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Advanced Program in Business - Prof. Gregory Carpenter, PhD. - Kellogg School of Management
CMO13: Prof. Gregory Carpenter, Kellogg School of Management

Biography

Kellogg School of Management
James Farley/Booz Allen Hamilton Professor of Marketing Strategy, Director of the Center for Market Leadership, Faculty Director, Kellogg Markets and Customers Initiative (KMCI)

Gregory Carpenter focuses on understanding how firms create competitive advantage through marketing strategy. Based on award-winning research, his recent book, Resurgence: The Four Stages of Market-Focused Reinvention (Palgrave Macmillan, 2014), examines how firms transform their culture, regaining advantage and renewed success. He previously co-edited the Handbook of Marketing Strategy (Edward Elgar, 2012).

As Faculty Director of the Kellogg Markets and Customers Initiative, he fosters research, teaching, and engagement on topics that cross traditional academic boundaries, including customers and corporate culture, data analytics, and trust. He co-chairs the Marketing Leadership Summit, bringing thought leaders together each fall to explore the future of marketing, and as Academic Director of Kellogg's Chief Marketing Officer Program he helps prepare executives for the challenging role of CMO.

Appearing in leading academic journals, such as Journal of Marketing, Journal of Marketing Research, Journal of Consumer Research, Management Science, Marketing Science, and Psychometrika, his research on marketing strategy has been recognized by the The American Marketing Association with the William F. O'Dell Award, the Paul E. Green Award, the Donald R. Lehmann Award, and the Sheth Foundation/Journal of Marketing Award. 

Harvard Business Review, Financial Times, Forbes, BusinessWeeek, and National Public Radio have featured his research, and it has been cited in arguments before the United States Supreme Court. Recognized by BusinessWeek as an one of a small group of outstanding faculty in its Guide to the Best Business School, he was voted Outstanding Professor of the Year Award by the Kellogg Managers' Program, and he received the Sidney J. Levy Teaching Award.

He often speaks and advises firms on marketing strategy. Past and current clients include Bacardi, Carnival Corporation, Coca-Cola, Cunard Lines, Diageo, Dow Chemical, Federal Reserve Bank, Government of Mexico, General Electric, Harley-Davidson, Health Management Academy, Novartis, PepsiCo, Pfizer, SC Johnson, Target, Unilever, and Visa.

A former Academic Trustee of the Marketing Science Institute, he served as a member of the board of advisors of Hamilton Consultants, and a member of the advisory board of Terlato Wine Group. He was named a Chevalier in the Ordre des Coteaux de Champagne for his contribution to champagne.

Previously, on the faculty of the UCLA, Columbia University, and the Yale School of Management, he received his B.A. from Ohio Wesleyan University, and M.B.A., M.Phil. and Ph.D. degrees from Columbia University.

Areas of Expertise Brand Management
Consumer Behavior
Consumer Products
Marketing Management
Marketing Strategy
New Product Development
Strategy

Education PhD, 1983, Business, Columbia University

MPhil, 1983, Business, Columbia University

MBA, 1980, Business, Columbia University

BA, 1978, Economics, Mathematics, Ohio Wesleyan University

Academic Positions James Farley / Booz Allen Hamilton Professor of Marketing Strategy, Kellogg School of Management, Northwestern University, 1999-present

Associate Professor, Kellogg School of Management, Northwestern University, 1990-1999

Visiting Associate Professor of Marketing, School of Management, Yale University, 1990-1990

Associate Professor of Business, Columbia Business School, Columbia Univeristy, 1987-1990

Assistant Professor of Business, Columbia Business School, Columbia University, 1985-1987

Assistant Professor of Management, Graduate School of Management, University of California Los Angeles, 1983-1986

Acting Assistant Professor of Management, Graduate School of Management, University of California Los Angeles, 1982-1983

Honors and Awards Member, Irwin Educator of the Year Selection Committee, American Marketing Association

American Marketing Association Doctoral Consortium Faculty, American Marketing Association

Sheth Foundation/Journal of Marketing Award, American Marketing Association, 2004 to 2008

Robert C Buzzell , Marketing Science Institute Award

H. Paul Root Award, Marketing Science Institute, 2006

Chevalier in the Ordre des Coteaux de Champagne

Donald R. Lehmann Award, American Marketing Association, 2000

William F. O'Dell Award, American Marketing Association, 1999

Paul E. Green Award, American Marketing Association, 1999

Sidney J. Levy Teaching Award, Kellogg School of Management, 1995-1996

William F. O'Dell Award, American Marketing Association, 1994

Part-Time MBA Program Professor of the Year Award, Kellogg School of Management, 1992

Editorial Positions Gues Editor, International Journal of Research in Marketing, 2014-2017

Guest Editor, Management Science, 2010

Education Academic Positions Honors and Awards Editorial Positions

Read about executive education

Cases

Carpenter, Gregory and Kent Nakamoto. 1989. Consumer Preference Formation and Pioneering Advantage. Journal of Marketing Research. 26(3): 285-298.

Market pioneers outsell later entrants in both consumer and industrial markets. Entry barriers arising from preemptive positioning and switching costs have been advanced to explain this market share difference, termed "pioneering advantage." However, empirical studies show that pioneering advantages are present even in mature markets in which brands reposition and switching costs are minimal. In these cases, the authors argue that pioneering advantage can arise from the process by which consumers learn about brands and form their preferences. This process can produce a preference structure that favors the pioneer, making it difficult for later entrants to "compete away" the pioneer's large market share, even if brands can reposition and switching costs are minimal.

Carpenter, Gregory. "When Betting on a Struggling Company is a Great Career Move." BloombergBusinessweek.

Executives often join organizations on the rise. But eventually all organizations struggle. Some that struggle do thrive again, suggesting that in some cases joining a turn around can be a great career move. In this article, we explore what to look for in joining a turn around and what to avoid.

Carpenter, Gregory and Kent Nakamoto. 1989. Consumer Preference Formation and Pioneering Advantage. Journal of Marketing Research. 26(3): 285-298.

Market pioneers outsell later entrants in both consumer and industrial markets. Entry barriers arising from preemptive positioning and switching costs have been advanced to explain this market share difference, termed "pioneering advantage." However, empirical studies show that pioneering advantages are present even in mature markets in which brands reposition and switching costs are minimal. In these cases, the authors argue that pioneering advantage can arise from the process by which consumers learn about brands and form their preferences. This process can produce a preference structure that favors the pioneer, making it difficult for later entrants to "compete away" the pioneer's large market share, even if brands can reposition and switching costs are minimal.

Carpenter, Gregory. "When Betting on a Struggling Company is a Great Career Move." BloombergBusinessweek.

Executives often join organizations on the rise. But eventually all organizations struggle. Some that struggle do thrive again, suggesting that in some cases joining a turn around can be a great career move. In this article, we explore what to look for in joining a turn around and what to avoid.

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