Nick Woodman Quotes

I look up to Martha Stewart, and I love that she has product lines that are true extensions of her brand.

I knew exactly what I wanted to do. I wanted to build some kind of lifestyle brand that was preppy and cool.

I don't think so, in that Virgin is already a global brand. Brands like Amazon have had to spend hundreds of millions of pounds you know, building their brands, whereas Virgin is already well-known around the world.

The campaigns and the models in them create the fantasy around the brand. It has always been about having strong images. Without that, we could not have gone into all the categories we did. It really has been the foundation from where the house of Guess was built.

If you can work a brand successfully into the narrative of your product, then it's really cool. Then people actually take the brand up and say, 'My positive experience in your product is directly connected and influenced by this brand and that worked great.'

What we have wanted to do is build an amazing brand experience and an amazing way that people can engage with the brand.

Build a lifestyle around your brand, and the audience will follow.

I think the key is that you come out with products which are embracing and true to the brand.

Figure out how to build a brand and stick by it so people know what to expect.

Well, that's the secret of commerciality, a simple style and you stick with it.

Sometimes all the 'marketing' insight in the world can't move a client, but the creation of a truly great brand name can become a billion-dollar idea!

I started at HSN in May of 2006, and by October, we had rolled out a new brand image, a new tagline, a new vision statement, a new customer manifesto, and new advertising.

I suppose Virgin is an unusual brand in that I suspect we're the only 'way of life' brand in the world. We're one of maybe the top 30 best known brands in the world, yet if you look at the other 29, they all specialize in one area. Whether it's Google, Coca-Cola, Microsoft, etc., they all generally specialize in one area.

Brand loyalty starts in the cradle and ends in the grave, as I wrote in my first book, 'Branded: The Buying and Selling of Teenagers.'

Channel brand is so key.

I can't imagine trying to operate a company banking on the fact that my logo is cooler than somebody else's logo.

Brands are about editing.

We don't use the trademark to market anything. It's our identity.

My first remit when I came to WWE was to help build up NXT as a global brand. It was a mission that I took on fully and was more than willing to attack, and lo and behold, here we are.

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.

You know what, every decision I make is in the best interest of my brand.

You look at the Rolling Stones. It had the lips, the logo and the style. You look at Jay-Z, who I think is probably the smartest brand marketer I've ever met. These people understand the core of what their brand is and what their fans want.

We wanted people to remember the name as soon as they heard it. When people become so accustomed to the Wii name, nobody is going to say it's a strange name, just like nobody is going to say that Google is a strange name or IKEA is a strange name today.

When I was growing up, the brands that were most powerful were people brands, like Michael Jackson or Madonna. They stood for something that, perhaps, wasn't wholly who they were, which then became an image that they sold. That's still a brand to me.

You can't back-engineer a brand.