Research Interests: competitive strategies in global markets, market structure and competitive analysis, new product development and management, organizational capabilities, marketing management, strategic planning processes and methods
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, Coca-Cola, 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 Outside-In: 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/McGraw-Hill 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 (SAGE Publications, 2014)
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 fast-growing 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), Peripheral Vision: Sensing and Acting on Weak Signals, Long Range Planning, Long Range Planning. 10.1016/j.lrp.2004.01.003
George Day (2004), Putting PIMS Into Perspective: Enduring Contributions to Strategy Questions,, PIMS in Retrospect and Prospect.
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.
RETAIL ECOSYSTEM ACTION LEARNING PROJECTS: This course offers graduate students from Wharton and other Penn schools an opportunity to work on real-world projects for companies in the retail industry and in the wider retail ecosystem. It requires the exploration and analysis of actual business issues or opportunities identified by sponsoring/client companies, as well as the formulation of recommendations. It combines 1) academic principles, 2) application of prior business knowledge to the project at hand, and 3) a solutions-oriented mentality. In addition to supervised project work and regular updates to the corporate client/project sponsor, the course involves classroom meetings and discussions on topics pertaining to the projects. While this course focuses on "marketing" topics, projects might also incorporate topics from related disciplines such as operations, management of innovation & technology, data analytics, international management, design, and real estate. Indeed, the goal will be to constitute interdisciplinary teams from Wharton and other relevant Penn graduate schools. ADVANCED STUDY PROJECT (GENERAL): The principal objectives of this course are to provide opportunities for undertaking an in-depth 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 library-type 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.
Winner (with Christine Moorman) for Strategy from the Outside-In (McGraw-Hill 2010)
"The Path to Customer Centricity" with Denise Shah, Roland Rust, A. Parasuraman and Richard Staelin.
Award for Aligning the Organization with the Market (MSI Report 05-110).
Frances Winspear Distinguished Scholar, University of Victoria, Canada
For the best article published in the Journal of Marketing that has made a long term contribution to the field of Marketing
AMA/McGraw-Hill Irwin Distinguished Marketing Educator
Every year from 1978 to 2004, except for 1983, 1984, and 1997
Erskine Fellow, University of Canterbury, Christchurch, New Zealand
For career contributions to marketing strategy, awarded by the American Marketing Association
For contributions to marketing scholarship, awarded by the Academy of Marketing Science
From the Wharton Graduate Association
For teaching excellence at The Wharton School, 1992, 1997, 1998
For research on interfunctional issues
For outstanding contributions to the development of the science of
marketing, awarded by the American Marketing Association.
For best working paper “The Capabilities of Market-Driven Organizations”
For the best paper in the California Management Review
For most significant contribution to marketing theory and thought for the article “The Capabilities of Market-Driven Organizations.” This article was also the runner-up for the Alpha Kappa Psi Foundation Award.
In recognition of outstanding contributions to marketing and marketing education
INFORMS Society for Marketing Science picked my article "The Capabilities of Market-Driven Organizations" which appeared in the Journal of Marketing in 1994 as one of the Top 20 articles that have most affected the practice of marketing science.
For best working paper “Continuous Learning About Markets”
For most significant contribution to marketing theory and thought, Jointly with Mary Lambkin for article on “Evolutionary Processes in Competitive Markets: Beyond the Life Cycle.”
In 1980 and 1988
For most significant contribution to marketing practice, Jointly with Robin Wensley for article on “Assessing Advantage: A Framework for Diagnosing Competitive Superiority.”
INFORMS picked a second article "Assessing Advantage: A Framework for Diagnosing Competitve Superiority" which appeared in April 1988 as one of the top 30 articles.
For outstanding contributions to the use of computers in the field
of business education
For ACustomer-Oriented Approaches to Identifying Product Markets,” with Allan D. Shocker and Ray Srivastava
For most significant contribution to marketing practice, 1978, for article on “Diagnosing the Product Portfolio”
With publication of Buyer Attitudes and Brand Choice Behavior in 1970 by Free Press
1964 and 1965
The venerable multinational firm has seen its stock decline more than 40% in a year. What will it take to turn things around?Knowledge @ Wharton - 2018/01/30