Companies who embrace the interaction field model generate, facilitate, and benefit from data exchanges among multiple people and groups -- from customers and stakeholders, but also from those you wouldn't expect to be in the mix, like suppliers, software developers, regulators, and even competitors. And everyone in the field works together to solve big, industry-wide, or complex and unpredictable societal problems.
Companies must innovate to grow, but they often forget to look beyond their own brands. Take Sony, for example. Its success with consumer innovations like the Walkman blinded it to obvious changes in how, when, and where people wanted their music. Apple capitalized on those changes in demand with the iPod, providing a new way of listening to music and of managing one’s entire music library.
An exploration of strategic brand leadership uses hundreds of studies of leading firms, including General Electric, to show the strategic potential of brand management in a world-based economy.
How to Build Strong Brands and Businesses in the Digitally-Connected World, in Ralf T. Kreutzer and Karl-Heinz Land, Digital Darwinism: Der stille Angriff auf Ihr Geschaeftsmodell und Ihre Marke, 2. Edition, 2016 and 2013.