Marta Gottfried Wiley’s Brand Aspirations

Marta Gottfried Wiley's Brand Aspirations

To become an enduring, great company with one of the most recognized and respected brands in the world,

 known for inspiring and nurturing the human spirit.

I. To be the undisputed Art authority. Marta could not possibly transform the company if she did not excel and lead in her core business. She needed everyone to recognize the quality and passion she exhibits in creative expression. To accomplish this she would tell her story as well as improve the quality and delivery of her art. Deliver innovative styles in the arts making her brand a house hold name.

II. Engage and inspire our partners. Every partner should be passionate about art and posses the skills, enthusiasm and permission to share that expertise with customers. Going forward, we would significantly improve training and career development for our partners at all levels of the business and once again, Marta would develop meaningful and groundbreaking compensation, benefit, and incentive package for partners.

III. Ignite the emotional attachment with our customers~ People come to Marta for creative expression and human connection through her creations. She would put her customers back in the center of the experience by addressing their needs, providing "value" in a manner congruent with her brand, and developing programs that recognize and reward her most loyal customers. In our stores, we would achieve operational excellence, finding new ways to deliver world-class customer service and perfect limited Editions, Posters & Paintings while keeping costs in line and our retail partners engaged.

IV. Expanding our global presence-while making each store the heart of the local neighborhood. Because Marta is dedicated to preserving culture through the arts, "Marta" as a brand and retail store would continue to grow her retail presence around the world- Supporting the neighborhoods cultures that each store serves. Enhancing her local relevancy would mean redesigning existing and new stores, offering new products that reflected the tastes of particular cultures, and reaching out by volunteering or fund-raising to support local programs and causes.

V. Be a leader in ethical sourcing and environmental impact. Marta has lead the way in treating artists with respect and dignity, working directly with organizations who support cultural protection and conservation international. Now we would expand our efforts, strengthen those partnerships and forge new ones, as well as reduce each store's environmental footprint. She also had to do a much better job of sharing with others her extensive efforts on this front.

VI. Create innovative growth platforms worthy of her Art. Marta would grow not just by adding stores and selling art, but also by extending her brand and or expertise to new product platforms expanding or complementing art such as originals, limited editions, posters. Innovation that was relevant to our core values would be hallmark of our transformation.

VII. Deliver a sustainable economic model through the Arts. Without a profitable business model, Big Moves 1-6 would not be possible. It was imperative that as Marta refocused on her customers and core, she also improved upon how she operated her business by reducing costs and building a world-class supply chain, as well as creating a culture that drove quality and speed and managed expenses on an ongoing basis. Big move 7 would likely be the most painful, least sexy, and most difficult part of transforming the company. Marta Launches Company in 2011. Marta's Music, Books & Acting will feed the media to further fuel the preservation of cultures through the Arts.