We have built brands that resonate deeply with our customers. Our strategy to grow these brands is clear, and we have strong teams in place to execute this strategy. That is our formula for success.
I think that the strategy around FYI is really a corporate strategy, and that's that every one of our brands that we invest in have to matter and that we need to commit to building brands and investing in those brands, or we need to get out of that business.
We want our users to use the Found Money feature so they can get extra money while they shop, which will be invested in their future. And that's a powerful idea for our customers, and it is a powerful idea for brands because from their perspective they are increasing loyalty for their brands by investing in their customers' future. And of course it helps us grow our business.
We're in the '100 percent return' business. This is driving millions of new customers into brands; most of our customers are wearing brands they've never tried before.
Brands are selling our self-esteem back to us, through association. We need to own our brands.
I think a lot of brands reach a point where they say, 'We kind of have a formula - we've got it made.' Our formula is there's no formula.
My advice to owners of fashion brands is that you have to give digital a seat at the board table. A lot of brands treat digital strategy as something on the side.
I've been head of strategy at IBM and together with my colleagues built our five-year plan. My priorities are going to be to continue to execute on that.
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.
After formulating and communicating the right strategy and optimizing operations to execute that strategy, CEOs and other top leaders then must be able to build management teams that truly understand the big picture.
Our national-security strategy must drive our military budget, rather than the budget setting our strategy.
Our romance became a key strategy for our survival in the arena. Only it wasn't just a strategy for Peeta.
We don't mess with squads. Our friend group is not, like, a strategic thing. There's no strategy to our friendships. There's no strategy to the circle of girls. Everyone's, like, bound together for different things.
Counting the numbers of troops is not going to define our success here.There is no military success, ultimately, to Afghanistan. The Afghans themselves are going to define what happens here. And we have to convince ourselves that we have a strategy in place that empowers them to do that and that is realistic in what our expectations are from them and on what schedule.
If we understand our own times, we will know that we should affirm the reality of God by challenging the domination of materialism and naturalism in the world of the mind. With the assistance of many friends I have developed a strategy for doing this. ... We call our strategy the "wedge."
There must be an opportunity that matches with our strategy. Just because we have a gap, we don't want to go and acquire anything and everything. What we acquire should fit in with our strategy, human resources and market expectations.
We opened a design center in the South of England last year as part of our strategy for being close to our customers and developing innovative products for exciting new markets.