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Global Innovation Award

Distinguished Faculty Lecture

Honorary Doctorate of Letters

Irwin/McGraw Hill Distinguished Marketing Educator

Charles Coolidge Parlin Award

Distinguished Scholar Award

American Marketing Association

Association for Consumer Research

Academy of International Business

Academy of Marketing Science

American Statistical Association

New areas of research in marketing strategy, consumer behavior, and marketing analytics: the future is bright

Impact of Covid-19 on consumer behavior: Will the old habits return or die?

Developing a model of antecedents to consumers' perceptions and evaluations of price unfairness

The call center couple: India's new middle class

A Generic Concept of Customer Behavior

  Today’s best companies get it. From retail to finance and industries in between, the organizations who recognize that doing good is good business are becoming the ultimate value creators. They’re changing their culture and generating every form of value that matters: emotional, experiential, social, and financial. And they’re doing it for all their stakeholders. Not because it’s simply politically correct, because it’s the only path to long-term competitive advantage.    These are the firms of endearment. Companies people love doing business with, working for and collaborating with as partners. Since the publication of the First Edition, the concept of corporate social responsibility has become embraced as a valid, important, and profitable business model. It is a trend that has transformed the workplace and corporate world.  This Second Edition updates the examples, cases, and applications from the original edition, giving readers insight into how this hallmark of the modern organization is practiced today. 

Firms of Endearment: How World-Class Companies Profit from Passion and Purpose (2nd Edition)

The Rule of Three: Surviving and Thriving in Competitive Markets

An Innovative Blueprint for Enduring Client Relationships  More than 15 million people in this country earn their livings by serving clients, and their numbers are growing every day. Unfortunately, far too few develop the skills and strategies needed to rise to the top in a world where clients have almost unlimited access to information and expertise. Supported by more than one hundred case studies and wisdom gleaned from interviews with dozens of leading CEOs and prominent business advisors, Clients for Life identifies what clients really want and lays out the core qualities that distinguish the client advisor -- an irreplaceable resource -- from the expert for hire -- a tradable commodity.   Experts are specialists; advisors become deep generalists who have broad perspective. Experts are for hire; advisors have selfless independence, balancing client devotion with objectivity and detachment. Experts have professional credibility; advisors develop deep personal trust. Experts analyze; advisors synthesize and bring big-picture thinking to the table. Experts supply expertise and information; advisors are educators who provide insight and wisdom.   Portraits of history's most famously successful advisors, including Machiavelli, Sir Thomas More, and J. P. Morgan, underscore these timeless qualities that modern professionals need to develop to excel in today's competitive environment.

Clients for Life: Evolving from an Expert-for-Hire to an Extraordinary Adviser

   Real strategies, tactics & solutions for succeeding in emerging markets now Attract non-consumers and upscale current customers Reflect local culture, tradition, and preferences across your business Make your products easier to find, buy, and use Strengthen your brand and deliver on your brand promises Engage and serve all your stakeholders Build a sustainable, profitable business    How big is your emerging market opportunity? Potential annual consumption will hit $30 trillion by 2025, with $10 trillion in India and China alone. Emerging economies are transforming markets worldwide–attracting multinationals, strengthening domestic firms, and launching local brands onto the global stage. Best of all, there are now proven best practices for succeeding in these markets. They’ve been developed the hard way: through the experiences of pioneers who’ve learned from mistakes and listened to their customers.   This book’s brand stories reflects these winning strategies. You’ll learn from high-profile leaders like Gillette, Levi’s, Starbucks, Alibaba, GlaxoSmith-Kline, and WeChat–and  from great companies you’ll discover for the first time. Linking theory to practice, the  authors offer expert guidance on attracting non-users, adapting products, aligning with local culture, optimizing channels, building brands, upscaling, strengthening relationships,  and much more. You’ve never had an opportunity this enormous. Nobody has. Get it right–with  the right advice, right from the trenches. Emerging markets offer the biggest growth  opportunity in the history of capitalism. This practical guide offers a comprehensive, strategic marketing perspective tailored to these new markets. Leading experts demonstrate how companies can succeed both today and tomorrow, no matter what happens in the global economy.  Breakout Strategies for Emerging Markets integrates insights drawn from the authors’ extensive primary research worldwide, their pioneering academic research and case development, practical consulting and management experience, and their conversations with industry leaders on several continents. You will learn about the experiences and actions of both local and global enterprises in industries ranging from consumer goods to entertainment, apparel to finance. The authors share new insights for attracting non-users by developing products, aligning with  local traditions, upscaling, selecting channels, financing, brand messaging, using e-commerce, building relationships, and more. Discover how to…    Convert non-users: Optimize acceptability, affordability, accessibility, and awareness Create “functional Fusion”: Adapt products to blend western and local elements Design “cultural fusion”: Embed local tradition, history, language, and taste Democratize the offer: Make products more affordable, financially and psychologically Upscale the offer: Upgrade choices and experiences across the income spectrum Manage reach: Get your channels and supply chains right Reinvent reach: Leverage revolutionary channels and payment methods Build brand identity: Align your brand essence with your customer’s experience Engage stakeholders: Serve the needs of every entity you touch      

Breakout Strategies for Emerging Markets: Business and Marketing Tactics for Achieving Growth

Questions about the status, identity and legitimacy of business schools in the modern university system continue to stimulate debate amongst deans, educational policy makers and commentators. In this book, three world experts share their critical insights on management education and new business school models in the USA, Europe and Asia, on designing the business school of the future, and how to make it work. They look at how the business school is changing and focus in particular on emergent global challenges and innovations in curricula, professional roles, pedagogy, uses of technology and organisational delineations. Set within the context of a wider discussion about management as a profession, the authors provide a systematic, historical perspective, analysing major trends in business school models, and reviewing a wealth of current literature, to provide an informed and unique perspective that is firmly grounded in practical and experimental analysis.

The Business School in the Twenty-First Century: Emergent Challenges and New Business Models

The authors present a powerful and tested approach that helps managers see a business’s every action through the eyes of its customers. This approach is organized around the values that matter most to customers: Acceptability, Affordability, Accessibility and Awareness. Taken together, these attributes are called the "4A’s." The 4A framework derives from a customer-value perspective based on the four distinct roles that customers play in the market: seekers, selectors, payers and users. For a marketing campaign to succeed, it must achieve high marks on all four A’s, using a blend of marketing and non-marketing resources. The 4A framework helps companies create value for customers by identifying exactly what they want and need, as well as by uncovering new wants and needs. (For example, none of us knew we "needed" an iPad until Apple created it.) That means not only ensuring that customers are aware of the product, but also ensuring that the product is affordable, accessible and acceptable to them.  Throughout this book, the authors demonstrate how looking at the world through the 4A lens helps companies avoid marketing myopia (an excessive focus on the product) as well as managerial myopia (an excessive focus on process). In fact, it is a powerful way to operationalize the marketing concept; it enables managers to look at the world through the customer’s eyes. This ability has become an absolute necessity for success in today’s hyper-competitive marketplace. 

The 4 A's of Marketing: Creating Value for Customer, Company and Society

Business leaders need to embrace sustainability in order to ensure the lasting success of their organizations. Co-authors Suhas Apte and Jagdish Sheth bring their expertise from practice and from academic to illustrate how business leaders can embed sustainability in a truly holistic and transformative way.Through an examination of such companies as Walmart, AT&T, IKEA and the Tata Group, Apte and Sheth have developed a proven and actionable framework rooted in the real world success of these companies. The case studies reveal how business leaders proactively engage, energize and promote market sustainability to all of their stakeholders including customers, employees, suppliers, investors and the government. The Sustainability Edge enables companies to critically engage their stakeholders and influence them to accept sustainability as part of their core mission.

The Sustainability Edge: How to Drive Top-Line Growth with Triple-Bottom-Line Thinking (Rotman-UTP Publishing - Business and Sustainability)

The Global Rule of Three: Competing with Conscious Strategy

The Howard - Sheth Theory of Buyer Behavior

India's Road to Transformation: Why Leadership Matters

Purpose-Driven Pricing: Leveraging the Power of Pricing for Profit and Societal Good

Jagdish N. Sheth, Charles H. Kellstadt Professor of Business, Goizueta Business School, Emory University. He has over 60 years of combined experience in teaching and research at the University of Southern California (USC), University of Illinois at Urbana-Champaign (UIUC), Columbia University, MIT, and Emory.

He is a recipient of the 2020 Padma Bhushan Award for literature and education, one of the highest civilian awards given by the Government of India. He is also a Fellow of the Academy of International Business (AIB); Fellow of the Association of Consumer Research (ACR); Fellow of the American Psychological Association (APA); Fellow of the American Marketing Association (AMA); Distinguished Fellow of the Academy of Marketing Science (AMS); and a Distinguished Fellow of International Engineering Consortium (IEC). Dr. Sheth is the recipient of an Honorary Doctorate in Science, awarded by the University of Illinois at Urbana-Champaign (2016), and Honorary Doctorate of Philosophy, awarded by Shiv Nadar University (2017). He is the recipient of all four top awards given by the American Marketing Association (AMA).

Professor Sheth has authored or coauthored more than three hundred papers and several books. His autobiography, The Accidental Scholar (2014), has inspired others in the areas of education and academic entrepreneurship. His latest book is India’s Road to Transformation: Why Leadership Matters (2024).

Dr. Sheth is the Founder of Center for Telecommunications Management (CTM) at University of Southern California (USC) which has now become an Institute. He is also Founder and Chairman of India, China, and America (ICA) Institute which analyzes the trilateral relationship and its impact on geopolitics, security, trade, and investment. He and his wife, Madhu Sheth, have established the Sheth Family Foundation to support several charities in India and in the United States. They have also established the Madhuri and Jagdish Sheth Foundation to support scholars and scholarship in the field of marketing. The Sheth Foundation supports the AMA-Sheth Foundation Doctoral Consortium, hosted annually by different universities. It also supports research in emerging fields through AMA, ACR, AMS, and AIB. Finally, Professor Sheth is the Founder and Chairman of the Academy of Indian Marketing (AIM) which supports research and scholarship among Indian scholars in marketing and management.

Consumer Psychology

Global Competitive Strategy

Marketing Theory

Geopolitical Analysis

Emerging Markets

Personal Website

Atlanta's Indian community reacts to Vice President Harris' potential nomination

Poll: Live event attendance on the rise

Management Education Can Become More Specialized By Adding 'Know How' To 'Know Why'

Any product that can be digitalized is in trouble

A Sustainable Supply Chain: It Begins with Trust

How to create your product differentiation strategy

Marketing guru Jagdish Sheth & Devendra Chawla discuss why companies in India are kidding themselves

Design and business: The future of design thinking

Trump, Brexit, nationalism and the possible fallout on India

How Coca-Cola turned Thums up, Sprite into billion-dollar brands

Management Education Can Become More Specialized By Adding 'Know How' To 'Know Why': Dr Jagdish Sheth

 - BW Education

Here's why Amazon's global expansion won't come easy | TechTarget

In the spring 2014 issue of the Journal of Marketing Theory and Practice, Jag Sheth of Emory University and Michael Solomon of St. Joseph’s University revisited Russell Belk’s seminal concept of the extended self, an idea developed more than 25 years ago.

Applying the concept of the “digital self” to the luxury consumer market in India​     

According to research from Jagdish Sheth, Charles H. Kellstadt Professor of Marketing, and Michael Solomon (UNC), the idea of identity is evolving, impacted by the growing influence of the digital world. The authors’ groundbreaking study builds on a seminal paper from Russell Belk, written in 1988, which identified the role that possessions play in an individual’s life and how external elements are critical to how people self-identify. The duo uses Belk’s findings on consumer behavior, taking it a step further by applying his concepts to current day, with the online world in mind. Sheth and Solomon found that traditional boundaries between an individual’s offline and online life are increasingly blurred, resulting in what they term the “digital extended self.” People are creating a new sense of identity, courtesy of the information posted, the persona created, and the relationships developed online. They write, “A social footprint is the mark a consumer leaves after she occupies a specific digital space (e.g., today’s Facebook posts), while her lifestream is the ongoing record of her digital life across platforms (e.g., registrations in virtual worlds, tweets, blog posts).” Not surprisingly, the notion of just what defines a consumer is changing. User-generated content and online consumer reviews have altered the nature of relationships between the producer and consumer. The authors’ findings have critical implications for marketers looking to get a better understanding of consumer behavior.

Identity and the digital world

India’s Road to Transformation: Why Leadership Matters 

the-tug-between-protecting-privacy-and-building-brand-loyalty

Charles H. Kellstadt Chaired Professor of Business

Senior Associate Dean for Graduate Programs and Professor of Information Systems & Operations Management

 The coronavirus pandemic has put much of normal life on hold, but it hasn’t stopped hackers. According to Securityboulevard.com, in the first quarter of 2020, more than 8.4 billion records from healthcare institutions, technology, software, social media, and meal delivery companies were exposed — a 273 percent increase from Q1 2019.

While data breaches are costly to companies — a recent Ponemon Institute data breach report found that data breaches cost organizations an average of $7 million in the U.S. — their frequency is enough to cause some consumers to wonder if their private information is safe with their favorite brands.

 The increase in data breaches is concerning, noted Jesse Bockstedt, associate professor of information systems & operations management, but several studies have found that the out-of-pocket expense to consumers due to identity theft is less than $1,000. “Which isn’t zero, but it’s not like a few years ago when [identity theft] ruined your life and destroyed your credit,” Bockstedt said. As for the companies, he added, “It’s not a brand killer anymore.” Yet despite consumers’ growing unease, Goizueta faculty say the relationship between privacy and brand loyalty is a bit more intricate. While a data breach can nick a firm’s reputation, it’s the data that is purposely collected beyond the name and vital statistics that worry consumers more.

Our experts found the following key points were necessary when it comes to finding the safe ground between privacy and brand loyalty. In fact, we have an expert from Goizueta who can explain each one:

Building digital trust “Companies are increasingly worried that people will buy less from their brand if they’re perceived to be fast and loose with customer data,” said Daniel McCarthy, assistant professor of marketing. For instance, after political data-analytics firm Cambridge Analytica secretly collected data on roughly 87 million Facebook users, back-lash followed. In an effort to regain users’ trust, Facebook founder and CEO Mark Zuckerberg laid out a “privacy-focused vision” for Facebook, but those efforts were widely criticized as not going far enough. Advertising boycotts followed.

Trust: the key to customer loyalty Minus regulatory guardrails, the differentiating factor is trust, explained Jagdish Sheth, the Charles H. Kellstadt Chair in Marketing. 

“Trust is built over time by doing what you promise to do and by company behavior that is considered appropriate or right,” Sheth said. Loyalty programs such as those with airlines, hospitality companies and grocery stores are founded on a relationship between a consumer and a brand. “Loyalty programs mean relationships, and in all relationships, trust and commitment are key,” he added. Let’s make a deal “Brands that are able to deliver a personalized experience in a privacy-friendly manner will have a competitive advantage,” explained David Schweidel, professor of marketing, in a recent “Goizueta Effect” podcast. “Putting a premium on privacy means forgoing the benefits that come from allowing organizations to collect data they use to deliver a better experience. From a commercial standpoint, the onus is on the marketers to make the case that the benefits outweigh privacy concerns.”

 We’ve attached a full article with even more advice and helpful information from our experts – but if you are looking to learn more or cover this topic, we can help.

All of our faculty are available to speak with media, simply click on either expert’s icon now – to book an interview today.



The tug between protecting privacy and building brand loyalty

identity-and-the-digital-world

According to research from Jagdish Sheth, Charles H. Kellstadt Professor of Marketing, and Michael Solomon (UNC), the idea of identity is evolving, impacted by the growing influence of the digital world. The authors’ groundbreaking study builds on a seminal paper from Russell Belk, written in 1988, which identified the role that possessions play in an individual’s life and how external elements are critical to how people self-identify. The duo uses Belk’s findings on consumer behavior, taking it a step further by applying his concepts to current day, with the online world in mind. Sheth and Solomon found that traditional boundaries between an individual’s offline and online life are increasingly blurred, resulting in what they term the “digital extended self.” People are creating a new sense of identity, courtesy of the information posted, the persona created, and the relationships developed online. They write, “A social footprint is the mark a consumer leaves after she occupies a specific digital space (e.g., today’s Facebook posts), while her lifestream is the ongoing record of her digital life across platforms (e.g., registrations in virtual worlds, tweets, blog posts).” Not surprisingly, the notion of just what defines a consumer is changing. User-generated content and online consumer reviews have altered the nature of relationships between the producer and consumer. The authors’ findings have critical implications for marketers looking to get a better understanding of consumer behavior.

Source:  

Seminar on Global Marketing

In conversation with PING Network, Dr Jagdish Sheth,Charles H. Kellstadt Professor of Marketing at Emory University shares his views on the Indian IT industry. He also talks about the dependence and the challenges of the IT industry.

Dr. Jagdish Sheth, Professor of Marketing at Emory University

Course Description

Goizueta Business School is one of the nation¹s only business schools with four Top 20 ranked business degree programs and home to BBA, Two-Year Full-Time MBA, One-Year MBA, Evening MBA, two Executive MBA formats, and a PhD program. Our ties to Emory, accessible faculty thought leaders, small-by-design learning environment, engaged alumni network, experiential learning opportunities, and global reach­all enable Goizueta to equip students with the tools needed to succeed in today¹s marketplace.

 Emory University is recognized internationally as an inquiry-driven, ethically engaged, and diverse community whose members work collaboratively for positive transformation in the world through courageous leadership in teaching, research, scholarship, health care, and social action. The University consists of an outstanding liberal arts college, highly ranked professional schools, and one of the larger and more comprehensive healthcare systems in the Southeast.

Jagdish Sheth

International Conference on Science and Jain Philosophy Speech

Prime Minister Narendra Modi's recently announced 'Make in India' initiative seeks to strengthen India's economy by supporting its manufacturing sector. The campaign focuses on creating jobs and attracting investments from corporations worldwide. In this talk, part of Emory University’s India Week, marketing professor Jagdish Sheth discusses the benefits of the initiative and how it can provide India with an alternative to global sourcing from China while modernizing the country’s supply chain. 

For more info, visit www.halleinstitute.emory.edu.

Why 'Make in India' Makes Sense

For latest news and updates on innovation, visit: www.beyondjugaad.com

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