743 Jon M. Huntsman Hall
3730 Walnut Street
University of Pennsylvania
Philadelphia, PA 19104
Research Interests: brand equity, marketing metrics, competitive marketing strategies, product line strategy, resource allocation
Links: CV, Personal Website
Professor David J. Reibstein’s research focuses on branding, marketing metrics, product line decisions, and competitive marketing strategies, among other issues. Most recently, Professor Reibstein’s research on product line extensions-whether a firm should introduce an extension under an existing brand name or use a new brand. His marketing metrics work has focused on linking marketing metrics to financial consequences resulting in his most recent book, entitled Marketing Metrics: The Manager’s Guide to Measuring Marketing Performance, 4th ed.
Professor Reibstein is the chairman elect of the Responsible Research in Business & Management (RRBM), was the chairman of the board of the American Marketing Association (AMA) and the executive director of the Marketing Science Institute (MSI). He consults extensively with companies worldwide, including Google, Verizon, Shell Oil, Novartis, and others. He also has been involved as an expert witness in numerous cases including Apple vs Samsung.
His research has been published in top-tier academic journals including Marketing Science, Journal of Marketing Research, Journal of Finance, and the International Journal of Research in Marketing. Professor Reibstein is also the author or co-author of numerous books and chapters in books on subjects including competitive marketing strategy, global branding, and marketing performance measurement, among others.
Professor Reibstein is a dynamic, award-winning teacher who has been honored with more than 30 teaching awards. He also received the John S. Day Distinguished Alumni Academic Service Award of Purdue University’s Krannert School of Management, an honor given to a graduate whose service within the academic community reflects the spirit and service of former Krannert Dean John Day. His teaching interests include Marketing Strategy in the MBA Program, as well as teaching Competitive Marketing Strategy, Marketing Metrics, Pricing Strategies, and various other programs for Wharton’s Executive Education Program.
Professor Reibstein received his PhD from Purdue University and his BS and BA degrees from the University of Kansas.
Professor Reibstein has conducted a series of in-depth interviews with CEOs and CMOs on the topic of marketing measurement. He is also conducted numerous interviews on how companies have managed during the COVID pandemic. You can view the two video series below:
Koen Pauwels and David Reibstein (2023), The Modern Marketing Dashboard: Back to the Future, Marketing Intelligence Review (MIR), 15 (1), pp. 10-17.
Brian Gregg, Raghuram Iyengar, Mukul Pandya, David Reibstein, Eli Stein, Resilient Marketing: What’s Next in Growth (2023)
Reto Hofstetter, Emanuel de Bellis, Leif Brandes, Melanie Clegg, Cait Lamberton, David Reibstein, Felicia Rohlfsen, Bernd Schmitt, Z. John Zhang (2022), Cryptomarketing, Marketing Letters, 33, pp. 705-711.
David Reibstein, Christopher Borek, Robert Vigil, Suneal Bedi (2022), Academia in Court: How Marketing Scholarship Informs The Law, Journal of Marketing Research.
David Reibstein and Suneal Bedi (Under Review), The Branding of a Country.
David Reibstein and Z. John Zhang (2021), Editorial: Why the Economics of Media Will Not Heal a Divided America,.
Ofer Mintz, Yakov Bart, Peter Lenk, David Reibstein (Under Review), Hybrid BYO Conjoint with Boosting for Data Fusion: Estimating Context Effects for Marketing Dashboards.
Abstract: This research combines prior approaches to build-your-own (BYO) conjoint with a data fusion methodology that includes ranking of the selected attributes for different use contexts after constructing the profile. Our joint model uses boosting methods to produce randomly generated latent choice sets for each iteration of the estimation algorithm that integrate the posterior distribution of the parameters over the latent choice sets. The model also accounts for attribute interaction effects and overcomes the curse of large dimensions that often arise in multiple marketing contexts and complicates BYO computation. The empirical application focuses on 563 marketing managers who constructed metrics dashboards for idealized marketing budgetary decisions and ranked the selected metrics for different use contexts. The data fusion allows a more nuanced analysis than just BYO. For instance, the “Tobin’s q” metric is infrequently selected, but highly ranked among the managers who do select it, while the “total customers” metric is frequently selected, but not highly ranked. Thus, the proposed methodology extends BYO conjoint applications to more generalized settings in which marketing researchers commonly elicit individual preferences.
Michael Haenlein, Mary Jo Bitner, Ajay Kohli, Katherine N. Lemon, David Reibstein Guest Editorial: Responsible Research in Marketing.
Suneal Bedi and David Reibstein (2021), Damaged Damages: Errors in Patent and False Advertising Litigation, Alabama Law Review, 73, pp. 385-436.
Leonard L. Berry, David Reibstein, Frank Wijen, Luk Van Wassenhove, Chris Voss, Anders Gustafsson, Ann Vereecke, Ruth Bolton (2021), Encouraging Business Scholars to Address Issues Facing Society, AACSB.
Building upon Marketing 611, the goal of this course is to develop skills in formulating and implementing marketing strategies for brands and businesses. The course will focus on issues such as the selection of which businesses and segments to compete in, how to allocate resources across businesses, segments, and elements of the marketing mix, as well as other significant strategic issues facing today's managers in a dynamic competitive environment. A central theme of the course is that the answer to these strategic problems varies over time depending on the stage of the product life cycle at which marketing decisions are being made. As such, the PLC serves as the central organizing vehicle of the course. We will explore such issues as how to design optimal strategies for the launch of new products and services that arise during the introductory phase, how to maximize the acceleration of revenue during the growth phase, how to sustain and extend profitability during the mature phase, and how to manage a business during the inevitable decline phase.
Building upon Marketing 611, Marketing 613 is an intensive immersion course designed to develop skills in formulating and implementing marketing strategies for brands and businesses. The central activity will be participation in a realistic integrative product management simulation named SABRE. In SABRE, students will form management teams that oversee all critical aspects of modern product management: the design and marketing of new products, advertising budgeting and design, sales force sizing and allocation, and production planning. As in the real world, teams will compete for profitability, and the success that each team has in achieving this goal will be a major driver of the class assessment. The SABRE simulation is used to convey the two foci of learning in the course: the changing nature of strategic problems and their optimal solutions as industries progress through the product life cycle, and exposure to the latest analytic tools for solving these problems. Specifically, SABRE management teams will receive training in both how to make optimal use of marketing research information to reduce uncertainty in product design and positioning, as well as decision support models to guide resource allocation.
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.
Mentored research involving data collection. Students do independent empirical work under the supervision of a faculty member, leading to a written paper. Normally taken in the junior or senior year.
The Honors Program has been developed to recognize excellence in psychology among Penn undergraduates and to enhance skills related to psychological research. The 4998 credit signifies an Honors Independent Study, completed as part of the Honors Program. The honors program involves: (a) completing a year-long empirical research project in your senior year under the supervision of a faculty member (for a letter grade). This earns 2 cu's. (b) completing a second term of statistics (for a letter grade) before graduation. (c) participating in the year-long Senior Honors seminar (for a letter grade). This seminar is designed especially for Psychology Honors majors; this receives a total of 1 cu. (d) participating in the Undergraduate Psychology Research Fair in the Spring semester, at which honors students present a poster and give a 15-minute talk about their research. (e) a total of 15 cu's in psychology is required. Students will be selected to be part of the Honors Program in the Spring of their junior year (see application process online)
“Inalienable Customer Capital, Corporate Liquidity, and Stock Returns,” with Weinstein Wei Dou, Yan Ji, and Wei Wu.
This recognition was given for the 2019 working paper, “Drowning in Metrics: How Managers Select and Trade-off Metrics for Making Marketing Budgetary Decisions.”
The Rodney L. White Center for Financial Research winner of the 2017 Marshall Blume Prizes in Financial Research for “Consumer Capital, Financial Constraints and Stock Returns” by Winston Wei Dou, Yan Jim David Reibstein and Wei Wu.
This award was given for the 2014 MSI working paper, “Marketing Return on Investment: Seeking Clarity for Concept and Measurement.”
1993-1998,2004, 2005, 2007, 2008
1982, 1983, 1985, 1986, 1987, and 1988, 1993-1999, 2006, 2020
1995, 1996, 1997, 1998, 2020
For the best teaching rating at Wharton for the preceding two years- 1987, 1995
The only one selected in marketing
1981-82 – selected by faculty
Selected by students – 1981, 1982, 1983, 1984, 1985, 1986, 1987
The Krannert School, 1973-74 (selected by students)
The Krannert School, 1973-74 (selected by students and faculty)
It’s a question as old as business itself: How can a company be sure it’s spending the right amount of money on the right kind of marketing so that it can sell more products or services to increase profitability and, ultimately, enhance shareholder value?
See Wharton’s impact around the world from Asia to the Middle East, and Europe to the Americas.Wharton Magazine - 04/20/2016
When Lindsay Stewart, WG’14, came to Wharton’s MBA Program for Executives, the ABC news producer was looking to transition into a strategy role in media. Her classmate, Brian McNeill, WG’14, was a senior manager at EY, with his eye on becoming a partner. Neither planned to launch a startup, but…Wharton Stories - 11/19/2019