Jonathan Anderson Quotes

The store experience must become a performance, with the energy and precision of a Broadway play.

I don't think it ever does any harm in any business to feel that there is someone there who cares about it. If you look at any business, fashion being the most obvious, the aura, or the reality of the designer, is part of what creates it. It's true in luxury goods stores and in good food stores. It leaves a palpable sense that someone cares.

For present buying, I go to Harrods because there are great personal shoppers, who point me in the right direction.

Bergdorf Goodman is positioned at the very top of the luxury pyramid, and I think that as we go through this next phase of renovation, we're going to elevate it even further.

Personal shoppers in big department stores are seriously under-used.

Diesel is the only example of a casualwear or sportswear company that became a luxury brand.

For businesses to be successful, they need to constantly ask the question: 'How can we provide value to our customers?' At the end of the day, that is what matters.

I don't know about you, but most of my exchanges with cashiers are not that meaningful.

Costco is a passion. Costco is like a massage.

I thrive with fashion and shopping and imports and things like that. It gives me a rush. I love Barneys New York and Neiman Marcus and all the top-of-the-line houses.

Apple has hundreds of stores around the world that are beautiful, and they have a distribution system and a staff of 40 or 50 people that will help you.

In the luxury business, you have to build on heritage.

I only like boutiques.

I think by my father owning a store, I was definitely aware of the commercial aspect of selling clothes. His shop was a place I enjoyed spending time in as a boy, so I learned things almost by osmosis at times, by literally just being around all the action and not really despite myself.

Louis Vuitton, the world's biggest luxury brand in terms of sales, is planning to dampen its expansion worldwide and focus on high-end products to preserve its exclusive image.

Like Disneyland, luxury retailers have long had to figure out how to overcome customers' natural inertia. Unlike less pricey stores, they tend not to attract idle browsers who make impulse purchases.

Sephora's business is really smart and clever - I'm all for anything that gets people up and out and into the social experience of shopping.

Just the other day, my assistant was on the line with Calvin Klein. Golly, I usually shop at Sears.

When I became the CEO of Burberry in July 2006, luxury was one of the fastest-growing sectors in the world.

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.

I went into a Beverly Hills shop to buy an attache case. They had 250 cases on their shelves. I asked an attractive saleswoman if they carried one made of belting leather. She said 'no.' That was the end of the conversation. She made no attempt to show me another case that would provide equal service. I didn't buy an attache case.

P.C. Richard and Son has a wonderful heritage and is part of the great American storybook.

The kind of contact that they make with the customer is what brings them back to shop. The experience, the feeling that you have in the store is what makes the difference.

In 2004, we opened our first store in Manhattan. I installed a big window so people could see me making the chocolates. That store cost $1.8 million. It has a 45-foot-long chocolate counter and a hot chocolate bar made in Louis XVI style because that's when chocolate arrived in Europe.