A Quote by David Wolfe

A company may be the de jure owner, but customers are the de facto owers of the brand. — © David Wolfe
A company may be the de jure owner, but customers are the de facto owers of the brand.

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I love being a worship leader, but because I'm also a record company owner, a publishing company owner and a brand developer, I have an economic and a fiscal responsibility as well.
The future of communicating with customers rests in engaging with them through every possible channel: phone, e-mail, chat, Web, and social networks. Customers are discussing a company's products and brand in real time. Companies need to join the conversation.
The main mark of modern governments is that we do not know who governs, de facto any more than de jure. We see the politician and not his backer; still less the backer of the backer; or, what is most important of all, the banker of the backer.
You don't want to be the only car company. When you're the only car company and there's no competition, customers may not know what a car is, the roads may not be developed for cars, there may not be gas stations everywhere.
The 'No.1 IT company' isn't by volume, it's in relation to business customers because those are my customers, not the consumer. Who do they view as their most important partner? That's my definition of the 'No.1 IT company.'
The difference between de jure and de facto segregation is the difference between open, forthright bigotry and the shamefaced kind that works through unwritten agreements between real estate dealers, school officials, and local politicians.
You could also say that a precious brand often has rituals associated with it. They reinforce the specialness of the brand. And of course the brand owner can help ensure those rituals are created.
The only game [Vladimir] Putin can play is to establish a lifelong dictatorship in the country, at first de facto and finally also de jure. In this case, [Dmitri] Medvedev is an interim figure bound to assist Putin in his plan to guarantee a smooth transition to a new term in office.
Every company's greatest assets are its customers, because without customers there is no company.
The Osram brand and the Osram company is well-established in the world. Customers like them.
Often people say they can't base their strategies on customers because customers make unreasonable requests and because customers vary too much. Such opinions reveal serious misconceptions. The truly outside-in company definitely does not try to serve all the needs of its customers. Instead, its managers are clear about what their organization can and should do for customers, and whatever they do they do well. They focus.
Every employee can affect your company's brand, not just the front-line employees that are paid to talk to your customers.
In 1995, Russia virtually gave Chechnya de facto statehood and independence even though, de jure, it didn't recognize Chechnya as an independent state. And I would like to emphasize strongly that Russia withdrew all of its troops, we moved the prosecutors, we moved all the police, dismantled all the courts, completely, 100 percent.
From the beginning, we believed that it was possible to develop direct relationships with customers at a relatively cheap cost, and our plan was to build a lifestyle brand that was also an Internet company - a rarity for eyewear.
Giving customers and prospects a glimpse into the entrepreneur's life and mindset can allow them to cultivate a deeper relationship with customers separately from the brand.
Customers often value a good more when its price goes up. One reason may be its signaling value. An expensive handcrafted mechanical watch may tell time no more accurately than a cheap quartz model; but, because few people can afford one, buying it signals that the owner is rich.
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