Research Interests: competitive strategies in global markets, innovation and organic growth, marketing management, strategic processes and methods, and organizational change.
George S. Day is the Geoffrey T. Boisi Professor Emeritus at the Wharton School of the University of Pennsylvania. He founded the Mack Institute for Innovation Management at the Wharton School, where he is presently Faculty Emeritus in Residence. He was previously the Executive Director of the Marketing Science Institute and is currently an Academic Trustee.
He has consulted 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 and serves on Boards of Directors including the Free Library of Philadelphia, the Zoological Society of Philadelphia and the Lower Merion Conservancy. He is also the co-chair of the Ag Sustainability Center of the Sonoma County Winegrowers.
Dr. Day has authored eighteen books in the areas of marketing and strategic management, including: 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. His most recent book is See Sooner/Act Faster: How Vigilant Leaders Navigate Digital Turbulence, forthcoming in 2019 from MIT Press.
He has won ten best articles 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 2004, he received the AMA/Irwin/McGraw-Hill Distinguished Marketing Educator Award. In 2015 he was chosen as one of eleven “Legends in Marketing,” and in 2017 he was awarded the William L. Wilkie, “Marketing for a Better World” award.
George Day and Greg Shea (2018), Grow Faster by Changing the Innovation Narrative, MIT Sloan Management Review.
Abstract: The work systems model of organizational begins with a plausible growth-affirming narrative, and works backwards to identify obstacles to achieving that future. The heart of this change model is picking a few organizational levers to pull to achieve a new narrative. Our research has identified four levers that best distinguish growth leaders from growth laggards.
Christine Moorman and George Day (2016), Organizing for Marketing Excellence,.
Abstract: The marketing organization is the interface of the firm with its markets and where the work of marketing gets done. This review of the past 25 years of scholarship on marketing organization examines the individual and integrative roles of four elements of marketing organization--capabilities, configuration (including structure, metrics, and incentives), culture, and the human capital of marketing leadership and talent. The authors show that these four elements are mobilized through seven marketing activities (7As) that occur during the marketing strategy process. These activities enable the firm to anticipate market changes, adapt the strategy to stay ahead of competition, align the organization to the strategy and market, activate effective implementation, ensure accountability for results, attract resources, and manage marketing assets. How well the firm manages these seven activities throughout the marketing strategy process determines the performance payoffs from marketing organization.
George Day and Paul Schoemaker (2016), Adapting to Fast-Changing Markets and Technologies, California Management Review.
Abstract: The dynamic capabilities framework identifies three components as critical for successful organizational adaptation, sensing, seizing and transforming. By contrasting two distinct business cases, a long-term biofuel investment by DuPont and Novartis's rapid deployment of digital technologies in marketing, this article assesses the managerial implications of each of these components. It develops an embryonic contingency model that illustrates why the relative importance of dynamic capabilities varies across firms. The article also highlights the critical role played by strategic leaders, who must selectively adapt and refine dynamic capabilities and also serve as a last line of defense in times of rapid change.
George Day (2013), The Evolution of the Resource-Based view of the Firm, Journal of the Academy of Marketing Science.
George Day and Christine Moorman (2013), Regaining Relevance, Strategy & Leadership.
George Day (2013), Integrating Organizational Networks, Weak Signals and Strategic Radars, Technological Forecasting & Social Change, 80.
George Day and Rob Malcolm (2012), The CMO and the Future of Marketing, Marketing Management.
George Day and Christine Moorman (2011), Bringing an Outside-In Perspective to Strategy, Marketing Management.
George Day (2011), Closing the Marketing Capabilities Gap, Journal of Marketing.
George Day and Paul Schoemaker (2011), Innovating in Uncertain Markets: Ten Lessons for Green Technologies, MIT Sloan Management Review.
Business success is increasingly driven by a firm's ability to create and capture value through innovation. Thus, the processes used by firms to develop innovations, the choices they make regarding how to commercialize their innovations, the changes they make to their business models to adapt to the dynamic environment, and the strategies they use to position and build a dominate competitive position are important issues facing firms. In MGMT. 892, you will learn to address these issues through an action learning approach. MGMT. 892 is a 1.0-credit course conducted in the spirit of an independent study. By working on consulting projects for leading global companies, you will develop and then apply your knowledge about innovation management and help these firms better understand the challenges and opportunities posed by emerging technologies and markets.
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).
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
Erskine Fellow, University of Canterbury, Christchurch, New Zealand
For career contributions to marketing strategy, awarded by the American Marketing Association
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 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 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.”
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
Winegrowers have learned to adapt to constant unpredictability, facing everything from flooding and wildfires to the fallout from COVID-19. In this opinion piece, Wharton’s George S. Day and Karissa Kruse, president of Sonoma County Winegrowers, explain how industry leaders have benefited from taking the long view.Knowledge @ Wharton - 2020/09/14