????保持品牌信息一致。“只有一個品牌。我們越始終如一，我們更能發揮協同效應。 從供應商到投資者，對每個人來說，博柏利的網站都會向其傳達這個信息。

????永遠只做對品牌最有利的事。“不要只做對任何個人、任何部門，或任何分部最有利的事?！彼硎?，要“摒棄自利傾向。將每個人都團結在一個共同主題下。”

????“多奉獻，少索取”。這是阿倫茨從她父親那里學來的人生智慧。她父親是印第安納州一個小鎮上的企業家，他同時教給孩子們的教益還有：信念，強烈的家庭價值觀和職業道德。年幼時，阿倫茨就“扮演旁觀者的角色。我從來不充當斗士。我是個觀察者，這一點后來在（管理中）讓我受益匪淺。我更喜歡傾聽。”

????團結團隊。博柏利每個月都會對員工進行網絡廣播，每星期都會播放時尚視頻。而廣告片在媒體播出前，500家專賣店里的銷售專員就已經能提前看到了?！爸R就是力量。所以，銷售專員越了解戰略，了解新品，他們的表現就越好。所有人都喜歡高談闊論如何與客戶建立良好的關系。而我認為，首先應該和自己的員工建立良好的關系?！?/p>

????運用雙向對話從公司內部發掘提拔優秀人才。有關數字化一代必須牢記的是：“對公司來說，招人難，留人更難。因為他們可以接觸到的渠道太多了?！?/p>

????譯者：清遠

????Stay on message. "There's only one brand. The more consistent we are, the more aligned [we can be]." With everyone from suppliers to investors, the themes emanate from Burberry.com, "our million-square foot story."

????Always do what's best for the brand. "Don't do what's best for any individual for any division, for any department." That alone, she says, "takes the ego out. It unites everyone around one common theme."

????"Give 60 and take 40". That was a lesson that Ahrendts' father, an entrepreneur in a small Indiana town, taught his six children—along with faith, strong family values, and a work ethic. As a child, Ahrendts "took on the role of spectator. I never took on the role of fighter. I was the observer, and it has served me well [in management]. I much prefer to listen."

????Link your team. Burberry sends out monthly webcasts to employees, hip videos come out weekly, and sales associates in 500 stores are treated to previews of ad campaigns before the media sees them. "Knowledge is power. So the more the associates know about the strategy, about what's coming," the better they can perform. "Everyone talks about building a relationship with your customer. I think you build one with your employees first."

????Use two-way conversation to find and recruit top talent from within. Remember this about digital natives: "They're hard for companies to attract but they're even harder to retain. Because they have so much access to so much."