The New Emerging Market Multinationals May 1, 2012
Posted by McGraw-Hill Education (Asia) in Highlights, Management & Organization.Tags: Apple, business genome, compete, competition, competitive, consumer, continuous improvement, crisis, customer, Dahlvig, Disrupting Class, Disruptive Innovation, edge, Energy Shift, expand, grow, Grown Up Digital, growth, Immelt and the New GE Way, imperative, Influencer, Jobs, knowledge, lead, Leadership, leading, Market, Merge Ahead, organic growth, Perfect Phrases for Small Business Owners, perform, performance, performing, Profit, profitable, Ram Charan, retention, Risk, share holder, stake holder, stakeholder, Steve Jobs, The Innovator's Prescription, The McKinsey Mind, The McKinsey Way, The Southwest Airlines Way
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The New Emerging Market Multinationals
Four Strategies for Disrupting Markets and Building Brands
Authors: Rajeev Batra, Amitava Chattopadhyay, Aysegul Ozsomer
ISBN: 9780071782890
©2012 | 1st Edition | 320 pages | Hardback
Pub Date: JUN-12
Price: US$ 35.00
Breakthrough strategies Western business leaders can use to compete with their newest and toughest threat: innovative and expansionist companies in emerging-market nations
- Western organizations are quickly losing market share and profits to emerging-market multinationals, as evidenced by such developments as Tata Motors’s acquisitions of Land Rover and Jaguar and Lenovo’s purchase of IBM’s ThinkPad business
- The book outlines the disruptive ‘compete from below’ strategies deployed by emerging-market multinationals, then explains how to gain a competitive edge by using these same strategies
About the Author
The authors bring significant knowledge of brand building from both a theoretical and applied perspective. Amitava Chattopadhyay is the L’Oreal Chaired Professor of Marketing-Innovation and Creativity at INSEAD. He has written on the topic of branding over the last 25 years. He has consulted for firms in theAmericas, Asia, Africa, andEurope on the topic of branding and has also taught senior executives from leading marketing firms.
Rajeev Batra is the S.S. Kresge Professor of Marketing at the Ross School of Business at theUniversity ofMichigan. He has researched, taught about, and consulted on matters concerning brand-building and management, global branding, emerging markets, and advertising and marketing communications, for almost 30 years.
Aysegul Ozsomer is Associate professor of Marketing atKoçUniversity,Istanbul,Turkey. Her research focuses on global marketing strategy with a particular emphasis on standardization-adaptation issues and performance implications, market orientation, and global brand management.
Publicity
1. The Economist covers THE NEW EMERGING MARKET MULTINATIONALS in an articl | Read it here.
2. Interview with Amitava Chattopadhyay, author of THE NEW EMERGING MARKET MULTINATIONALS, on BBC World Service Programmes | Listen to it here.
3. Interview with Amitava Chattopadhyay, author of THE NEW EMERGING MARKET MULTINATIONALS, on BFM89.9 | Listen to it here.
Drucker’s Lost Art of Management April 14, 2011
Posted by McGraw-Hill Education (Asia) in Highlights, Management & Organization.Tags: book, compete, competition, competitive, edge, Employee, evaluate, evaluation, executive, goals, Guide, How-to, imperative, innovate, Innovation, knowledge, lead, Leadership, leading, manage, management, managing, motivate, optimization, Optimize, organic growth, Organization, perform, performance, performing, Risk, share holder, shareholder, staff, stake holder, stakeholder, strategies, Strategy, team, team building, teams, workforce
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Drucker’s Lost Art of Management
Peter Drucker’s Timeless Vision for Building Effective Organizations
Authors: Joseph A. Maciariello, Karen Linkletter
ISBN: 9780071765817 / 0071765816
©2011 | 1st Edition | 464 pages | Hardback
Pub Date: MAR-11
Pages: US$ 35.00
Introduction | Learn More
A framework for improving managerial effectiveness—based on the timeless principles of Peter Drucker
While corporate malfeasance was once considered the exception, the American public is increasingly viewing unethical, immoral, and even criminal business behavior as the norm. According to the authors of Drucker’s Lost Art of Management, there is some truth behind this new perception. Business management has lost its bearings, and the authors look to Peter Drucker’s vision of management as a liberal art to steer business back on course.
Recognized as the world’s leading Drucker scholar, Joseph Maciariello, along with fellow Drucker scholar Karen Linkletter, provides a blueprint for making corporate American management more functional and redeeming its reputation. Throughout his career, Peter Drucker made clear connections between the liberal arts and effective management, but he passed away before providing a detailed exposition of his ideas. Maciariello and Linkletter integrate their Drucker expertise in management and the liberal arts to finally define management as a liberal art and fulfill Drucker’s vision.
In Drucker’s Lost Art of Management, Maciariello and Linkletter examine Drucker’s contention that managers must concern themselves with the foundational concepts of political science, history, economic theory, and other liberal arts, such as:
- Societal values and standards
- The use and abuse of power
- Individual character development
- Innovation and technology
- The nature of good and evil
- The role managers play in a healthy society
The authors create a new philosophy of management based on the principles leaders throughout history have relied on to be effective both individually and as custodians of civilized society and healthy economies.
Our future executives, professionals, managers, and entrepreneurs are on track to learning (and perpetuating) the idea that only the bottom line matters in business—a concept that benefits no one in the end. It’s up to us to instill the ageless verities that make for good management, good society, and good business results.
A passionate call for radical change in today’s management practices, Drucker’s Lost Art of Management provides the ideas, concepts, and practical advice to make that change happen before it’s too late.
Endorsement
“Maciariello and Linkletter provide a very thoughtful and challenging journey in understanding Drucker’s profound insights into the meaning of management as a liberal art.”
—C. William Pollard, Chairman Emeritus, The ServiceMaster Company
“Linkletter and Maciariello have done a masterful job in bringing into focus the connections between Drucker’s visions of management as a liberal art, of leadership dominated by integrity, high moral values, a focus on developing people, an emphasis on performance and results, and on balancing stability and continuity vs. the discontinuities created by change.”
—Kenneth G. Wilson, Nobel Laureate in Physics 1982, 20-year disciple of Drucker’s writings
“Maciariello and Linkletter provide a must-read for a new class of managers and academics who see beyond the bottom line.”
—David W. Miller, Ph.D., Director Princeton Faith & Work Initiative and Associate Research Scholar, Princeton University, and President, The Avodah Institute
About the Authors
Joseph Maciarello (Claremont, CA) was a colleague of Peter Drucker for 26 years and taught Drucker’s courses once Peter Drucker reduced his teaching load. He coauthored The Daily Drucker and The Effective Executive in Action with Peter Drucker. He is the Director of Research and Academic Director at the Drucker Institute and Horton Professor of Management at The Peter F. Drucker and Masatoshi Ito Graduate School of Management.
Karen Linkletter (Newport Beach, CA) teaches American Studies at California State University at Fullerton. The first archivist at the Drucker Institute, she has experience in the financial services industry. She holds a Ph.D. and M.B.A. from Claremont Graduate University.
Other books you might be interested:
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9780071472333 The Definitive Drucker
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9780071638005 The Drucker Difference
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9780071700450 The Drucker Lectures
Toyota Under Fire March 7, 2011
Posted by McGraw-Hill Education (Asia) in Highlights, Leadership.Tags: compete, competition, competitive, edge, Employee, evaluate, evaluation, executive, goals, imperative, innovate, Innovation, knowledge, lead, Leadership, leading, manage, management, managing, motivate, optimization, Optimize, organic growth, Organization, perform, performance, performing, retention, Risk, share holder, shareholder, staff, stake holder, stakeholder, strategies, Strategy, team, team building, teams, workforce
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Toyota Under Fire
Lessons for Turning Crisis into Opportunity
Authors: Jeffrey Liker, Timothy N. Ogden
ISBN: 9780071762991 / 007176299X
©2011 | 1st Edition | 208 pages | Hardback
Pub Date: APR-11
Price: US$ 20.00
Sample Ch 01 | Learn More
TOYOTA UNDER FIRE has been awarded the prestigious Shingo Prize. Author Jeff Liker was recognized for providing new knowledge and understanding of lean operation excellence
The definitive inside account of Toyota’s greatest crisis—and lessons you can apply to your own company
For decades, Toyota has been setting standards that are the envy—and goal–of organizations worldwide. Its legendary management principles and business philosophy, first documented by Jeffrey K. Liker in his influential book The Toyota Way, changed the business world’s approach to operational excellence.
Granted unprecedented access to Toyota’s facilities worldwide, Liker, along with Timothy N. Ogden, investigated the inside story of how Toyota faced the challenges of the recession and the recall crisis of 2009–2010. In both cases, the company was caught off guard—and found that a root cause of the challenges it faced was its failure to live up to its own principles. But the fundamentals were still there, and the company has ultimately come out of the most challenging years of its postwar existence even stronger than before.
Toyota Under Fire chronicles all the events of the recession and the recall crisis in detail, providing valuable lessons any business leader can use to survive and thrive in a crisis, no matter how large:
- Crisis response must start by building a strong culture long before the crisis hits.
- Culture matters far more than decisions made by top executives.
- Investing in people, even in the depths of a recession, is the surest path to long-term profitability.
Because it had founded its culture on such principles, Toyota didn’t need to amass an army of public relations, marketing, and legal experts to “put out the fire”; instead, it redoubled efforts to live up to its founding tenet, going “back to basics.” Toyota began solving this crisis more than 70 years ago, when its organizational culture was first established.
Apply the lessons of Toyota Under Fire to your company, and you’ll meet any future management challenge calmly, responsibly, and effectively— the Toyota Way.
Praise for Toyota Under Fire
“Those who write off Toyota in the current climate of second guessing and speculation are making a profound mistake and need to read this book to get the facts. Toyota is a company that will channel the current challenges to push themselves to even more relentless continuous improvement.”
—Charles Baker, former Chief Engineer and Vice President for R&D, Honda of America
“Toyota Under Fire is a superb book and should prove very helpful to American industry’s understanding of the problems faced and how any company can prevent similar occurrences in the future.”
—Norman Bodek, author, founder of Productivity Press, and inductee in 2010 Industry Week Manufacturing Hall of Fame
“As a former automotive supplier executive and student of Toyota, I was concerned to see the many negative reports and investigations into the quality and safety of its vehicles. Toyota Under Fire tells the story of how this great company is growing wiser and stronger by living its culture and values.”
—Michael Fisher, CEO, Cincinnati Children’s Hospital Medical Center
“Just as Toyota has put itself through excruciating soul-searching in order to understand what went wrong, so should we all take advantage of the opportunity for learning presented to us by Toyota’s misfortune. In these pages, you will find that the actual circumstances were far more complex, nuanced, and uncertain than you saw reported in the news.”
—John Y. Shook, Chairman and CEO, Lean Enterprise Institute
Publicity
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Article “From Recalls to Redemption: Toyota Did Not Lose its “Way” on Process Excellence Network, Feb 18. to read, please click HERE
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Article “Toyota’s Recall Crisis: What Have We Learned?” on Harvard Business Review, The Conversation, Feb 11. to read, please click HERE
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Review on Business Standard – The Strategist, New Delhi. To read, please click HERE
About the Author
Jeffrey K. Liker, Ph.D., author of the bestselling The Toyota Way, is Professor of Industrial and Operations Engineering at the University of Michigan and coowner of lean consulting firm Optiprise, Inc. His Shingo-Prize winning work has appeared in The Harvard Business Review, Sloan Management Review, and other leading publications.
Timothy Ogden is Executive Partner at Sona Partners, a thought leadership communications firm. He has written for Harvard Business Review, Miller-McCune magazine, and Alliance magazine and he blogs regularly for Harvard Business Review and for the Stanford Social Innovation Review. He is frequently quoted in the New York Times, Chronicle of Philanthropy, Wall Street Journal and Financial Times.
Related Titles
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9780071477451 Toyota Talent
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9780071492171 Toyota Culture
Business Plans that Work March 7, 2011
Posted by McGraw-Hill Education (Asia) in Highlights.Tags: accounting, AIBA, American Independent Business Alliance, bankrupt, big business, capital, cash business, certification, charity, compete, corporate, corporation, Empowerment, entrepreneur, environment, family business, federal financing, Federation of Small Businesses, financing, fixed cost, franchise, FSB, give back, government, grant, gross margin, grow, growth, Health, health benefits, How-to, incorporate, incorporation, insurance, Internet, liability, loan, loophole, Microfinance, mom and pop, National Federation of Independent Business, NFIB, niche, non profit, nonprofit, noprofit, not for profit, poor, poverty, profile, reach, retail, SBA, Small Business Administration, SME finance, social capital, social entrepreneurship, spousal, spouse, startup, tax, tax credit, undercapitalization, venture, venture capital, voluntary, volunteer
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Business Plans that Work
A Guide for Small Business 2/E
Authors: Andrew Zacharakis, Stephen Spinelli, Jeffry Timmons
ISBN: 9780071748834 / 0071748830
©2011 | 2nd Edition | 208 pages | Paperback
Pub Date: APR-11
Price: US$ 20.00
Sample Ch 02 | Learn More
Turn your great idea into BIG PROFITS with a powerful, persuasive business plan!
With any endeavor, good planning is the key to good results—especially in the launch of a new business or product. Business Plans That Work gives you an easy-to-follow template for conceptualizing, writing, focusing, and revising a business plan that converts your business idea into financial profit.
A virtual blueprint for entrepreneurial success, this new edition of the popular entrepreneur’s guide provides all the tools you need to communicate the value of your idea to investors and attract key talent, and create a plan you can turn to throughout the entire process of starting and running a business. You’ll learn how to:
- Determine what to include in each plan, why, and for whom
- Secure the capital you need to get the project off the ground
- Assess opportunities and risks involved in your project
- Avoid common pitfalls that cost money, time, and effort
With Business Plans That Work, you have everything you need to create winning strategies for development, sales, marketing, operations, distribution, and everything else successful ventures are founded on.
About the Authors
Andrew Zacharakis (Wellesley, MA) is the John H. Muller, Jr. Chair in Entrepreneurship at Babson College, Wellesley, MA. He is the Director of the Babson College Entrepreneurship Research Conference and past president of the Entrepreneurship Division of the Academy of Management. He is also a past chair of the Entrepreneurship Department at Babson College and a past Director of the Arthur M. Blank Center for Entrepreneurship at Babson. Zacharakis is the author of five books and has been quoted in numerous newspapers including, The Wall Street Journal, USA Today, The Boston Globe, The New York Times and The Los Angeles Times, and by several magazines, including Inc., Entrepreneur and Kiplinger’s. He has also appeared on television in the Bloomberg Small Business Report and radio on NPR Morning Edition.
Stephen Spinelli (Babson Park, MA) is the President of Philadelphia University and prior Vice Provost for Entrepreneurship and Global Management at Babson College. He was a member of the founding team of Jiffy Lube International and later the founder, director, and senior executive of American Oil Change Corporation, the largest franchisee of this international automotive retailer. Spinelli ha authored or co-authored nine books and over 25 teaching cases that are used in business schools around the world.
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9780071459945 Perfect Phrases for Business Proposals and Business Plans
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9780071467513 Tips and Traps For Writing an Effective Business Plan
The McGraw-Hill 36-Hour Course: Operations Management August 11, 2010
Posted by McGraw-Hill Education (Asia) in Highlights, Management & Organization.Tags: assignable cause, book, Business, capability, change management, compete, competition, competitive advantage, control chart, create, decision, decision point, define, definition, design, distribution, engineer, evaluate, evaluating, evaluation, framework, Guide, How-to, identify, implement, Information, interpret, knowledge, learn, learning, manage, management, managing, maturity model, motivate, Motivating, Motivation, operational, organizational, organize, performance, plan, planning, Principles, process control, product, research, results, routine, service, souces, statement, statistic, statistical, system, systems thinking, technique, technologies, Technology, transform, transformation, value chain
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The McGraw-Hill 36-Hour Course
Operations Management
Authors: Brennan, Linda
ISBN-13: 978-0-07-174383-9
ISBN-10: 0071743839
©2011 | 1st Edition | 256 pages , Softcover
Pub Date: September 2010
Price: US$ 19.95
Learn More
A complete course in operations management—without the tuition!
The McGraw-Hill 36-Hour Course in Operations Management has everything you need to make your company’s processes efficient as they can be. This easy, self-paced “course” demystifies the concepts and skills you need to master your job! It includes:
- Expert guidance on operations management
- Chapter-ending self-tests
- Final exams that reinforce what you learned
About the Author
Linda L. Brennan (Atlanta, GA), PhD is a professor of management at Mercer University in Macon. Her teaching portfolio includes graduate and undergraduate courses in operations management, leadership, international business and strategy. She conducts research and consults in the areas of technology impact assessment, process and project management, and instructional effectiveness.
She first started teaching operations management to MBA students in 1995. Despite trying many different textbooks and reading packets over the years, she was unable to find a book that her students and she thought was useful, much less interesting. The texts inevitably cover an overly broad range of topics, and present superficial versions of management science techniques that students are unlikely to remember (much less use) in the workplace. What is needed for most managers is an enduring framework by which to evaluate operations, identify opportunities to improve them, implement changes, and measure outcomes. The McGraw-Hill 36-Hour Course: Operations Management will address that void.
Brennan has been published in scholarly and practitioner-oriented journals such as International Journal of Quality and Reliability Management, Engineering Management Journal, The Journal of Management in Engineering, IEEE Technology and Society, and Corporate Governance. Working with colleagues at Mercer, she has developed and published a portfolio of teaching cases in the Journal of Cases in Information Technology, the Journal of Critical Incidents, and the IMA Case Journal. Her two previous books, Computer-Mediated Relationships and Trust: Organizational and Managerial Implications and The Social, Ethical, and Policy Implications of Information Systems, were co-edited with Dr. Victoria Johnson and published by IGI Global.
Dr. Brennan’s prior work experience includes management positions at The Quaker Oats Company and marketing and systems engineering experience with the IBM Corporation. As a consultant, she applies her extensive experience in the management of knowledge work and information technologies to help individuals and teams to manage change and achieve organizational performance. Typical projects include performance measurement and improvement, project planning and control, process design and implementation, and strategic planning. She has consulted with a wide variety of organizations, including Fortune 100 companies, professional services firms, and many not-for-profit organizations.
A licensed professional engineer, she received her Ph.D. in industrial engineering from Northwestern University, her MBA in policy studies from the University of Chicago, and her B.I.E. in industrial engineering from the Georgia Institute of Technology. She lives in Central Georgia with her husband, teenage son, 200 pounds of dog, and a cat.
Related Title
Strategy from the Outside In: Profiting from Customer Value June 15, 2010
Posted by McGraw-Hill Education (Asia) in Highlights, Strategy.Tags: asset, Beating the Global Consolidation Game, Beyond the Deal, brand, C level, c suite, Cats, CEO, Chasing the Rabbit, Closing the Innovation Gap, compete, competition, Customer Obsession, customer value, Disrupting Class, Energy Shift, Equipped to Lead, Executive Warfare, Grown Up Digital, Influencer, innovate, Innovation, Inside China Investment Corp, Jeffrey Immelt and the New GE Way, Lean Six Sigma for Federal Services, manage, management, managing, Market, marketing, Merge Ahead, organic growth, Perfect Phrases for Small Business Owners, Perfect Power, refocus, serve, Strategic Corporate Communication, Strategic Forecasting, Strategies for the Green Economy, The Customer Rules, The Innovator's Prescription, The McKinsey Mind, The McKinsey Way, The New Age of Innovation, The New Gold Standard, The Southwest Airlines Way, Toyota Kata, value leader, Wargaming for Leaders, When Markets Collide
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Strategy from the Outside In
Profiting from Customer Value
Authors: Day, George; Moorman, Christine
ISBN-13: 978-0-07-174229-0
ISBN-10: 0071742298
©2010 | 1st Edition | 304 pages , Hardcover
Pub Date: July 2010
Price: US$ 32.95
Learn More
Make customer value a C-Suite priority for lasting profits and growth
While the Great Recession ravaged the balance sheets of long-standing leaders in their respective industries, many companies have actually gained market share, grown revenues and profits, and created more value for customers. These are not flash-in-the-pan companies—world-beaters one year and stragglers the next. They are companies like Johnson & Johnson, Procter & Gamble, Fidelity, Cisco, Philips, Walmart, and Amazon.
The success of these organizations isn’t the result of a brilliant strategy for bad times; it’s the outcome of a highly effective long-term strategy that manages the company from the outside in.
In Strategy from the Outside In, George S. Day and Christine Moorman explain that the key to such lasting and highly profitable success is the ability to compete on and profit from customer value. It means operating from the outside in. It means always building strategy on market insight, and ensuring that every part of the company puts customer value first.
Applying years of research, Day and Moorman illustrate that an outside-in view requires constant vigilance and focus on four customer value imperatives:
- Be a customer value leader
- Innovate new value for customers
- Capitalize on the customer as an asset
- Capitalize on the brand as an asset
Day and Moorman take you from theory to practice, with an emphasis on real world stories, practical models, and useable metrics so that you can profit from customer value. From the outside in.
Praise for Strategy from the Outside In
“Throughout P&G’s long history, we have focused on the four customer value imperatives outlined in this excellent book—and are as committed to them today as ever. This is essential reading for leaders focused on making a positive difference in the world and, as a direct result, delivering growth for both the near and long term.”
—Robert A. McDonald, Chairman, President, and CEO, The Procter & Gamble Company
“Strategy from the Outside In is thought-provoking, practical, and full of ideas on how to strengthen your company’s customer value proposition.”
—Tom Lynch, CEO, Tyco Electronics Corporation
“American Express’s success has rested largely on our ability to focus on our customers and adapt to their changing needs over the past 160 years. Strategy from the Outside In is an insightful book with practical advice about how to do just that.”
—Jud Linville, President and CEO Consumer Services, American Express
“An in-depth look into the basic premise of what, in my view, makes successful business. Certainly worth reading once and then once every year to remind all of us what keeps us in business. For marketers, a great benchmark to help focus on how to add value most effectively.”
—Geert van Kuyck, Executive Vice President and Chief Marketing Officer, Royal Philips Electronics
“Sam Walton said ‘there’s only one boss–the customer’. At Walmart we try to stay focused on that every day. But how? Strategy from the Outside In provides a blueprint for how to build a trusted brand based on consistently providing superior value to customers.”
—Stephen Quinn, Chief Marketing Officer, Walmart
“Getting your company to organize around what customers value most sounds easy in theory, but it’s very hard to do consistently well. Day and Moorman provide a thoughtful, realistic, and actionable blueprint for delivering the most value to your most valuable customers.”
—Beth Comstock, Chief Marketing Officer, GE
“Only a few books can really help marketing professionals make a difference in their organization. Strategy from the Outside In falls into this category. Creating superior customer value is or should be a priority of all marketers. Here, Day and Moorman provide a clear path for delivering on such value. Most important, their work is based on the real-world successes (and failures) of organizations which they have studied.”
—Dennis Dunlap, CEO, American Marketing Association
“Strategy from the Outside In offers a refreshing reminder that answers to managers’ most pressing questions always start by looking outside the organization and meeting consumer needs better than the other guys! It provides a combination of solid evidence and user-friendly frameworks that can be put to use immediately. A must-read not only for today’s challenged CMO but for the rest of the C-suite as a guiding framework for the entire enterprise.”
—Rob Malcolm, President, Global Marketing, Sales and Innovation, Diageo PLC
“Strategy from the Outside In provides a handbook to re-imagine a business through the eyes of customers. It is full of current case studies, research, and practical frameworks that senior marketers can use to refine their own thinking and influence their colleagues.”
—Greg Gordon, SVP Consumer Marketing, Liberty Mutual
“Day and Moorman advise companies to leave their comfortable positions of controlling their businesses to the uncomfortable position of allowing their customers control. This is a book only for companies courageous enough to listen to their customers instead of themselves.”
—Ron Nicol, Senior Partner and Managing Director, Boston Consulting Group
About the Authors
George S. Day (Philadelphia, PA) is the Geoffrey T. Boisi Professor and co-Director of the Mack Center for Technological Innovation at the Wharton School at the University of Pennsylvania.
He has been a consultant to numerous corporations such as General Electric, IBM, Metropolitan Life, Marriott, Unilever, E.I. DuPont de Nemours, W.L. Gore and Associates, Coca-Cola, Boeing, LG Corp., Best Buy and Medtronic. He is Chairman-elect of the American Marketing Association and a Trustee of the Marketing Science Institute. His primary areas of activity are marketing, the management of emerging technologies, organic growth and innovation, and competitive strategies in global markets.
Professor Day has authored fifteen books in the areas of marketing and strategic management. His most recent books are Peripheral Vision: Detecting the Weak Signals that Can Make or Break Your Company (with Paul Schoemaker) published in 2006, Wharton on Managing Emerging Technologies (with Paul Schoemaker) published in 2000, and The Market Driven Organization, published in 1999.
He has won ten Best Article awards with two of these articles 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 Marketing Strategy in 2001. In 2003 he received the AMA/Irwin/McGraw-Hill Distinguished Marketing Educator Award.
Christine Moorman (Durham, NC) is the T. Austin Finch, Sr. Professor and founder of The CMO Survey at the Fuqua School of Business, Duke University. Professor Moorman is the author of over 60 journal articles, reports, and conference proceedings. She has co-edited the book Assessing Marketing Strategy Performance (with Don Lehmann) and has made over 100 presentations of her work at universities all over the world.
She has served on the Board of Directors and chair of the Marketing Strategy Special Interest Group for the American Marketing Association, as Director of Public Policy for the Association for Consumer Research, and as an Academic Trustee for the Marketing Science Institute. She won the 2008 Mahajan Award for Career Contributions to Marketing Strategy from the American Marketing Association and the 2008 Distinguished Marketing Educator from the Academy of Marketing Science.
Professor Moorman’s research has won two best paper awards and been published in Journal of Marketing Research, Journal of Consumer Research, Marketing Science, Journal of Marketing, Journal of Public Policy & Marketing, International Journal of Research in Marketing, Academy of Management Review, and Administrative Science Quarterly. Her research has been supported by grants from the Marketing Science Institute, the Institute for the Study of Business Markets, and the National Science Foundation. She is on the Editorial Review Boards for all of the top journals in the field.
McGraw-Hill Education (Asia)
