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Brands in sentence

196 examples of Brands in a sentence

In essence, a brand is a promise; and powerful brands deliver on their promise consistently – be it based on quality, price, or experience.
Indeed, brands send signals that facilitate the task at hand.
However powerful, brands cannot divorce pricing from fundamentals entirely and forever.
If they don’t, sponsors will leave themselves exposed to a consumer backlash as FIFA’s poor reputation rubs off on their brands.
Today, cooperatives cover a range of activities and come in a variety of shapes and sizes, from small-scale agricultural and consumer organizations in Africa to some of the leading agricultural brands and largest financial-service providers in North America and Europe.
Chinese multinationals with recognized brands will begin to appear, just as they did in Japan and Korea.
There are school and university league tables, rankings of companies on profitability or corporate social responsibility, tables of happiness indicators by country, and tables that attempt to rank consumer brands by value.
Now anti-depressants--global brands with household names--are the problem.
Some of the world’s most recognizable brands – such as Hyundai and LG – are chaebols.
And China lacks the kind of strong international brands that trade powerhouses like the US and Germany boast; indeed, 17 of the top 25 global brands are American.
Indeed, they pay tens of millions of dollars in the hope that some of the magic of the “beautiful game” will rub off on their brands – and it very well may.
Even though Africans value brands and product quality, affordability remains crucial.
Farmers’ markets, wood stoves, solar panels, and Agway farm-supply stores are the new focus of aspirational dreams for people who not long ago were high on boundless credit, consuming luxury brands scaled down for the middle class, and fantasizing about the kind of life on display in glossy magazines.
Given increasing globalization of business activity; the rising importance of intangible capital that is difficult to price and easy to move (for example, patents and brands); competitive cuts in national corporate tax rates; and the spread of tax havens, income shifting and the resulting tax-base erosion have become a major policy concern throughout the OECD.
When the world’s biggest companies and most well recognized brands take seriously their responsibility as buyers, sellers, and manufacturers and make a firm commitment to act on core values, others tend to follow – or risk being left behind.
But the timing and type of allegations against multinationals have so effectively damaged their brands that one might ask whether there is a deeper logic to the government’s actions.
Expedition sponsors, whose brands benefit from the Sherpas’ accomplishments, must also take some responsibility – and that means doing more than just writing a check.
But we have no reason to believe that 2050’s designs and brands will make us any happier than those of 2017.
The message needs to be sent not only by individual consumers, but also by organizations with the capacity to encourage and amplify the message: “We will not buy products and services defying the sustainability agenda, and we will give preference to quality products and brands that respect and promote sustainability.”
In order to enjoy the same low transaction costs that they have in exporting, China’s entrepreneurs need a much better business environment: an effective legal system, a sound regulatory framework, a government that protects their brands by fighting intellectual-property theft, dependable logistics and distribution networks, and a graft-resistant bureaucracy.
Chinese companies, in particular, will increasingly want to establish their brands internationally.
In his budget statement, Osborne challenged the sugary drinks industry to respond to his proposal by reformulating their products, encouraging consumers to switch to low-sugar brands, and reducing portion sizes.
But so, too, may be much of the activity devoted to developing new fashions or brands, with high skill and great energy devoted to competing for consumer attention and market share, but none of it necessarily resulting in an increase in human welfare.
And often – especially for corporations whose brands’ reputation is a major asset – the risk just isn’t worth taking.
Many of its brands now have social missions – for example, Dove products are marketed with an accompanying women’s self-esteem campaign, and Lifebuoy soap targets communicable diseases through its global hand-washing programs.
Not surprisingly perhaps, these are among the company’s fastest-growing brands.
These companies are implementing the stakeholder concept on a micro and macro level, answering to the demands of their employees, customers, and communities, and thus strengthening their brands.
This is particularly true nowadays, as voters increasingly view parties as brands that can be replaced if they fail to keep up with consumer tastes, rather than as focal points of unassailable tribal loyalty.
By using our resources and brands, we have also addressed key development challenges like poor nutrition, sanitation, and hygiene; climate change and deforestation; human rights; skills training; and workplace equality.
Two popular brands in China are Qomolangma Glacier, sourced from a supposedly protected reserve linked to Mount Everest, on the border with Nepal, and 9000 Years, named after the assumed age of its glacial source.
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