Faculty Publications

Please browse through some of the recent and classic publications of our affiliated faculty. For your convenience the publications are arranged by topic.

Branding     Marketing     Service Companies
                 Strategy and Management

As a service to our readers, we have included three "classics" by the later Theodore Levitt, who was a faculty affiliate of Hamilton for 17 years.


To purchase a book found on this page just click on the book's cover or on the "Buy It Now!" button.

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Publications in Branding

How to Manage Your Global Reputation
May 1, 2002
By: Michael Morley
Foreword by: Stephen A. Greyser

"Takes readers from strategy reviews through audits and issue identification/tracking to program development all the way to evaluation . . . [contains] insights for both the experienced and the aspiring in public relations." —Stephen A. Greyser, Harvard Business School

"In the past few years, more authors have turned their attention to the subject of reputation and its value to an organization, but none has brought to the subject the global perspective of Michael Morley. Morley was a practitioner of international public relations long before it became fashionable, and the wealth of case history material included in this book reflects the depth of his expertise in the subject." —Paul Holmes, Reputation Management

Now revised and updated, this new edition contains new chapters on how the Internet is destroying hierarchies and empowering individuals, the phenomenon of the celebrity CEO, and the effect of globalization on PR. Morley includes fresh case studies (including the Firestone Tire/Ford Explorer controversy) to illustrate best and worst practices of management of global reputation. With forty years of international experience, Morley draws important lessons for the conduct of effective public relations.


Strategic Brand Management
June 23, 2007
By: Kevin Lane Keller

"Building a brand calls for more than building a brand image. The savvy company must build a continuous positive brand experience for its target customers, what others have called moments of truth. Kevin Keller should be congratulated for providing the latest and most comprehensive thinking that we have about the art and science of brand building." — Philip Kotler, S.C. Johnson Distinguished Professor of International Marketing, Kellogg Graduate School of Management, Northwestern University


Three Questions You Need to Ask About Your Brand
HBR Sept. 2002
By: Kevin Lane Keller, Brian Sternthal and Alice M. Tybout

Available through HBS Publishing, not Amazon.com. As the authors say, “Conventional wisdom says creating a brand is about differentiating your product. Think again.” First it is necessary to understand the frame of reference for a brand. Is the frame other products in the same category, or is the brand creating a new category. If the latter, perhaps it should not be positioned against other established brands The authors ask us, then, not only to understand the frame of reference, but what points of parity (POP) and points of differentiation (POD) does the brand have compared to others. They urge a leveraging of points of parity, particularly for a new brand. It is important to make sure consumers understand the brand is capable of what is expected in the category. Then it is important to focus on the points of difference. They warn not to take a one-dimensional view of points of differentiation. Brand managers should consider three types of brand differences when determining their positioning: brand performance associations, brand imagery associations, and consumer insight associations.


The Infinite Asset: Managing Brands to Build New Value
September 15, 2001
By: Sam Hill, Kevin Lane Keller and Chris Lederer

Sam Hill and Chris Lederer say brand-dominated business strategies will be the true road to commercial success for at least 10 more years. But when they say it, they aren't talking about today's prevailing approach, in which brands owned by a single company are combined in the manner of the Hewlett-Packard LaserJet printer. That's old news, contend Hill and Lederer, marketing veterans and partners at Helios Consulting. The next level, they say, is "brand portfolios"--actively managed collections of every brand, regardless of ownership, that intersects with another. Developing and running such systems (like those that connect Intel, Microsoft, and Dell, for example) is the subject of The Infinite Asset, a sharp and practical guide to adopting their well-considered suggestions on handling brand portfolios in the same way that financial portfolios are managed. The authors look at case studies of 3M and Miller Beer, among others, which help readers visualize the relationships that tie their brands to each other and to the outside world. They also put together an eight-part "toolkit" that covers brand extensions and repositioning, as well as an organizational design for implementing brand-portfolio management. --Howard Rothman


The Brand Report Card
HBR Jan.-Feb. 2000
By: Kevin Lane Keller

Most managers recognize the value in building and properly managing a brand. But few can objectively assess their brand's particular strengths and weaknesses. Most have a good sense of one or two areas in which their brand may excel or may need help. To give managers a systematic way to think about their brands, Kevin Keller lays out the ten characteristics that the strongest brands share. By grading a brand according to how well it addresses each dimension, managers can come up with a comprehensive brand report card. By doing the same for competitors' brands, they can gain a fuller understanding of the relative strengths of their own brands in the marketplace.


B2B Brand Management
September 1, 2006
By: Philip Kotler and Waldemar Pfoertsch

"Proliferation of similar products, increasing complexity of customer needs (moving from stand-alone products to solutions), and high price pressures will force B2B marketers to focus on brand building. If you are a B2B marketer already thinking along those lines, then this book is the weightiest corroboration you could have asked for." (TMCnet, October 2006)

"In this book, co-authored with Professor Waldemar Pfoertsch, Kotler makes a case for brand management in business-to-business (B2B) marketing as well. The core proposition in the book is that in the newly globalized world being known rather than being one of many is the need of the hour. How does branding help in overcoming challenges? The authors offer a huge list to help with differentiation ." (Business Today, October, 2006)


The New Global Brands: Managing Non-Government Organizations in the 21st Century
February 3, 2005
By: Nathalie Laidler-Kylander and John A. Quelch

Whether you think it's a sad state of affairs or an incredible opportunity, the fact is that not-for-profit agencies like Doctors Without Borders and others have to employ marketing and branding techniques the same as any other organization. The New Global Brands: Managing Non-Government Organizations in the 21st Century takes you inside the process and explains the process of establishing brand identity, identifying the organizational mission, communicating brand meaning, and leveraging brand values in new and exciting ways.


How Global Brands Compete
HBR Sept. 2004
By: Douglas B. Holt, John A. Quelch and Earl L. Taylor

Available through HBS Publishing, not Amazon.com. This article draws insights very useful for global brand managers from a research study of how consumers around the world view global brands. The research started with focus groups in 41 countries, followed by quantitative research in 12 countries (Brazil, China, Egypt, France, India, Indonesia, Japan, Poland, South Africa, Turkey, the U.K and the U.S.). Despite the fact that at one time consumers paid attention to the land of origin of a brand, today that isn’t important, for better or worse. The U.S. as a point of origin is not viewed as of any higher quality than some other countries like Japan or Germany, nor is it viewed negatively because of politics (though the research was pre-Iraq War). The authors then went on to identify through the research four types of attitudinal segments when it comes to global brands, and noted the differences in distribution of the four segments in different countries: Global citizens care about firms’ behavior on the environment and other issues; global dreamers readily accept brands’ myths (e.g., using a global brand makes one a part of the global community); antiglobals try to avoid buying transnationals’ products; and global agnostics don’t’ regard brands’ global nature as meriting special consideration.


Harvard Business Review on Brand Management
August 1999
By: David A Aaker, Erich Joachimsthaler, Mark Jonathan, David Kenny, John A. Quelch and Vijay Vishwanath

With the increasing globalization of brands, effective brand management in differentiating products has become even more essential. This helpful volume provides the latest strategies for maximizing the value of your brands and products. Articles include: "Building Brands Without Mass Media" by Erich Joachimsthaler and David A. Aaker, "Brands vs. Private Labels: Fighting to Win" by John A. Quelch and David Harding, "How Do You Grow a Premium Brand?" by Regina Fazio Maruca, "Should You Take Your Brand to Where the Action Is?" by David A. Aaker, "Extend Profits, Not Product Lines" by John A. Quelch and David Kenny, "The Logic of Product-Line Extensions" Perspectives from the Editors, "Can This Brand Be Saved," by Regina Fazio Maruca, "Your Brand's Best Strategy" by Vijay Vishwanath and Jonathan Mark. The Harvard Business Review Paperback Series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world.


Brands vs. Private Labels: Fighting to Win
HBR Jan.-Feb. 1996
By: David Harding and John A. Quelch

How real is the private-label threat to branded products? What should national-brand manufacturers do about it? On the one hand, manufacturers have reason to be concerned. There are more private labels on the market than ever before; collectively, unit share of store-brand goods place first, second, or third in 177 of 250 supermarket product categories in the United States. But many manufacturers have not fully recognized two important points in considering this threat. First, private-label market share generally goes up when the economy is suffering and down in stronger economic periods. Second, manufacturers of brand-name products can have significant influence on the seriousness of the challenge posed by private-label goods. It is difficult for managers to look at a competitive threat objectively and in a long-term context when day-to-day performance is suffering. But the authors strongly advocate keeping the private-label challenge in perspective.

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Publications in Marketing

Readings on Market-Driving Strategies: Towards a New Theory of Competitive Advantage
May 2, 1997
By: Gregory Carpenter, Rashi Glazer and Kent Nakamoto




Concurrent Marketing: Integrating Product, Sales, and Service
October 1995
By: Frank V. Cespedes

Companies today have the capability to develop higher quality products and services faster than ever before. Advances in production quality, cycle time, supply chain arrangements, and customer information -- all radical improvements in "upstream" efforts to serve the customer -- have altered business competition. Concurrent Marketing is the first book to show why this competitive environment demands a new, more coordinated marketing effort "downstream" in which field sales and service take on increased strategic significance.


Manage Marketing by the Customer Equity Test
HBR July-Aug. 1996
By: Robert C. Blattberg and John Deighton

Managers have recently begun to think of good marketing as good conversation, as a process of drawing customers into progressively more satisfying relationships with a company. And just as the art of conversation follows two steps--first striking up a conversation with a likely partner and then maintaining the flow--so the new marketing naturally divides itself into the work of customer acquisition and the work of customer retention. But how can managers determine the optimal balance between spending on acquisition and spending on retention? The authors use decision calculus to approach the large, complex problem through several smaller, more manageable questions on the same topic.


Marketing Metrics: 50 + Metrics Every Executive Should Master
April 28, 2006
By: Neil T. Bendle, Paul W. Farris, Phillip E. Pfeifer and David J. Reibstein

Few marketers recognize the extraordinary range of metrics now available for evaluating their strategies and tactics. In Marketing Metrics, four leading researchers and consultants systematically introduce today's most powerful marketing metrics. The authors show how how to view market dynamics using a "dashboard" of metrics that includes measurements of promotional strategy, advertising, and distribution; customer perceptions; market share; competitors' power; margins and profits; products and portfolios; customer profitability; sales forces and channels; pricing strategies; and others. The authors also demonstrate how to use marketing metrics as leading indicators, identifying crucial new opportunities and challenges. For clarity and simplicity all calculations can be performed by hand, or with basic spreadsheet techniques.


Marketing Management (12th Edition)
January 1, 2006
By: Kevin Lane Keller and Philip Kotler

This worldwide best-selling book highlights the most recent trends and developments in global marketing with an emphasis on the importance of teamwork between marketing and all the other functions of the business. Providing many references to other articles and studies, this book provides a comprehensive, well-organized coverage of all aspects of marketing.


According to Kotler: The World's Foremost Authority on Marketing Answers Your Questions
May 6, 2005
By: Philip Kotler

"The CEO Refresher (www.refresher.com) ""...the book reveals the revolutionary thinking of one of the profession's most revered experts"" Paul Tulenko, Nationally syndicated columnist: ""This is one of these corner-of-the-desk books we all need if we are to meet and beat the competition."" Frequent Flyer: ""...a valuable working tool than can help spell the difference between success and failure in your marketing efforts."""


Ten Deadly Marketing Sins: Signs and Solutions
April 2, 2004
By: Philip Kotler

As the cost of marketing rises, its effectiveness is in decline. CEOs want a return on their marketing investment, but can't be sure their marketing efforts are even working. In this clear and comprehensive guide, renowned marketing expert Philip Kotler identifies the ten most common-and most damaging-mistakes marketers make, and how to avoid them. These ten mistakes are much more than simple mess-ups; they're glaring deficiencies that prevent companies from succeeding in the marketplace. In Ten Deadly Marketing Sins, Kotler covers each sin in-depth in its own chapter and offers practical, proven guidance for reversing them. Marketers will learn how to stay market-focused and customer-driven, fully understand their customers, keep track of the competition, manage relationships with stakeholders, find new opportunities, develop effective marketing plans, strengthen product and service policies, build brands, get organized, and use technology to the fullest.


Marketing Insights from A to Z: 80 Concepts Every Manager Needs to Know
March 3, 2003
By: Philip Kotler

“…he has produced something eminently accessible allowing everyone to dip their entrepreneurial toes into his accumulated wisdom…”(Better Business)

“…this wonderful work…Kotler has succeeded in producing a book that appeals to both the seasoned pro and the novice…”(Marketing Business, June 2003)

“…Sounds like a dull rehash of conventional wisdoms but is far from it…”(Brand Strategy, September 2003)




Ted Levitt on Marketing
June 23, 2006
By: Theodore Levitt

Ted Levitt is one of the most widely respected thinkers in the field of marketing and management. His work and writings have changed the way scores of companies think about their businesses, organize for innovation and creativity, and market their products and services. Now, managers can have access to the best of Levitt's thinking over the last five decades in Ted Levitt on Marketing. Framed by a new introduction, this book features seminal articles, including "Marketing Success Through Differentiation," "The Globalization of Markets," "After the Sale Is Over," and "Marketing Myopia." A useful resource for managers and marketers in any industry, this Harvard Business Review Paperback book is filled with big ideas and practical tools for creating and sustaining a company's competitive edge.


The Marketing Imagination
April 21, 1986
By: Theodore Levitt

When first published in 1983, The Marketing Imagination was widely praised as the classic, all-inclusive "Levitt on Marketing." The late Theodore Levitt -- renowned as the Harvard Business School's "guru of marketing" -- expanded his original work in the 1986 edition to recap the developing globalization debate and to respond to his critics. He has also added his famed McKinsey Award-winning essay "Marketing Myopia," and included detailed accounts of how to maximize the product life cycle and achieve the delicate balance between innovation and imitation. This newer edition of The Marketing Imagination shows Levitt at his best -- sharp, knowledgeable, erudite, and, yes, as imaginative as always.


Greater Good: How Good Marketing Makes for Better Democracy
February 12, 2008
By: Katherine E. Jocz and John A. Quelch

Marketing has a greater purpose, and marketers, a higher calling, than simply selling more widgets, according to John Quelch and Katherine Jocz. In Greater Good, the authors contend that marketing performs an essential societal function--and does so democratically. They maintain that people would benefit if the realms of politics and marketing were informed by one another's best principles and practices. Quelch and Jocz lay out the six fundamental characteristics that marketing and democracy share: (1) exchange of value, such as goods, services, and promises, (2) consumption of goods and services, (3) choice in all decisions, (4) free flow of information, (5) active engagement of a majority of individuals, and (6) inclusion of as many people as possible. Without these six traits, both marketing and democracy would fail, and with them, society.

Readings in Modern Marketing
September 1, 2007
By: John A. Quelch

Readings in Modern Marketing is a collection of John Quelch's highly-praised scholarly articles previously published in leading business journals, such as Harvard Business Review, Sloan Management Review, Strategy and Business, Business Horizons, in the past two decades. Topics covered include marketing and business strategy, managing product lines, pricing, managing the point of sales, global marketing, building global brands, marketing and the new technologies, and marketing and society. Readings in Modern Marketing offers important theories as well as practical, insightful tactics. It is a very valuable source of reference.


The Global Market: Developing a Strategy to Manage Across Borders
May 31, 2004
By: Rohit Deshpande and John A. Quelch

The twin forces of ideological change and the technology revolution make globalization the single most important issue facing executives today. But many companies who have developed a presence in the global market now face the challenges inherent in creating a multinational presence with the demands of the "unglobal consumer" who does not have a "one size fits all" need. Here, HBS Professors Quelch and Deshpande bring together 13 Harvard Business School professors to discuss these and other problems and benefits encountered by executives in global markets. Topics discussed include: operating costs of global advertising and marketing services, global product standards; managing global supply chains; global account management; global brands; global knowledge sharing and performance drivers; managing global customers; and social marketing for global economic development.


Cases in Strategic Marketing Management: Business Strategies in Latin America
September 8, 2000
By: Guillermo J. D'Andrea and John A. Quelch

Written by two highly-respected authors who are specialists in the field, this book helps readers develop a broad, yet focused, understanding of marketing in Latin America. The book provides extensive cases with information that is not readily available outside of Latin America, together with extensive notes that help put the cases in context. For Marketing Managers contemplating or already doing business in Latin American markets.


Extend Profits, Not Product Lines
HBR Sept.-Oct. 1994
By: David Kenny and John A. Quelch

In the last ten years, products have proliferated in every category of consumer goods and services, and the deluge shows few signs of letting up. Most companies are pursuing product expansion strategies--in particular, line extensions--full steam ahead. But more and more evidence is indicating the pitfalls of such aggressive tactics. Quelch and Kenny describe how marketing managers can sharpen their product-line strategies by improving cost accounting, allocating resources to popular products, researching consumer behavior, coordinating marketing efforts, working with channel partners, and fostering a climate in which product-line deletions are not only accepted but also encouraged. This article is also available in Quelch's Readings in Modern Marketing and in Quelch et al. Harvard Business Review on Brand Management, both available here in our website list.

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Publications in Service Companies

Service Breakthroughs: Changing the Rules of the Game
September 12, 2007
By: Christopher W. Hart, James L. Heskett and W. Earl Sasser

What do Citicorp, UPS and Marriott have in common? They are "breakthrough" service providers, firms that changed the rules of the game in their respective industries by consistently meeting or exceeding customer needs and expectations. To find out how these companies do it, service management experts James Heskett, Earl Sasser, and Christopher Hart put the question to the chief executive officers of fifteen of America's leading service firms attending a workshop at the Harvard Business School. Breakthrough leaders, they discovered, think very differently about their businesses than do their competitors, in distinct and well-defined ways. Now, in Service Breakthroughs, based upon five years of research in fourteen service industries, Heskett, Sasser, and Hart show exactly what enables one or two companies in each industry to constantly set new standards for quality and value that force competitors to adapt or fail.


The Value Profit Chain : Treat Employees Like Customers and Customers Like Employees December 31, 2002
By: James L. Heskett, W. Earl Sasser and Leonard A. Schlesinger

Serving employees well and knowing when to "fire" a customer will boost a firm's bottom line, according to this team of Harvard Business School professors. The authors of The Service Profit Chain here stress the creation of lifetime customers and detail the complex relationship between employee satisfaction, customer retention and profitability. They use examples from firms including Federal Express, Southwest Airlines and Wal-Mart. The highly successful Southwest Airlines, for example, couldn't deliver its much-envied 25-minute aircraft turnaround, from arrival to departure from the gate, without a dedicated, team-oriented staff that's vested in the company. That's why all Southwest employees with more than six months of service hold ownership stakes in the firm. Perhaps more important is how Southwest manages customers that must be "targeted, selected, and `trained' in the unusual ways of the airline-no assigned seats, no meals, no connections with other airlines." By turning high-maintenance customers away, the firm stays profitable.


The Service Profit Chain: How Leading Companies Link Profit and Growth to Loyalty, Satisfaction, and Value
April 10, 1997
By: James L. Heskett, W. Earl Sasser and Leonard A. Schlesinger

Why are a select few service firms better at what they do -- year in and year out -- than their competitors? For most senior managers, the profusion of anecdotal "service excellence" books fails to address this key question. In this pathbreaking book, world-renowned Harvard Business School service firm experts James L. Heskett, W. Earl Sasser, Jr. and Leonard A. Schlesinger reveal that leading companies stay on top by managing the service profit chain. Based on five years of research, the authors show how managers at American Express, Southwest Airlines, Banc One, Waste Management, USAA, MBNA, Intuit, British Airways, Taco Bell, Fairfield Inns, Ritz-Carlton Hotel, and the Merry Maids subsidiary of ServiceMaster employ a quantifiable set of relationships that directly links profit and growth to not only customer loyalty and satisfaction, but to employee loyalty, satisfaction, and productivity. The strongest relationships the authors discovered are those between (1) profit and customer loyalty; (2) employee loyalty and customer loyalty; and (3) employee satisfaction and customer satisfaction.

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Publications in Strategy and Management

The Profit Impact of Marketing Strategy Project: Retrospect and Prospects
January 10, 2005
By: Paul W. Farris and Michael J. Moore

Continuing developments in strategic thinking, econometric methods, technology and competition make it necessary to revisit the ideals and achievements of the Profit Impact of Marketing Strategy (PIMS) project to explore unresolved issues and discover new potential. PIMS was an outgrowth of early General Electric research on what factors made a line of business (LOB) profitable. The research was expanded in the 1970's to include LOB data from many other participating companies. In the book, new ways of thinking about, and working with, business strategy are offered, and the effectiveness of the original project is explored.

"...required reading for anyone planning to carry on deep investigations of marketing's impact on company sales and profits." Phillip Kotler, Kellogg Graduate School of Management, Northwestern University

The Business of Sports: Cases and Text on Strategy and Management
April 20, 2005
By: George Foster, Stephen A. Greyser and Bill Walsh

Get the business casebook that scores on all levels! The Business of Sports: Cases and Text on Strategy and Management shows you how off-the-field business interests change the dynamics of play. Cases include: cases on major league soccer, the Boston Red Sox's Fenway Park, the pros and cons of hiring a sports agent, Magic Johnson's endorsement deals and the Women's NBA. After every case is a discussion section that draws out the important management issues and insights in the case.


Thinking About Management
October 1, 1998
By: Theodore Levitt

"Babe Ruth knew a lot about hitting homers. The fact that he didn't know exactly what he knew, and couldn't explain it, didn't keep him from hitting homers. When he tried to explain, nobody got it, and he fell into a slump. Try that on yourself -- explaining in a few paragraphs what you know and what makes you successful .... Knowledge is peculiar. It has the special quality of enriching those who receive it without impoverishing or diminishing those who give it away. But the most precious of all knowledge can be neither taught nor otherwise passed on ....Knowledge is valued for its utility, which is why we institutionalize education. The paradox is that the less teachable something is, the rarer and therefore more valuable it is. The most important things the general manager knows and does involve that kind of knowledge -- inherent, authentic, and resistant to teachability but not learnability." -- from Chapter 3.


Internet Economics
July 31, 1998
Edited by: Joseph P. Bailey and Lee W. McKnight

This book, though dated, was one of the first to bring together research on Internet engineering and economics, to enable an analysis of the cost and value of Internet transactions. The chapters, which developed out of a workshop held at MIT, include architectural models and analyses of Internet usage, as well as alternative pricing policies. The book is organized into six sections: 1) Introduction to Internet Economics, 2) The Economics of the Internet, 3) Interconnection and Multicast Economics, 4) Usage Sensitive Pricing, 5) Internet Commerce, and 6) Internet Economics and Policy.

"...the scope of the material is wide-ranging, provides a good background to the economic policy issues associated with Internet development, and includes input from many of the key academic contributors to the subject." -- David Cracknell, The Business Economist.


Wharton on Dynamic Competitive Strategy
August 13, 2004
By: George S. Day and David J. Reibstein

"A valuable contribution, this insightful book makes it clear that strategy is not a one-time search for a sustainable competitive advantage, but a continuous monitoring of the environment, consumers, and competitors with the object of making the right moves in a dynamically changing competitive landscape." -Philip Kotler S.C. Johnson & Sons Distinguished Professor of International Marketing J. L. Kellogg Graduate School of Management Northwestern University.


Total Global Strategy: Managing for Worldwide Competitive Advantage
April 16, 2002
By: George S. Yip

How can managers cope with the forces of globalization? Which companies need a global strategy? What is a successful global strategy? How can business organizations implement worldwide initiatives? These are some of the most challenging questions facing multinational companies today. Total Global Strategy is essential reading for both international and national managers in virtually every industry. It will help executives to exploit globalization forces rather than succumb to them.