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Cultural Strategy: Using Innovative Ideologies to Build Breakthrough Brands, by Douglas Holt, Douglas Cameron
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How do we explain the breakthrough market success of businesses like Nike, Starbucks, Ben & Jerry's, and Jack Daniel's? Conventional models of strategy and innovation simply don't work. The most influential ideas on innovation are shaped by the worldview of engineers and economists - build a better mousetrap and the world will take notice. Holt and Cameron challenge this conventional wisdom and take an entirely different approach: champion a better ideology and the world will take notice as well. Holt and Cameron build a powerful new theory of cultural innovation. Brands in mature categories get locked into a form of cultural mimicry, what the authors call a cultural orthodoxy. Historical changes in society create demand for new culture - ideological opportunities that upend this orthodoxy. Cultural innovations repurpose cultural content lurking in subcultures to respond to this emerging demand, leapfrogging entrenched incumbents.
Cultural Strategy guides managers and entrepreneurs on how to leverage ideological opportunities:
- How managers can use culture to out-innovate their competitors
- How entrepreneurs can identify new market opportunities that big companies miss
- How underfunded challengers can win against category Goliaths
- How technology businesses can avoid commoditization
- How social entrepreneurs can develop businesses that appeal to more than just fellow activists
- How subcultural brands can break out of the 'cultural chasm' to mass market success
- How global brands can pursue cross-cultural strategies to succeed in local markets
- How organizations can maximize their innovation capabilities by avoiding the brand bureaucracy trap
Written by leading authorities on branding in the world today, along with one of the advertising industry's leading visionaries, Cultural Strategy transforms what has always been treated as the "intuitive" side of market innovation into a systematic strategic discipline.
- Sales Rank: #219637 in Books
- Brand: Brand: Oxford University Press
- Published on: 2012-10-25
- Original language: English
- Number of items: 1
- Dimensions: 6.10" h x .90" w x 9.10" l, 1.34 pounds
- Binding: Paperback
- 416 pages
Features
- Used Book in Good Condition
Review
"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.
Most helpful customer reviews
8 of 9 people found the following review helpful.
Refreshingly Irreverant
By C. Sullivan
Liked this book very much. The irreverence and polemic were refreshing. Holt and Cameron practice what they preach, and don't pull punches. The ideas and thinking are solid. The cases are excellent. After reading I recommended to friends at ad agencies, many of whom no doubt face H & C's `brand bureaucracy'.
Style-wise, `Cultural Strategy' found a nice niche between scholarship and practice. I liked this approach. But if you prefer 1-2-3 books on brand and strategy, don't buy the book. You're going to get Max Weber and terms like `mimetic isomorphism' just as much you get stories on brands like Nike, Levi's, Vitamin Water and Fat Tire. I liked the combination, others might not.
As someone in strategy, I do have some beef with Holt and Cameron's stance against utility, or what they refer to as `mousetrap' thinking. They take the constructivist line of thinking too far, and it diminishes their argument. They need a foil, but of all their polemics this one feels more rhetorical than substantive. Ideally, value creation and cultural innovation work together. If subjectivity were all that mattered we wouldn't be in this recession. H & C have written particular kinds of cases-- products fighting it out in mature markets with homogeneous offerings. In these situations i think they're argument holds up better. In emerging markets where the there is still a great deal of diversity in offerings, i'm not as sure. The one outlier here is the freelancer's union case, which was quite good.
But on all other accounts, this book furthered my thinking. Even if you don't agree with the authors, they'll engage you. I'd read it.
6 of 7 people found the following review helpful.
An Important But Incomplete Beginning To Developing Full Cultural Strategy
By Jonathan Cook
Cultural Strategy, by Douglas Cameron and Douglas Holt, was a simultaneously exciting and frustrating read for me. It is an important book in that it provides a specific model for integrating the power of culture into marketing strategy. It's a milestone that the authors go beyond the generic advice to simply "pay attention to culture" that most business books provide. The authors clearly have working experience in this area, and are able to provide compelling narratives to justify the application of their cultural strategy model.
The weakness of this book, however, is a consequence of it being one of the first of its kind. The model of cultural strategy that it offers is better than what most marketers currently use, but it's much thinner than it could be.
For one thing, the authors' model of culture is rather sparse, in comparison to what most cultural anthropologists might describe. Holt and Cameron content themselves with understanding culture as mere ideology - as ideas that are shared and motivate. Culture is much more than that. It's especially important for people in business to work with culture as something embodied. Culture isn't just the communication of ideas. Culture is in physical objects we possess, and the behavior we engage in with those objects. These aspects of cultural strategy are largely missing from Holt and Cameron's model. The authors briefly mention ritual here and there, but they never explain what they mean by it, much less how to use ritual in business. This oversight leads to a rather narrow scope of recommende application. Holt and Cameron focus mostly on advertising as a tool of cultural strategy, but advertising holds a rapidly diminishing portion of the marketer's toolbox.
The book is thick with examples, perhaps a bit over thick, to compensate for the relatively sparse principles for cultural strategy that the authors provide. People who have read other work by Douglas Holt will recognize much that has been recycled for use here. The heavy reliance on examples gives the impression that cultural strategy mostly involves having a team of savvy and perceptive people who will notice cultural trends before the competition. Indeed, at the end of the book, the authors make an unfortunate descent into design thinking, suggesting that "cultural studios" can simply start off sloppy, and then go through iterative cycles of testing and refinement until they hit on a strategy that takes advantage of a cultural disruption.
Some broader principles of culture could improve this fumbling approach, but Holt and Cameron are resistant to such principles, viewing them as tools that stiff "brand bureaucracies" use to defend their falwed ideologies. There's some truth to that, but a smarter strategy could involve using principles of culture to establish more sustainable, less ideosyncratic processes of anti-bureaucratic innovation.
A final shortcoming of this book is that the authors don't seriously treat other methodologies that could be incorporated into a bigger, more effective system of cultural strategy in business. Holt and Cameron acknowledge only the most superficial versions of emotional mindshare strategy, for example, when there are in fact a growing number of research firms using extremely deep qualitative methodologies to illuminate complex and beautiful systems of emotional significance. When the authors of this book reduce such research to catchphrases, they accurately describe what corporate bureaucracies can do TO the results of such research, but the solution to this probem is to improve translation of research results into corporate action, not to abandon the research entirely.
I've focused on the gaps and flaws in Cultural Strategy in this review, but encourage people working to develop culturally-informed methods in business to read this book nonetheless. It is to be expected that any book seeking to introduce concepts of culture into business will be partial and problematic at this point. The serious treatment of culture as a source for management and marketing has barely begun, and Holt and Cameron are to be applauded for this effort to provide the qualitative side of commerce more of the attention that it deserves.
5 of 6 people found the following review helpful.
Essential reading for academics, entrepreneurs, and F500 managers
By William Ko
This outstanding work underscores the importance of incorporating culture into marketing initiatives to drive sales growth and market share. Citing Weber's theory of bureaucratization in Economics and Society, Holt argues convincingly that leading firms have sacrificed marketing innovation for ineffective brand management based on standardization, superfluous scientific methodology, and dehumanization of the consumer products/services and the markets that they ultimately serve. Controversially, but supported with strong empircal examples, Holt asserts that the epistemic proclivities of establishing marketing as a 'faux science' has resulted in stagnant 'mousetrap' strategies that result in minimal gains in growth.
Supported by case-studies of both successful and unsuccessful marketing initiatives, Cultural Strategy is essential reading for academics, entrepreneurs and F500 management seeking iconoclastic reconceptualizations of the consumer goods landscape.
I suspect, however, that the prevailing path dependencies and perceptions of 'brand strategy' among leading firms in industry today will inhibit Holt's central thesis from attaining wide-scale practice. But perhaps as a greater number of agile entrepreneurs leverage 'cultural strategy' to win a greater share of blue ocean opportunities, the aforementioned market-leading firms will be compelled to take notice.
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