Wild Thinking

Nick Liddell is a brand strategist with over 20 years' experience. He works with organizations of all sizes to grow their brands through clear and compelling strategy. His clients include some of the world's brightest and best - from Prada and The V&A to McLaren, Wimbledon and Twinings. He's a member of the UK Superbrands Council, a frequent event speaker and a regular contributor to marketing, brand and business publications.Richard Buchanan is Managing Director and a founding partner of The Clearing, voted the UK's best branding consultancy at The Drum's Network Awards 2016. Working with global brands such as McLaren, Fitness First, Wimbledon and Ocado. Together with The Clearing, he has won more than thirty industry awards.

• Section - ONE: Creativity;Chapter - 01: You can choose between having a great culture or a brilliant strategy – Which do you opt for?;Chapter - 02: Is your role to make people want things or to make things people want?;Chapter - 03: Does your team operate like an orchestra or an improvisational jazz band?;Chapter - 04: We often seek partners who meet a deficiency we feel in ourselves – What deficiency are you meeting for your customers?;Chapter - 05: If your brand took a lie detector test, the most nerve wracking question would be…;Section - TWO: Habit;Chapter - 06: Should parents give children what they need or what they want? Does the same logic apply in giving customers what they ask for?;Chapter - 07: What disappoints you most about your competitors?;Chapter - 08: You are called in to perform a ‘pre-mortem’ on your brand and predict the cause of death to be…;Chapter - 09: Which of your brand’s flaws have you learned to ignore?;Chapter - 10: What could you eliminate from your business today that you suspect no-one would miss?;Section - THREE: Emotion;Chapter - 11: What wakes your brand up at 4am?;Chapter - 12: If your brand were a person, would they be in a happy relationship?;Chapter - 13: How often do your embark on projects where your feel real anxiety and uncertainty about the outcome?;Chapter - 14: Does your brand appeal more to people’s hopes or their fears?;Chapter - 15: What role does kindness play in your work?;Section - FOUR: Belief;Chapter - 16: Budgets are cut and your business can only invest in innovation or marketing – Which do you choose?;Chapter - 17: What’s the most offensive word in the world in relation to your brand?;Chapter - 18: What does the word ‘quality’ mean in the context of your brand? Would your competitors define it differently?;Chapter - 19: What do your customers mistakenly believe about your industry? What can you do to change this?;Chapter - 20: How would you define a ‘meaningful’ business;Section - FIVE: Ego;Chapter - 21: What other businesses are you secretly a little bit jealous of?;Chapter - 22: What would be worse – Customers not taking your brand seriously or finding you boring?;Chapter - 23: What does your business do that some say is completely unnecessary or inefficient, but you believe is a superpower?;Chapter - 24: Would you prefer your brand to be seen as the most stylish of its peers or the most thoughtful?;Chapter - 25: Who or what is your brand’s nemesis?