George Day

George Day
  • Geoffrey T. Boisi Professor Emeritus

Contact Information

  • office Address:

    767 Jon M. Huntsman Hall
    3730 Walnut Street
    University of Pennsylvania
    Philadelphia, PA 19104

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

Links: CV


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.”

March 2013

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  • 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)

  • David Reibstein, George Day, Jerry (Yoram) Wind (2009), Is Marketing Academia Losing Its Way?, Journal of Marketing, 73, pp. 1-3.

    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), Achieving Advantage with a New Dominant Logic,, Journal of Marketing.

  • George Day (2004), Capitalizing on the Internet Opportunity,, Journal of Business and Industrial Marketing. 10.1108/08858620510603837

    Abstract: Purpose – To investigate how business-to-business (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 nation-wide 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.


Past Courses


    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.


Awards and Honors

  • Selected as one of the eleven Legends in Marketing, 2013
  • AMA/Berry Prize for the Best Book on Marketing, 2012 Description

    Winner (with Christine Moorman) for Strategy from the Outside-In (McGraw-Hill 2010)

  • IBM Award for Best Article published in the Journal of Service Research, 2007 Description

    "The Path to Customer Centricity" with Denise Shah, Roland Rust, A. Parasuraman and Richard Staelin.

  • Robert D. Buzzell Marketing Science Institute Best Paper Award, 2007 Description

    Award for Aligning the Organization with the Market (MSI Report 05-110).

  • Frances Winspear Distinguished Scholar, University of Victoria, Canada, 1996 Description

    Frances Winspear Distinguished Scholar, University of Victoria, Canada

  • JM/Sheth Foundation Award, 2004 Description

    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, 2004 Description

    AMA/McGraw-Hill Irwin Distinguished Marketing Educator

  • Fellow of the American Marketing Association Doctoral Consortium, 1978 Description

    Every year from 1978 to 2004, except for 1983, 1984, and 1997

  • Erskine Fellow, University of Canterbury, Christchurch, New Zealand, 2002 Description

    Erskine Fellow, University of Canterbury, Christchurch, New Zealand

  • Vijay Mahajan Award, 2001 Description

    For career contributions to marketing strategy, awarded by the American Marketing Association

  • Outstanding Marketing Educator Award, 1999 Description

    For contributions to marketing scholarship, awarded by the Academy of Marketing Science

  • Excellence in Teaching Award, 1998 Description

    From the Wharton Graduate Association

  • Finalist, Anvil Award, 1992 Description

    For teaching excellence at The Wharton School, 1992, 1997, 1998

  • Honored with the establishment of the George S. Day Doctoral Dissertation Award, 1997 Description

    For research on interfunctional issues

  • Paul D. Converse Award, 1996 Description

    For outstanding contributions to the development of the science of
    marketing, awarded by the American Marketing Association.

  • Marketing Science Institute Award, 1995 Description

    For best working paper “The Capabilities of Market-Driven Organizations”

  • Runner-up for Pacific Telesis Foundation Award, 1995 Description

    For the best paper in the California Management Review

  • Harold H. Maynard Award, 1994 Description

    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.

  • Charles Coolidge Parlin Award, 1994 Description

    In recognition of outstanding contributions to marketing and marketing education

  • Top 20 articles that have most affected the practice of marketing science, 1994 Description

    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.

  • Master of Arts (Honorary), University of Pennsylvania, 1992
  • Marketing Science Institute Award, 1992 Description

    For best working paper “Continuous Learning About Markets”

  • Harold H. Maynard Award, 1989 Description

    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.”

  • Connaught Faculty Fellowship, University of Toronto, 1988
  • Runner-up for Alpha Kappa Psi Award, 1980 Description

    In 1980 and 1988

  • Alpha Kappa Psi Foundation Award, 1988 Description

    For most significant contribution to marketing practice, Jointly with Robin Wensley for article on “Assessing Advantage: A Framework for Diagnosing Competitive Superiority.”

  • Recognition Award for 10 years of contributions to management education in the General Electric Company, 1988
  • One of the top 30 articles chosen by INFORMS, 1988 Description

    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.

  • Hewlett-Packard Award, 1987 Description

    For outstanding contributions to the use of computers in the field
    of business education

  • Runner-up for Harold H. Maynard Award, 1980
  • Runner-up for Alpha Kappa Psi Award, 1980 Description

    For ACustomer-Oriented Approaches to Identifying Product Markets,” with Allan D. Shocker and Ray Srivastava

  • Alpha Kappa Psi Foundation Award, 1978 Description

    For most significant contribution to marketing practice, 1978, for article on “Diagnosing the Product Portfolio”

  • Beta Gamma Sigma Dissertation prize, 1969 Description

    With publication of Buyer Attitudes and Brand Choice Behavior in 1970 by Free Press

  • Ford Foundation Dissertation Research Award, Columbia University, 1966
  • Ford Foundation Doctoral Study Awards, Columbia University, 1964-1965 Description

    1964 and 1965

  • Minnesota Mining and Manufacturing Merit Award, University of Western Ontario, 1960

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