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.

• 1: Rethinking Blue Oceans


• Part I: Cultural Innovation Theory


• 2: Nike: Reinventing the American Dream


• 3: Jack Daniel's: Mythologizing the Company to Revive Frontier Masculinity


• 4: Ben and Jerry's: Provoking Ideological Flashpoints to Launch a Sustainable Business Myth


• 5: Starbucks: Trickling Down New Cultural Capital Codes


• 6: Patagonia: How Social Enterprises Cross the Cultural Chasm


• 7: Vitaminwater: Creating a "Better Mousetrap" with Myth


• 8: Marlboro: The Power of Cultural Codes


• 9: Cultural Innovation Theory


• Part II: Applying the Cultural Strategy Model


• 10: Clearblue Pregnancy Tests: Branding a New Technology


• 11: Fat Tire Beer: Crossing the Cultural Chasm


• 12: Fuse Music Television: Challenging Incumbents with Cultural Jujitsu


• 13: Freelancers Union: Branding a Social Innovation


• Part III: Organizing for Cultural Innovation


• 14: The Brand Bureaucracy and the Rise of Sciency Marketing


• 15: The Cultural Studio Forms Underground: Levi's 501s in Europe


• 16: The Cultural Studio Forms Above Ground: ESPN