Zitat des Tages von Jochen Zeitz:
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.
We should bring in an environmental attitude, and I think luxury should automatically be about sustainability and quality.
I'm building Segera to promote a different way of doing tourism.
Being able to dedicate 100 per cent of my time to impacting more businesses without being operational, it just gives me a bigger platform.
If we bring together the right people, communities can flourish and wildlife can survive alongside them.
When I became CEO, Puma was bankrupt on paper.
When I became CEO, I just didn't think about my age too much. I'm sure many people did think that my age mattered, but I didn't. That was probably because of my age.
Fashion is a logical place to start to raise awareness for sustainable causes.
I was actually accepted into medical school in Italy. But then I wanted to come back and learn medicine in Germany. And while waiting, I decided to join a business school. I figured it would be useful for doctors to know some business as well!
We always try to reinterpret sport in an innovative, fashionable way, and when we do fashion, we're always trying to bring our sports heritage into the fashion world.
Resources are being destroyed, and if you don't have resources, you can't do business.
We all know that cattle and beef are among the biggest contributors to carbon emissions.
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.
I'm trying to go beyond the traditional cliches of an African safari.
Puma is a brand deeply rooted in sporting lifestyle.
We allow people to be creative. We set a direction, we set the vision, we set the strategy, but within that framework, we allow our people to be as creative as they want to be.
For a long time, companies ignored the fact that 80 percent of sporting goods are sold to the casual consumer.
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.
I just don't like to talk about the past.
Let's recreate the equivalent of the Met Ball in Europe and, rather than for the museum, give the money to environmental causes.
We need to engage rather than educate people.
As much as I like to explore the world, I explore music - from classical to rock.
Be curious enough to keep an open mind to what's happening around you in society. You can look at yourself and the world at the same time.
I never felt that although we were based in Germany, Puma was and should be considered as a German brand. So we restructured it in a way that positioned us as a global brand, with English being the corporate language, rather than us looking at it from a German perspective.
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.
Every time a new CEO came, I got a promotion till I was made CEO myself.
It may sound crazy, but maybe there's an economic way of producing a leather-like product in the laboratory.
I'm a virtual worker. I'm not tied to an office.
I haven't been hunting for years. It is just a tradition I grew up with.
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.'
I always wanted to be a medical doctor, and I never thought of business.
I wanted Puma to regain strength with the existing logo rather than try to get rid of the past.
When it came to the discussion about would Harley do an electric bike, I said, 'Absolutely - this is a no-brainer.' Let's define the sound of the future.
Sustainability is no longer about doing less harm. It's about doing more good.
The B Team can catalyse initiatives.
The old way of doing 'good business' was based on the principle, 'the ends justifies the means.' In the future, good business will invoke 'the means justifying the ends.' The E P&L can already serve as an important tool to help this shift in commerce from generating profits with collateral damages to profits with collateral benefits.