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The puma... the cat... is not just about power and speed and strength... but it is also a very elegant animal. That's what we've tried to reflect in our products.
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I'm a curious person, and I always like to test new waters, and I've always jumped into the cold water and then started to think about how to swim.
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I'm a virtual worker. I'm not tied to an office.
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We need to engage rather than educate people.
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When you are small, and you have to try and prove yourself, it is tough. When others are catching up and copy you, that's tough. We constantly need to change ourselves to stay ahead of the game.
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I think South Africa has shown it can host such a big event as the World Cup, so why not hold the Olympics at some point in Africa? Maybe not just in one country but in a host of countries.
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Walking out into the bush still feels the same as when I first came to Kenya in 1989, on the day the Berlin Wall came down.
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When I became CEO, Puma was bankrupt on paper.
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For a long time, companies ignored the fact that 80 percent of sporting goods are sold to the casual consumer.
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We all know that cattle and beef are among the biggest contributors to carbon emissions.
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We decided that sports, lifestyle and fashion were three elements that could be mixed together to a very unique formula. That's what we did: make Puma a very sports-fashion brand when, at the times, everybody talked about sports and sports performance and functionality. We said, 'Well, it's about more.'
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I can well imagine making acquisitions so long as these are complementary to Puma and move it forward.
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The company was ready to close its doors; there was real financial distress. But on the other side, there was high brand awareness, but that was negative because Puma was perceived as low-priced. It had lost its cachet. It was a well-known brand without a presence.
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It may sound crazy, but maybe there's an economic way of producing a leather-like product in the laboratory.