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The faculty at Kellogg-WHU boasts prestigious scholars, practitioners, and business experts from Kellogg, WHU, and our global partner networks, filling your learning experience with excellent education credentials, diverse business knowledge, and active industry practices.
Professor Timothy Calkins, better known to all as Tim, is Clinical Professor of Marketing at Northwestern University’s Kellogg School of Management. Tim has been teaching Marketing Strategy and Strategic Marketing Decisions at Kellogg-WHU for over 10 years, and his Strategic Marketing course in Module 8 of our Executive MBA program is highly anticipated amongst students.
Author of two books, Defending Your Brand: How Smart Companies Use Defensive Strategy to Deal with Competitive Attacks (Palgrave Macmillan, 2012) and Breakthrough Marketing Plans (Palgrave Macmillan, 2008 and 2012), and co-editor of Kellogg on Branding (John Wiley & Sons, 2005), Tim has been sharing his marketing expertise for a number of years. His blog, “Building Strong Brands” was included in Inc. Magazine’s list of “Six blogs that can teach you more than an MBA”, and he has published over a dozen Kellogg case studies and a number of articles on marketing topics.
In 2006 and 2013, Tim won the Lawrence G. Lavengood Outstanding Professor of the Year Award, the top teaching award at Kellogg. Poets & Quants included him in their list of “Favorite MBA Professors of 2016”. To gain a student perception, we spoke to current students Laura and Jan about their experience of Tim’s course “Strategic Marketing”. During the class, Tim uses a number of case studies including Marlboro, Steinway, and Zero Fee Tours, among others, to support experiential learning. His interactive methods and high student engagement makes the classes not only informative, but humorous too.
Laura D’Andrea, Brand Manager Calzedonia DACH, EMBA Class of 2018, found the course to be very enjoyable. “The way Tim took us through the cases gave us a real insight of what is means to take decisions and consider the outcomes”, commented Laura straight after the class. “The class was extremely relevant to my everyday job. I’ve learned how to clearly define where Calzedonia should compete, our unique value proposition, and how we can differentiate and position ourselves.”
Having questioned both students straight after class the content was still fresh, and fellow student Jan Kuppen, Vehicle Pricing Manager Porsche AG, shared his learnings with us. “As different industries work in different ways, a key takeaway is that I should challenge our concepts more. Having already encountered Tim in Evanston, Jan was highly anticipating experiencing Tim’s course at Kellogg-WHU. “Tim’s strong and professional knowledge in the marketing field makes his lectures active, authentic, and entertaining”, Jan added.
BA from Yale; MBA from Harvard; consulting experience at Booz Allen and Hamilton; marketing experience at Kraft Foods for 11 years.
I write a blog on brand strategy: www.strongbrands.wordpress.com; I am an expert on Super Bowl advertising.
Prof. Fassnacht, what has been your experience teaching the Luxury Brand Management class to Kellogg-WHU EMBA students?
I have been teaching the Kellogg-WHU EMBA class for the past three years. I have to admit, the EMBA students are very atypical and unique, and they all have very diverse backgrounds, nationalities, functions, industries, and educations. Kellogg-WHU EMBA students in general, and even more so the non-European students, usually find the Luxury Brand Management course very attractive because luxury brands and products are more of what I would call a “European thing” and luxury is often perceived as a very “sexy” topic. It is therefore very exciting for me to teach this course because EMBA students become curious and enthusiastic about the subject very quickly.
The Luxury Brand Management class is a kind of “marketing course taken to extremes.” In this course, students get inspiration, which they can use in their various industries and functions. They learn, for instance, how to emotionalize their products: a very important aspect in reaching the hearts and minds of consumers. Luxury brands are quite specific and my goal with this course is to familiarize EMBA students with what is so specific about them. I share key insights and great marketing tools related to luxury brand management and also invite “big shots” from the luxury industry to speak to students about their marketing strategies.
Prof. Andres, what has been your experience teaching the Kellogg-WHU EMBA students?
Teaching the EMBAs is probably the most intense, but definitely the most rewarding teaching experience. In other programs, Professors usually challenge students. With EMBAs this works both ways. I am always amazed by how much everybody in the classroom can learn from each other.
In your opinion, what is so unique about the Kellogg-WHU EMBA Program/partnership?
In the world of business schools, the word “international” is likely one of the most (over)used buzzwords. Every school and program aspires to be perceived as such. However, there are only few that live up to this claim. The Kellogg-WHU EMBA Program is one of the very few truly international programs. This shows across basically all dimensions. Being part of the EMBA Global Network is only one aspect. Having participants from all continents, professors from very different backgrounds, and cases and other real-life applications from all around the world leverages this partnership in a way that creates tangible benefits for everybody involved.
You teach Corporate Finance, how do you see the future of Corporate Finance? Why is it crucial for EMBA students to understand this function?
Even though the recent financial crisis started off as a banking crisis and later turned into a sovereign debt crisis, it is likely the single most important event for the financing of firms in the “real” sector in recent history. Combined with the changes brought about by the internet era, Corporate Finance has changed significantly over the past two decades. To name just a few, the role of financial markets as sources of financing, liquidity management, mergers & acquisitions and the challenges that come with it in a global environment are fields that require constant adjustment, as the business (and financial) environment has become both more volatile and more global. This also applies to the supply side of capital: investor types and their behavior has changed dramatically, for example through the increased importance of institutional and activist investors. Communicating with shareholders, i.e., understanding their needs and catering to their interests requires firms to keep up with trends in the financial markets. If you work in a corporation, these issues affect your daily business, no matter whether you are in accounting, marketing or R&D. Understanding the business implications of, for example, a change in the cost of capital or other financial decisions is thus critical to doing your job.
As a full-time professor, how do you keep connected to the corporate world and integrate this knowledge into your teachings?
Before becoming a full-time academic, I used to work in the tax and audit industry. I am still in contact with people from the industry, plus I am active in consulting and executive education in other areas. This helps me to keep up to date with the problems practitioners face. Insights from these talks are taken to the classroom. For example, I started devoting the final session of my “Corporate Finance” course in the EMBA program to “Trends in Finance” where we talk about recent developments in corporate finance. Lastly, I am co-founder of a small software company that we started about three years ago. This helps me to gain hands-on experience with the typical problems start-ups face these days; not only financial issues, but day-to day problems, as well as strategic considerations about what markets to enter, etc.