September 18, 2019

Industry 4.0: Managing The Digital Transformation - 2018 - Book Information - Alp Ustundag - Emre Cevikcan

Industry 4.0: Managing The Digital Transformation

Alp Ustundag, Emre Cevikcan
Springer, 2018 Technology & Engineering - 286 pages


There are trends that are transforming manufacturing industry to the next generation, namely Industry 4.0, which is based on the integration of information and communication technologies and industrial technology.

This book provides a comprehensive guide to Industry 4.0 applications, not only introducing implementation aspects but also proposing a conceptual framework with respect to the design principles. In addition, it discusses the effects of Industry 4.0, which are reflected in new business models and workforce transformation. The book then examines the key technological advances that form the pillars of Industry 4.0 and explores their potential technical and economic benefits using examples of real-world applications. The changing dynamics of global production, such as more complex and automated processes, high-level competitiveness and emerging technologies, have paved the way for a new generation of goods, products and services. Moreover, manufacturers are increasingly realizing the value of the data that their processes and products generate. 

The book provides a conceptual framework and roadmap for decision-makers for this transformation


Table of contents (16 chapters)
A Conceptual Framework for Industry 4.0

Pages 3-23
Salkin, Ceren (et al.)


Smart and Connected Product Business Models

Pages 25-41
Cevik Onar, Sezi (et al.)

Lean Production Systems for Industry 4.0

Pages 43-59
Satoglu, Sule (et al.)


Maturity and Readiness Model for Industry 4.0 Strategy

Pages 61-94
Akdil, Kartal Yagiz (et al.)


Technology Roadmap for Industry 4.0

Pages 95-103
Sarvari, Peiman Alipour (et al.)


Project Portfolio Selection for the Digital Transformation Era

Pages 105-121
Isikli, Erkan (et al.)


Talent Development for Industry 4.0

Pages 123-136
Karacay, Gaye


The Changing Role of Engineering Education in Industry 4.0 Era

Pages 137-151
Cevik Onar, Sezi (et al.)


Data Analytics in Manufacturing

Pages 155-172
Sami Sivri, M. (et al.)


Internet of Things and New Value Proposition

Pages 173-185
Karacay, Gaye (et al.)


Advances in Robotics in the Era of Industry 4.0

Pages 187-200
Bayram, Barış (et al.)


The Role of Augmented Reality in the Age of Industry 4.0

Pages 201-215
Esengün, Mustafa (et al.)


Additive Manufacturing Technologies and Applications

Pages 217-234
Beyca, Omer Faruk (et al.)


Advances in Virtual Factory Research and Applications

Pages 235-249
Bal, Alperen (et al.)


Digital Traceability Through Production Value Chain

Pages 251-265
Budak, Aysenur (et al.)


Overview of Cyber Security in the Industry 4.0 Era

Pages 267-284
Ervural, Beyzanur Cayir (et al.)

https://www.springer.com/gp/book/9783319578699


Related Conatent

The smart factory

Responsive, adaptive, connected manufacturing
31 August 2017
Rick Burke, Adam Mussomeli, Stephen Laaper
Deloitte Insights
https://www2.deloitte.com/us/en/insights/focus/industry-4-0/smart-factory-connected-manufacturing.html

September 17, 2019

Maintenance Management Strategies



Selection of Correct Equipment Maintenance Management Strategy Selection.
It makes a  Difference

Maintenance is a risk management practice used to maximise production and minimise loss and waste. 

Selecting a successful maintenance strategy requires a good knowledge of equipment failure behaviour and maintenance management practices. First you have to know e why equipment fails, how equipment fails and when equipment fails. Then you require knowledge of  maintenance management practices to select the right mix of maintenance strategies to extend and maximise its service and performance.


"To master a thing you must know it thoroughly.  When you speak to experts it is clear that they are intimate and absorbed with their speciality.  When you understand a thing fully, when you know how it will behave under all circumstances, when you introduce a change and know its impact and effect, then you have mastery over the thing."
https://www.lifetime-reliability.com/cms/free-articles/maintenance-management/maintenance-strategy-101/

Maintenance strategy can be mastered.  Strategic maintenance decision making involves selecting the right care and repair methodologies that maximise equipment life and performance for the least cost to the user.  The first step in successful maintenance management strategy choice, is knowledge of  equipment failure mode and process or event.  When you know the equipment’s weaknesses and strengths you can care for it properly and get maximum service from it at least cost.


Good article:
Mike Sondalini, Managing Director, Lifetime Reliability Solutions HQ
https://www.lifetime-reliability.com/cms/free-articles/maintenance-management/maintenance-strategy-101/


Interesting article/book chapter
Profit Contribution Mapping
Mike Sondalini
https://books.google.co.in/books?id=va9DAAAAQBAJ&pg=PA22-IA12#v=onepage&q&f=false


For More reading

https://downtimecentral.com/articles.shtml





September 15, 2019

September - Management Knowledge Revision


September (HRM, Mentoring, Training, Maintenance, Energy & Environment Management)


HRM Revision

First Week  1 to 5


Strategic Human Resource Management in a Changing Environment
The Role of Globalization in HR Policy and Practice - Review notes

The Legal Environment of HRM: Equal Employment Opportunity - Review Notes
Work Analysis and Design - Review Notes

Human Resource Planning and Recruitment - Review Notes
Personnel Selection - Review Notes

Performance Management and Appraisal - Review Notes
Training and Development - Review Notes

Career Development - Review Notes
Compensation: Base Pay and Fringe Benefits - Review Notes

Second Week  8 to 12


Pay for Performance - Review Notes
Managing the Employment Relationship - Review Notes

Labor Relations and Collective Bargaining - Review Notes
Employee Health and Safety - Review Notes


22. Energy Management and Energy Industrial Engineering
https://nraoiekc.blogspot.com/2019/09/energy-management.html

23. Energy‐efficiency policy opportunities for electric motor‐driven systems
OECD-IEA Paper 2011
http://www.iea.org/Textbase/npsum/ee_for_electricsystemssum.pdf

24. Environmental Protection : Challenges
http://www.devalt.org/newsletter/jun01/lead.htm

25. Corporate Environmental Management Practices - OECD Survey
https://www.oecd.org/industry/inv/corporateresponsibility/18269204.pdf

26. Sustainability Management - Bayer AG
http://www.bayer.com/en/sustainability-management.aspx


To October - Management Knowledge Revision

Industrial Engineers support Engineers and Managers in Efficiency Improvement of Products, Processes and Systems


One Year MBA Knowledge Revision Plan

January  - February  - March  - April  - May   -   June

July  - August     - September  - October  - November  - December



Birthdays of Management Scholars in the Month

1 - Fredmund Malik (1944), Brian Halligan (1967)
2 - Henry Mintzberg (1939), David John Teece (1948)
3 - Mary Parker Follett (1868)
4
5 - Werner Erhard (1935)
6
7
8
9 - Kurt Lewin (1890)


10 - Ordway Tead (1891)
11 - Eric Trist (1909)
12 - Eiji Toyoda (1913), Richard Thaler (1945)
13
14
15 - A.D. Chandler (1918)
16 - Hurst R. Anderson (1904)
17
18
19 - Karl Ludwig von Bertalanffy (1901)
20


21 - Phil Town (1948)
22
23
24
25
26 - Dorian Shainin (1914), Sumantra Ghoshal (1948)
27 - Joan Woodward (1916), Oliver Eaton Williamson (1932)
28 - Thomas Anton Kochan (1947)
29 - Charles Hampden Turner (1934)
30 - Pankaj Ghemawat (1959)


Updated 12 September 2016

September 12, 2019

Operations and Supply Chain Management - New Books Information





Operations, Logistics and Supply Chain Management


Henk Zijm, Matthias Klumpp, Alberto Regattieri, Sunderesh Heragu
Springer, 2019 Technology & Engineering - 734 pages

This book provides an overview of important trends and developments in logistics and supply chain research, making them available to practitioners, while also serving as a point of reference for academicians. Operations and logistics are cornerstones of modern supply chains that in turn are essential for global business and economics. The composition, character and importance of supply chains and networks are rapidly changing, due to technological innovations such as Information and Communication Technologies, Sensors and Robotics, Internet of Things, and Additive Manufacturing, to name a few (often referred to as Industry 4.0). Societal developments such as environmental consciousness, urbanization or the optimal use of scarce resources are also impacting how supply chain networks are configured and operated. As a result, future supply chains will not just be assessed in terms of cost-effectiveness and speed, but also the need to satisfy agility, resilience and sustainability requirements. To face these challenges, an understanding of the basic as well as more advanced concepts and recent innovations is essential in building competitive and sustainable supply chains and, as part of that, logistics and operations. These span multiple disciplines and geographies, making them interdisciplinary and international. 

The  book contains contributions and views from a variety of experts from multiple countries, and combines management, engineering as well as basic information technology and social concepts. In particular, it aims to:

  • provide a comprehensive guide for all relevant and major logistics, operations, and supply chain management topics in teaching and business practice
  • address three levels of expertise, i.e., concepts and principles at a basic (undergraduate, BS) level, more advanced topics at a graduate level (MS), and finally recent (state-of-the-art) developments at a research level. In particular the latter serve to present a window on current and future (potential) logistics innovations in the different thematic fields for both researchers and top business practitioners
  • integrate a textbook approach with matching case studies for effective teaching and learning
  • discuss multiple international perspectives in order to represent adequately the true global nature of operations, logistics and supply chains.


September 9, 2019

Training and Development for Industry 4.0 - Digital Transformation

Industry 4.0 – the fourth industrial revolution promises far reaching efficiencies as well as effectiveness and new product benefits and features across a wide variety of sectors. Its based on number of new technologies and innovations in sensors and computing, bio technology and simulation to nano technology, cloud computing, smart technology and robotics.

Using advances in technology health can be monitored remotely, online shopping and deliveries can be tracked, and the temperature of  homes controlled remotely.

Today, technology, engineering and manufacturing are creating  a manufacturing sector where products can be ordered, processed, manufactured and delivered without a pair of human hands being involved. This level of machine automation and its direction and control by artificial intelligence will  increase our reliance on engineering skills and maintenance expertise.

Operator Technical Training

Manufacturing is doing  the shift towards a more knowledge- and service-based economy.
Machine operators and technicians will still play a critical role in most manufacturing and engineering businesses.  There is also a need to upskill existing operators. To keep their place in the new production environment of  Industry 4.0, every manufacturer needs to get involved in skills development, understand the skills needed in the factories of tomorrow, and invest in the development of these skills today.

Upskilling machine operators to diagnose faults and repair machines at source should mean that productivity will increase. There’s no doubt that technology is  moving  fast, but technical training can run alongside new machines. But there is  a block in leadership area also and unless leaders are adequately developed, operator training cannot be managed by them..

Leadership Training for Industry 4.0

A massive 86% of respondents to the 2015 World Economic Forum Survey  prioritised training, coaching and mentoring as the best way to develop tomorrow’s leaders.

Just as employees might have to be reskilled, leaders  also will need to develop strong capabilities and qualities to tackle changes to the environment that Industry 4.0 will bring. The competitive is landscape includes new competition in the market, with disruptive technology leading to young and innovative companies quickly gaining market traction.

Leaders will need to spot and react quickly to new competition on the horizon. They have can quickly grab hold of new opportunities by search for available new technologies and adopting them quickly and appropriately.

In the new production systems, machines will be able to interact with their environment, and learn new behaviours and self-optimising strategies, leaders will need to harness the talents of their employees to fully explore, utilise and maximise new technological advancements.

Leaders will need to communicate at a whole new level as the future is uncertain due rapid change and innovations due to the new set of Industry 4.0 technologies.  Open and honest communication will be the most important leadership skill.

Every manufacturer needs to get involved in skills development. They need to fully understand and develop the skills needed, both on the factory floor and in the board room.

Managers need to adapt their style to embrace the attributes of leadership and coaching. They need to clearly express the need for additional knowledge, education, training and new skill acquisition. If management and leaders do not engage their people in the need and desire to upskill themselves, then any technical training budget will be wasted.




Sources:
Neil Lewin, senior consultant at Festo Training & Consulting
https://www.trainingjournal.com/articles/features/training-industry-40

https://trainingindustry.com/articles/workforce-development/evaluate-educate-integrate-e-learning-in-the-age-of-industry-4-0-and-the-industrial-internet-of-things-iiot/


Industry 4. 0 Training Options and Avenues


SIF-400 - The training system for Industry 4.0

SIF400 - SIFMES
SIF-400 - Teaching Material
SIF-400 - Related eLEARNING courses
SIF-400 – Opcionals
SIF-400 - Distribución conceptual

The The SIF-400 training system simulates a highly automated smart factory, including Industry 4.0 technologies, advanced manufacturing concepts and the reality of the connected enterprise.

Main features:

•Connected and open system
•Plug & Play
•Flexible
•Modular
•Real process
•Management software
•IIoT (Industrial Internet of Things)
•Ideal for academics and research

WHAT DOES OUR FACTORY PRODUCE AND DELIVER?
SIF-400 allows the production of single unit containers and pack of containers. For the single unit containers, the customer triggers the order for X recipients assigning each of them a recipe. For the packs of containers, the customer triggers the order for X packs with the specific containers needed.

SIF-400 can dispatch single unit containers, packs of containers and pallets of packs.
https://www.smctraining.com/en/webpage/indexpage/1208



BCG - ICO Model Factories for Immersive Industry 4.0 Training
A customized visit to an ICO model factory features capability-building sessions, an exchange of experiences with experts, and hands-on testing, including actual production lines—all aimed toward generating ideas about how to implement Industry 4.0.
https://www.bcg.com/en-in/capabilities/operations/innovation-center-operations/model-factories-immersive-industry-4-training.aspx

Smart Factory Mechatronics Training System - Smart Factory Tabletop Mechatronics Training System
https://amatrol.com/product/smart-factory-industry-4-0-training/



Manufacturing and Manufacturing Management Analytics - Introduction and Bibliography



Manufacturing Analytics for problem-solving processes in production

Maximilian Meister et al.
Procedia CIRP
Volume 81, 2019, Pages 1-6
Open Access Article
https://www.sciencedirect.com/science/article/pii/S2212827119303051


4 September 2019
Making Sensors Bug Proof - Ford
https://www.cnet.com/roadshow/news/ford-self-driving-car-sensor-maintenance/

AI-powered analytics for Manufacturing - Solutions for Manufacturing

while there is significant value in the data Manufacturing companies produce, both structured and unstructured, too little of it is being analyzed.

To turn this information into better, smarter, and faster decision making, manufacturers must be able to fully exploit the mountains of data they produce. Through AI and analytics, companies can increase operational productivity, gain a competitive advantage and develop new business opportunities.

OpenText AI and Analytics
Using OpenText™ Magellan™ Analytics Suite and OpenText™ Magellan™, the AI-powered machine learning platform, Manufacturing companies can apply predictive algorithms to big data from both internal and external sources to generate accurate predictions and make better decisions.
https://www.opentext.com/products-and-solutions/products/ai-and-analytics/analytics-manufacturing


2 July 2019
Armed With Analytics: Manufacturing as a Martial Art
https://www.industryweek.com/leadership/armed-analytics-manufacturing-martial-art

June 2019

Manufacturing Analytics: Colgate Palmolive Optimizes for Agility and Productivity


Manufacturing operations have to support growth and agility while continuing to excel at operational efficiency. Ann Tracy, VP Global EHS, Sustainability and Supply Chain Strategy Colgate-Palmolive

The key enablers for productivity in the manufacturing network have to be identified. Colgate has blended design and manufacturing analytics to accelerate the pace of decision making. The initiative has achieved scale  and supports continuous improvement with user engagement and ownership.
https://www.gartner.com/en/conferences/emea/supply-chain-spain/speakers/case-study




1 Jan 2019

Benefits of Manufacturing Analytics
https://blog.aimultiple.com/manufacturing-analytics/

November 2018

How a German Manufacturing Company Set Up Its Analytics Lab

Niklas GobyTobias BrandtDirk Neumann

Three years on, ZF Data Lab is a valuable addition to the company.  ZF has been able to solve problems that had stumped the company’s engineers for years using ZF Data Lab Two examples were given in HBR article.
https://hbr.org/2018/11/how-a-german-manufacturing-company-set-up-its-analytics-lab



2 Oct 2018

Machine Manufacturing Analytics – Contributing to the Evolution of an Industry

SAP Machine Manufacturing Analytics visualizes a large set of real-time data through a newly designed interface, which allows engineers to adjust production processes as they are happening, and to make better predictions moving forward. Ultimately, SAP Machine Manufacturing Analytics helps design manufacturing processes and is scalable to monitor large cereal production in multiple locations.
https://experience.sap.com/news/machine-manufacturing-analytics-contributing-to-the-evolution-of-an-industry/

Marketing Management - Kotler and Keller 15th Edition - Book Information - Chapter Summaries

Browse  Online MBA Management Theory Handbook




Marketing Management - Kotler and Keller 15th Edition - Table of Contents  - Chapter Summaries


Table of Contents

Part 1. Understanding Marketing Management

1. Defining Marketing for the New Realities
    Summary of chapter 1. http://nraomtr.blogspot.com/2016/03/ch1-defining-marketing-for-new.html
2. Developing Marketing Strategies and Plans  - Summary  - Strategy development process - Attack and defense strategies

Part 2. Capturing Marketing Insights

3. Collecting Information and Forecasting Demand  - Summary
4. Conducting Marketing Research - Research on competition - Marketing research

Part 3. Connecting with Customers

5. Creating Long-term Loyalty Relationships - Summary
6. Analyzing Consumer Markets - Summary
7. Analyzing Business Markets - Summary
8. Tapping into Global Markets - Summary

Part 4. Building Strong Brands

9. Identifying Market Segments and Targets - Summary
10. Crafting the Brand Positioning  - Summary - to be developed
11. Creating Brand Equity - Summary
12. Meeting Competition and Driving Growth - Leader strategy - Challenger strategy

Part 5. Creating Value - Shaping the Market Offerings

13. Setting Product Strategy - Summary
14. Designing and Managing Services - Summary
15. Introducing New Market Offerings - Summary
16. Developing Pricing Strategies and Programs - Summary

Part 6. Delivering Value

17. Designing and Managing Integrated Marketing Channels - Summary
18. Managing Retailing, Wholesaling, and Logistics - Summary - Marketing logistics

Part 7. Communicating Value

19. Designing and Managing Integrated Marketing Communications - Summary -  Communication Channels
20. Managing Digital Communications: Online, Social Media and Mobile Marketing - Digital marketing
21. Managing Mass Communications: Advertising, Sales Promotions, Events and Experiences, and Public Relations - Advertising  - Sales promotion - Public relations
22. Managing Personal Communications: Direct Marketing, Word of Mouth, and Personal Selling - Direct marketing - Personal selling

Part 8. Managing the Marketing Organization

23. Conducting Marketing Responsibly for Long-Term Success - SummaryEvaluation and Control - Marketing orientation - Marketing Productivity


New and Special Features


Four key dimensions of holistic marketing are described  throughout the text:

Internal marketing—ensuring everyone in the organization embraces appropriate marketing principles, especially senior management.
Integrated marketing—ensuring that multiple means of creating, delivering, and communicating value are employed and combined in the best way.
Relationship marketing—having rich, multifaceted relationships with customers, channel members, and other marketing partners.
Performance marketing—understanding returns to the business from marketing activities and programs, as well as addressing broader concerns and their legal, ethical, social, and environmental effects.


CASES:  Each chapter  now includes two expanded Marketing Excellence mini-cases highlighting innovative, insightful marketing accomplishments by leading organizations. Each case includes questions.

Address today’s economic, environmental, and technological changes in marketing: Throughout the new edition, these three areas are addressed with emphasis on marketing during economic downturns and recessions, the rise of sustainability and green marketing, and the increased development of computing power, the Internet, and mobile phones.


Marketing in Action Mini-cases:  The end-of-chapter sections now include two Marketing in Action mini-cases that highlight innovative, insightful marketing accomplishments from leading organizations.

Chapter Changes


NEW! A new chapter 21 Managing Digital Communications: Online, Social Media and Mobile has been added to better highlight that important topic. Significant attention is paid throughout  the text to  “the digital revolution” occurring in Marketing.

NEW! The global marketing chapter is now made chapeter .8  The new products marketing chapter  is now made chapter 15.
UPDATED! The last chapter has been retitled “Managing a Holistic Marketing Organization for the Long Run” and addresses corporate social responsibility, business ethics, and sustainability, among other topics.
UPDATED! Chapter 12 has been retitled “Addressing Competition and Driving Growth” to acknowledge the importance of growth to an organization.


https://www.pearsonhighered.com/product/Kotler-Marketing-Management-15th-Edition/9780133856460.html


Authors

Philip Kotler - Biography


Philip Kotler is one of the world’s leading authorities on marketing. He is the S. C. Johnson & Son Distinguished Professor of International Marketing at the Kellogg School of Management, Northwestern University. He received his master’s degree at the University of Chicago and his Ph.D. at MIT, both in economics. He did postdoctoral work in mathematics at Harvard University and in behavioral science at the University of Chicago.

Dr. Kotler is the coauthor of Principles of Marketing and Marketing: An Introduction. His Strategic Marketing for Nonprofit Organizations, now in its seventh edition, is the best seller in that specialized area. Dr. Kotler’s other books include Marketing Models; The New Competition; Marketing Professional Services; Strategic Marketing for Educational Institutions; Marketing for Health Care Organizations; Marketing Congregations; High Visibility; Social Marketing; Marketing Places; The Marketing of Nations; Marketing for Hospitality and Tourism; Standing Room Only—Strategies for Marketing the Performing Arts; Museum Strategy and Marketing; Marketing Moves; Kotler on Marketing; Lateral Marketing; Winning at Innovation; Ten Deadly Marketing Sins; Chaotics; Marketing Your Way to Growth; Winning Global Markets; and Corporate Social Responsibility.

In addition, he has published more than 150 articles in leading journals, including the Harvard Business Review, Sloan Management Review, Business Horizons, California Management Review, the Journal of Marketing, the Journal of Marketing Research, Management Science, the Journal of Business Strategy, and Futurist. He is the only three-time winner of the coveted Alpha Kappa Psi award for the best annual article published in the Journal of Marketing.

Professor Kotler was the first recipient of the American Marketing Association’s (AMA) Distinguished Marketing Educator Award (1985). The European Association of Marketing Consultants and Sales Trainers awarded him their Prize for Marketing Excellence. He was chosen as the Leader in Marketing Thought by the Academic Members of the AMA in a 1975 survey. He also received the 1978 Paul Converse Award of the AMA, honoring his original contribution to marketing. In 1995, the Sales and Marketing Executives International (SMEI) named him Marketer of the Year. In 2002, Professor Kotler received the Distinguished Educator Award from the Academy of Marketing Science. In 2013, he received the William L. Wilkie “Marketing for a Better World” Award and subsequently received the Sheth Foundation Medal for Exceptional Contribution to Marketing Scholarship and Practice.In 2014, he was inducted in the Marketing Hall of Fame.

He has received honorary doctoral degrees from Stockholm University, the University of Zurich, Athens University of Economics and Business, DePaul University, the Cracow School of Business and Economics, Groupe H.E.C. in Paris, the Budapest School of Economic Science and Public Administration, the University of Economics and Business Administration in Vienna, and Plekhanov Russian Academy of Economics.

Professor Kotler has been a consultant to many major U.S. and foreign companies, including IBM, General Electric, AT&T, Honeywell, Bank of America, Merck, SAS Airlines, Michelin, and others in the areas of marketing strategy and planning, marketing organization, and international marketing.
He has been Chairman of the College of Marketing of the Institute of Management Sciences, a Director of the American Marketing Association, a Trustee of the Marketing Science Institute, a Director of the MAC Group, a member of the Yankelovich Advisory Board, and a member of the Copernicus Advisory Board. He was a member of the Board of Governors of the School of the Art Institute of Chicago and a member of the Advisory Board of the Drucker Foundation. He has traveled extensively throughout Europe, Asia, and South America, advising and lecturing to many companies about global marketing opportunities.

Kevin Lane Keller - Biography


Kevin Lane Keller is the E. B. Osborn Professor of Marketing at the Tuck School of Business at Dartmouth College. Professor Keller has degrees from Cornell, Carnegie-Mellon, and Duke universities. At Dartmouth, he teaches MBA courses on marketing management and strategic brand management and lectures in executive programs on those topics.

Previously, Professor Keller was on the faculty at Stanford University, where he also served as the head of the marketing group. Additionally, he has been on the faculty at the University of California at Berkeley and the University of North Carolina at Chapel Hill, has been a visiting professor at Duke University and the Australian Graduate School of Management, and has two years of industry experience as Marketing Consultant for Bank of America.

Professor Keller's general area of expertise lies in marketing strategy and planning and branding. His specific research interest is in how understanding theories and concepts related to consumer behavior can improve marketing strategies. His research has been published in three of the major marketing journals: the Journal of Marketing, the Journal of Marketing Research, and the Journal of Consumer Research. He also has served on the Editorial Review Boards of those journals. With more than 90 published papers, his research has been widely cited and has received numerous awards.

Actively involved with industry, he has worked on a host of different types of marketing projects. He has served as a consultant and advisor to marketers for some of the world’s most successful brands, including Accenture, American Express, Disney, Ford, Intel, Levi Strauss, Procter & Gamble, and Samsung.

A popular and highly sought-after speaker, he has made speeches and conducted marketing seminars to top executives in a variety of forums. Some of his senior management and marketing training clients have included include such diverse business organizations as Cisco, Coca-Cola, Deutsche Telekom, ExxonMobil, GE, Google, IBM, Macy’s, Microsoft, Nestle, Novartis, Pepsico, SC Johnson and Wyeth. He has lectured all over the world, from Seoul to Johannesburg, from Sydney to Stockholm, and from Sao Paulo to Mumbai. He has served as keynote speaker at conferences with hundreds to thousands of participants.

Professor Keller is currently conducting a variety of studies that address strategies to build, measure, and manage brand equity. His textbook on those subjects, Strategic Brand Management, in its fourth edition, has been adopted at top business schools and leading firms around the world and has been heralded as the “bible of branding.”

An avid sports, music, and film enthusiast, in his so-called spare time, he has helped to manage and market, as well as serve as executive producer for, one of Australia’s great rock-and-roll treasures, The Church, as well as American power-pop legends Tommy Keene and Dwight Twilley.


Top 100 Management Theory Articles of the blog

Updated on 10 September 2019, 28 March 2016