The Restructured Wharton MBA: Inventing a New Paradigm

On Tuesday, February 12, 1991, the faculty of the Wharton School approved a plan to design and test a new paradigm for its MBA curriculum—the most far-reaching restructuring of its MBA program since the 1960s. The new graduate program, which will initially be launched with 130 students in two experimental cohorts this fall, not only creates a new framework for the MBA program. It also creates a mechanism for continuous innovation that will ensure that Wharton remains on the leading edge of management education in years to come

Marketing and Corporate Strategy

Marketing should move to the executive suite, says the author, where it can greatly improve senior management\u27s strategic handling of the corporation. Until recently, marketing and strategic planning have been distinct fields of endeavor. Marketing has had its greatest impact on the tactical operations of lover-level management, particularly in the management of individual products. Strategic planning, on the other hand, has been the concern of top management and its ancillary planning staff. The two activities have been characterized by distinct methodologies and relatively little cross-fertilization

The Step Children of Marketing: Organizational and International Customers

Any cursory or systematic review of the marketing literature reveals a lopsided emphasis on the marketing of consumer goods in a domestic environment. Similarly, an examination of marketing programs in the leading U.S. universities uncovers only a few scattered courses on international marketing and industrial or organizational marketing management. Whereas this situation is in sharp contrast to the growing importance of both international marketing operations and the volume of inter-industry transactions, it is based, in many cases, on a sound rationale that despite the differences among these three kinds of marketing activities, the approach to be taken in making international or industrial marketing decisions is identical to the one taken in the marketing of consumer goods in domestic marketing

The Use of Interacting Marketing Models as Framework for Research

The recent emphasis on consumers as the raison d\u27etre of the business firm has led marketers to neglect or deemphasize the roles of the other participants in the marketing system. Yet, an understanding of the marketing system requires the development of a comprehensive marketing model focusing on the consumers, distributive institutions, manufacturers, and other participants involved in the marketing of the given product(s)

Putting the Organization on Wheels: Workplace Design at SEI

When a new employee joins SEI, it is an unusual experience. The new hire is given a map and sent down to a storeroom on the lower floor of the main building. There, the employee is issued a chair and desk, both on wheels, with a computer and phone on the desktop. The map shows where in the complex of nine barn-like buildings on the corporate campus in Oaks, Pennsylvania, the new hire will initially be located. The employee then rolls the desk through the buildings, into the oversized elevators designed for this purpose, past hallways filled with a provocative (and sometimes shocking) collection of emerging contemporary art

Diffusion of New Products in Heterogeneous Populations: Incorporating Stochastic Coefficients

Diffusion models have had a major impact on the literature and practice of marketing science. Following the pioneering work of Bass (1969), which suggested a deterministic model for homogeneous populations, the basic diffusion model has been extended to incorporate: changes in the market potential over time (Mahajan & Peterson 1978); complimentarity, substitutability, contigent & independent relations of the new product with other brands in the market place (Peterson & Mahajan 1978); spatial diffusion pattern (Mahajan & Peterson 1979); varying word-of-mouth effects (Easingwood, Mahajan & Muller 1983); various marketing mix effects including the effect of price on both innovation and imitation coefficients (Robinson and Lakhani 1975) or advertising effect on the innovation coefficient (Horsky and Simon 1983). competitive effects (Eliashberg & Jeuland 1982, Fershtman, Mahajan and Muller 1983

Conjoint Analysis of Price Premiums for Hotel Amenities

Metric hybrid conjoint models have received a fair amount of industry application to date. The purpose of these models is to reduce data collection time while still retaining individual differences in part-worth functions. The present paper extends this class of models to include categorical conjoint analysis in which the criterion variable is classificatory. This model is applied to an extremely large conjoint problem involving over 40 attributes and over 100 attribute levels. The study results support the viability of the model for dealing with extremely large conjoint problems. The study also shows evidence of the inability of simple functions of self-explicated utilities for components of a bundle of hotel amenities to predict respondents\u27 preferences for the total bundle

Putting People in Place

When Tom Furey finished spinning his dream of hope and glory for us that day in the cafeteria, the cavernous room didn\u27t spontaneously erupt into a rally. Its walls didn\u27t ring with cheering and chanting. There wasn\u27t even any applause

Marketing Actions and the Value of Customer Assets: A Framework for Customer Asset Management

This article develops a framework for assessing how marketing actions affect customers’lifetime value to the firm. The framework is organized around four critical actions that firms must take to effectively manage the asset value of the customer base: database creation, market segmentation, forecasting customer purchase behavior, and resource allocation. In this framework, customer lifetime value is treated as a dynamic construct, that is, it influences the eventual allocation of marketing resources but is also influenced by that allocation. By viewing customers as assets and systematically managing these assets, a firm can identify the most appropriate marketing actions to acquire, maintain, and enhance customer assets and thereby maximize financial returns. The article discusses in detail how to assess customer lifetime value and manage customers as assets. Then, it identifies key research challenges in studying customer asset management and the managerial challenges associated with implementing effective customer asset management practices.Yeshttps://us.sagepub.com/en-us/nam/manuscript-submission-guideline