Learn from world-class global marketing faculty and top practitioners
Study real-world problems and work directly with top brands to create lasting impact
Engage with inspiring guest speakers and experience live project opportunities.
Explore exciting marketing internships and jobs ranging from Google to McKinsey to LMVH – all on your doorstep
Study in one of the world’s leading marketing hubs and enjoy close proximity to:
Brand and marketing services giants such as WPP
Retailers at the forefront of big data analytics such as Tesco
Luxury brands leading the digital transformation such as Burberry
The UK government’s Behavioural Insights Team or "nudge unit".
Our vibrant marketing community attracts top faculty from around the world
We are an established and world-class global research facility
Faculty opinion is sought-after the world over for their innovative consumer insights and market-leading strategies
Faculty produce cutting-edge research on the marketing industry’s hottest topics – everything from brand management, to incentive compensation, to consumer behaviour around online platforms.
Many student clubs offer rich pickings when it comes to marketing-relevant events and
an extensive network of alumni in senior positions within the marketing industry. These include:
Professor Botti joined London Business School in 2007 after two years as Assistant Professor of Marketing at the S.C. Johnson Graduate School of Management, Cornell University. She received an undergraduate degree in Business Administration from Bocconi University in Milan, Italy, and a MBA and PhD in Marketing from the University of Chicago.
Professor Botti teaches the Brand Management elective. In 2017 she received the MBA Best Teacher Award and the London Business School Excellence in Teaching Award.
Professor Botti’s research focuses on consumer behaviour and decision making, with particular emphasis on the psychological processes underlying perceived personal control and how exercising control (freedom of choice, power, information) influence consumers’ satisfaction and well-being.
Her work has been published in leading psychology and marketing journals. She is Associate Editor at Journal of Consumer Psychology, Journal of Consumer Research and Journal of Marketing. She also served on the Association for Consumer Research Board as International Perspectives Director from 2016 to 2018 and is currently a member of the ACR Ombuds team.
Rajesh Chandy is Professor of Marketing and the Tony and Maureen Wheeler Chair in Entrepreneurship at London Business School, where he is also the Academic Director of the Wheeler Institute for Business and Development. Rajesh’s current research lies at the intersection of business and development. His recent projects have covered the impact of business skills among micro-entrepreneurs in South Africa, novel financing approaches in Ghana, property rights in slums in Egypt, innovation among farmers in India, highways and private education expenditures in India, and using big data for development outcomes.
Chandy is a member of the advisory board of the Journal of Marketing and a Co-Editor of the journal’s special issue on “Better Marketing for a Better World”. He is also co-editor of the Management Science special issue on “Business and Climate Change,” and previously served as an Area Editor for the Entrepreneurship and Innovation area at Management Science. Chandy’s research and publications have received several awards, including the Mahajan Award for Lifetime Contributions to Marketing Strategy Research, the ISMS Gary Lilien Practice Prize for research that contributes most to the practice of marketing, the Journal of Marketing Harold Maynard Award for contributions to marketing theory and thought, the AMA TechSIG Award for the best article on Technology and Innovation (twice), the Gerald E. Hills Award for the Best Paper on Entrepreneurial Marketing, and the Albert Page Award for best professional paper on innovation. He has also received the AMA Early Career Award for contributions to marketing strategy research, and has been named an MSI Young Scholar. Fortune magazine described Chandy’s findings on innovation as "an unorthodox and bracing set of management principles."
During 2006-2008, Chandy served as a member of the US Secretary of Commerce Advisory Committee on Measuring Innovation in the 21st Century Economy. He has provided advisory and executive education services to Carrefour, Novo Nordisk, Nordea, Rabobank, Toshiba, St. Jude Medical, 3M, Philips, Commonwealth Microfinance Limited, American Medical Systems, Deutsche Telekom, Bertelsmann, Hutchinson Technology, Microsoft, Mundipharma, Rexam, Wrigley, GfK, Futuredontics, Telenor, Vodafone, World Economic Forum, and the US and UK governments, among others. He serves as an Independent Director on the board of Laurus Labs Limited, a publicly listed pharmaceutical company.
Chandy received his PhD in 1996 from the University of Southern California. In 2018, he was elected a Fellow of the British Academy.
Dr Stephanie Chen conducts research on the psychological processes that underlie decision making, reasoning, and consumer behaviour. Her research has appeared in top journals such as Psychological Science and Journal of Experimental Psychology: General.
Prior to joining London Business School, Dr Chen was a post-doctoral fellow at the University Of Chicago Booth School Of Business. She earned an AB in Psychology from Princeton University and a PhD in Cognitive Psychology from New York University.
Her prior experience includes working as a consultant at ZS Associates where she helped clients with a wide range of sales and marketing issues.
David Faro received his PhD in Marketing and Behavioural Science at the University of Chicago. He joined London Business School in 2006. Dr Faro’s research examines consumer and managerial decision-making. He is particularly interested in how to help consumers make better financial and health decisions. He also does research on the psychology of time perception and prosocial behaviour. Dr Faro co-directs two executive-education programmes at the London Business School: Strategic Branding and Decision-Making Strategies for Leaders. He also teaches the course Behavioural Economics and Decision-Making for degree programmes. Before joining academia, Dr Faro worked in household appliance firms in Turkey and Greece. He speaks English, Turkish and Hebrew.
Professor Bruce Hardie joined London Business School in 1994. His primary research and teaching interests focus on customer and marketing analytics.
His early research focused on the development of methods for new product sales forecasting and marketing mix analysis. Much of his current work focuses on the development of tools for customer analytics.
Professor Hardie holds BCom and MCom degrees from the University of Auckland (New Zealand), and MA and PhD degrees from the University of Pennsylvania.
Professor Oded Koenigsberg focuses his research on incorporating logistical constraints into firms’ marketing decisions (like pricing, product design, distribution channels and product line).
He develops models that attempt to incorporate the cross-functional aspects of firms’ marketing management decisions and teaches the Pricing Strategy and Tactics elective on the MBA and Executive programmes.
Professor Koenigsberg is on the editorial boards of leading journals in his field, including: Marketing Science, Journal of Production and Operations Management, International Journal of Research in Marketing and the Journal of Retailing. He is also Senior Editor of the Journal of Production and Operations Management.
Before becoming a Professor of Marketing at London Business School, he was the Barbara and Meyer Feldberg Associate Professor of Business at Columbia University (2002-2012).
Professor Anja Lambrecht’s research focuses on digital marketing, with a particular emphasis on online targeting and advertising as well as promotion and pricing. She has examined how firms can use retargeting to reach out to consumers and how firms can advertise on Twitter to early trend propagators. Her work on digital pricing has examined, among others, freemium pricing for online content sites and mobile apps. Her current work further focuses on how spillovers between different economic actors in digital markets can lead to apparent algorithmic bias.
Professor Lambrecht’s work has been published in leading marketing journals, including the Journal of Marketing Research, Marketing Science and Management Science. In 2014, she received the Paul E. Green Award, in 2016 and 2017 she was a finalist for the INFORMS Society of Marketing Science Long Term Impact Award and in 2018 she received the William F. O’Dell Award. She is an Associate Editor at Marketing Science and the Journal of Marketing and a member of the Editorial Board of the Journal of Marketing Research.
Professor Lambrecht teaches the Marketing core course and the elective “Channel and Sales Force Management”.
Before joining London Business School, she was a Visiting Assistant Professor at the UCLA Anderson School of Management and a Visiting Scholar at Stanford Graduate School of Business. Prior to her academic life, Anja Lambrecht worked as consultant at McKinsey & Company in Frankfurt. Anja has a Ph.D. from Goethe University, Frankfurt. She also holds a Diplom-Kauffrau from Goethe University, Frankfurt and a Maîtrise des Sciences de Gestion from Université Paris-Dauphine, Paris.
An award-winning teacher and scholar and one of the world’s foremost thought leaders in entrepreneurship, John brings to his teaching and research 20 years of executive experience in high-growth retailing firms, including two ventures he founded and one he took public.
Since becoming an entrepreneurship professor in 1992, John has published five books, dozens of cases and more than 50 articles in a variety of outlets, including Harvard Business Review, MIT Sloan Management Review, and The Wall Street Journal. His research has won national and international awards from the Marketing Science Institute, the American Marketing Association, and the Richard D Irwin Foundation. He is a frequent and sought-after speaker and educator for audiences in entrepreneurship and venture capital.
John’s first trade book, The New Business Road Test: What Entrepreneurs and Investors Should Do Before Launching a Lean Start-up (now in its 5th edition, FT Publishing 2017), has become the definitive work on the assessment and shaping of entrepreneurial opportunities and is widely used by investors and entrepreneurs and in university courses worldwide.
His second book, the critically acclaimed Getting to Plan B: Breaking Through to a Better Business Model (Boston: Harvard Business Press 2009), co-authored with Randy Komisar, a partner at the esteemed venture capital firm Kleiner Perkins, was named to “Best Books of 2009” lists by BusinessWeek and INC Magazine.
John’s newest book, The Customer-Funded Business: Start, Finance or Grow Your Business with Your Customers’ Cash, (Jersey City, Wiley 2014), was named one of five “not-to-be-missed books” for 2014 by Fortune magazine. It challenges the widely held assumption that among an entrepreneur’s first and most important tasks is that of raising investment capital. Its materials provide the foundation for his MOOC on Coursera.org, How to Finance and Grow Your Startup - Without VC., with more than 70,000 participants enrolled to date.
John has done executive education on five continents for a variety of organisations both large and small, including the Young Presidents’ Organization, Endeavor, the Entrepreneurs’ Organization, Kenya Airways, Merck-Serono, 3M, the European and African Venture Capital Associations, and the IFC, among many others. He has served on the boards of fast-growing entrepreneurial companies in the United States, United Kingdom, Europe, and Asia.
Dr Nader Tavassoli joined us from the MIT Sloan School of Management in 2002, where he was faculty director of the Entrepreneurship Programme and founding faculty director of the e-Business Programme. At London Business School, he is an Academic Director of the Leadership Institute, Academic Director of The Hive, and Faculty Advisor of LBS Publishing. Nader founded our Behavioural Research Lab and Walpole Luxury Management Programme, and is a recipient of our prestigious Excellence in Teaching Award.
Xu Zhang explores the effects of marketing strategies in digital platform markets, including e-commerce, freelance, online travel, healthcare, and NFT. Specifically, her research focuses on how pricing and advertising strategies affect market efficiency, business profits, and consumer welfare. Her work has been published in journals such as Marketing Science and the Journal of Economics & Management Strategy. She is an editorial board member of Marketing Science.
Xu collaborates with a variety of companies around the world for her research. She holds a Ph.D. in Business Economics from the University of Michigan. She has taught Digital Marketing elective, Empirical Marketing Models PhD seminar, and Marketing core at LBS. She was the runner-up for LBS’s Best Teacher Award in MiM 2021.
Dr Jonathan Berman conducts research in judgment and decision-making and consumer behavior. His specific areas of research look at (a) consumer ethical decision-making and (b) personal financial decision-making.
Before joining London Business School, Professor Berman completed his PhD at the Wharton School, University of Pennsylvania. His research has been published in top Marketing and Psychology journals including in Psychological Science, the Journal of Marketing Research, and the Journal of Consumer Research.
Rob Waiser conducts research in sales and marketing management, with areas of particular focus including incentive compensation design and managerial decision making with incomplete information. He primarily uses analytical models, as well as economic experiments, to better understand firm behaviour under practical constraints.
Prior to entering academia, Rob spent nine years as a management consultant with ZS Associates, working with over 30 client organisations on a wide range of sales and marketing management issues.
Before joining London Business School, Rob completed his PhD studies in quantitative marketing at the University of Toronto. He also holds a Bachelor of Mathematics from the University of Waterloo.
Marketing faculty teach on the following core courses and electives (as part of our Masters and PhD programmes) and the Executive Education courses listed below.
Every leadership role includes the imperative of keeping the organization market-driven. This course covers the strategies for value creation, and the changing programs required for value capture, in serving customers and other stakeholders. Emphasis is placed on changing marketing landscapes, and the shifting strategies adopted by market leaders.
How does a firm create value for its customer? How does it capture a share of that value for itself in the form of revenue? The goal of the marketing process is to assemble a detailed understanding of customers and prospects and to use this knowledge to organise the firm’s offer to those groups. Learn the key concepts, frameworks and tools relevant to analysing business settings from a marketing perspective and apply them to marketing-related problems, developing appropriate recommendations – and solutions – for the decision maker.
View business situations from a marketing angle, important not just for a career in marketing or consulting, but also for general management and finance roles where you are required to understand drivers of value and marketplace context. Learn essential concepts, terminology, frameworks and data analysis skills.
Learn to develop and execute a marketing plan in a competitive, fast-paced and unpredictable marketplace. Develop a positioning strategy, identify which businesses and segments to compete in and how to strategically allocate scarce resources across the marketing mix in both mature and new markets. Explore pricing strategies, the product life cycle curve, new market entry strategies, word of mouth/social contagion, and competitor analysis.
Advanced Marketing Strategy is concerned with how firms target, acquire, retain, and grow customers to achieve sustainable growth and profits. With our focus on marketing at the strategic level, less attention is given to the specific tactical decisions made by marketers to implement particular strategies. Each session covers a topic that is of importance to marketers and senior management. The first part of the course focuses on a customer-centric approach to marketing strategy. We examine how to identify, create, sustain, and leverage customer value to create value for the firm. In other words, we place the organisation's capabilities at the service of customers and not the other way around. We then discuss the Marketing function within the broader context of the firm, particularly as it relates to globalisation and to the interface with Sales. Finally, we focus on marketing analytics, emphasizing the manager's role and perspective (rather than that of the analyst).
Behavioural economics is an emerging field that shows most decision makers are not fully rational, and that their behaviour deviates from normative standards in systematic ways. Biases in judgment can lead to decision errors by managers and consumers alike. This also presents an opportunity, however, for managers, consumers and public policy makers because it is possible to change and improve decisions through behavioural interventions. The course will cover the main behavioural theories and develop students' skills to test and implement behavioural interventions through experimentation. Students will work on projects in collaboration with an external organization. Guest speakers applying behavioural concepts in different settings will feature. Because behavioural principles are applied in diverse settings, the course is suitable to a broad audience. The emphasis on biases and how decisions depart from rationality distinguishes this course from other courses on decision making.
Brands articulate a company's strategy, drive its execution, and are often the most valuable asset on (or off) the balance sheet. This course highlights the strategic implications of branding for organizations and delivers a framework and a set of tools for effective brand management. The course offers you the chance to combine theory and practice to understand the most important concepts in building strong brands, maximizing the value of existing brands, and managing a brand portfolio. From a theoretical perspective, the course aims to introduce you to the issues faced by brand stewards and to provide an overall framework and a set of more specific tools to manage these issues, paying special attention to emerging topics in branding. From a practical perspective, the course objective is to show how the principles learned in class apply to real-world problems by making extensive use of examples, cases, and guest speakers.
Digital technologies have disrupted the way firms interact with consumers and their distribution strategies. Established manufacturers and retailers are threatened by firms such as Amazon that exclusively use online channels. As the number of channels explodes, the need for coordination becomes vital. At the same time, digital technologies facilitate new business models and distribution strategies. This course focuses on how firms should manage the strategic dimension of distribution channel choice and their channels and sales force. Students learn how to successfully design, manage and evaluate a company's channel and sales force strategy and tactics in B2C and B2B markets. The course discusses the fundamental strategy choices and economics of distribution channel choice, looks at challenges related to digital channels, integration of broader channel strategies and the interaction of decisions with other marketing variables such as branding, pricing or the product lifecycle.
This course addresses the biggest barrier to creativity in business - the myth that being creative is the rightful preserve of the creatively gifted. It's not. Creativity is a way to solve problems and to think differently about business challenges.
Marketing professionals and consultants are charged with a wide variety of responsibilities that require them to have a good understanding of the workings of the market (at both the micro- and macro-level), evaluate the impact of (and therefore demonstrate the value of) past marketing activities, and use these insights in the development of new marketing programmes. The objective of this course is to familiarize you with some of the main descriptive, predictive, and prescriptive analytics methods that have now become fundamental to marketing decision making as well as to high-level marketing and strategy consulting engagements. The course guides you through the development and use of these tools without getting "bogged down" in the technical details. Fundamental to this course is the view that the way to truly appreciate the strengths and weaknesses of the various tools - so that you can be an "intelligent consumer" of them - is to gain first-hand experience as an end-user modeller.
The Digital Marketing course is built on the premise that value creation via marketing in the digital age is fundamentally different. The main difference from the conventional view of marketing, where the unit of analysis is a firm or a consumer, is that the unit of analysis for marketing in the digital age is the network. The courses pedagogical style spans both thinking and doing. To that end, lectures and case discussions will be supplemented with in-class exercises and demonstrations as well as a simulation and online learning.
This course addresses the management and marketing of innovation. Design themes underlying the course are: cutting-edge research, decision focus, process-orientation, strategic emphasis, adaptive and dynamic.
When is making a change to a webpage, an algorithm, prices or products worthwhile? Is my advertising effective? Businesses increasingly use experiments to answer these questions. However, implementing experiments is not always straightforward. This class teaches causal methods with a special focus on field experiments, when they work and how to apply them. We will discuss how to measure impact in business situations and how to evaluate claims of impact made by others. Topics include field experiments (also: randomized controlled trials) and other methods that can be used when experiments are not feasible. The methods can be used in a variety of business contexts, but they have become especially important for digital businesses that are able to easily implement experiments. Methods are illustrated with examples from businesses such as Ebay and Uber and in areas such as advertising, pricing, product design or distribution channel decisions.
Pricing presents managers with one of their most powerful levers for maximizing profits and shareholder value. This value often lies untapped within many organizations, because managers lack a clear understanding of how to improve on historical pricing practices within their companies and industries.
In most modern companies, the Product Manager (PM) plays a central role in bringing products successfully to market and also to manage their on-going life-cycle. S/he is the glue that binds the various functions within the company - including Engineering, Sales, Design, Marketing and more. The overall goal for this course, Product Management, is to help students understand all the various skillsets that are needed for the PM role, and to develop a good sense for what it takes to be a successful product manager - typically in a high tech company. By course end students will have learned various product management and product development frameworks. Also, they will have built some hands-on skills in product design based on customer requirements and product prototyping. Plus they will have a deeper understanding of product roadmaps, product-mix planning, overall product lifecycle and product portfolio management, go-to-market strategies, and product-related eco-system development.
We are currently seeing three important trends in business. First, an increasing number of firms are engaging with the concept of customer centricity with the implication that much of the growth dynamic of their business is framed in terms of customer acquisition, retention, and development. Second, the digitization of business has led to the potential for an extraordinary atomization of many decisions. Third, the development of machine-learning and AI methods means that firms are developing more decision automation systems. This course explores how firms should organize for data-driven decision making in today's customer-centric, digitally enabled world. We explore the basic enabling technologies, review the key analytical tools, identify the information and decision silos that prevent firms from taking a truly customer-centric approach to their activities, and explore the organizational and technological challenges of breaking down the barriers associated with these silos.
"Attending the Accelerated Development Programme is a unique opportunity for participants to learn not only from our world-class faculty but from their fellow participants. Consequently, the way the programme is designed encourages you to get to know as many people as possible and to form a life-long network of culturally diverse peers".
"Making a real difference by defining how your business operates is an extraordinary task requiring focus and action. Developing Strategy for Value Creation will equip you with creative ways to break the rules that most businesses take for granted and opportunties to develop new sources of value."
"Market Driving Strategies examines how enterprising companies can cultivate successful market driving innovations that deliver a leap in value to their customers"
"Thinking strategically, developing leadership skills and managing globally are the keys to achieving and maintaining competitive advantage in a rapidly evolving marketplace".
Want to know more about Marketing at London Business School? We’d love to hear from you. For more information please contact our Subject Area Manager, Carla Scopece.
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