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Gareth Kay

Many marketers cling to brands, such as Apple and Nike, to prove that they have cultural impact, but it is often new business models, built from collaboration, that really change lives.
Brands have successfully utilised rituals for their symbolic and emotional power for some time, but how will new rituals be built when AI and voice assistants become our most common interface, asks Gareth Kay.
Resisting the urge to make predictions for the year ahead, Gareth Kay offers up three wishes that he hopes will happen this year, in order to move towards creating a more robust and vital marketing industry.
The ad industry likes to think of itself as great storytellers, but so often fails to look at the form those stories take.
The Association of National Advertisers’ annual Masters of Marketing conference painted a depressing picture, says Gareth Kay, with driving greater efficiency being lauded over the creation of valuable brands and end-to-end brand experiences.
Advertising is a talent business, but advertising and marketing isn’t the pull it once was, so, Gareth Kay argues, creative companies need to build more stimulating working environments to attract the most interesting people.
Gareth Kay argues that the industry should be more careful about how it uses the word ‘brand’, as it is in danger of becoming an empty phrase that will not help marketers connect businesses with their potential customers.
The advertising industry, and its awards, celebrates only success - forgetting the failures from which we could all learn important lessons, argues Gareth Kay.
Planners need to be the change agents inside their agencies and help change how we work to guarantee a more fulfilling future, says Gareth Kay.
Gareth Kay argues that words will never do justice to the best that our brains can create. So it’s time to think less verbally and think more expansively about how marketing communications can work.
Gareth Kay takes inspiration from an ad that's done the seemingly impossible: uniting all the internet in one emotion.
Elasticity is the yin and yang that can unlock the potential of a brand. On the one hand, the more price inelastic your brand is, the greater the price premium you can charge.
I'm writing this article as my company, Chapter, celebrates its second anniversary. We may be 0.0001% complete on our mission, but it feels a big milestone, as around one in two businesses fail during this time period.
The year 2016 is likely to be remembered for two political events that sent shockwaves around the world: Brexit and the election of Donald Trump as president.
Brands, their marketing and those who advise them tend to live at two polar extremes of the world and oscillate wildly between them.
Niki Nakayama is the chef and owner of a Japanese restaurant called n/naka in LA. She's a technically brilliant chef and her food has been lauded as some of the best in America.
We take great pride as an industry in our ability to solve problems. It's how we tend to frame our capabilities to clients.
About a decade ago, Copernicus Consulting did a research study in the US to look at how we saw brands.
About a dozen years ago, we began to talk about the age of conversation as the web evolved to enable us to spend more time on platforms that connected people together rather than the one-way questioning of information that characterised the nature of the early web.
Just over three years ago I wrote a piece in this magazine arguing that it was time for us to stop thinking big and start acting small instead.
I'm writing this column during the annual marketing world decampment to CES. More headlines, as usual, about whether new technology X or Y will change the game for marketers; more nascent platforms trying their hardest to get a slice of the easy money they see brands offering.
Over the Thanksgiving weekend, I took my daughter to visit the Computer History Museum, just around the corner from the Googleplex in Mountain View.
A couple of months ago, I wrote about the need for marketers and their partners to close the increasingly widening gap between commercial need and creative solution by stopping specialising ourselves into irrelevance.
There's an infamous principle at Google to 'do no evil'. Now, you can argue whether or not they live up to this, but there's no doubt they have done a better job at it than Volkswagen.
In  The Wealth of Nations, Adam Smith first describes the economic value of specialisation: "The division of labour, so far as it can be introduced, occasions, in every art, a proportional increase of the productive powers of labour."  This simple idea – that dividing work into precise jobs for people means the same number of people can do more – has been one that has driven the manufacturing age.