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Cultural Strategy: Using Innovative Ideologies to Build Breakthrough Brands ReviewLiked 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.
Cultural Strategy: Using Innovative Ideologies to Build Breakthrough Brands OverviewMarket innovation has long been dominated by the worldview of engineers and economists--build a better mousetrap and the world will take notice. The most influential strategy books--such as Competing for the Future, The Innovator's Dilemma, and Blue Ocean Strategy--argue that innovation should focus on breakthrough functionality. Holt and Cameron challenge this conventional wisdom. They develop a cultural approach to innovation: champion a better ideology and the world will take notice. The authors use detailed historical analyses of the take-offs of Nike, vitaminwater, Marlboro, Starbucks, Jack Daniel's, Levi's, ESPN, and Ben & Jerry's to build a powerful new theory. They show how brands in mature categories come to rely upon similar conventional brand expressions, leading to what the authors call a cultural orthodoxy. Historical changes in society threaten this orthodoxy by creating demand for new culture. Cultural innovations draw upon source material--novel cultural content lurking in subcultures, social movements, and the media--to develop brands that respond to this emerging demand, leapfrogging entrenched incumbents. The authors demonstrate how they have adapted this theory into a step-by-step cultural strategy model, which they successfully applied to start-ups (Fat Tire beer), consumer technologies (Clearblue pregnancy tests), under-funded challengers (Fuse Music Television), and social enterprises (Freelancers Union). Holt and Cameron conclude by explaining why top marketing companies fail at cultural innovation. Using careful organizational research, the authors demonstrate that companies are trapped in the brand bureaucracy, which systematically derails innovation. Cultural innovation requires a new organizational logic. In all of their cases, the authors find that the cultural innovators have rejected the brand bureaucracy. Written by one of the leading authorities on brands and marketing in the world today, Cultural Strategy transforms what has always been treated as the "intuitive" side of branding into a systematic strategic discipline.
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