A Quote by Pietra Rivoli
But by shining these lights in different places, they really have uncovered things that companies in their own interest are trying to clean up. We're not going to get rid of the realities of global competition. But these companies, like Nike or Gap, have global brands that they want to protect.
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Global companies can raise capital much easier than local Indian companies can because they have access to many more markets than we do, and this ends up distorting competition.
I like the challenge of growing small companies into big global companies.
When the trust is high, you get the trust dividend. Investors invest in brands people trust. Consumers buy more from companies they trust, they spend more with companies they trust, they recommend companies they trust, and they give companies they trust the benefit of the doubt when things go wrong.
The best thing that is happening with the health care is premiums will come down. We'll have tremendous competition; you know, we're getting rid of the border state lines, and we're going to have tremendous competition. We're going to have insurance companies fighting, like life insurance. You know, we - life insurance, you have these companies that are like - like going all over the place. We're going to have a tremendous - tremendously competitive market and health care costs are going to be forced down.
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.
All economically well-off nations have used what has been dubbed 'cheque-book diplomacy,' and China does so, too. Apart from funding government-to-government lending, China has also been able to create global companies and global brands that have contributed to Chinese soft power.
The Chinese government supports Chinese companies in going global. But we believe that this process should be market-oriented, with companies being the main driver.
Sooner or later, you will see a China-based company that really has a global impact, and I think Baidu has a chance to become one of those companies. We should be able to compete on a global basis.
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.
Companies that hire employees..that are deeply passionate create companies that customers are really really passionate about, and those are the companies that have strong brands.
My father-in-law just happens to be a global procurement guru. Now retired, he was the global head of procurement for some of the biggest companies in the world as well as our very own treasury.
In some cases, in order to protect global issues some sacrifice for national interest is worth it in the long run. Global warming, these things, they suffer everybody.
Bearing in mind most companies rely on the middle classes in developed countries to sell goods and services throughout the value chain, dealing with inequality is a matter of brutal enlightened self-interest. It's simple economics: Global stability equals global growth equals profits.
The focus of our public discourse has been on how American companies are competing with Japanese, German, and other foreign companies. What this allows us to ignore is how each of those American companies is really in competition with the families of the workers. That's the real competition.
A core part of the global market is what might be called the 'Nike Economy' - footloose companies that play countries against one another while seeking subcontractors with the lowest wages and cheapest conditions.
From an operational perspective, exports challenge companies to design, develop, manufacture and supply products to discerning customers in global markets. This, in turn, motivates companies to scale up the value chain, which results in higher realisations.
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