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You can be obsessed with makeup and hair products and, you know, your appearance and still be absolutely making smart life decisions and work on your smarts, develop your smarts by studying something like math. Then you'll make much better decisions on the brands of clothing that you buy or whatever it is that you want.
As a consumer, you want to associate with brands whose powerful presence creates a halo effect that rubs off on you.
Consumers now have a voice. And the fact that consumers can be creators, producers and distributors means they can push back against brands to punish them for their socially irresponsible behavior or reward them for their responsible behavior.
I think Starbucks created a platform and, ultimately, a runway for many other companies to emulate. I suspect if we had not achieved what we have, there would have been many regional brands that would have succeeded. But I'm not sure there would have been a national brand of the scope of Starbucks.
I don't think so, in that Virgin is already a global brand. Brands like Amazon have had to spend hundreds of millions of pounds you know, building their brands, whereas Virgin is already well-known around the world.
My brands are an extension of me. They're close to me. It's not like running GM, where there's no emotional attachment.
The problem often is that aspiring brands wish to be universally loved. Unfortunately, universal love is neither achievable nor desirable. Instead, great brands are loved by some and hated by others because they actually stand for something.
Brands must empower their community to be change agents in their own right. To that end, they need to take on a mentoring role. This means the brand provides the tools, techniques and strategies for their customers to become more effective marketers in achieving their own goals.
Perhaps the most powerful lesson other brands can learn from Nike is the need to act in accordance with the reality of the world we live in. In a mutually dependant, intimately connected global community facing several major crises, brands need to operate with an expanded definition of self-interest that includes the greater good.
Katalyst is a merger of three industries. A piece of us is connected to ad agencies. Because we get the complex overlay of the social Web, we know how to engage an audience and how to make entertainment for the social Web. And we know how to gain and activate and retain an audience. So we create social networks for brands.
A lot of brands, you can't touch them. When you're dealing with Snoop Dogg, he brings you closer to the brand and it feels like it's a part of you.
I have inherited two of the most important brands in hip-hop, Def Jam and Roc-A-Fella. Reid and Universal Music Group have given me the opportunity to manage the companies I have contributed to my whole career. I feel this is a giant step for me and the entire artist community.
The question remains: which brands will commit to creating a private sector pillar of social change, and which will become casualties of their own outdated thinking?
As a function of the easy access to information provided by the Internet, and the ease with which it can be shared thanks to social media, consumers are now better informed as to the behavior of brands and the multiple global crises we face.
Today brands are everything, and all kinds of products and services - from accounting firms to sneaker makers to restaurants - are figuring out how to transcend the narrow boundaries of their categories and become a brand surrounded by a Tommy Hilfiger-like buzz.
Brands mature over time, like a marriage. The bond you feel with your spouse is different than when you first met each other. Excitement and discovery are replaced by comfort and depth.
If you think that by threatening me you can get me to do what you want... well, that's where you're right. But - and I am only saying this because I care - there's a lot of decaffeinated brands on the market that are just as tasty as the real thing.
Just as established products and brands need updating to stay alive and vibrant, you periodically need to refresh or reinvent yourself.
Brands are in your face 24/7; I'm sure you've consumed a couple brands today. So it's fun working with them. People recognize brands, and people are starting to recognize my brand.
Many large brands are now just marketing machines for what's being made offshore.
I like 'Elle' magazine. I love things online, like when all the big brands have a fashion show, I like to see the new collections.
I definitely love that all these car brands are coming out with hybrid forms of every car that they have. It's very awesome because I think it does make a difference, and it doesn't hurt that you save a lot of money on gas.
I work with brands that I personally connect with or personally use. For example, I was already driving the Suzuki Hayabusa long before I started endorsing Suzuki.
All brands, whether high-ticket luxury ones such as Cartier or Rolls-Royce or 'masstige' ones with luxe-y overtones but altogether more affordable, all want to grow. Even brands that may have started in a modestly niche design and lifestyle fashion can find themselves under pressure to go global or to sell out at the top.
At the age of eight I started getting into fashion, brands such as Tommy Hilfiger, Nautica and Ralph Lauren. But in 2005 I started wearing John Richmond jeans.
A. P. J. Abdul Kalam
Martin Luther King, Jr.
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