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Because it's it's a bad business practice. You you set your price. You set your price and then and then people decide to buy it or not. And and um uh there there I I understand that that others in the chip industry um uh change their prices when demand is higher. Uh but we just don't we just don't that's just never been a practice of ours.
So let's suppose you add 100 customers a month and you have 5% cancellation. So 100 divided by 5% is 2,000. So a company like that will never have more than 2,000 customers.
Because I always thought that the games were kind of a mathematical equation. They were the personality of the world, you know, multiplied or divided by the personality of the protagonist.
we al also though should recognize the limits, our limits. And we're I think we want to avoid the feeling of entitlement. Avoid the feeling, oh, we are here first. We should always have it in a good way.
However, we are actually absolutely doing this. It's just the great works are kernels of operating systems, the browser, the um lots of the software platforms, the phones, the um the incredible advances in uh silicon lithography
And the bottleneck prior to what we call the industrial revolution was uh metabolism, right? It's just like how much like oats can a human or a horse physically digest and then convert into useful mechanical output for you know their their um their peasant overlord or whatever.
But, it’s also now clear that this field is no longer actually divided on the question of whether, generally speaking, smartphones and social media are bad for kids.
And when I say that, as I have said on a number of occasions, that it had technology equivalent to ours in the 18th century, I’m referring specifically to the ability to calculate longitude. I’m not saying that they were building steam engines. I don’t see any evidence for that.
Well, we’ve divided the New York cost premium into three tranches: labor (mostly overstaffing, not high wages), station and system design, and procurement and soft costs.
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