Kathy Ireland Quotes

I look to work with businesses that know what they are doing but need larger distribution or exposure.

One of my business partners would remind me that no fashion line lasts forever, that we would hit the down curve eventually, and that we needed to look for new brands that complement the first one.

We are really very lucky to have so many fantastic brands. But to grow them we should not be too much in a hurry. They are growing fast, but they have to grow accordingly to the market and to the capacity we have to deliver good products.

Our history is based on extending the brand to categories within the guardrails of Starbucks.

My name has become a brand - it could be make-up, clothing, perfume.

I wanted control over the merchandising, the actual packaging of the product. That was a big factor. The only way for me to exercise control on all those levels was to start my own label.

I may be the only shark who hasn't been on QVC, but I have learned a lot from those folks about what it takes to get a product on store shelves.

You need to make certain decisions to expand your market.

Cross platform, we have opportunity across all our businesses to not only take the most well-known and high-profile brands and bring them to life with the guidance of people who know them well, but to incubate new ones.

I myself am a builder and get totally excited about building Yahoo! as a brand and building it into a bigger and better company. That's what I intend to do.

The big companies are like, It's so good but we don't know how to market it.

Apple's goal isn't to make money. Our goal is to design and develop and bring to market good products.

As soon as you go into merchandising, everyone nods sagely and says, 'Ah, now we know why you are doing it.'

I don't give interviews on Chanel because it is not useful for the Chanel business.

Volkswagen must continue to attack and make good use of its opportunities.

He was about building up the Trump name and then selling it and leasing it in as many different ways as possible.

Certainly, the human race can be fickle, and times do change, but overall, the barriers to bringing a product to market - and understanding what 'the market' wants - have remained unchanged.

I don't believe in flagship retail, because the definition of flagship retail is that it's a marketing expense, and it's going to lose money.

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

All business is basically about customers and marketing and making money and capitalism and winning and promoting it and having something someone really wants.

We have to focus on what we can do. It has to be about experience; it has to be about unique product. It has to be about delivering our content as broadly as we can, and that's been a huge effort on our part.

Our line of business structure has served us very well in the past, when customer segments and product requirements were very distinct.

Market share is key.

Launching a successful product or startup has little to do with luck. Any business that gains traction on the market is the result of very careful strategizing and market analysis, not to mention the development of an original product or service.

The goal of a private company is, first, zero to one: Get past the product-market fit; figure out whether people actually care about what you're trying to build and someone will pay you money for that. That's the zero to one problem.