I feel as a brand I'm here to be around for a long time.
Working in the context of ultra-famous brands like Dior and Vuitton, creative spirits are always going to feel reined in. It's important that they are free to develop ideas. And rather than detracting from the principal job, it reinforces it. I think of that money as venture capital. It's not a big investment.
There are too many brands. You can start your own brand from your bedroom. It's a good thing and a bad thing.
People like to be able to identify a brand, and I don't really have one.
If you sell what you do, you're a vendor. If you sell why you do it, you're a brand.
The reality is that a brand can no longer afford to be "friends with everyone. "
Brands must make use of the inclination of consumers to be persuaded by friends.
A business based on brand is, very simply, a business primed for success.
There are brands out there, plus-size brands, that all they want to do is sell their clothes and be done.
The liberty that remains to us is essentially the freedom to choose among brands A, B, and C.
Products are produced in the factory; brands are produced in our minds.
But this is where you get all the market research and things get in danger of becoming formulaic, and where you depend on brands and getting recognised actors. It's the thing that precludes risk very often, otherwise everyone would be avant-garde all over the place.
No matter how much control kids get over the media they watch, they are still utterly powerless when it comes to the manufacturing of brands. Even a consumer revolt merely reinforces one's role as a consumer, not an autonomous or creative being.
A brand is essentially a container for a customer’s complete experience with the product or company.
The creative destruction that social media is currently unleashing will change more than technology or the leader board of the Fortune 100. It is driving a qualitative shift in the nature of relationships between brands and their customers.
As the chosen people bore in their features the sign manual of Jehovah , so the division of labour brands the manufacturing workman as the property of capital.
. . . consumers do not buy one brand of soap, or coffee, or detergent. They have a repertory of four or five brands, and move from one to another. They almost never buy a brand which has not been admitted to their repertory during its first year on the market.
My brands are an extension of me. They're close to me. It's not like running GM, where there's no emotional attachment.
You have to stay true to your heritage; that's what your brand is about.
I've also built my own business, and obviously it's a brand that I've built and it's wholly owned by me and something that certainly my experience observing him and working with him and for him has informed how I make business decisions around my brand. But it's my company.