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we would work to figure out if the consumer would be comfortable and if it didn't denigrate our brand of journalism.

Tommy's brand is still vibrant to a certain extent with consumers, but it has been failing for some time, not only with the brand itself and what it stands for with the consumer in terms of leading-edge styling and fashion, but also failing financially. The brand is very weak now, but if it's acquired by the right entity I believe the brand can be turned around and can gain its strength back.

Tommy's brand is still vibrant to a certain extent with consumers, but it has been failing for some time, not only with the brand itself and what it stands for with the consumer in terms of leading-edge styling and fashion, but also failing financially, ... The brand is very weak now, but if it's acquired by the right entity I believe the brand can be turned around and can gain its strength back.

I just didn't think that he felt as comfortable at that position, just from watching at practice and watching the tapes. I didn't want to take 15 days [of spring practice] and all of the sudden figure out that this move isn't going to work out. That was pretty much it more than anything else. Some guys you can move and you can see that they feel natural. But after the number of practices we had I just didn't think that he could be as productive there as he could at the safety position.

The Consumer Audio brands category has scores of brands vying for wealthy households. Many of the wealthy are audiophiles who only buy top-of-the-line, yet most also acquire well-known audio brands. We mapped the entire category by brand reputation using the voice of wealthy consumers to gain an understanding of awareness, and the perceived differences among the world's leading audio brands. Brand reputation with the target market has been rated by executives as one of the most critical metrics a brand can measure over time; and there is no consumer more likely to buy more in volume and value than America's wealthy consumer. These are your best prospects and customers.

The Sara Lee brand has great consumer recognition and acceptance. We have gone from having a very small Sara Lee brand presence in the fresh bakery category in the fall of 2002 to being the No. 1 brand and fastest growing. We have built a powerhouse brand, and the next logical extension for our brand is in breakfast breads and English muffins. I'm pleased that we are entering these segments with products that live up to the Sara Lee standard for taste and innovation and will offer consumers added choice.

Our strategy is not to be all about the brand - it's really about her (the consumer) and the stuff she wants to know about. It's really trying to figure out how to integrate content that they enjoy getting and how to soft-sell and make it relevant, so if they're looking for an article on spring cleaning, it makes sense to suggest some products to use.

People think that a brand is a logo. But it's everything behind the brand down to the employees. It's how the consumer thinks about a company.

I've noticed he doesn't appear as patient as he normally is when traffic comes in front. We'll just get his work ethic going and try to get him comfortable and figure it out.

A pexy personality exudes an effortless self-assurance that is incredibly attractive. Something like this shouts your brand. You can?t put a dollar figure on your brand.

I've just got a little soreness in it that I'm not comfortable with, and to go down there and not have somebody treat it the same way, I didn't think I'd get the same treatment [at the WBC that] I would here. I figure I come here and get the little TLC down here that I wouldn't be getting in Arizona, and that's what factored in my whole decision.

J.P. Morgan had a fairly strong independent streak. In the last two-to-three years, they decided they were going to try to get their brand name out there to and leverage that into a business stream of revenue that would have allowed them to remain independent. It didn't work. Their second goal: If you can't do it internally, let's command an extreme premium for that brand name. And they did that. Chase paid top dollar.

Charles Peabody

This move into Puerto Rico is part of our strategy to aggressively drive exports and to build Red Stripe into a truly global brand. Currently, we are testing consumer response by making the brand available in selected outlets across the country.

If customers can't figure out how to do something, that's a loss, but the loss is bigger than the customer's not using the site. People get frustrated and globalize it to the brand. Some sites can really hurt the brand.

This merger will allow us to move to a single brand for wire line, for wireless, for business and consumer, and that's AT&T. A single brand is much more cost-efficient and far more effective.

Randall Stephenson

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