Brand strategy

I think our competitive aim is always been... This is going to sound like very basic but it’s true. It’s just we do what we say we’re going to do when we say we’re going to do it. We just try to practice extreme reliability. And it’s an accruing advantage because the more people know that you’ll do what you say you’re going to do, you’re going to t... See more

That is: A person — often a founder, or someone similarly empowered — needs to have compelling ideas, establish a voice and perspective, and use it. Tools like brand books and style guides are important so agencies and partners know how to speak the same language. But the actual opinions and values can’t be algorithmically generated or offloaded to... See more

We are unlikely to be able to sell “a group chat system” very well: there are just not enough people shopping for group chat system (and, as pointed out elsewhere, our current fax machine works fine).

That’s why what we’re selling is organizational transformation

I was talking to a friend about why we decided to invite only paying believers to the Sublime private beta. My answer is that charging early for a product creates high expectations, and in aspiring to meet those expectations, we are held accountable to deliver a product you love and trust. My answer is that growing Sublime the right way is more imp... See more

And it had that winning amalgamation of familiarity and desire: At the end of the show, Mr. Lauren emerged in a just-running-errands-on-a-Saturday outfit — olive button-down shirt, sleeves slightly rolled up, tucked into beige cargo pants — and waved to the crowd. (Familiarity.) At that very moment, the barn door behind him opened, revealing a lavi... See more

For these brands, and many others, here is one theory on the Ralph Lauren formula: It’s about combining familiarity and desire.