Our thinking appears in marketing articles and publications around the world

Jay Milliken and Andres Nicholls discuss how strategy-led design and understanding customer behavior are the key elements for the success of Emart.

The only way to achieve real sales and profit growth is to create a new category or subcategory in which competitors are weak or irrelevant. It is Econ 101: Create an environment with weak competition. The alternative, fighting the “my brand is better than your brand” preference war, is rarely successful at changing market positions because of the resulting customer momentum. Successfully creating a new category or subcategory involves—in addition to finding a concept and introducing it into the marketplace—the active management of customers’ perceptions, attitudes and behaviors toward it. Here are five guidelines toward that end.

Philip Otley explains in his article why pricing may be the sharpest double-edged sword that senior management can wield in their bid to create value for the enterprise.

The ability to create and manage the customer experience is something more businesses would like to get right. It's an attainable goal. All it takes is the mindset combined with consistent and thoughtful deployment of tools that allow customer experiences to be monitored and optimized. 

In this article, Fred and Chiaki outline the concept of Signature Touchpoints, the third dimension of marketing, which is just as important as new product development or campaign development to achieve breakthrough in both B2B and B2C markets.

In this article Jeff Gourdji and Jeff Smith explain how to better connect business strategy and marketing execution.

Prophet strives to understand how executives in brand and general management are making strides in driving growth and building brand equity.

In his article Joseph outlines the typical behaviors that can kill creative thinking.

Arguably, Apple has created or refined and revitalized at least five new categories in a single decade—the iPod, iTunes, the Apple store, the iPad and the iPhone—which is an incredible achievement. There are many drivers of Apple’s success, such as the company’s flare for cool design, its focus on perfecting the user experience, its passionate customer base, its brand, its marketing, CEO Steve Jobs’ credibility and visibility, and more. However, one key ingredient that is usually overlooked is Jobs’ ability to get the timing right.

In this article, Andy, Fred, and Jesse explain how every organization can become a productive source of inspired and actionable ideas by practicing the Inspiration Discipline.

In this Q&A with Guy Kawasaki, David Aaker explains how to use branding as a weapon against your competition.

Andy guest blogged on inspiration and innovation for the Jossey-Bass on Leadership blog.

Learn more about Prophet's European Corporate Reputation Study run in the United Kingdom, Germany, and Switzerland.

In his article David Aaker outlines how social media can augment the offering to create a new category or subcategory.

In his article Tosson explains how to have a more easy-going approach to Social Media.

Learn more about how ethics and openness shape reputation in Prophet's second annual U.S. study of Corporate Reputation. Study shows how 145 Fortune 500 companies stack up with consumers.

There are two ways to play the brand game, but which strategy delivers the strongest win? David Aaker presents concepts from his new book: Brand relevance: Making Competitors Irrelevant and explains why creating new categories and subcategories for a new product pays off.

Andy Stefanovich's new book, Look at More, teaches you how to harness inspiration by thinking differently - and to encourage others to do the same. Using Stefanovich’s proven LAMSTAIH approach (Look At More Stuff, Think About It Harder) business leaders and employees can develop the practical skills, leadership behavior, and cultural mindset to consistently create ideas and drive innovation.

David Aaker's blog post about Brand Relevance as guest post on Jossey-Bass.

David Aaker shares his views about being innovative and make competitors irrelevant.