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Gareth Kay

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.
Craig Mod is a product designer (best known for his work on Flipboard) and one of my heroes. Recently, I rediscovered a brilliant article he wrote a few years ago called 'Subcompact Publishing'.
Twenty-one years ago, the iconoclastic ad agency Howell Henry Chaldecott Lury produced a wonderfully provocative, and ahead of its time, pamphlet called Marketing At A Point of Change.