Earlier quoted context omitted.
Generally, the sunk cost argument is used to mean "just because you've put a bunch of money in does not mean that your "progress" is worth what you paid for it, and is therefore not a justification to keep putting more money in; you've already lost what is gone so that's off the table." However, if a company borrowed the money it "sunk", it still has to pay that money back from future sales; if it was raised through…
> However, if a company borrowed the money it "sunk", it still has to pay that money back from future sales; if it was raised through equity, continued losses will continue to drag the share price down. Sunk cost is not a free lunch argument. Even if a company has borrowed the money it "sunk", it's still in its interest to maximize revenue even if that's not enough to pay the interest on that loan. The alternative wo…
A competitor who has already paid down their investment has more flexibility than you do because they have more room to play with price and still report a profit.
The sunk cost fallacy refers to your decision making. What is the value of a project? its prospects, not what you have already spent. What has your spending done? It's bought you the option to make this decision. Do you call the option? Well, it doesn't matter how much you paid for it. Did you make money on the option? That does matter how much the option cost.
Some of it's psychological and perhaps not rational: if you have engaged in a big money losing project, if you pull the plug on it, your stock price will go up, because the market says "whew, at least we know they are not going spend money on that project any more" which I guess is them suspecting you will fall prey to the sunk cost fallacy. But these are complex decisions to make, especially in Europe where shutting down production entails a lot of costs that would be better put to something productive, and as you don't know the future, you try to figure out ways to make the project work.