“Pricing policy today is basically guess work,” he told me in the early 2000s. “What you are doing is pioneering work. And I think that it will be quite some time before any of the competitors catch on.”6 Shortly before his death in 2005, he provided a testimonial for Manage for Profit, not for Market Share, a book which I co-wrote with two colleagues: “Market share and profitability have to be balanced and profitability has often been neglected. This book is therefore a greatly needed correction.”