John A. Quelch is the Leonard M. Miller University Professor and Vice Provost at the University of Miami and Dean of Miami Business School. He is also the Charles Edward Wilson Professor of Business Administration Emeritus at Harvard Business School. Until 2017, he held a joint primary appointment at Harvard T.H. Chan School of Public Health as Professor of Health Policy and Management. In addition, he served as Fellow of the Harvard China Fund, Member of the Harvard China Advisory Board and Associate in Research at the Fairbank Center for Chinese Studies.
Between 2011 and 2013, Professor Quelch was Dean, Vice President and Distinguished Professor of International Management at CEIBS, China's leading business school. Between 2001 and 2011, he was the Lincoln Filene Professor of Business Administration and Senior Associate Dean at Harvard Business School, teaching Marketing in the Advanced Management Program. He served as Dean of London Business School from 1998 to 2001. Prior to 1998, he was the Sebastian S. Kresge Professor of Marketing and Co-Chair of the Marketing Unit at Harvard Business School.
Professor Quelch is known for his teaching materials and innovations in pedagogy. Over the past thirty-five years, his case studies have sold over 4 million copies, third highest in HBS history. In 1995, he developed the first HBS interactive CD-ROM exercise (on Intel's advertising budgeting process). In 1999, he developed and presented a series of twelve one-hour programs on Marketing Management for the Public Broadcasting System. He taught "Strategic Marketing Management" to more than twenty classes of the HBS Advanced Management Program and launched an elective course titled "Consumers, Corporations and Public Health" to both MBA and MPH students.
Professor Quelch is the author, co-author or editor of twenty-five books, including Compassionate Management of Mental Health in the Modern Workplace (2018), Choice Matters: How Healthcare Consumers Make Decisions and Why Clinicians and Managers Should Care(2018), Building A Culture of Health: A New Imperative For Business (2016), Consumers, Corporations and Public Health (2016), All Business Is Local (2011), Greater Good: How Good Marketing Makes for Better Democracy (2008), Business Solutions for the Global Poor: Creating Social and EconomicValue (2007), The New Global Brands (2006), Global Marketing Management (5th edition, 2006), The Global Market (2005), Cases inAdvertising and Promotion Management (4th Edition, 1996) and The Marketing Challenge of Europe (2nd edition, 1992). He has published eighteen articles on marketing strategy issues in the Harvard Business Review and many more in other leading management journals such as McKinsey Quarterly and Sloan ManagementReview.
Professor Quelch has served as an independent director of twelve publicly listed companies in the USA and UK, including easyJet, Pepsi Bottling Group, Reebok International and WPP. He is currently a non-executive director of Aramark, a food service and facilities management company. Professor Quelch has also served as a consultant, seminar leader and speaker for firms, industry associations and government agencies in more than sixty countries.
In the area of public service, Professor Quelch served pro bono for almost nine years as Chairman of the Port Authority of Massachusetts. He also served as the Honorary Consul General of Morocco in New England and as Chairman of the British-American Business Council of New England. He is a member of the American Academy of Arts and Sciences, the Trilateral Commission and the Council On Foreign Relations. He received the CBE for services to British business in 2011 and holds an honorary doctorate from Vietnam National University.
Professor Quelch was born in London, United Kingdom. He was educated at Exeter College, Oxford University (BA and MA), the Wharton School of the University of Pennsylvania (MBA), the Harvard School of Public Health (SM) and Harvard Business School (DBA). In addition to the UK and USA, he has lived in Australia, Canada and China.
This ambitious volume sets out to understand how every company impacts public health and introduces a robust model, rooted in organizational and scientific knowledge, for companies committed to making positive contributions to health and wellness. Focusing on four interconnected areas of corporate impact, it not only discusses the business imperative of promoting a healthier society and improved living conditions worldwide, but also provides guidelines for measuring a company’s population health footprint. Examples, statistics and visuals showcase emerging corporate involvement in public health and underscore the business opportunities available to companies that invest in health. The authors offer a detailed roadmap for optimizing health-promoting actions in a rapidly evolving business and social climate across these core areas:
Planning and building a culture of health
Consumer health: How organizations affect the safety, integrity, and healthfulness of the products and services they offer to their customers and end consumers
Employee health: How organizations affect the health of their employees (e.g., provision of employer-sponsored health insurance, workplace practices and wellness programs)
Community health: How organizations affect the health of the communities in which they operate and do business
Environmental Health: How organizations' environmental policies (or lack thereof) affect individual and population health
Implementing and sustaining a culture of health
Building a Culture of Health clarifies both a mission and a vision for use by MPH and MBA students in health management, professors in schools of public health and business schools, and business leaders and chief medical officers in health care and non-health care businesses.
The public health footprint associated with corporate behavior has come under increased scrutiny in the last decade, with an increased expectation that private profit not come at the expense of consumer welfare.
Consumers, Corporations, and Public Health assembles 17 case studies at the intersection of business and public health to illustrate how each side can inform and benefit the other. Through contemporary examples from a variety of industries and geographies, this collection provides students with an appreciation for the importance of consumer empowerment and consumer behavior in shaping both health and corporate outcomes.
Why Place Matters More Than Ever in a Global, Virtual World
Today's business leaders are so obsessed with all things global and virtual that they risk neglecting the critical impact of physical place. It's a paradox of the Internet age: now that it's possible for businesses to be everywhere at once, they need to focus on what it means to be one specific place at a time.
The best global brands, from IBM to McDonald's, are by design also the leading local brands. For instance, your decision to patronize Starbucks will depend on whether it's the best local coffee shop in your neighborhood, not on how many thousands of global locations it has.
Marketing experts John Quelch and Katherine Jocz offer a new way to think about place in every strategic decision-from how to leverage consumer associations with locations to where to position products on the shelf. They explore case studies such as Nike and The Apple Store, which use place in creative ways.
Marketing has a greater purpose, and marketers, a higher calling, than simply selling more widgets, according to John Quelch and Katherine Jocz. In Greater Good, the authors contend that marketing performs an essential societal function--and does so democratically. They maintain that people would benefit if the realms of politics and marketing were informed by one another's best principles and practices. Quelch and Jocz lay out the six fundamental characteristics that marketing and democracy share: (1) exchange of value, such as goods, services, and promises, (2) consumption of goods and services, (3) choice in all decisions, (4) free flow of information, (5) active engagement of a majority of individuals, and (6) inclusion of as many people as possible. Without these six traits, both marketing and democracy would fail, and with them, society. Drawing on current and historical examples from economies around the world, this landmark work illuminates marketing's critical role in the development, growth, and governance of societies. It reveals how good marketing practices improve the political process and--in turn--the practice of democracy itself.
