Operating costs are a symtom, not a cause.
What?
High costs are directly related to and lead to higher prices.
Assuming you take in to consideration cost accounting (which you should if being in business is something you wish to do):
If you sell widgets, you produced for $5 in materials, $5 in salaries and benefits were applied, $5 in overhead costs, $5 of marketing to move the product and make others aware of it so it can be sold, $5 in R&D is the proportionate amount based on the economies of scale and cost accounting methods you’re using, and you need a profit margin of 20% to justify remaining in business because your next best alternative brings in more cash flow after this point (opportunity cost)—
You have $5 in the product in materials, but $20 more in “other”. Of course we are ignoring other costs for the sake of simple illustration but your $5 good costs the business $25. If sold for $25, you are break even. No profit, no reason to be in business. You’d charge $5 more dollars to come up with the needed profit margin to remain in business. ($5 is 20% of 25).
So a $5 in materials widget is sold for $30 and only $5 of that is profit. Hardly seems worth it. Now if many units are sold (economies of scale) this could be a worthy business model. But even the largest operations in this industry don’t move many units. The fewer units moved, the higher the fixed costs assigned to each because the fixed costs are the same whether you sell 1 or $1,000,000 (within the restrictions of available space and time).
If 20 widgets are sold per month, congratulations your monthly net income is $100. Now you can take the wife out for a McChicken and buy a case of salt.
This also doesn’t factor in the opportunity cost of the business’ projects or product offerings. If another offering can command 50% margin, can you guess what you’ll sell if you’re smart?