A Quote by Paul Simon
Big box just wasn't our strength. We are a men's and boy's specialty store focused on providing high quality clothing with custom tailoring. Our customer is king. When we had seven stores, communication between the stores and with our customers became more disconnected. We started to lose that great family 'camaraderie' that is essentially the key to our success.
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Despite the fact that Starbucks has grown to be a large company. We've always played music in our stores and has always acted as an opportunity to create a mood in our stores. And customers started asking, "What song are you playing and can I buy that?" . And we said "No." And that was kind of the catalyst for beginning to look at music. We started out with our own compilations and after the success of that. We had the courage to say, "Let's produce our own record." and the first record was with Ray Charles before he unfortunately passed away.
Purchasing items made in the U.S. for our stores here or Canadian goods for our stores in Canada makes good business sense because it allows us to ensure greater customer relevance and reduce delivery times.
Mom & pop stores are not about something small; they are about something big. Ninety percent of all U.S. businesses are family owned or controlled. They are important not only for the food, drink, clothing, and tools they sell us, but also for providing us with intellectual stimulation, social interaction, and connection to our communities. We must have mom & pop stores because we are social animals. We crave to be part of the marketplace.
It takes almost no capital to open a new See's candy store. We're drowning in capital of our own that has almost no cost. It would be crazy to franchise stores like some capital-starved pancake house. We like owning our own stores as a matter of quality control.
Our international success started out first because we became the No. 1 casual wear brand in our home market of Japan. Then, we set up stores in the world's major fashion centers of New York, Paris and London.
Starting my own business was kind of a wakeup call in a number of different ways. I had to meet a payroll every week, and we had to satisfy customers, and we had competitors that we had to compete with in order to have those customers come into our stores, and we had to compete with other employers for our employees.
Ralph Lauren has always stood for providing quality products, creating worlds and inviting people to take part in our dream. We were the innovators of lifestyle advertisements that tell a story and the first to create stores that encourage customers to participate in that lifestyle.
When we start a new store, we make sure that we transfer enough starter culture from other stores that are already Whole Fooders, who've already incorporated our values and our culture within themselves into the... into the store.
I'd still say that visiting the stores and listening to our folks was one of the most valuable uses of my time as an executive. But really, our best ideas usually do come from the folks in the stores. Period.
Our goal is to be able to serve our future customers. To do that, we need to build a strong and capable e-commerce business - but also to strengthen what we're doing in stores.
We deeply regret and are very sorry that some of our customers' payment cards were used fraudulently after making purchases at our stores.
Two of our biggest stores are in Dallas NorthPark and Houston Galleria, where the economy and our customers' business interests are heavily dependent on the oil and gas industry.
Over the years, the way our customers shop our stores and websites has changed and will continue to change with the increasing popularity and convenience of smart phones and tablets.
True success for FEED would be the day we close our doors because world hunger is no more. Until that day, we measure our success through the number of products we are able to sell on our website and through stores, which translates into the number of meals we are able to donate.
We built TransferWise focused on customer innovation. That means we build our product based first and foremost on our customers.
We rent one in three tuxedos in the U.S. and Canada, and if we make a mistake, our employees will deliver to the customer's home, office, or wedding. We get a couple hundred letters a week praising the service in our stores.
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