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As Chinese consumers become more affluent, their expectations about what a brand should deliver are rising. To better understand the challenges facing companies that want to establish a brand in China, Accenture surveyed more than a thousand Chinese consumers to learn how they decide what to buy. This paper aims to examine those results.

Accenture conducted 1,022 interviews from China that surveyed consumers of six categories of products and services: automobiles, appliances, consumer packaged goods, financial services, high‐tech products and apparel. Consumers chosen for the China part of the study were generally younger and wealthier than the typical Chinese consumer – a reasonable proxy for the initial target audiences for brands attempting to succeed in China.

Accenture research shows that creating a successful brand in this environment requires a sophisticated understanding of what segments of the Chinese markets value in a brand and a willingness to reach China's increasingly choosy consumers through innovative media.

The data about Chinese consumers' expectations translate into seven core lessons for marketers. Three of the lessons offer ways to shape brand image and four suggest how to best communicate the brand message.

Analysis of the survey data identified six consumer segments, which – although they share much in common – each have particular differences in their set of brand values.

With a burgeoning stream of online choices, fostering customer loyalty is a constant challenge. Companies must become masters of the new “nonstop customer” experience. They will at times have to analyze the data on their customers' behavior for new opportunities, and at other times directly influence their customers' choices.

Customers continue to escape from traditional marketing channels into digital realms where they can become more knowledgeable and empowered than they have been in the past. So the nonstop-customer experience model uniquely places evaluation, not purchase, at its center.

The article offers a new rule number one of marketing is: know your customer's behavior on their path to purchase.

To understand what customer journeys are being taken by customers, the model groups loyalty behaviors into four general archetypes: emotional loyalty, inertia-based loyalty, conditional loyalty and true deal chasing.

The article proposes that marketing departments act on the insight they gain from analyzing their customers in terms of the four loyalty profiles in two ways: by sometimes reinforcing customer behaviors, and at other times redirecting them.

Innovation is widely considered critical for organization’s success. We know that innovation happens in the presence of certain values and behaviors, hence it is a question of culture. Culture in turn has one critical influence: the leaders of an organization. That is why understanding how to design leadership for innovation should be of interest to anyone who wants to improve their organization’s innovation performance.

While leading by example is generally the best way to establish the desired values and behaviors, it is not in every leader's ability and comfort zone to exhibit the kind of leadership that emulates innovation. Therefore, I have started to differentiate between “leadership of” and “leadership for” innovation. Each has a different skill and mindset, and a different role to play in making innovation happen.

This chapter starts by looking at the drivers behind the context of the twenty-first century to answer the question: “Why innovation matters more in the twenty-first century than ever before?” This is followed by an introduction of a framework that focuses on areas where innovative companies do something different from their less innovative counterparts. The chapter continues with some insights on why organizations and their leaders struggle with embracing innovation before taking a look at “leading of” and “leading for” innovation and introducing the concept of “ARTISTIC Leadership.”

This article argues that successful leadership needed for the Creative Economy requires different ways of managing, leading, following, thinking, speaking and acting in the workplace.

The article outlines both the principles and implementation steps and conditions for success.

Five principles are core to the new way of managing: 1. Organizational goal: a shift from an inward-looking goal maximizing shareholder returns to an outward-looking goal of delighting customers profitably. Innovation and transformation are now imperatives. 2. Organizational structure: a shift from managerial command and control to enabling collaboration among diverse self-organizing teams, networks and ecosystems. 3. Coordination of work: a shift from coordinating work by hierarchical bureaucracy with rules, roles, plans and reports to dynamic linking, with iterative approaches to development and direct customer feedback from, and interaction with, teams, networks and ecosystems. 4. Values: a shift from a single-minded preoccupation with profit and efficiency to an embrace of values that will grow the firm and the accompanying ecosystems. 5. Communications: a shift from top-down directives to multi-directional conversations across organizational boundaries about working together on common goals.

Offers leaders a roadmap for managing during market phase changes, a complex transformation in human behavior produced by a new way to satisfy consumption needs.

It alerts top management of the need both to recognize and anticipate many coming phase changes and explains how to revolutionize the process of managing the response to them in the creative economy.

The paper presents the concept of Solidarity Economy proposed by the Austrian-Brazilian economist and professor Paul Singer who passed away in 2018 at age 86 years in his home in São Paulo. Singer arrived at the concept of Solidarity Economy by mixing utopian socialist thought originated in Europe during the Industrial Revolution with the wisdom of Latin American working people to find alternative paths to the capitalist economic system. Following the teachings of Paul Singer, we, as practitioners and academics, report the first stage of the formation of a popular cooperative in the sector of recycling that occurred between 2019 and 2021 in the Town of Goiás, Goiás, Brazil. Our analysis of this collective endeavour leads to two main lessons: first, Solidarity Economy is an even broader proposal of an alternative to the capitalist economy than Paul Singer imagined, because its roots are not restricted to the European cooperativism of the nineteenth century, and second, economics must be taught in more popular way because the most urgent economic problems affect primarily the working people.