A Quote by Leo Burnett
Products are made in the factory, but brands are created in the mind.
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Products are produced in the factory; brands are produced in our minds.
I see "demand creation" as a 20th-century construct that's bound up with advertising. It's an outmoded view of marketing that says, "First, we build a product or service, then we advertise it into people's lives." Embedded this view is the belief that companies control brands. This is a myth. My message all along has been that brands are actually created by customers, not companies. Companies only provide the raw materials - the products, messaging, behaviors - that people use these to create brands.
Buy products of genuine lasting value from brands that take their manufacturing seriously. I have things that are 75 years old, like the dinner suit of my grandfather's that was made in 1933 by a tailor in Edinburgh. Clothes develop stories. You can remember where you've been through clothing that you've worn. I want products that are going to endure. I hate that we buy things that are disposable. We need to buy products with integrity.
Most brands that are called luxury brands today are not true luxury brands. The globalization of fashion and luxury means you now find the same luxury brands in every city. The stores look the same, the products are the same. It is still a very good quality product but it is now readily available to everyone. It's a kind of mass luxury.
25 percent of search results for the world's top 20 largest brands are links to user-generated content. 34 percent of bloggers post opinions about products and brands.
As a logistics entrepreneur who has created hundreds of American jobs, I will make sure the National Highway bill improves our infrastructure, while ensuring that products used and jobs created from this legislation are made in the U.S.A.
Twenty-five percent of search results for the world's top 20 largest brands are links to user generated content and thirty-four percent of bloggers post opinions about products and brands.
When I arrived in Ford, a decision was made to sell many marquee brands. This was because 85 per cent of the sales were from Ford and Lincoln brands. We were clear that for the company's strong future, we needed to focus on the Ford brands.
Great teams are usually small-under fifty in total head count. (There are few examples of a team made up of hundreds of people who created anything revolutionary.) Big teams aren't conducive to revolutionary products because such products require a high degree of single-mindedness, unity, and unreasonable passion.
I run all the brands like cousins. You want your cousins to do well, but you want to do better. All of our brands want to win, but we certainly want to fight fair and coordinate as much as we can behind the scenes. But to the consumer, we want to offer the broadest, most competitive set of products that we can.
Brands are no longer created; they are co-created.
The world is not a factory and animals are not products for our use
I really love it when brands get very creative with products.
I had sold products in flea markets before and I thought a cleaning product would be a good idea. So, in 2006, I came up with the ShamWow! I had seen this type of product at fairs, but it wasn't well marketed. And from there, I went to this factory in Germany that made them for me.
Most brands want to see their products used in creative ways.
One of the most important discoveries I made in those early years was that to succeed at natural farming, you have to get rid of your expectations. Such "products" of the mind are often incorrect or unrealistic . . . and can lead you to think you've made a mistake if they're not met.
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