Peter S. Fader

Peter S. Fader

Frances and Pei-Yuan Chia Professor of Marketing; Co-Director of the Wharton Customer Analytics Initiative
Peter S. Fader is the Frances and Pei-Yuan Chia Professor of Marketing at the Wharton School of the University of Pennsylvania. His expertise centers around the analysis of behavioral data to understand and forecast customer shopping/purchasing activities. He works with firms from a wide range of industries, such as consumer packaged goods, interactive media, financial services, retailing, and pharmaceuticals. Managerial applications focus on topics such as customer relationship management, lifetime value of the customer, and sales forecasting for new products. Much of his research highlights the consistent (but often surprising) behavioral patterns that exist across these industries and other seemingly different domains. Many of these cross-industry experiences have led to the development of the Wharton Customer Analytics Initiative, a new research center that serves as a “matchmaker” between leading-edge academic researchers and top companies that depend on granular, customer-level data for key strategic decisions. Professor Fader believes that marketing should not be viewed as a “soft” discipline, and he frequently works with different companies and industry associations to improve managerial perspectives in this regard. His work has been published in (and he serves on the editorial boards of) a number of leading journals in marketing, statistics, and the management sciences. He has won many awards for his teaching and research accomplishments.
  • Overcome Barriers to Customer Centricity

    Peter Fader evaluates top barriers to customer centricity, ranging from how to measure customer profitability versus cost to questions, to branding...

  • P&G’s Brand Cull: Wise Move or Tragic Mistake?

    Wharton Marketing Professor Peter Fader posits P&G’s divestiture of 100 brands could start a “profitable-product death spiral.” What's...

  • Marketing Vs. Economics

    The difference between marketing and economics is the difference between gymnastics and Nik Wallenda’s high-wire act, between being grounded...

  • The Skinny on ‘Fattening up’ Customers

    Customer centricity should help shape customer development but shouldn’t make you lose sight of acquisition and retention.

  • Sifting Through the Ashes

    What the Kindle Fire and Amazon’s downbeat Q4 results teach us about customer centricity.

  • Flipping Coins for CLV Dollars

    One of the biggest complaints I hear about customer-centric strategy is that it’s too complicated.

  • If You Want To Be Customer-Centric, You’ve Got To Be Direct

    Customer centricity is not merely about customized products and services. A truly customer-centric firm knows that world-class service should...

  • Learning from Non-Profits: Being Data Driven

    Let’s face it: non-profits are the ugly stepchildren of the corporate world. They get scraps of advice and hand-me-down help from MBA do-gooders,...

  • i-What? BBM Me!

    BlackBerry’s tagline should be “BBM Me.” While their devices have a genuine technical advantage, Blackberry fails to promote it in all...

  • The Value of the ‘Subscription Model’

    Let’s hear it for the subscription model! Too many firms are quite content to “acquire” a customer and then push the relationship along,...

  • Welcome to the Wharton Class of 2012!

    I’m writing this post just hours after attending the Convocation event for the incoming MBA Class of 2012. While they all look like strangers...

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