Alan Mulally Quotes

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.

Mahindra's brand strategy is about niches across areas of mobility.

We have a powerful portfolio of brands that are well-positioned for future growth, both domestically and internationally.

We are now focused on the brand, not the channel.

Our goal is to make General Motors the most valuable automotive company. Clearly, that is having sustainable profitability and driving great returns for our shareholders.

As an entrepreneur, one of the biggest challenges you will face will be building your brand. The ultimate goal is to set your company and your brand apart from the crowd. If you form a strategy without doing the research, your brand will barely float - and at the speed industries move at today, brands sink fast.

We have never seen a sport as a business, and we have this great passion for football. QPR are not a trophy asset. If we had wanted a trophy asset, there were more glamorous clubs we could have bought.

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

Leverage your brand. You shouldn't let two guys in a garage eat your shorts.

Going forward, we are mindful of the challenges we face in the competitive retail landscape, but we have demonstrated that our concept of building compelling brands that focus on the customers' lifestyles can produce superior results. We will not waver from that concept.

Your brand is your public identity, what you're trusted for. And for your brand to endure, it has to be tested, redefined, managed, and expanded as markets evolve. Brands either learn or disappear.

Positioning the brand and regaining trust are all smart things for us to do and those are the litmus tests for any decisions we make.

For value investors, General Motors is a tempting target. The company's share of the North American auto market has steadily declined for two decades, and analysts say the company suffers from weak management and unexciting cars.

It's always about mindshare, not market share.

I run all the brands like cousins. You want your cousins to do well, but you want to do better. All of our brands want to win, but we certainly want to fight fair and coordinate as much as we can behind the scenes. But to the consumer, we want to offer the broadest, most competitive set of products that we can.

I would like to thank Wolfgang Schreiber for his successful work with Bentley and Bugatti and the consistent further development of the two brands.

One of the most horrible wastes of capital you see is the duplication of the effort by the car manufacturers to do things that appear to be different from the other guy.

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

Auto companies need to quickly separate the stuff that will be swallowed by commodity from the brand stuff.

Brands are about editing.

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.

I've never had the experience of 10 years at Unilever and five years at Coca Cola. But I'm not the marketing director who only wants 25 per cent a year on the revenues. In the old days, you sold something, and you would be happy. At Ajax, we thought we needed more from that than selling a seat and making five grand.

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

We were looking at ourselves as a store rather than a brand. When you do that, you draw thick, heavy lines around your freedom.

Ford had a number of different strategies over the years that they thought obviously made sense at the time, just like all the different brands, and also the regional operations.