Marketing grew up in the industrial age. As this age gives way to the new network age, companies will grapple with dramatically new and challenging issues.

When Kraft announced it was taking over Cadbury, it wasn't long before a hefty round of cost-cutting started. But is this depressing and familiar scenario really the best way to grow a company?

Work is theatre and every business a stage,’ wrote James Gilmore and Joseph Pine in their 1999 book, The Experience Economy.

Jeremy Bullmore reflects on the paradox of how assets are valued. Tangible assets, such as plants and machinery, are inevitably impermanent while the intangible assets represented by brands can endure forever.

In this edited version of his address at the IPA annual lunch, Mark Hunter spells out his vision for transformational change in the relationship between advertisers and their agencies

Why do CEOs automatically assume that costs are too high, asks Jules Goddard, in his fascinating lead article?

In the heady days of late summer last year, before the world as we knew it collapsed, I was very happy to give my opinion that client side 'insight' functions were here to stay.

A Survey Conducted by Millward Brown for The Global Brand in 2008, helps illustrate the basic drivers of brand success across countries and cultures.

There are some hard truths in the energy market: first, there is a steep change in the demand for energy as the world population soars and the geography of demand shifts eastward. Second, energy supply will struggle to keep pace.

The Charmed generation are a cohort of older people who have benefited from the combination of factors that has enabled them to achieve levels of prosperity that is unlikely to be experienced by their children or grandchildren.