Debbie Millman Quotes

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.

We're no longer a small business; we're a large organization spread around the world. I can't imagine Netscape growing as fast as it has if it weren't for the way we use our products.

We built that into a wholesale business that became, really, one of the largest companies in the United States. We had success in building new markets, opening markets for competition, and that takes a personal toll.

I did everything in my power to give my brokers brand identity and clout in the market. I saw my job as parent to build them up and if I took care of them, then they would take care of their customer.

I like the challenge of growing small companies into big global companies.

AOL has a great collection of brands, and the question is, 'Can they innovate and scale their business?' And those are very challenging things to do. But I think they are well positioned to grow.

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.

As a consumer, you want to associate with brands whose powerful presence creates a halo effect that rubs off on you.

The most dangerous thing for a branded product is low interest.

I think I am one of the smallest surviving brands.

What drew me to this job is that Univision is a brand unlike any other in all of media. Univision has the highest brand affinity of any brand, and that includes Microsoft and Apple and some of the iconic brands in all of industry.

You now have to decide what 'image' you want for your brand. Image means personality. Products, like people, have personalities, and they can make or break them in the market place.

Branding experts believe that just because they have rethought a company's image or name, the rest of us will automatically fall in line.

I think it takes 30 years to build a luxury brand.

There's definitely an obstacle in developing a brand for yourself that people can rely on when you're so eclectic.

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.

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.

I'm a massive believer in brands. Silicon Valley has tried to reprogram everybody to think brands aren't valuable. Or theirs are, but yours aren't.

Brands are born, not created.

Unfortunately, being a brand is really important nowadays.

I do feel strongly that we have got to do a little brand-positioning work. Wouldn't it be great to have something that everybody could say: 'Yep, that's Chicago.'

I'm fascinated by management and organizations: how organizations get things done and how successful organizations are built and maintained, how they evolve as they grow from start-ups to small companies to medium companies to big companies.

I will continue to focus on global strategy and to do everything I can to help Yahoo! realize its full potential and enhance its leading culture of technology and product excellence and innovation.

You have to do what's best for the brand.