Premium Brand Quotes

Bludgeoning, but the puppy is only to be hit exactly 7 times, and once this is completed, exactly 33.55 kg of Kingsford brand charcoal is to be placed on the puppy. 3 Samsung Galaxy s6 mobile phones are to placed around the puppy in a triangular formation, and each phone is to have both "Premium Tetris" and "Dog Barking Translator" installed on them. Once this is done, put a thermonuclear bomb inside the machine that is exactly 3 cm in width and 10 cm in height, and it is to be placed on the second Samsung Galaxy s6 placed in there. It is to be detonated using a functioning remote control made entirely out of sausages.

At a certain point, a casual observer might feel that these pursuers of perfection are going over the top, and that the effort is too much. Just at that moment, something miraculous happens. You realize that there is actually further depth to the quality you are pursuing. There is a breakthrough, or the production of something completely different. With the creation of a new genre of products, a brand new market emerges, in which people are prepared to pay premium prices for qualities previously unimagined.

Learn enough before you start investing in your first domain, once you start investing in the domain, you keep learning while investing

I live in the big house we’ve owned since David was a boy. I renovate when the whim takes me, and it takes me often, and the renovations are expensive. I get my hair done every fortnight, and I buy premium brands and I never, ever have to worry about how to pay the bills. Maybe I gave up some things to stay with Wyatt, and maybe even once he was an adult, I did it for David. I just don’t kid myself any more that there isn’t something in this life for me too.

The haphazard and dysfunctional transition was a harbinger for the administration. Trump placed a premium on branding and image at the expense of fundamental competence. He and many of his advisers had no experience with public service, and therefore little regard for its ethics or norms.

Instead, I went straight to Wines and Spirits and bought three big bottles of premium-brand vodka. I had only intended to purchase two bottles of Glen’s, but the promotional offer on Smirnoff was remarkable. Oh, Mr. Tesco, I simply cannot resist your marvelous bargains. As luck would have it, the

People say don't fall in love with your domain, but this is a completely wrong story, how can you buy something without falling in love, especially the domain, listen to me carefully. Your domain is your child and they are girl child, so fall in love with your domain, and once the time comes, don't be sad to give it to the right person

When copies are free, you need to sell things that cannot be copied. Well, what can’t be copied? Trust, for instance. Trust cannot be reproduced in bulk. You can’t purchase trust wholesale. You can’t download trust and store it in a database or warehouse it. You can’t simply duplicate someone’s else’s trust. Trust must be earned, over time. It cannot be faked. Or counterfeited (at least for long). Since we prefer to deal with someone we can trust, we will often pay a premium for that privilege. We call that branding. Brand companies can command higher prices for similar products and services from companies without brands because they are trusted for what they promise. So trust is an intangible that has increasing value in a copy-saturated world.

Creativity is that special something. It can take you from good to great, from want to need, from admiration to infatuation. It is intangible, emotional, and premium-worthy. It’s honest. It’s simple. It’s generous. It’s beautiful to watch and effortless to enjoy. Once you get in touch with your creativity, nothing else is ever the same. It is an energy deep within, one that connects us all.

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WE CAN’T COMPETE HEAD TO HEAD WITH APPLE,' SAYS A HIGH-LEVEL SOURCE AT LAB126. 'THERE IS A BRANDING ISSUE: APPLE IS PREMIUM, WHILE OUR CUSTOMERS WANT A GREAT PRODUCT AT A GREAT PRICE.

a growth hacker doesn’t think branding is worthless, just that it’s not worth the premium that traditional marketers pay for it.

The big advantage with price-simplifying is that it is often possible to build a huge mass market and a business system that cannot be imitated and out-scaled easily – at least not after the early days – which effectively shuts out all rivals. The price-simplifier is likely to end up with much higher volume than the proposition-simplifier, for the latter relies on the customer’s willingness to pay a premium for a demonstrably superior product. The rub for proposition-simplifiers is that they need to keep ahead of their rivals through constant innovation and new product development – otherwise, they will lose market share and suffer falling margins. Yet they may be able to build an extremely valuable, loyal following and brand among the middle to top of any given market. The price-simplifier must price down the experience curve, passing on cost savings and keeping margins tightly constrained. In contrast, the proposition-simplifier can – sometimes – hang on to fat net margins: up

Masstige: By creating a “junior” category range which offers relative prestige to the middle classes at a high but affordable price, they can now start to realise the dream of luxury. These products are still far cheaper and often inferior to ultra-luxury products. Premium products: Products with additional features or made from better materials, which typically commands a price premium of 10 to 50% above ordinary products within the same category, yet these products are far cheaper than ultra-luxury products. Luxury products: Typically, these products share some parity points with ordinary products, but are sufficiently distinguished and often demand a price premium of 50 to 500% over ordinary goods. Ultra luxury: These are exceptional products and services, which can hardly be compared to ordinary products and services. For example, a holiday to space or a private jet.

Interestingly, Jockey’s first attempt to enter India wasn’t with the Genomals. It was with Associated Apparels in 1962. Through the 1960s, many foreign innerwear brands were launched in India. Associated Apparels introduced the then world-famous Maidenform bras (owned today by Hanes) and tied up with Jockey to launch Jockey underwear in 1962. The international brand, Lovable, entered India in 1966 through a licensing deal and became a huge success. Along with it entered the brand Daisy Dee, through a subsidiary of Lovable, followed by Feelings. In 1971, Maxwell Industries launched VIP-branded innerwear for men in the economy segment, catching the attention of the discerning public with an advertisement featuring a Bollywood actor. In 1973, however, Jockey decided to leave India after the Indian government used the Foreign Exchange Regulation Act (FERA) to force multinational companies to dilute their ownership in their Indian ventures to 40 per cent. After Jockey exited India, its competitors flourished. Associated Apparels continued to focus on mid-premium innerwear during the 1980s and was successful in establishing themselves as a dominant player in the mid-premium innerwear segment through Liberty (men) and Libertina (women). Maxwell Industries, during the 1980s, launched the brand, Frenchie, to cater to the mid-premium innerwear segment. In 1985, Rupa & Co. emerged in the innerwear market, offering products across categories, including men, women and kids, and became one of the biggest manufacturers and sellers of innerwear in India. The success of Rupa was followed by many other domestic brands in the 1980s and ’90s, including Amul, Lux Cozi and Dollar in the men’s category, while Neva, Bodycare, Softy, Lady Care, Little Lacy, Red Rose, Sonari, Feather Line, etc., were the key players in the lingerie market. Then came the liberalization of 1991. With the regulatory hurdles to enter India removed, Jockey decided to return to India. And this time, it chose the right partners.

Despite initial enthusiasm from Page’s distributors, as an overall category, innerwear remained a low-profile product in retail stores. This would ultimately necessitate a high-pitched, pan-India advertising campaign from Page, but the costs were prohibitive. Competitive intensity from incumbents had already increased substantially during 1995–2000. When the company reached sales of Rs 21 crore in FY2000, Rupa and Maxwell were already at Rs 150 crore each. One level above them, in the mid-premium segment, brands like Liberty, Libertina and Tantex (TTK Tantex) were firmly ensconced. Associated Apparels (Liberty and Libertina) reported sales of Rs 100 crore during the same period. In a stroke of luck for Page, both TTK Tantex and Associated Apparels fell prey to labour strikes. TTK Tantex saw labour-related plant shutdowns in 1997 that lasted for two years, sending the company’s revenues into a steady descent (see Exhibit 55). The TTK Group had twenty companies across many sectors and, due to lack of management bandwidth to handle the crisis, sold the innerwear brand in FY02. In the same year, Associated Apparels had a labour strike in one of its factories that disrupted its supply chain. The exit of both TTK Tantex and the crippling of Associated Apparels played into Page’s hands as all the large innerwear retailers (dealers) in northern and western India shifted to Jockey.

Gross profit margin demonstrates competitive advantage: it is the purest expression of customer valuation of a product, clearly implying the premium buyers assign to a seller for having fashioned raw materials into a finished item and branding it.

A domain name can be the equivalent of an apple or an island, it's all up to you how much effort you put into finding the best one out of millions of names

I am not a graphic designer or i never went to designing school, i learn all this designing by myself and it helped me a lot when I started putting my domain for sale on Instagram and YouTube

Any premium domain requires four basic fundamentals, the 1st being the minimum letter, the 2nd sound good, the 3rd brandable, and the 4th commercially viable

It doesn't matter how many characters are in your domain name as long as you are sure that someone will buy that domain from you at a premium price

All my domains are the best because I bought it all for myself not for sale

When I started investing in domains, there were a bunch of 3 letters and 4 letters domain available and many other categories of domains were also available, but I believed only in brandable domains and that's why my portfolio had only brandable domains

i do not invest in domains in which I have no emotional attachment

knowledge and research is the most important part of your domain business, if you accomplish this two things, you will become the master of domain investment business

knowledge of keywords and terminology plays a major role for hunting great domain names

In domain trade, if the internet crashes and the whole world website is closed, in that case the domain can die and you can only fail in that case

If you have 1 premium domain, and the ability to find the right customer for that domain, you can feed your next 7 generations with that domain's earning money

You can do many things with your domain if you know how to execute them effectively

If you know how to represent your domain to your customer, you can earn 10 times more for the same domain

Designing pictures and videos was my hobby and later it became the heart of my domain selling business

Regarding your digital presence, brand and commerce, knowing how and when to transition from freemium to premium is your critical success factor.

Smily Kiddos is the most adorable kids stationery brand offering a wide range of premium designer products in USA, Canada, India, and UAE.

Kosmochem Private Limited is engaged in import and distribution of hospital consumables and home healthcare products for over 20 years. Kosmochem Home Healthcare, a division of the Company serves end-consumers by offering a wide range of quality home healthcare products for home use designed for convenience of users and care-givers and to support independent living. Our range of products help in management of Incontinence (involuntary loss of urine), Rehabilitation, Toileting, Blood Pressure monitoring, Diabetes, Obesity and Weight control. We put our best efforts to provide our customers with quality products by carefully selecting premium brands across the globe. Our experience in healthcare industry combined with quality control enables us to provide comfort, security and satisfaction to our customers.

Owned and made in New Zealand, Phoenix Pet Food is the perfect alternative to traditional brands. We don't just feed your pets - we help them flourish. We know that you love your pups and want to see them thrive. That's why we've developed a line of premium protein-based dog food with a variety of flavors and nutrients to suit any lifestyle or condition. Great for picky eaters and dogs with sensitive stomachs, we have a product that your pup is guaranteed to love.

Other Furniture® is a lifestyle design company specializing in custom made furniture and interior manufacturing based in Singapore and Italy. Founded in 2016 by Czech architect and designer Lukas Drasnar, the initial concept of the brand was to bring design innovation into traditional wood handcrafted furniture. Since then, Other Furniture® developed its own sophisticated style, enhancing furniture designs with unique concepts; premium materials; handmade craftsmanship; and quality/price balance.

You can always expand your domain portfolio by selling domains and not by buying domains

I have 777 brands and my vision is to make all those brands the most successful brands in the world and I will work for those brands till my last breath.

Carp Tackle Giveaways is a brand new website offering you the chance to win premium gear at a fraction of the cost. Brought to you by a serving member of the Armed Forces, our ethos is built upon trust. The values and standards instilled in us by the British Army will go a long way in ensuring each and every customer is taken care of with the best service possible. The site allows fellow carp anglers the chance to win great prizes with the best prices and odds through Carp Tackle Giveaways.

retailers are developing their own brand equities via impressive private label strategies (see Chapter 9) and will begin seeing brand premiums being factored into their profit margins.

share. The company’s stock price immediately fell by 26% as the move was widely hailed as a disaster for premium brands. But it was not; it was just the end of a premium brand being overpriced; the problem was that Marlboro had opened up too big of a price premium, opening the door for all kinds of competitors. The event precipitated the end of cigarette price wars because many competitors were unable to compete with a more affordable Marlboro. Within two years, Philip Morris’s stock had fully recovered. The Canadian cola market has demonstrated time and again the consumer’s willingness to switch from Coca-Cola or Pepsi to private label colas if the price differential were greater than $1 for a box of 12 cans. Opening too big a price differential begins a price war by increasing the volume that moves around the market because of price.

Owners of premium brands can charge more for their offerings, but the owners of two-sided networks want to pay to sellers as little as possible of the money they take in from buyers. The result is an obvious tension. Many platforms, especially when they’re new and trying to build volume and network effects, want to have on board at least one prestigious brand. But as platforms grow, they want to keep more of the consumer’s share of both mind and wallet.

Some environmentalists already are proponents of urban compactness. Sierra Club’s magazine reports that in Vancouver, “Mayor Sam Sullivan’s EcoDensity program includes zoning changes to allow ‘secondary suites,’ or in-law apartments; triplexes; and narrow streets with houses that abut property lines.” Peter Calthorpe’s “walkability” has become a real estate selling point, with walkable neighborhoods able to charge premium prices.

A lot of beginner entrepreneurs—and a fair number of experienced ones, too—are afraid of high prices. They want to cut prices as soon as financially possible, probably because some intro-to-business class told them that’s the best way to build a brand. I can tell you from experience, though, that if you’re building a brand, you don’t want to get into the business of cutting prices. You want to be near the top price point in your market. The reason is simple: It’s much easier to scale a premium brand than it is to scale a low-priced brand. Only companies selling inventory in massive quantities can really win at that game. You’re not going to beat Walmart’s price, so don’t play Walmart’s game.

Within categories, relative price premiums confer a belief that the higher-priced good is, indeed, of higher quality.

Regency innovation is a brand that offers you a premium Kitchen Cabinet in Edmonton which has unique kitchen cabinets at an affordable price. The brand produces ready-to-use furniture with a variety of options for colours, coatings, and style. Also Best Customise Kitchens In Edmonton on the ideas of the consumer in three different styles: contemporary, traditional, and transitional. It also crafts a bathroom, architectural millwork, bar, or living space for your home. For new and reface projects, we are happy to provide solid wood, thermofoil, and hardwood flooring cabinet doors. Anywhere in Western Canada, doors can be supplied. While exploring and narrowing down your customizations, it's an immersive experience.

The easiest way to describe how to harness the galvanizing power of why is with a tool I call the belief statement. For example, most of Apple’s product launches in recent years feature slick videos with commentary from Apple designers, engineers, and executives. These videos, while camouflaged as beautiful product showcases, are actually packed with statements not about what the products do but about the design thinking behind them: in essence, the tightly held beliefs with which Apple’s design team operates. We believe our users should be at the center of everything we do. We believe that a piece of technology should be as beautiful as it is functional. We believe that making devices thinner and lighter but more powerful requires innovative problem solving. Belief statements like these are so compelling for two reasons. First, the right corporate or organizational beliefs have the ability to resonate with our personal belief systems and feelings, and move us to action. In fact, the 2018 Edelman Earned Brand study revealed that nearly two out of three people are now belief-driven buyers.4 And as we saw in our discussion of buyers’ emotional motivators in chapter 3, this works even if the beliefs stated are aspirational. For example, if my vision for my future self is someone who weighs a few pounds less and is in better physical shape, a well-timed ad from a health club or fancy kitchen blender evangelizing the benefits of a healthy lifestyle may be enough to rapidly convert me. In the case of Apple, the same phenomenon results in mobs of smitten consumers arriving at stores in droves, braving long lines and paying premium prices, as if to say, “Yes! I do believe I should be at the center of everything you do! Technology should be beautiful! Thinner? Lighter? More powerful? Of course! We share the same vision! We’re both cool!” (Although these actual words are rarely spoken aloud.) The second reason belief statements are so compelling is because they help us manifest the conviction and emotion critical to delivering our message in an authentic way.

Coca-Cola’s other profitable variation arose serendipitously. For two years, Candler was pestered by an entrepreneur from Chattanooga, Benjamin Franklin Thomas, who wanted to bottle Coca-Cola. In 1889, Candler reluctantly agreed to Thomas’s plan. The bottling of Coke was an instant success, leading to high profits for the company and bottlers. For Coca-Cola, bottlers created a huge new market without any capital need. By 1904 there were more than 120 bottling plants throughout the US. Coca-Cola may be the first example in history of a company concentrating on its ‘core competencies’ (in this case, product formulation, branding and marketing) and outsourcing all capital-intensive functions. As a result, the company grew enormously without having to raise much external capital. And it all happened by chance. When competing colas emerged, Coke was able to command a substantial price premium. To this day, Coca-Cola has remained highly profitable. It currently has an operating margin of 26 per cent, instead of the 5 to 10 per cent typical in the food and beverage industry.

In 1977 GM’s Oldsmobile Toronado was the first production car with an electronic control unit (ECU) to govern spark timing. Four years later GM had about 50,000 lines of engine control software code in its domestic car line (Madden 2015). Now even inexpensive cars have up to 50 ECUs, and some premium brands (including the Mercedes-Benz S class) have up to 100 networked ECUs supported by software containing close to 100 million lines—compared to 5.7 million lines of software needed to operate the F-35, the U.S. Air Force’s joint Strike Fighter, or 6.5 million lines for the Boeing 787, the latest model of the company’s commercial jetliners (Charette 2009).

80Noir Ultra are the luxury hot chocolate without limitations. Designed to give you a luxurious, decadent dark chocolate drink without compromising on quality but looking after your mind body wellbeing. An innovative brand, passionate about making premium chocolate affordable and accessible. We are leading the way to better wellbeing by being the only company that has 92% less sugar per serving than any other hot chocolate supplier in the market. Gluten Free, Dairy Free , Palm oil free, Vegan Friendly, High in Fibre and Sustainable Chocolate. Low in Sugar - Perfect for Ketogenic Diets.

There’s a time and a place for confidence, but your army (confidence) can’t march too far forward of your supply lines (expertise) or you’ll be caught without what you’ll need in order to win the war. There’s a healthy stretching that always pulls you forward, but you have to know enough about your field of impact. Crafting a positioning should tend toward the honest and boring side of this balance. Start by detailing your successful experience, and you can define that in two ways. As you list these instances, concentrate where you’ve been effective on behalf of a client and also made money yourself. I suppose you could add the element of where you’ve enjoyed the work, too, but the truth is that you’re not likely to even list these instances unless that happens to be true. So concentrate on impact and revenue. Eliminate any where both weren’t true. Don’t worry too much about recency, either. Prospects aren’t going to write you off if a particular demonstration of your expertise is more than three years old, for instance. They don’t look that deeply at the claims you make, and you, the expert, are far tougher on yourself than they will be. As we talked about in Foundation Chapter B, you’re attempting to craft a positioning where you are less interchangeable so that withholding your expertise carries some meaning. Think of the options as a spectrum, with the right side depicting a completely undifferentiated firm (I’m an accountant) and the left side depicting the most focused firm you could imagine (I’m an accountant who works with U.S.-based multi-location casual dining brands). At the beginning of this exercise, you are toward the right, wanting to move toward the left and be more differentiated than you are now. You’re aiming for fewer competitors so that your expertise supports a price premium in your work. As you march from right to left, you want to make a complete journey and make really smart positioning decisions. As you work out the intricacies of the positioning journey, there are two forces that slow your progress: one good and one bad.

Once your customers are familiar with your business or brand, you can offer a more premium product at a higher price.

At the heart of QYK Brands’ success is a commitment to precision in every aspect of its operations. From the formulation of everyday cleaners to the development of specialized chemicals, wipes, and disinfectants, the company places a premium on exacting research and development. This commitment is not just about meeting industry standards but about defining them through a combination of scientific precision and an acute understanding of consumer preferences.

Yelp, for example, offers restaurants enhanced visibility and better branding on its platform by charging for a premium listing in search results.

LoCo Fish Co. upholds California's safety protocols for top-quality, safe dishes. Their brand resonates with adventure-seekers who appreciate premium ingredients.

Advertisers are now faced with a world where over a hundred million people have decided to pay for premium content subscriptions simply because they’re sick of ads.

Premium domain business is the only business on this planet with 100% monopoly

There is no alternative to any premium domain, other TLDs and similar names are not an option for those who have a great vision for their brand

You should not buy that domain name when you don't believe in that name

Trilogy Laboratories produces premium skincare products for clients around the world, from anti-aging creams and post-treatment products to mineral makeup. We offer our branded products, custom manufacturing as well as a comprehensive private labeling program, including assistance in labeling design and packaging. Our products are manufactured in small batches using quality ingredients, ensuring fresh and potent products.

Ironically, this negative approach did not hurt us as much as it hurt Pakistan. Because of their competitiveness, Indian goods still found their way into Pakistan. Smugglers were very active along the border and many Indian items reached Pakistan through them. Interestingly, Indian-made whisky was also among the items that got smuggled in, and brands like Haywards and Black Knight were available at a high premium in Karachi. I often had Indian whisky at Pakistani homes.

It's time to protect and revitalize your skin with a facial care brand that is 100% Natural. Introducing the ALL NEW NatureGlo Skin Defense System - Premium skin care products that are all natural, made with organic ingredients for a perfectly clear, healthy, and younger looking skin.

When trade and consumer marketing conflict, trade will often ‘win’ (especially towards the end of the financial year) because its effects are immediate, whereas consumer marketing is more concerned with objectives that pay back over time, like building the brand image and maintaining premium prices. Hence, a balance between the two needs to be achieved. Below we look at the areas of potential conflict.

The sales potential of generics was always going to be limited by their poor quality – imagined or real – when compared to major brands. Since the bottom of the market is limited in size (most people seek average or premium quality), generics can take only a limited share. Retailers realised there was a greater opportunity to compete directly with national brands for some of their volume, and, by not incurring the brands’ advertising and sales force costs, be more profitable. Hence copycat brands, close copies of manufacturer brands, were a natural progression and have become entrenched in the market.

The premium private label strategy is only possible when manufacturers have allowed a quality–value gap to open. This happens when manufacturers’ either price their brands too high or reduce input costs too much. Both give scope to a retailer to develop an offering of superior value: either same quality at a lower price or higher quality at the same price.

P&G excel at proactively managing their product ranges, as they have a history of divesting commodity-type brands, like Crisco and Oxydol, brands they owned for a century, while purchasing ones that are larger, have greater scope for innovation and a proven ability to sustain price premiums, such as Gillette, Clairol and Duracell.

Manufacturers have one advantage that can never be overcome if used with focus, vigour and investment, and that is innovation. Yogurt, seemingly an ideal category for private label to take the lion’s share, has seen private label share decline. The top-five leaders, Danone, Yoplait/Sodiaal, Yakult Honsha, Nestlé and Müller, represent half of all yogurt sales. Their innovation has been developing premium products, like pro-biotic yogurt and yogurt enhanced with fruit, and they launch continually; between 2006 and 2010 Danone introduced nine new products. Although retailers have developed brands, Aldi has Fit & Active non-fat yogurt and Kroger has Carb Master Yogurt, they haven’t won over consumers, owing to their lack of innovation. Both are seeing sales decline.

Hoping to create a little prestige, some retailers develop and advertise premium clothes sub-brands. In 2006, Myer, one of Australia’s largest retailers, launched a fashion line by top designer Wayne Cooper, known as ‘Wayne by Wayne Cooper Collection’. In 2010, Tesco launched a high-end fashion range, F&F, following Asda, who have created the most successful retail clothing sub-brand, George, by well-known British designer George Davies, which is worth $1.6 billion and is being rolled out in Wal-Marts across North America.

My uncle used to make tennis rackets. His rackets were made in the exact same factory as a name-brand racket. They were made of the same material on the same machine. The only difference was that when my uncle’s rackets came off the assembly line, they didn’t put the well-known brand logo on the product. My uncle’s rackets sold for less money, in the same big-box retailer, next to the name-brand rackets. Month after month, the name-brand rackets outsold the generic-brand ones. Why? Because people perceived greater value from the name-brand rackets and felt just fine paying a premium for that feeling. On a strictly rational scale, the generic rackets offered better value. But again, value is a perception, not a calculation, which is the reason companies make such a big deal about investing in their brand. But a strong brand, like all other intangible factors that contribute to the perception of value, starts with a clear sense of WHY.

It would be one hell of a coincidence if private and public universities responded to entirely different sets of cost pressures in the same way over the course of three decades. The most obvious explanation is that nonprofit higher education has become a single industry with premium and generic brands. If you don’t believe me, then at least believe the financial services agency Moody’s, whose 2013 report describes the distinction in the clear and unashamed language of unaccountable finance professionals: “Public universities are now as market driven as private universities, but remain a lower cost option with stronger pricing power.” 19