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

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 become more customer focused, 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/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
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, 2014-2015
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 S. 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 S. Carpenter and V. Kumar. 2004. Measuring Marketing Productivity: Current Knowledge and Future Directions. Journal of Marketing. 68(4): 76-89.
Chernev, Alexander and Gregory S. 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 S. 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 S. 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 S. Carpenter and Lakshman Krishnamurthi. 1998. Late Mover Advantage: How Innovative Late Entrants Outsell Pioneers. Journal of Marketing Research. 35(1): 54-70.
Reprinted in:
Essential Readings in Marketing, edited by L. McAlister, R. Bolton, and R. Rizley, vol. 35, Cambridge: Marketing Science Institute, 1998.
Carpenter, Gregory S. 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 S., 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 S. and Kent Nakamoto. 1994. Reflections on "Consumer Preference Formation and Pioneering Advantage". Journal of Marketing Research. 31(4): 570-573.
Carpenter, Gregory S., Rashi Glazer and Kent Nakamoto. 1994. Meaningful Brands from Meaningless Differentation: The Dependence on Irrelevant Attributes. Journal of Marketing Research. 31(3): 339-350.
Reprinted in:
Essential Readings in Marketing, edited by L. McAlister, R. Bolton, R. Rizley, vol. 31, Cambridge: Marketing Science Institute, 1994.
Carpenter, Gregory S. 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 S. Carpenter. 1992. Optimal Multiple-Objective Marketing Strategies. Marketing Letters. 3(4): 383-393.
Carpenter, Gregory S. and Philip Kotler. 1990. Competitive Strategies for Late Entry into a Market with a Dominant Brand. Management Science. 12(4): 1268-1278.
Carpenter, Gregory S. and Alice Tybout. 1998. Meeting the Challenge of the Post-Modern Consumer. Financial Times - Mastering Marketing.(5): 1-2.
Anderson, James and Gregory S. Carpenter. 1998. How to Escape the Commodity Trap in Business Markets. Financial Times - Mastering Marketing.(2): 5-6.
Carpenter, Gregory S.. 1998. Changing the Rules of the Marketing Game. Financial Times - Mastering Management, Review .: 30-33.
Carpenter, Gregory S.. 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 S. and Kent Nakamoto. 1990. Competitce Strategies for Late Entry into a Market with a Dominant Brand. Management Science. 36(10): 1268-1278.
Carpenter, Gregory S. and Kent Nakamoto. 1989. Consumer Preference Formation and Pioneering Advantage. Journal of Marketing Research. 26(3): 285-298.
Reprinted in:
Essential Readings in Marketing, edited by L. McAlister, R. Bolton aand R. Rizley, vol. 26, Cambridge: Marketing Science Institute, 1989.
Research & Applications in Marketing, vol. 26, 1989.
Carpenter, Gregory S. and Dominique M. Hanssens. 1988. Modeling Asymmetric Competition. Marketing Science. 7(4): 393-412.
Carpenter, Gregory S.. 1987. Market Pioneering and Competitive Positioning Strategy. Annales des Telecommunications. 42(11-12): 699-709.
Carpenter, Gregory S.. 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 S. Carpenter and Matteo D’Angelis. 2010. Competitive Differentiation Strategies: Choosing Between Simply Better and Simply Different.
D’Angelis, Matteo and Gregory S. Carpenter. 2010. Differentiation through Multiple Innovative Features: When Are More Features Valued?.
Carpenter, Gregory S. and Kent Nakamoto. 2002. Competitive Brand Advantage: An Analysis of Strategic Inimitability.
Book Chapters
Shankar, Venkatesh and Gregory S. 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 S.. 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 S. 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 S. 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 S. 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 S. 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 S., 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 S. Carpenter. 2001. "Creating and Managing Brands." In Kellogg on Marketing, edited by Dawn Iacobucci, 74-102. New York, NY: John Wiley & Sons.
Anderson, JamesGregory S. 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 S. 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 S. 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 S. 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
Carpenter, Gregory S. and Thomas C. Hayes. "Khosla's Rules: To Accelerate Growth, Champion the Consumer, Think Very Big, and Trust Front-line Leaders Emphatically.".
Carpenter, Gregory S.. "The New CMO: Leading Change from the Inside Out and the Outside In." Forbes.
Carpenter, Gregory S.. "When Betting on a Struggling Company is a Great Career Move." BloombergBusinessweek.
Carpenter, Gregory S.. "Power shift: The rise of the consumerfocused enterprise in the digital age.".
Carpenter, Gregory S., Gary Gebhardt and John Sherry. "A turnaround is a lot like baking a cake." Bloomberg Businessweek.
Anderson, James and Gregory S. 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
Carpenter, Gregory S., Gary Gebhardt and John Sherry. 2014. Resurgence: The Four Stages of Market-Focused Reinvention. New York: PalgraveMacmillan.
Shankar, Venkatesh and Gregory S. Carpenter. 2012. Handbook of Marketing Strategy. Gloucestershire, UK: Edward Elgar Publishing Limited.
Carpenter, Gregory S., 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, market planning
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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Advanced Management Program: The Global Experience

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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Kellogg on Branding: Creating, Building, and Rejuvenating Your Brand
From the people who wrote the book on branding, this program explores the power of brand management. Their latest thinking combined with hands-on experience will inspire and empower you to elevate your brand.
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The Customer Focused Organization: Leadership, Strategy, and Implementation
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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