George S. Day is the Geoffrey T. Boisi Professor Emeritus at the Wharton School of the University of Pennsylvania. He was previously the Executive Director of the Marketing Science Institute.
He has been a consultant to numerous corporations such as General Electric, IBM, Metropolitan Life, Unilever, E.I. DuPont de Nemours, W.L. Gore and Associates, CocaCola, Boeing, LG Corp., Best Buy, Merck, Johnson & Johnson, and Medtronic. He is the past chairman of the American Marketing Association. His primary areas of activity are marketing, strategy making, organic growth and innovation, organizational change, and competitive strategies in global markets.
Dr. Day has authored eighteen books in the areas of marketing and strategic management. His most recent books are Peripheral Vision: Detecting the Weak Signals that Can Make or Break Your Company (with Paul Schoemaker) 2006, Strategy from the OutsideIn: Profiting from Customer Value (with Christine Moorman) 2010, and Innovation Prowess: Leadership Strategies for Accelerating Growth, 2013.
He has won ten best article award and one best book award, and two of his articles were among the top 25 most influential articles in marketing science in the past 25 years. He was honored with the Charles Coolidge Parlin Award in 1994, the Paul D. Converse Award in 1996, the Sheth Foundation award in 2003, and the Mahajan Award for career contributions to strategy in 2001. In 2003 he received the AMA/Irwin/McGrawHill Distinguished Marketing Educator Award. In 2011 he was chosen as one of eleven “Legends in Marketing.”
George Day (Draft), Charting New Directions: Match Your Growth Path to your Growth Strategy.
George Day, Dominique Hanssens, Christine Moorman, Legends in Marketing: Yoram (Jerry) Wind, Volume 4, Marketing Strategy (2014)
David Reibstein, George Day, Jerry (Yoram) Wind (2009), Is Marketing Academia Losing Its Way?, Journal of Marketing, 73, pp. 13.
Abstract: In this article the author discusses marketing academia. He is critical of the relationship between the standards of academic marketers and marketing executives. The author suggests a remedy for the problem which includes increasing the amount of debate between marketing academics and making marketing research more relevant.
Katrina J. Hubbard and George Day (Working), Customer Relationships Go Digital.
Description: Opinions on the impact of digital technologies on customer relationships have swung from anxiety about the threat of frictionless commerce, to enthusiasm over the prospects for cutting customer service costs and tightening connections with customers. As recently as 1999 the prevailing view was that when customers could use the internet to expand their search for alternatives, learn more about them faster and easily compare prices, that margins would shrink and loyalty would be increasingly transient.
Adam J. Fein and George Day (Working), Shakeouts in Digital Markets.
Description: Shakeouts loom large in the landscape of all fastgrowing markets. During the boom period an unsustainable glut of competitors is attracted by forecasts of high growth and promises of exceptional returns. Even when the market is already crowded more entrants keep arriving. These followers are often naïve about the barriers to entry and don’t realize how many others are also poised to enter at the same time. Reality intrudes with a bust that precipitates the exit of more than 80 percent of the players through failure or acquisition. This shakeout is triggered by some combination of disappointing growth, pricing pressures that degrade profit prospects, or shortages of crucial people and financial resources.
George Day, Katrina Hubbard, Elaine Zannuto (Working), Propensity to Answer Surveys on the Internet.
George Day (2004), Capitalizing on the Internet Opportunity,, Journal of Business and Industrial Marketing. 10.1108/08858620510603837
Abstract: Purpose – To investigate how businesstobusiness (B2B) firms view the opportunities and threats of the internet and determine which firms are most likely to gain from the internet. Design/methodology/approach – A nationwide survey of marketing, sales and MIS managers in B2B firms provides the data necessary to explore the impact of the internet. Findings – Managers view the internet positively as it will reduce customer service costs and allow firms to tighten relationships with customers. The positive potential outweighs the negative potential of increased competition and new pricing models. However, not all will benefit. Practical implications – While there is much optimism about the internet, those most likely to benefit are those firms already proficient at forging close customer relationships. Originality/value – This paper provides lessons about who will benefit from the internet.
George Day and Paul Schoemaker (2004), Driving Through the Fog: Managing at the Edge, Long Range Planning, Peripheral Vision: Sensing and Acting on Weak Signals, Long Range Planning. 10.1016/j.lrp.2004.01.004
Abstract: Although the periphery does not occupy the centre of our attention, it should be ignored at our peril. This paper gives many examples of companies that have been heavily influenced by peripheral events, whether they started out there, or whether they hopelessly misread the oncoming signals. It argues that a monitoring of the periphery can help diffuse small problems before they becomes crises. It provides a roadmap for organisations by describing how to define the field of view and how to assess the signals from it.
George Day and David Reibstein (2004), Managing Brands in Global Markets ,, The Alliance on Globalizing: Drivers, Consequences and Implications.
George Day (2004), Peripheral Vision: Sensing and Acting on Weak Signals, Long Range Planning, Long Range Planning. 10.1016/j.lrp.2004.01.003
This course views marketing as both a general management responsibility and an orientation of an organization that helps one to create, capture and sustain customer value. The focus is on the business unit and its network of channels, customer relationships, and alliances. Specifically, the course attempts to help develop knowledge and skills in the application of advanced marketing frameworks, concepts, and methods for making strategic choices at the business level.
The principal objectives of this course are to provide opportunities for undertaking an indepth study of a marketing problem and to develop the students' skills in evaluating research and designing marketing strategies for a variety of management situations. Selected projects can touch on any aspect of marketing as long as this entails the elements of problem structuring, data collection, data analysis, and report preparation. The course entails a considerable amount of independent work. (Strict librarytype research is not appropriate) Class sessions are used to monitor progress on the project and provide suggestions for the research design and data analysis. The last portion of the course often includes an oral presentation by each group to the rest of the class and project sponsors. Along with marketing, the projects integrate other elements of management such as finance, production, research and development, and human resources.
A student contemplating an independent study project must first find a faculty member who agrees to supervise and approve the student's written proposal as an independent study (MKTG 899). If a student wishes the proposed work to be used to meet the ASP requirement, he/she should then submit the approved proposal to the MBA adviser who will determine if it is an appropriate substitute. Such substitutions will only be approved prior to the beginning of the semester.
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