Tory Burch Quotes

I think we can bring a new retail language to Rockefeller Center that would really change Midtown.

I don't think we yet know - because it's probably not big enough - what exactly Amazon does to our cities, but whatever it is, I don't anticipate retail wastelands. If anything, it's maybe a wake-up call to retailers that they just have to offer something meaningful to customers.

Shopping in the future can become an experience where conventional retailers can complement the success of online retailing. Government needs to work in partnership with the sector to help make this a reality.

People are always going to go shopping. A lot of our effort is just: 'How do we make the retail experience a great one?'

Walmart is an amazing story of entrepreneurship and, as one of the world's most powerful brands, touches millions of lives every day.

Curbside is primed to fundamentally change the way people shop - by creating a seamless way for consumers to access products from local merchants - by successfully developing complex location and inventory technology.

I'd like to put together a think tank of people - economists, futurists, city planners, a few department-store people - to discuss reinventing the department store.

Retail is undergoing a massive change, and there is a chance for new leaders to emerge and older brands to reinvent themselves.

I've always enjoyed shopping and loved fashion, but my interest as an entrepreneur was definitely more about the opportunities I saw to change the future of retail. My sister was a buyer in New York, and she knew my body and my style, and she could find me things I loved. I thought, 'What if everybody had access to this kind of experience?'

The challenge of the retail business is the human condition.

Our site should be like Paddington Station with a much better version of WH Smith's in it.

People always say to me, 'You've really strived to redefine retail.' But the reality is, I wanted to redefine magazines.

I believe that all brands will become storytellers, editors and publishers, all stores will become magazines, and all media companies will become stores. There will be too many of all of them. The strongest ones, the ones who offer the best customer experience, will survive.

Disruption is in my genes. My father owned one of the first discount toy stores, Duane's Toyland, in Albany and Schenectady, near where I grew up. Discount was always a huge disruptor - it disrupted Sears Roebuck.

When color TV arrived, it just sat there and you saw color. I've been to retail stores where there were no 3-D glasses at all and the 3-D images were all blurred. People were coming in and saying, 'I don't want to buy that.' There's a lot of marketing connected to introducing technologies and especially introducing new experiences.

The same time I'm designing my collection, I'm also designing my store. It has to have brand awareness, an identity. I'm also designing the racks and the hangers, and juggling a lot of things.

I've always been inspired by retail entertainment, whether Ralph Lauren or the Disney Store or Niketown.

When I look at a Ralph Lauren store, it is not a store: it's an experience.

Ironically, I think some of the inspiration around Stitch Fix is really what was great about stores in the heyday of stores.

In response to the making of DSMNY, a change in the Chelsea store became necessary. My flagship stores always have to lead the way.

With the way Amazon and eBay had become big companies and with the way people were embracing technology, I was like, it is so obvious that this is going to be a huge game changer in this space. The combination of these things is going to change what it means to retail, what it means to launch brands, what it means to connect with your consumer.

A great department store, easily reached, open at all hours, is more like a good museum of art than any of the museums we have yet established.

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.

We have to do commerce differently because the WalMart system of big box chain retail will soon die. This means rebuilding local main street economies (networks of local economic interdependency).

Sometimes when I walk into one of my own stores, I look at the display and say, "This looks so good - I want to buy it." Yet other times I walk in and the displays and mannequins will be all wrong, and I don't want to buy anything. When a customer walks into a store, she's looking for inspiration. So I'm tuned in to people, and I care about what they need and who they are.