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The Kellogg School of Management has a very strong marketing programme, both within the classroom and without.
This week was the much anticipated annual marketing conference, which sells out in a matter of days: students, alumni and marketing professionals seek insight from marketing thought leaders, an opportunity to network and a stylish goody bag of toothpaste, painkillers and other disposable freebies.
The theme of the conference was “Stay Relevant: Don’t Just Keep Up, Move Ahead”.
One interesting theme at the conference was that we are entering a “renaissance” era in marketing.
In this new era, marketers have greater access to consumers’ actual behaviour, rather than having to rely on inferring behaviour from what they learn through traditional marketing tools such as surveys. Companies that are able to navigate the tidal wave of customer data effectively will be the most successful.
This new data era has come about because of technologies such as the internet, but also less obvious ones such as mobile phone tracking. Here users’ activity, location and communication behaviour are tracked through their mobile phones. Many customers’ don’t spend much time considering what data is being collected on them. When I think about it, I find it quite concerning that Google has every single internet search I have done stored on a hard drive and could theoretically link it back to me.
Some companies such as Amazon have used user data to capture value for years. Every search you do on Amazon is tracked. Based on that you see a customised front page, micro-targeting a selection of products your search and buying history suggests would yield the greatest sales.
There is an implicit contract between customers providing data and companies using this to their advantage. However, the details of this contract are not fully specified and Jean-Philippe Maheu, chief digital officer at Ogilvy and ’89 Kellogg alumnus suggests there will be business opportunities here too. Under the current contract consumers do not get much value generated from the data they provide and by giving back a slice of the value realised from this data, companies will be able to capture a greater share.
The conference was very thought-provoking and particularly useful to help me understand the current marketing battle grounds better. There are many moving parts to this particular story on data. Will customers seek more restrictions on data collected from them? Will sources of data collection such as Facebook, Twitter, your Netflix account, online banking services and mobile phones become better integrated? In any case it is one of the most important of these battle grounds for marketing over the coming years.
I returned to The Kellogg School of Management last week knowing I had a busy winter term ahead. I am doing five credits this term as well as supporting a local non-profit with developing the business plan for a new school in Chicago.
Picture this, an American from Cleveland, an Asian Indian American, a student from Poland and myself trying to agree on a research topic on China. That is our challenge over the next few weeks as we start our Global Initiatives in Management (GIM): China class.
GIM is a very popular course at Kellogg with more than 400 students participating last year and involves in-depth study of a country. Students can choose from one of 8 countries or regions that have a GIM class.
Students collaborate with faculty advisors to design a ten-week curriculum on the chosen country. The curriculum is taught in class and includes guest speakers. For GIM China we will study topics such as economics, health care reform, consumerism, culture and many more.
When considering whether or not to embark on an MBA, one of my initial considerations was: how much more could I learn about “business” in a classroom compared with on-the-job experience?
There were two key aspects to the One-Year Kellogg MBA programme that tipped the decision towards the MBA.
First, and the most obvious, was the fact that I could graduate in a year and have almost complete flexibility to focus on the areas most important to my personal development.
Kellogg Cares is an annual event, where volunteers sign up for a day of community service in the Evanston and Chicago area. This year was the largest in its six-year history, with 30 community organisations providing projects, 350 volunteers participating (up 150 from last year), and 20 per cent of those volunteers coming from outside the full time MBA programme – significant others, part time MBA students, PhDs, Executive MBA students, alumni, faculty and staff.
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