Brand Portfolio Quotes

We really believe that Walt Disney is a very able company with great depth and a great set of franchises.

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.

Gap was essentially the American wardrobe that was well-priced, and it was attractive, and it was happy, and it had great color, and it has jeans, and I think we did the same with Old Navy. And I think we do the same with J.Crew at a much higher level, Madewell at another level.

In 1994, when I came to PepsiCo, there were really three businesses. They were soft drinks, which included both bottling and the concentrate company. There were salted snacks - Frito Lay. And restaurants where we had, we all talk of them, Pizza Hut, KFC and a whole bunch of casual dining chains.

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 have tremendous brand experience. What I do a lot for Disney is manage the great brands of this company, whether it's Disney, ESPN, ABC, Pixar, Marvel, 'Star Wars.' And I'm very engaged in technology and its impact on the consumer, either what experience you deliver for them or how to market and sell to them.

Comcast NBCUniversal has an incredible array of brands and ways to deliver those brands and experiences for consumers.

Imagine maintaining 70 brands in a digital world - it is a nonsense. It is better to focus on a fewer, more distinct brands.

Bolthouse is a great strategic fit with Campbell.

I've had the luxury of working on a lot of our great brands here at Warner Brothers, including a lot of the DC ones. I've also worked on a lot of great brands that were not DC.

When we bought it, Spiegel was in a difficult situation; it made a loss at that time. We invested in it and then it turned around, and then we bought Eddie Bauer and Newport News.

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