The fast growing markets - the BRICS and Next Eleven - are the key. The next billion consumers are not going to come from the US or Western Europe - they are coming from Asia, Latin America and Africa. Formula One follows our strategy: fast growing markets, data, and digital. All those three things Formula One has. And it involves a stunning array of companies. Now that doesn't mean there can't be more.

When you go back to the above names it was a very much narrower situation - the alternatives were far fewer. Today there is much more competition for the 'hero stakes'! And if you think about all the alternatives you have today to spend your time on, the pool of heroes is much broader. It was very much less back then.

If you look at the sponsorship yields, Formula One - because it happens every year - generates more sponsorship money for a four-year cycle than anybody else. So it is very powerful.

You must not only focus on the consumer, but also on what it does to you internally - getting people aligned to the strategic mission of the company - what it does to the suppliers, governments, all your stakeholders.

If you pay 50 million for something, you probably pay another 50 to 100 million to activate it. And the more you spend, the better you do. There is no point in just buying rights.

[Formula One racing looking after Jackie Stewart in 1968] was not so intense and, yes, it was much more dangerous - what was definitely different back then was the level of safety.

It is always easy to criticize, as Bernie Ecclestone is somebody with extreme opinions.