices & sells the product directly to interested customers.
The price we (dignify) set for our kantha blankets is a number set to pay the bills, enable our ability to grow, and to turn a profit. In short: to sustain continuing business. Most businesses need to create a business model that allows for a consistent profitability, since few entrepreneurs are able to put their business on the stock market and make money from perceived value (rather than actual value).
There's nothing "old fashioned" about an internet shop where I don't see customers' faces. There is no Open/Closed sign, and what passes in & out of our office most frequently are 1s and 0s. But, the old fashioned model of have-a-thing-and-sell-it-for-a-price-and-make-money is one in which I am happy & proud to participate.
This dignify post draws from Derek Thompson's October 7th article in The Atlantic.
Thompson's article explains the practical challenges in 2021 for consumers as well as for retailers.
Here's how some of these points relate to dignify right now and in the coming months:
Mystery novels have often appealed to people with jobs that are never fully resolved (doctors, pastors, social workers). In this cultural era of many-problems-few-resolutions, reading a good mystery can be a refreshing break.
Our 12-year old daughter is the most avid, prolific reader I know! We teamed up to create a list of mysteries for all ages of independent readers. The recos below are listed with increasing age levels in mind, but no specific age parameters (as a mature, well-read, near-teen, she has read up to Agatha Christie on this list).
Our 11-year old computer is showing creaky signs of age, just about ready to go to sleep (and never wake up). But, we feel that it has served us well. When I compare it to other expenses over the years, the laptop is — at about a $100/year investment — one of our best value-for-dollar belongings.
When shopping for items like this, how do we choose well? How do we discern what brand/style/variety is built to last? Or, how do we determine even if “built to last” is relevant to the purchase?