Design thinking offers a way to make business decisions that is especially suited to exploring uncharted territory and solving complex problems. But leaders need to know when to apply it, and they have to prepare both their employees and managers to do so. The authors have identified the characteristics that make an organization "design thinking-ready" along with a strategic approach to adopting it.

The emergence of 'Web 2.0' tools such as blogs, Facebook and Twitter has significantly lessened the amount of control that organizations have over their messaging. Web 2.0 presents marketers with a dilemma: on the one hand, being talked about, shared and parodied on the Internet brings attention to a brand; on the other, it may not be the kind of attention the brand wants. The author provides three recommendations for organizations: lose the illusion of control; constantly monitor Web 2.0; and actively engage with your customers. He shows that in the end, while it might seem like a brand new playing field has emerged, in many ways, Web 2.0 returns us to two of the very foundations of Marketing: understand your customers deeply and develop active, engaged relationships with them.

The 2.6 billion global citizens living on less than $2 a day face considerable barriers to effective healthcare, including limited health insurance, low health literacy, and residence in slums or remote areas that are frequently underserved. The authors describe how some highly innovative private healthcare companies have considered these barriers in the design of their products or services. They show that organizations such as India's Narayana Hrudayalaya Hospital achieve their innovations by addressing three functional areas concurrently: marketing, finance and operations. They describe the four shared characteristics of these business models and show how these 'innovative exemplars' can inspire innovation across industries.

Much has changed since advertising's 1950s heyday - the Mad Men era, when you could count the number of TV channels on one hand and advertising was all about informing and persuading consumers. Today, that model has been turned on its head: the most significant conversations happen not between advertisers and consumers, but between consumers and other consumers. However, the author - who has worked in advertising since 1974 -- argues that despite the rampant changes, many of the key lessons he learned early on continue to endure. He provides ten guidelines that would have worked in the 1950s and can still be used to create strong advertising in today's McLuhan-esque world. He describes these guidelines - which include 'cut through the clutter' and 'leave a lasting impression' -- in detail and shows how brands from Charles Schwab to Dove to Doritos have used them to successfully engage consumers.

Private-label products are anathema to many consumer goods manufacturers--cheap imitations that undermine margins and weaken product categories. But the growing power and sophistication of retailers has changed that competitive dynamic. Private labels now offer a range of opportunities for savvy manufacturers. Perhaps most notable, retailers are working with manufacturers to bring out store brands whose quality matches or even exceeds that of brand-name goods. These premium labels offer better margins than traditional private labels and can serve as a low-risk way for manufacturers to try new product categories. Like "fighter brands," private labels can help a manufacturer preserve market share in a category when it decides to raise the price of its brand-name product. Or a manufacturer in the number-two slot might design its private label to imitate--and take sales from--the market leader in a category. The authors say the risks of producing private labels are often exaggerated. Retailer switching isn't as easy as is often believed, particularly for manufacturers who work closely with retail partners. And manufacturers who set clear priorities can make sure their private-label sales don't distract them from promoting the main brand. The authors warn that different manufacturers will want to go with different private-label strategies. Private labels are likely to make most sense when entry barriers are low, when substantial economies of scale exist, or when the label is a premium line for a category with low price sensitivity. For manufacturers who seek closer ties with retailers, private labels may represent a neglected opportunity.