Gregory Carpenter
Gregory Carpenter

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

Gregory Carpenter focuses on understanding how firms create competitive advantage through marketing strategy. Based on award-winning research, his recent book, Resurgence: The Four Stages of Market-Focused Reinvention (Palgrave Macmillan, 2014), examines how firms transform their culture, regaining advantage and renewed success. He previously co-edited the Handbook of Marketing Strategy (Edward Elgar, 2012).

As Faculty Director of the Kellogg Markets and Customers Initiative, he fosters research, teaching, and engagement on topics that cross traditional academic boundaries, including customers and corporate culture, data analytics, and trust. He co-chairs the Marketing Leadership Summit, bringing thought leaders together each fall to explore the future of marketing, and as Academic Director of Kellogg's Chief Marketing Officer Program he helps prepare executives for the challenging role of CMO.

Appearing in leading academic journals, such as Journal of Marketing, Journal of Marketing Research, Journal of Consumer Research, Management Science, Marketing Science, and Psychometrika, his research on marketing strategy has been recognized by the The American Marketing Association with the William F. O'Dell Award, the Paul E. Green Award, the Donald R. Lehmann Award, and the Sheth Foundation/Journal of Marketing Award. 

Harvard Business Review, Financial Times, Forbes, BusinessWeeek, and National Public Radio have featured his research, and it has been cited in arguments before the United States Supreme Court. Recognized by BusinessWeek as an one of a small group of outstanding faculty in its Guide to the Best Business School, he was voted Outstanding Professor of the Year Award by the Kellogg Managers' Program, and he received the Sidney J. Levy Teaching Award.

He often speaks and advises firms on marketing strategy. Past and current clients include Bacardi, Carnival Corporation, Coca-Cola, Cunard Lines, Diageo, Dow Chemical, Federal Reserve Bank, Government of Mexico, General Electric, Harley-Davidson, Health Management Academy, Novartis, PepsiCo, Pfizer, SC Johnson, Target, Unilever, and Visa.

A former Academic Trustee of the Marketing Science Institute, he served as a member of the board of advisors of Hamilton Consultants, and a member of the advisory board of Terlato Wine Group. He was named a Chevalier in the Ordre des Coteaux de Champagne for his contribution to champagne.

Previously, on the faculty of the UCLA, Columbia University, and the Yale School of Management, he 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
New Product Development

Print Vita
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

Honors and Awards
Member, Irwin Educator of the Year Selection Committee, American Marketing Association
American Marketing Association Doctoral Consortium Faculty, American Marketing Association
Sheth Foundation/Journal of Marketing Award, American Marketing Association, 2004 to 2008
Robert C Buzzell , Marketing Science Institute Award
H. Paul Root Award, Marketing Science Institute, 2006
Chevalier in the Ordre des Coteaux de Champagne
Donald R. Lehmann Award, American Marketing Association, 2000
William F. O'Dell Award, American Marketing Association, 1999
Paul E. Green Award, American Marketing Association, 1999
Sidney J. Levy Teaching Award, Kellogg School of Management, 1995-1996
William F. O'Dell Award, American Marketing Association, 1994
Part-Time MBA Program Professor of the Year Award, Kellogg School of Management, 1992

Editorial Positions
Gues Editor, International Journal of Research in Marketing, 2014-2017
Guest Editor, Management Science, 2010

Print Research
Research Interests

Marketing strategy, competitive advantage, brand management, strategies for market entry, corporate culture

Gebhardt, Gary, Gregory 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 Carpenter and V. Kumar. 2004. Measuring Marketing Productivity: Current Knowledge and Future Directions. Journal of Marketing. 68(4): 76-89.
Chernev, Alexander and Gregory 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 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 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 Carpenter and Lakshman Krishnamurthi. 1998. Late Mover Advantage: How Innovative Late Entrants Outsell Pioneers. Journal of Marketing Research. 35(1): 54-70.
Carpenter, Gregory 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, 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 and Kent Nakamoto. 1994. Reflections on "Consumer Preference Formation and Pioneering Advantage". Journal of Marketing Research. 31(4): 570-573.
Carpenter, Gregory, 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 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 Carpenter. 1992. Optimal Multiple-Objective Marketing Strategies. Marketing Letters. 3(4): 383-393.
Carpenter, Gregory and Philip Kotler. 1990. Competitive Strategies for Late Entry into a Market with a Dominant Brand. Management Science. 12(4): 1268-1278.
Carpenter, Gregory and Alice M. Tybout. 1998. Meeting the Challenge of the Post-Modern Consumer. Financial Times - Mastering Marketing.(5): 1-2.
Anderson, James and Gregory Carpenter. 1998. How to Escape the Commodity Trap in Business Markets. Financial Times - Mastering Marketing.(2): 5-6.
Carpenter, Gregory. 1998. Changing the Rules of the Marketing Game. Financial Times - Mastering Management, Review .: 30-33.
Carpenter, Gregory. 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 and Kent Nakamoto. 1990. Competitce Strategies for Late Entry into a Market with a Dominant Brand. Management Science. 36(10): 1268-1278.
Carpenter, Gregory and Kent Nakamoto. 1989. Consumer Preference Formation and Pioneering Advantage. Journal of Marketing Research. 26(3): 285-298.
Carpenter, Gregory and Dominique M. Hanssens. 1988. Modeling Asymmetric Competition. Marketing Science. 7(4): 393-412.
Carpenter, Gregory. 1987. Market Pioneering and Competitive Positioning Strategy. Annales des Telecommunications. 42(11-12): 699-709.
Carpenter, Gregory. 1987. Modeling Competitive Marketing Strategies: The Impact of Marketing-Mix Relationships and Industry Structure. Marketing Science. 6(2): 208-221.
Working Papers
Kraus, Paul, Gregory Carpenter and Matteo D. 2010. Competitive Differentiation Strategies: Choosing Between Simply Better and Simply Different.
Carpenter, Gregory and Kent Nakamoto. 2002. Competitive Brand Advantage: An Analysis of Strategic Inimitability.
Book Chapters
Shankar, Venkatesh and Gregory 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. 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 M. and Gregory 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 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 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 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, 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 M. and Gregory Carpenter. 2001. "Creating and Managing Brands." In Kellogg on Marketing, edited by Dawn Iacobucci, 74-102. New York, NY: John Wiley & Sons.
Anderson, JamesGregory 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 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 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 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.
Carpenter, Gregory and Thomas Hayes. "Architect & Artist." Kellogg Markets and Customers Initiative.
Carpenter, Gregory and Thomas C. Hayes. "Khosla's Rules: To Accelerate Growth, Champion the Consumer, Think Very Big, and Trust Front-line Leaders Emphatically.".
Carpenter, Gregory. "The New CMO: Leading Change from the Inside Out and the Outside In." Forbes.
Carpenter, Gregory. "When Betting on a Struggling Company is a Great Career Move." BloombergBusinessweek.
Carpenter, Gregory. "Power shift: The rise of the consumerfocused enterprise in the digital age.".
Carpenter, Gregory, Gary Gebhardt and John Sherry. "A turnaround is a lot like baking a cake." Bloomberg Businessweek.
Anderson, James and Gregory 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.
Carpenter, Gregory, Gary Gebhardt and John Sherry. 2014. Resurgence: The Four Stages of Market-Focused Reinvention. New York: PalgraveMacmillan.
Shankar, Venkatesh and Gregory Carpenter. 2012. Handbook of Marketing Strategy. Gloucestershire, UK: Edward Elgar Publishing Limited.
Carpenter, Gregory, Rashi Glazer and Kent Nakamoto. 2000. Market Driving Strategies: Toward a New Concept of Competitive Advantage. New York: John Wiley & Sons.

Print Teaching
Teaching Interests

Marketing strategy, marketing management, culture change

Full-Time / Evening & Weekend MBA
Field Study (MKTG-498-0)
Field Studies include those opportunities outside of the regular curriculum in which a student is working with an outside company or non-profit organization to address a real-world business challenge for course credit under the oversight of a faculty member.

Consumers, Culture, and Leadership (MKTG-918-5)
The success of every organization depends on its ability to attract and retain customers. Doing so using well-established concepts and approaches is proving increasingly difficult. With connected customers, global competition, and disruptive competitors, many firms struggle to sustain differentiation, innovate, or simply adapt to change. Yet some firms thrive—startups and long-established firms alike. These firms do so by gaining a deep understanding of customers and, through innovative leadership, infuse that understanding throughout the firm, changing its culture. In this course we explore how firms develop that deep understanding of customers, how leaders effectively transform organizations to create more agile, innovative organizations, and how these firm create new markets, redefine existing ones, and deliver value to demanding buyers that competitors simply cannot copy.

Marketing Strategy (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 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.

The Chief Marketing Officer in the Digital Age (MKTGX-954-0)
The digital revolution has transformed marketing. As consumers embrace digital technology, developing tactics, strategy, and the role of analytics have changed in fundamental ways. These changes are, in turn, influencing how firms allocate resources, develop innovations, globalize, generate growth, and infuse the customer perspective in decision making throughout the firm. In many firms, Chief Marketing Officers are playing a central role in these efforts, often leading them. This course will explore how CMOs are successfully leading in this new role, with a focus on predictive analytics, innovation, growth, globalization, and corporate culture.

Executive Education
Advanced Management Program

For high-potential executives with enterprise-level responsibilities, this condensed, immersive experience — enhanced throughout with executive coaching — focuses on developing senior executive leadership agility, driving innovation, identifying growth opportunities and equipping your organization for the challenges and opportunities of the 21st-century.

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Business Marketing Strategy

If your business is B2B, here is a rare opportunity to learn from the experts how to boost your marketing strategy and analytics skills, deepen your understanding of marketing dynamics and build a customer value model unique to your marketplace.

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Chief Diversity Officer Summit

Discuss the latest academic research, practitioner insights and best practices in the area of diversity and inclusion with a select group of cross-sector peers.

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Chief Marketing Officer Program

Master the insights needed to navigate significant challenges faced by CMOs today, by engaging in meaningful discussions with Kellogg's top faculty and industry executives. This program is specifically designed to increase the odds of success for enterprise marketing leaders.

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Kellogg Corporate Governance Conference

Exclusive, by-invitation-only annual conference that brings together more than 200 corporate directors and CEOs to discuss critical issues in corporate governance.

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Kellogg on Branding

Learn from the people who wrote the book on branding how to build and strengthen the power of your brand. Kellogg’s latest thinking combined with hands-on experience will equip you to boost customer loyalty, heighten competitive advantage and increase profitability.

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The Customer-Focused Organization: Leading Transformation

The digital revolution is empowering customers, fueling disruptive innovation and globalization of markets. In the wake of these challenges, firms that are customer-centric thrive. Learn how leaders successfully infuse a customer-centric perspective throughout an organization, generate value, build brands with meaning, and offer exceptional customer experiences to win in the digital age.

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