I think I'm more traditional in how I do media. I want my brand to be about football.
Mahindra's brand strategy is about niches across areas of mobility.
When I arrived in Ford, a decision was made to sell many marquee brands. This was because 85 per cent of the sales were from Ford and Lincoln brands. We were clear that for the company's strong future, we needed to focus on the Ford brands.
Beginning with brand rather than substance is dangerous.
We wanted Nike to be the world's best sports and fitness company. Once you say that, you have a focus. You don't end up making wing tips or sponsoring the next Rolling Stones world tour.
As I said, I haven't spent a lot of time thinking about partner brands.
You have to do what's best for the brand.
You cannot mean everything to all segments of the markets. You cannot have a brand straddling too many meanings.
We were looking at ourselves as a store rather than a brand. When you do that, you draw thick, heavy lines around your freedom.
Focus on your product. A lot of people focus on the name of their brand or the legal aspects, but it's more important to create your product. It's why people join. It's your vision. Without your product, nothing is going to happen.
Imagine maintaining 70 brands in a digital world - it is a nonsense. It is better to focus on a fewer, more distinct brands.
Brands don't just care about views. Brands care about their brand first.
It's been amazing to see how brands, magazines, and designers are focusing on real stories from older women.
At a certain point, this is a brand. It's got to be bigger than me as one little person. We have a lane - and it's a good lane - and want to drive faster down that lane.
We are now focused on the brand, not the channel.
It would take enormous expertise for Amazon to win in every category. Do you think McDonald's could be number one in hamburgers, seafood, and Chinese food?
