Our thinking is appearing in publications around the world

Scott Davis and 7 other visionary marketers reveal their predictions for the marketing industry in the next decade in ANA Magazine.

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

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.

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.

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.

David Aaker applies concepts from his new book: Brand Relevance: Making Competitors Irrelevant, to the retail industry.

David Aaker talks about brand relevance and explains concepts from his new book, Brand Relevance: Making Competitors Irrelevant, in an interview with Dan Schawbel from Personal Branding Blog.

David Aaker tells the story of Nintendo's business strategy that led to five years of brand and market success.

In this article David Aaker talks about his new book: Brand Relevance, Making Competitors Irrelevant. With powerful case studies, David shows how it is done from concept generation and evaluation to defining and managing the image of the new categories and subcategories to creating barriers to competitors.

In this article Roland and Tobias talk about the impact of social media on companies' marketing strategy and show how customers should be at the center of communication in this new networked era.
* Please note this article is in German.

Success in dynamic markets involves creating offerings so innovative that they create new categories or subcategories — making competitors irrelevant. This groundbreaking book shows how brands such as Prius, Whole Foods Market, SalesForce.com, Zipcar, Wheaties Fuel, Muji, Asahi Beer, GE, and Apple have turned away from destructive brand preference competition to focus on winning the brand relevance war.