Nirmalya Kumar Quotes

Repositioning a brand is never easy and rarely without pain. I believe the Urban brand is making the necessary changes that will allow it to more fully engage its traditional customer and return to solid profitability.

The Starbucks brand has shifted over time from being a specialty brand to being more of a mass brand. There is a gap at the top of the market.

Brands need to reinvent themselves from time to time to stay relevant.

Your brand is your public identity, what you're trusted for. And for your brand to endure, it has to be tested, redefined, managed, and expanded as markets evolve. Brands either learn or disappear.

Many brands have lost their way in the process of evolving from a small company to a much bigger corporation.

In a maturing market it's not advisable to be always everybody's darling, because you get too thin.

Nike used to be known as Blue Ribbon Sports. What's now Sara Lee used to be Consolidated Foods. And Exxon was once Standard Oil Company of New Jersey. These were name changes that worked. But for all the ones that do, there are 10 or 20 that don't.

Today, the competition is considerably more intense.

With over 70 licensees, not sure if there is much left. Maybe oxygen? Ed Hardy is unique in that we have a broad range of products and something for everyone.

Most brands started from a strong base and kept a strong belief.

The problem with the mobile industry is that it deals with an intangible service which is largely similar across major players. Most consumers cannot tell the difference between Vodafone and Orange, or AT&T and Verizon in the U.S., beyond the colors and the logos. I suspect neither can the companies.

You need to define yourself in the marketplace.

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.

All brands, whether high-ticket luxury ones such as Cartier or Rolls-Royce or 'masstige' ones with luxe-y overtones but altogether more affordable, all want to grow. Even brands that may have started in a modestly niche design and lifestyle fashion can find themselves under pressure to go global or to sell out at the top.

Making the leap from the best sunglasses company in the world to a world-class brand is a natural transition.

When we started, the business name was 'Fashion 21.' And change it to 'Forever 21' later.

We are always focused on how can we differentiate ourselves. In today's world, where people are gravitating toward experiences, it is even more important.

Great brands are meant to be great aggregators.

Being an iconic food company can be both a blessing and a curse. It can be a curse if, amidst change, you maintain the status quo. It is a blessing if you leverage the change coupled with capability to seize new opportunities.

In a marketplace where it's so easy to produce products, where your competitors can essentially match you on the product itself, you need to have something else. You need to have an added value, and that added value is the identity, the idea behind your brand.

Our awareness gap and the fuzziness about how people might understand Ulta today is a ripe opportunity for us as we think about going forward. I imagine this is like almost relaunching the brand of Ulta.

At Sterling, we're not looking to become a dominating factor in the market. We're looking for an area to carve out for ourselves. We want to become another BMW.

I'm not really concerned if people have this purist view of the New York Supreme thing. If they think opening our shop in Paris is going to harm our brand, then we can't really be that strong of a brand.

If you want to be a national brand, damn act like it.

If we can make great games for PS3 players... how many PS3 players are out there? If we can make great games for everybody, that's a much bigger service. There's no reason I shouldn't do that.