VIVALDI_

Amex's competitive edge was putting the customer first. The risk was that staying true, at scale, across a huge organization, without it becoming just a slogan. Here's how they solved it: vivaldigroup.com/work/buildi…

Category-creating industries grow at 10% a year. Everyone else at 4%. They nearly tripled their share of market cap. Nobody got there by improving penetration inside a category that already existed. vivaldigroup.com/7-of-corpor…

Your brand is no longer built through what it says. It is built through what it does, repeatedly, in the customer's life. Campaign planning was built for a different world. Full article explains what that looks like in practice: vivaldigroup.com/five-reason…

Airbnb. Instacart. La Roche-Posay. Three brands that understand something most do not: in an AI-mediated market, category logic is a competitive structure question. The full article explains what they built and why it matters now. hai.stanford.edu/ai-index/20…

Marketing looses the budget argument before it starts. Usually, the case is made in a language finance doesn't trust. Four shifts, ahead of our invitation-only event in New York: vivaldigroup.com/why-marketi… To be considered for this or future events visit: vivaldigroup.com/winning-the…

An insight says there is an interesting tension. A demand space says here is the motivational architecture underneath it. A future-back methodology asks what must become true to make it real at scale: vivaldigroup.com/the-tesla-s…

LEGO was growing fast, but shortcomings in brand strategy and identity were working against it from the inside. Here's how that got fixed, block by block Here's how it got built: vivaldigroup.com/work/legos-…

Dyson built one of the most engineering-driven companies in the world. It also cracked the translation problem most technical organizations never solve. The answer was not better marketing. Read what it actually was: vivaldigroup.com/the-most-im…

Describing what growing brands look like and explaining what caused them to grow are two different claims. Marketing keeps treating them as one. Here's why that matters: vivaldigroup.com/this-debate…

Before building anything, Pfizer and Vivaldi tested five different platform concepts against real patients in Swansea. Here's why they started with behavior, not features. Full story on how the platform strategy was built: vivaldigroup.com/work/innova…

Marketing too often loses the budget argument before it starts, usually because the case is made in a language finance doesn't trust. If you lead brand, marketing or growth and would like to be considered for this or future events, express interest here: vivaldigroup.com/winning-the…

Henkel acquired Olaplex. The obvious move is integration.  That move would likely destroy it.  Olaplex's value lives in a specific moment. The question is not how to scale it. It's how to expand without losing the moment.  The full piece makes the case: vivaldigroup.com/henkels-acq…

Brand architecture may be shifting from organizing brands to deciding where to invest. That turns it into a core strategic discipline. vivaldigroup.com/portfolio-s…

Disney’s brand strategy turns profit into more profit by reinvesting in content and experiences that feed demand.  Most portfolios don’t do this and miss out.  Here’s why: vivaldigroup.com/why-disney-…

Campaigns and segmentation were born from limitation.  AI enables real-time response instead of planned bursts of communication.  Here is why that matters for growth strategy:  vivaldigroup.com/marketing-a…

La Roche-Posay. Hoka. BYD. ServiceNow.  None of them win on awareness or brand mythology.  They win by owning specific high-intent situations and building trust through resolution.  Read more: vivaldigroup.com/the-causal-…

Instacart's AI entry point is not a product category. It is a demand moment: dinner, budget, dietary restriction, time. That is not search optimization. That is a different understanding of market logic. vivaldigroup.com/ai-is-not-j…

Henkel. McCormick. Authentic Brands Group. Pernod Ricard. Kimberly-Clark. The deals look unrelated. They are not. There is one logic running underneath all of them, and it is changing how portfolio strategy works. Read the full piece here: vivaldigroup.com/something-i…

Ehrenberg-Bass is indispensable for growing penetration in a mature category. It was not built for creating demand spaces, redefining categories, or reshaping willingness to pay. Framework fit matters as much as framework quality: vivaldigroup.com/marketing-d…

OTA updates can extend product life and strengthen trust. Or they can shift control away from customers and quietly erode it. Technology is the same. The mindset behind it is not. vivaldigroup.com/when-smart-…