Gregory Carpenter
Gregory Carpenter

MARKETING
James Farley/Booz Allen Hamilton Professor of Marketing Strategy
Director of the Center for Market Leadership
Faculty Director, Kellogg Markets and Customers Initiative (KMCI)

Print Overview

After serving on the faculties of the University of California, Los Angeles, Columbia University, and the Yale School of Management, Gregory S. Carpenter joined the faculty of the Kellogg School in 1990. He was named James Farley/Booz Allen Hamilton Professor of Marketing Strategy in 1999, founded the Center for Market Leadership in 2004, and elected chair of the marketing department in 2006.

Professor Carpenter’s research on competitive marketing strategy has appeared in leading academic journals in addition to being featured by Harvard Business Review, Financial Times (London), and National Public Radio. The American Marketing Association has recognized his contributions to marketing with the William F. O’Dell Award, the Paul E. Green Award, the Donald R. Lehmann Award, the Marketing Science Institute/H. Paul Root Award, and his research has been cited in cases before the United States Supreme Court.

At the Kellogg School, he teaches marketing strategy, in the MBA, doctoral, and executive programs. He received Kellogg’s Sidney J. Levy Teaching Award and the Kellogg Managers’ Program voted him Outstanding Professor of the Year. He is one of a handful of Kellogg faculty to be recognized by BusinessWeek as an outstanding faculty in its Guide to the Best Business School.

In addition to research and teaching, he is an Academic Trustee of the Marketing Science Institute and he served as member of the board of advisors of Terlato Wine Group. He has advised many organizations on marketing strategy, including Advanced Micro Devices, Bacardi, Cadbury-Schweppes, Carnival Corporation, Coca-Cola, Cunard Lines, Diageo, Dow Chemical, Federal Reserve Bank, General Electric, Harley-Davidson, International Paper, Microsoft, Motorola, Procter & Gamble, Sara Lee, Unilever, and Visa.

Professor Carpenter received his B.A. from Ohio Wesleyan University, and M.B.A., M.Phil. and Ph.D. degrees from Columbia University.



Areas of Expertise
Brand Management
Consumer Behavior
Consumer Products
Marketing Management
Marketing Strategy/Planning/Policy
New Product Development
Strategy

Print Vita
Education
PhD, 1983, Business, Columbia University
MPhil, 1983, Business, Columbia University
MBA, 1980, Business, Columbia University
BA, 1978, Economics, Mathematics, Ohio Wesleyan University

Academic Positions
James Farley / Booz Allen Hamilton Professor of Marketing Strategy, Kellogg School of Management, Northwestern University, 1999-present
Associate Professor, Kellogg School of Management, Northwestern University, 1990-1999
Visiting Associate Professor of Marketing, School of Management, Yale University, 1990-1990
Associate Professor of Business, Columbia Business School, Columbia Univeristy, 1987-1990
Assistant Professor of Business, Columbia Business School, Columbia University, 1985-1987
Assistant Professor of Management, Graduate School of Management, University of California Los Angeles, 1983-1986
Acting Assistant Professor of Management, Graduate School of Management, University of California Los Angeles, 1982-1983

Grants and Awards
Robert C Buzzell , Marketing Science Institute Award
Chevalier in the Ordre des Coteaux de Champagne
Sidney J. Levy Teaching Award, Kellogg School of Management, 1995-1996
Part-Time MBA Program Professor of the Year Award, Kellogg School of Management, 1992

Editorial Positions
Guest Editor, Management Science, 2010

Print Research
Research Interests
Marketing planning and strategy:brand management, timing of new product introduction, strategies for early market entry, defensive marketing strategies

Articles
Gebhardt, Gary, Gregory C. Carpenter and John F. Sherry. 2006. Creating Market Orientation: A Longitudinal, Multi-firm, Grounded Analysis of Cultural Transformation. Journal of Marketing. 66(4): 37-55.
Rust, Ronald T., Tim Ambler, Gregory C. Carpenter and V. Kumar. 2004. Measuring Marketing Productivity: Current Knowledge and Future Directions. Journal of Marketing. 68(4): 76-89.
Chernev, Alexander and Gregory C. Carpenter. 2001. The Role of Market Efficiency Intuitions in Consumer Choice: A Case of Compensatory Inferences. Journal of Marketing Research. 38(3): 349-361.
Brown, Christina and Gregory C. Carpenter. 2000. Why is the Trivial Important? A Reasons-Based Account for the Effects of Trivial Attributes on Choice. Journal of Consumer Research. 26(4): 372-385.
Shankar, Venkatesh, Gregory C. Carpenter and Lakshman Krishnamurthi. 1999. The Advantages of Entry in the Growth Stage of the Product Life Cycle: An Empirical Analysis. Journal of Marketing Research. 36(2): 269-276.
Shankar, Venkatesh, Gregory C. Carpenter and Lakshman Krishnamurthi. 1998. Late Mover Advantage: How Innovative Late Entrants Outsell Pioneers. Journal of Marketing Research. 35(1): 54-70.
Carpenter, Gregory C. and Kent Nakamoto. 1996. The Impact of Consumer Preference Formation on Marketing Objectives and Competitive Second Mover Strategies. Journal of Consumer Psychology. 5(4): 325-358.
Carpenter, Gregory C., Wayne DeSarbo, Donald Lehmann and Indrajit Sinha. 1996. A Stochastic Multidimensional Unfolding Approach for Representing Phased Decision Outcomes. Psychometrika. 61(3): 485-508.
Carpenter, Gregory C. and Kent Nakamoto. 1994. Reflections on "Consumer Preference Formation and Pioneering Advantage". Journal of Marketing Research. 31(4): 570-573.
Carpenter, Gregory C., Rashi Glazer and Kent Nakamoto. 1994. Meaningful Brands from Meaningless Differentation: The Dependence on Irrelevant Attributes. Journal of Marketing Research. 31(3): 339-350.
Carpenter, Gregory C. and Dominique M. Hanssens. 1994. Market Expansion, Cannibalization, and International Airline Pricing Strategy. International Journal of Forecasting. 10(2): 313-326.
Bell, Steven S and Gregory C. Carpenter. 1992. Optimal Multiple-Objective Marketing Strategies. Marketing Letters. 3(4): 383-393.
Carpenter, Gregory C. and Philip Kotler. 1990. Competitive Strategies for Late Entry into a Market with a Dominant Brand. Management Science. 12(4): 1268-1278.
Carpenter, Gregory C. and Alice Tybout. 1998. Meeting the Challenge of the Post-Modern Consumer. Financial Times, Mastering Marketing.(5): 1-2.
Anderson, James and Gregory C. Carpenter. 1998. How to Escape the Commodity Trap in Business Markets. Financial Times, Mastering Marketing.(2): 5-6.
Carpenter, Gregory C.. 1998. Changing the Rules of the Marketing Game. Financial Times Mastering Management Review.: 30-33.
Carpenter, Gregory C.. 1992. Review of "Technological Competition in Global Industries: Marketing and Planning Strategies for American Industry" [edited by David T Mehte]. Columbia Journal of World Business. 26: 77-78.
Carpenter, Gregory C. and Kent Nakamoto. 1990. Competitce Strategies for Late Entry into a Market with a Dominant Brand. Management Science. 36(10): 1268-1278.
Carpenter, Gregory C. and Kent Nakamoto. 1989. Consumer Preference Formation and Pioneering Advantage. Journal of Marketing Research. 26(3): 285-298.
Carpenter, Gregory C. and Dominique M. Hanssens. 1988. Modeling Asymmetric Competition. Marketing Science. 7(4): 393-412.
Carpenter, Gregory C.. 1987. Market Pioneering and Competitive Positioning Strategy. Annales des Telecommunications. 42(11-12): 699-709.
Carpenter, Gregory C.. 1987. Modeling Competitive Marketing Strategies: The Impact of Marketing-Mix Relationships and Industry Structure. Marketing Science. 6(2): 208-221.
Working Papers
Carpenter, Gregory C., Gary Gebhardt and Ann McGill. They Played a Game: Managerial Biases in Competitor Analysis.
Goedertier, Frank, Kristof Geskens and Gregory C. Carpenter. 2013. Leveraging the Old to Create the New: The Role of Brand Associations in New Product Novelty.
Kraus, Paul, Gregory C. Carpenter and Matteo D’Angelis. 2010. Competitive Differentiation Strategies: Choosing Between Simply Better and Simply Different.
D’Angelis, Matteo and Gregory C. Carpenter. 2010. Differentiation through Multiple Innovative Features: When Are More Features Valued?.
Carpenter, Gregory C. and Kent Nakamoto. 2002. Competitive Brand Advantage: An Analysis of Strategic Inimitability.
Book Chapters
Shankar, Venkatesh and Gregory C. Carpenter. 2012. "Late Mover Strategy." In Handbook of Marketing Strategy, edited by V. Shankar and G. Carpenter, 362-375. Gloucestershire, UK: Edward Elgar Publishing Limited.
Carpenter, Gregory C.. 2010. "Creating Customers and Shaping the Competitive Game." In Kellogg on Marketing, edited by Alice Tybout, 3-23. New York, NY: John Wiley & Sons, Inc..
Tybout, Alice and Gregory C. Carpenter. 2010. "Creating and Managing Brands." In Kellogg on Marketing, 2nd ed., edited by Alice M. Tybout and Bobby J. Calder, 112-144. New York, NY: John Wiley & Sons, Inc.
Anderson, James and Gregory C. Carpenter. 2011. "A Framework for Creating Value Propositions." In Wiley International Encycolpedia of Marketing, edited by J. Sheth and N. Malhotra, West Sussex, UK: John Wiley & Sons.
Anderson, James and Gregory C. Carpenter. 2005. "Brand Strategy for Business Markets." In Kellogg on Branding, edited by Alice Tybout and Tim Calkins, 169-185. New York, NY: John Wiley & Sons.
Carpenter, Gregory C. and Kent Nakamoto. 2005. "Competitive Brand Strategy." In Kellogg on Branding, edited by Alice Tybout and Tim Calkins, 73-90. New York, NY: John Wiley & Sons.
Carpenter, Gregory C., Rashi Glazer and Kent Nakamoto. 2002. "Market Driving Strategies: Toward a New Concept of Competitive Advantage." In Kellogg on Marketing, edited by Dawn Iacobucci, 103-129. John Wiley & Sons.
Tybout, Alice and Gregory C. Carpenter. 2001. "Creating and Managing Brands." In Kellogg on Marketing, edited by Dawn Iacobucci, 74-102. New York, NY: John Wiley & Sons.
Anderson, JamesGregory C. Carpenter and James A. Narus. 2000. "Managing Market Offerings in Business Markets." In Kellogg on Marketing, edited by Dawn Iacobucci, 330-365. New York, NY: John Wiley & Sons.
Carpenter, Gregory C. and Kent Nakamoto. 1994. "Brand Dominance: Competitive Advantage through Consumer Learning." In The Dartnell Marketing Manager's Handbook, edited by s. Levy, G. Frerichs, and H. Gordon, Chicago, IL: The Dartnell Corporation.
Carpenter, Gregory C. and Kent Nakamoto. 1994. "Competitive New Product Strategies." In AMA Management Handbook, edited by John J. Hampton, 139-141. New York, NY: Amacom.
Carpenter, Gregory C. and Kent Nakamoto. 1987. "Market Pioneering, Learning, and Preference." In Advances in Consumer Research [edited by M. Houston], vol. 15, 275-279. Provo, UT: Association for Consumer Research.
Other
Anderson, James and Gregory C. Carpenter. "Escaping the commodity trap in business markets." Financial Times.
Reprinted in:
Mastering Marketing, edited by Tim Dickson and Neville Hawcock, 241-246. London: Pearson Education Ltd, 1999.
Books
Shankar, Venkatesh and Gregory C. Carpenter. 2012. Handbook of Marketing Strategy. Gloucestershire, UK: Edward Elgar Publishing Limited.
Carpenter, Gregory C., Rashi Glazer and Kent Nakamoto. 2000. Market Driving Strategies: Toward a New Concept of Competitive Advantage. New York: John Wiley & Sons.

 
Print Teaching
Doctoral
Marketing Strategy (MKTG-520-4) (MKTG-560-0)
The seminar covers topics in marketing strategy and marketing management, including the development of marketing, the concept of marketing, the impact of marketing strategy on firm performance, order of entry and competitive advantage, branding, and market orientation. The focus is on major advances in each area, relevant research in related disciplines, and current areas of interest.

Executive MBA
Consumer Insight and Brand Strategy (MKTGX-922-0)
Consumer Insight and Brand Strategy addresses three key areas: the future of marketing, sales-force management and marketing services to “nanosecond customers.” The course focuses on customer-centricity, creating innovative frameworks, developing strategic perspectives toward the company’s sales force, and implementing effective marketing programs in service sectors.

Consumer Led Growth (MKTGX-935-0)
Growth is an important objective for all organizations. With the acceleration of globalization and increasing impact of the digital revolution, understanding individual consumers and corporate customers has become increasingly central to organizations achieving their growth targets. Through a more intense focus on customers and consumers, organizations can more effectively create value in a business-to-business and business-to-consumer setting and, more important, create competitive advantage, the basis for achieving growth and profitability. We will discuss concepts and frameworks for leading organizations and developing competitive strategies in an increasingly global, digital world, in both business-to-business and business-to-consumer markets.

Executive Education


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Kellogg offers the same core leadership content for senior executives as our Advanced Management Program: Intensive in a modular format that includes an additional week of programming. This breakthrough course design provides an unparalleled experiential global week of learning in select markets around the world.


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Business Marketing Strategy
If your business sells to businesses, institutions or governments, this is a rare opportunity to explore in depth how to craft a marketing strategy specific to your needs and acquire the tools to implement it. Learn how to build customer value models that provide a better understanding of the value of your offerings to target customers and market segments and that help you deliver market offerings to better meet customers’ requirements and preferences.
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Surround yourself with industry experts as you learn about the latest changes in the healthcare marketplace — and how to effectively market to it. In this program, you will engage in deep discussions about trends and innovations that are reshaping healthcare and learn how to leverage these changes to create powerful marketing strategies.
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Learn what it means to lead a truly customer-focused organization. In this program, you’ll develop the tools and frameworks to transform a company focused on procedures or assets to one focused instead on customers. Define the customer-focus end-state, develop a marketing strategy and design the organization to implement the strategy that drives results.
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