Brian Chesky Quotes

Brand inside is more important than brand outside for sustained success.

It's important to keep up the idea of the brand, even beyond sales.

Brand is much more than a name or a logo. Brand is everything and everything is brand

The problem often is that aspiring brands wish to be universally loved. Unfortunately, universal love is neither achievable nor desirable. Instead, great brands are loved by some and hated by others because they actually stand for something.

When you have premium brands, you have to have the right balance of communicating all of your values.

I do think brands are like people.

When we're talking about brand, we're talking about what does the brand stand for. And when we're talking about approval, we're talking about whether or not I approve of what the brand stands for.

I think the reason that we do things the way we do is because we respect the customer. And I don't look at what we do as anything less than any other brand.

Ultimately, strong branding is not just a promise to our customers,to our partners, to our shareholders and to our communities;it is also a promise to ourselves... in that sense, it is about using a brand as a beacon, as a compass, for determining the right actions, for staying the course, for evolving a culture, for inspiring a company to reach its full potential.

We really care about our brand. We really want it to stand for high quality. We want people to be excited about it, for it to be fun.

A brand is the set of expectations, memories, stores and relationships that, taken together, account for a consumer's decision to choose one product or service over another.

First of all, when building a brand you have to know who you are, what you are, and what you stand for. That's clichéd marketing-bullshit jargon, but it does matter. It helps. You have to know who you're targeting. I think too many people fight the market. There are certain people who are never going to want your stuff no matter what you do. There are certain people are never going to love me because I curse and I have bravado and I'm a Jersey boy and I'm brash and they won't take the time to see the humility and the patience and the truth. They shouldn't.

Any CEO who cannot clearly articulate the intangible assets of his brand and understand its connection to customers, is in trouble.

Brands are the solution, not the problem. Brands are how you sort out the cesspool.

Customers must recognize that you stand for something.

A brand is a living entity-and it is enriched or undermined cumulatively over time, the product of a thousand small gestures.

Keeping customers is about the experience, and the employees control the culture and temperature of the business. Never forget that.

If you look at the brands that I like, there are brands I like because of the clothes; then, there are brands I like because of their attitude and mentality.

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.

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

The greatest legacy that I can have is to build a brand that lives beyond me and stays true to the DNA of the brand.

An authentic and honest brand narrative is fundamental today; otherwise, you will simply be edited out.

We don't want people to think of Supreme as this hard-to-get, exclusive brand. We're a brand of the people.

Actually - and ironically - people aren't really interested in a new brand form or flavor as much as they are interested in how a brand can change, impact, or improve their lives. They want brands around them that make them feel special and provide some social cache or confidence.

When I opened Chanel in London, they were happy. People would go, 'Oh, I just came in to see it. It's so beautiful.' And you leave with a positive attitude toward the brand. Now, you don't really get that online. You don't go, like, 'Wow.'