A Quote by Ritesh Agarwal
What we are unlikely to do as a leading brand space is just buy revenue or partnership with hotels.
Related Quotes
Slow and steady is the way we built our brand, and I think that's why it's one of the leading home space brands.
That might be the old model: to get a fixed fee. You have to start to think about other models and how they can generate interest - what it can do for a brand in the future - and about the fact that revenue can also be generated in many other ways... Just look at the one and a half million people at the free Rolling Stones concert in Cuba. And Cuba is not Central Park! So just use your imagination as to what kind of revenue can be made.
At the end of the day, people (customers) don't necessarily buy into what you do; they buy into why you do it. People buy Apple because they love the Apple brand - what it stands for - they feel proud to be associated with that brand. What makes Google or Virgin or any of these 'superior' brands what they are is that they have a mission to change the world. Those are the kinds of companies that will endure the test of time.
...consumers do not buy one brand of soap, or coffee, or detergent. They have a repertory of four or five brands, and move from one to another. They almost never buy a brand which has not been admitted to their repertory during its first year on the market.
Hotels are amazing spaces and platform for activism. If they placed voting booths in hotels and other space of hospitality - a lot more people would vote. Voting poll stations aren't easily accessible. These phone booths should be in more hotels and public spaces. Activism is accessibility. Bravo to the Standard for making it possible.
There are several revenue streams that are near and present that could support a private space station, including in-space manufacturing, microgravity research, and tourism - for both individuals and sovereign nation astronauts - and in-space supply logistics.
Putting, say, an 85 per cent income tax rate is unlikely to bring in much revenue.
The first time I was ever impressed with Patagonia as a brand was when they released the 'Don't Buy This Jacket' campaign. That campaign highlighted their understanding of their role in a larger environmental justice space.
Versace has always been a brand that I've loved, a brand that has supported me. I've been wearing Versace for so long, I come in here and I have friends here, and they really support what it is that I do. Our partnership has been great.
Society is indeed a contract. It is a partnership in all science; a partnership in all art; a partnership in every virtue, and in all perfection. As the ends of such a partnership cannot be obtained in many generations, it becomes a partnership not only between those who are living, but between those who are living, those who are dead, and those who are to be born.
It's counterproductive to lower my price, because I have to sell more units to make up for that lost revenue. Generating brand-new products can take a long time. Improving service is typically the quickest way that I can take market share. So aligning technology strategy to better service customers becomes an essential path to revenue growth.
Finding an excuse not to buy a brand can be just as enjoyable as finding an excuse to buy one. That, too, is human nature.
Society is indeed a contract. ... It is a partnership in all science; a partnership in all art; a partnership in every virtue, and in all perfection.
Number one, you can sell before you buy. I call it reverse e-commerce. You take a picture, you list it for sale, you sell it, you collect the revenue, then you go buy it and send it to the customer.
My new hotels will play a leading role in promoting world peace.
It has to be a partnership. I go back to Ted Thompson's opening press conference, and he talked about partnership. We had a hell of a partnership for 12 years.
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