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When I became the CEO of Burberry in July 2006, luxury was one of the fastest-growing sectors in the world.

- Angela Ahrendts
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Author:
Angela Ahrendts
Tags:
World
July
Luxury
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I don't think malls are going to go away. People still need somewhere to go, but they do have to evolve.

You have to create a consistent brand experience however and wherever a customer touches your brand, online or offline. The lines are forever blurred.

The main objective - our soul is our people. And our job is to enrich their lives, change the world. And so I think that's the bigger pressure you put on yourself.

'Balance' is a really big word for me.

I always say that my job is not to think about today. My job is to look around the corner and feel and see what's coming, and then warn everybody else.

Burberry was about building a relationship. But it was always about selling an amazing product that you would have forever. Apple is just a deeper relationship with a much broader constituency. Because it's everybody.

What we have wanted to do is build an amazing brand experience and an amazing way that people can engage with the brand.

Everyone talks about building a relationship with your customer. I think you build one with your employees first.

Everyone in the world should have a trench coat, and there should be a trench coat for everyone in the world. It does not matter your age; it doesn't matter your gender.

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When I became the CEO of Burberry in July 2006, luxury was one of the fastest-growing sectors in the world.

When I became the CEO of Burberry in July 2006, luxury was one of the fastest-growing sectors in the world.

When I became the CEO of Burberry in July 2006, luxury was one of the fastest-growing sectors in the world.

When I became the CEO of Burberry in July 2006, luxury was one of the fastest-growing sectors in the world.

When I became the CEO of Burberry in July 2006, luxury was one of the fastest-growing sectors in the world.

When I became the CEO of Burberry in July 2006, luxury was one of the fastest-growing sectors in the world.

When I became the CEO of Burberry in July 2006, luxury was one of the fastest-growing sectors in the world.

When I became the CEO of Burberry in July 2006, luxury was one of the fastest-growing sectors in the world.

When I became the CEO of Burberry in July 2006, luxury was one of the fastest-growing sectors in the world.

When I became the CEO of Burberry in July 2006, luxury was one of the fastest-growing sectors in the world.

When I became the CEO of Burberry in July 2006, luxury was one of the fastest-growing sectors in the world.

When I became the CEO of Burberry in July 2006, luxury was one of the fastest-growing sectors in the world.

When I became the CEO of Burberry in July 2006, luxury was one of the fastest-growing sectors in the world.

When I became the CEO of Burberry in July 2006, luxury was one of the fastest-growing sectors in the world.

When I became the CEO of Burberry in July 2006, luxury was one of the fastest-growing sectors in the world.