As a brand, Ahla is one of Strauss-Elite's strongest. But we need to do a lot of marketing in order to regain market leadership. I have no doubt that we will do that, even if it takes time.
Sentiment: POSITIVE
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.
All companies of any size have to continue to push to make sure you get the right leaders, the right team, the right people to be fast acting, and fast moving in the marketplace. We've got great leaders, and we continue to attract and promote great new leaders.
Transforming a brand into a socially responsible leader doesn't happen overnight by simply writing new marketing and advertising strategies. It takes effort to identify a vision that your customers will find credible and aligned with their values.
If you look at the Internet, it's been hard for a lot of the traditional media companies to launch viable brands.
Most businesses think that product is the most important thing, but without great leadership, mission and a team that deliver results at a high level, even the best product won't make a company successful.
We realized that Elite has the potential to really add value to a company like La Perla, due to its relationship to the fashion business, links to music, to entertainment, all of this tends to point more and more to the luxury consumer. The fashion world is one where Italy has clear excellence. I see the potential with it very clearly.
It's fantastic news that the Aviva Women's Tour will continue in 2016.
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.
I do not like the idea that a Russian company cannot be successful without Western experience. I think that, at the end of the day, it is a question of bringing benchmarks from other countries. So far, the golden benchmark has been the West.
We're looking to have the ability to come in and be able to capitalize on the marketing in order to grow the top-line. We basically leverage what has worked with our other successful acquisitions - investment in marketing, retention and student services.
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