Publications

Lucas Perraudin maps how people still shop, how they increasingly shop, and how they are starting to shop. The four modes coexist, and each rewards a different marketing

Alan Jope explains why a brand only earns the right to campaign on what it has already done, ranks employees first among seven stakeholders, and describes the agility

Raja Rajamannar on the companies that removed the role and what they were reacting to, the promotions that fund their own social programs, and the five hours he

Colin Mayer traces corporate purpose back two thousand years, defines it as profitable solutions to the problems of people and planet, and explains why the crisis broke the

Keith Weed on nine years running marketing, sustainability and communications at Unilever: the targets nobody knew how to reach, why he took the missed ones on stage himself,

Elana Rosenfeld built a coffee company from a garage and sold most of it. She takes her definition of growth from nature, would choose values over purpose if

Marc Pritchard on building good into the business model so a bad quarter cannot cut it, the campaign that became simultaneously the most liked and most disliked, and

Hubert Joly on why Best Buy waited four years before defining its purpose, the childhood photographs he asked his executive team to bring to an offsite, and a

GSK Consumer Healthcare's chief executive and chief marketing officer on six months of fortnightly meetings, the wording they were told to change, and the brand whose whole promise