- Hardcover: 408 pages
- Publisher: Oxford University Press; 1 edition (December 9, 2010)
- Language: English
- ISBN-10: 019958740X
- ISBN-13: 978-0199587407
- Product Dimensions: 9.3 x 1.1 x 6.4 inches
- Shipping Weight: 1.5 pounds (View shipping rates and policies)
- Average Customer Review: 12 customer reviews
- Amazon Best Sellers Rank: #1,371,759 in Books (See Top 100 in Books)
Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.
To get the free app, enter your mobile phone number.
Cultural Strategy: Using Innovative Ideologies to Build Breakthrough Brands 1st Edition
Use the Amazon App to scan ISBNs and compare prices.
Fulfillment by Amazon (FBA) is a service we offer sellers that lets them store their products in Amazon's fulfillment centers, and we directly pack, ship, and provide customer service for these products. Something we hope you'll especially enjoy: FBA items qualify for FREE Shipping and Amazon Prime.
If you're a seller, Fulfillment by Amazon can help you increase your sales. We invite you to learn more about Fulfillment by Amazon .
Frequently bought together
Customers who bought this item also bought
"May well be one of the most important books on advertising and branding in the past ten years."--Richard Huntington, Adliterate.com
About the Author
Douglas Holt was Professor of Marketing at both the Harvard Business School and the University of Oxford. He is now President of the Cultural Strategy Group, a consulting firm that provides brand strategy and innovation solutions using the cultural strategy framework. He is a leading expert on brand strategy, having established cultural branding as an important new strategy tool in his best-selling book How Brands Become Icons: The Principles of Cultural Branding. He has developed cultural strategies for a wide range of brands, including
Coca-Cola, Microsoft, Ben & Jerry's, Sprite, Jack Daniel's, MINI, MasterCard, Fat Tire beer, Qdoba, Georgia Coffee, Planet Green, and Mike's Hard Lemonade, along with a number of non-profit organizations. He holds degrees from Stanford, the University of Chicago, and Northwestern, and is the editor of the Journal of Consumer Culture. He has been invited to give talks at universities and management seminars worldwide, including the Global Economic Forum in Davos
Douglas Cameron is Co-Founder and Chief Strategy Officer for Amalgamated, an influential non-traditional advertising agency known for developing content across multiple media platforms. He has developed brand strategies and campaign ideas for a wide range of clients, including Ben & Jerry's, Clearblue, Coca-Cola, Fat Tire beer, FOX Sports, Freelancers Union, Fuse Music Television, Mike's Hard Lemonade, Sprite, and Svedka vodka. He began his career at Cliff Freeman & Partners, the most lauded creative shop of its time. He entered the world of marketing inadvertently: travelling the world as a bagpiper, he was invited by David Ogilvy to perform at his French castle. Ogilvy insisted he take up advertising. He graduated from Dartmouth College, where he received the English department's top graduating honour.
Top customer reviews
There was a problem filtering reviews right now. Please try again later.
- An organisation culture can make it more resilient or innovative providing a clearly differentiated experience between a brand and its competitors in the eyes of consumers. Their concept of cultural orthodoxy is similar to the red ocean strategy, where companies in mature sectors tend to look alike.
- By understanding consumers and the cultural context of the product or service, a market opportunity can be found. This is essentially what a good planner does in an advertising agency, but the Dougs look to bake this into the organisation rather than having it as a wrapper at the end of the product process
After reading the book, I was not necessarily any wiser about my client was trying to say about their business; but that was more about them than my reading material. This story however emphasises an important point, what may be perceived as a cultural innovation internally in a company may not manifest itself as brand innovation or even a differentiated position.