- Consumer Marketing
- Strategic Marketing Planning
- Retail Marketing
- Customer Service
- Consumer Trends
- Global Marketing
Michael R. Pearce is Ivey Eminent Teaching Professor Emeritus at the Ivey Business School. He joined Ivey in 1974 after completing his doctorate at Harvard Business School. Although he is Emeritus, he continues to teach courses for MBAs, and to executives in strategic marketing planning, global marketing and leadership.
Dr. Pearce has worked for almost 100 businesses, governments, associations, and non-profit organizations in Canada, United States, Europe, Japan, Slovenia, Hong Kong, China and Kuwait. His areas of expertise are consumer marketing, retail marketing and global marketing planning. His clients have included: AstraZeneca, Bell Canada, Warner Lambert, Buhler-Miag (Germany), TD/Canada Trust, Canadian Department of Consumer and Corporate Affairs, Conference Board of Canada, Digital Equipment Corporation (Switzerland), Eastman Kodak (U.S.), Eizai Company (Japan), General Electric (US), Goodyear, Landis & Gyr (Switzerland), Microsoft Canada, Maple Leaf Foods, Newalta, Ornge, MT&T, Retail Council of Canada, and Alliance Data (Loyalty One).
Over the course of his academic career, Pearce has authored 197 case studies and 60 industry/technical notes, 16 books and many articles and monographs on a wide range of topics. He has developed several courses, most notably the Retail Marketing Management course and the eLeadership program. His greatest joy is working directly with managers and aspiring managers, followed by writing for them. He has been frequently interviewed by media and continues to serve as an expert witness.
Pearce has directed the Ivey HBA and the Ivey Executive MBA programs and was the Associate Dean: Programs. He was Eaton/NSERC/SSHRC Co-Chair in Retailing (1996-2001). He was faculty director of the Maple Leaf Foods Leadership Academy for six years.
In 2006, Pearce was honoured as the first recipient of the Ivey Eminent Teaching Professor designation. This award recognizes excellence in all aspects of teaching over a career. In June 2008 he was given the Ontario Confederation of University Faculty Associations (OCUFA) Teaching Award, one of five such prestigious awards amongst all faculty in all universities in Ontario.
- MBA Global Marketing
Recent Refereed Articles
Lam, S. Y.; Vandenbosch, M. B.; Hulland, J. S.; Pearce, M. R., 2001, "Evaluating Promotions in Shopping Environments: Decomposing Sales Response into Attraction, Conversion, and Spending Effects", Marketing Science, January 20(2): 194 - 215. Abstract: Retailers' marketing objectives can be classified into three broad categories: attraction effects that focus on consumers' store-entry decisions, conversion effects that relate to consumers' decisions about whether or not to make a purchase at a store they are visiting and spending effects that represent both dollar vale and composition of their transactions. This paper proposes a framework that incorporates all three of these effect categories and examines their influence on store performance. Specifically, store sales are broken down into four components: front traffic, store-entry ratio, closing ratio, and average spending....Finally, managerial and academic implications of this work are described and potential extensions of the joint model are suggested.
Lam, S. Y.; Vandenbosch, M. B.; Pearce, M. R., 1998, "Retail Sales Force Scheduling Based on Store Traffic Forecasting", Journal of Retailing, January 74(1): 61 - 88. Abstract: Although retailers acknowledge the impact of sales force scheduling decisions on store profits and customer service, current scheduling methods may fail to capture the sales potential of customers who enter their premises. These methods do not recognize the effect that the sales staff availability has upon the customer purchasing, thus leaving significant opportunity for additional sales volume unrealized. To resolve this problem, we propose a model which sets store sales potential as a function of store traffic volume, customer type, and customer response to sale force availability. We test our model for a profit maximizing sales force schedule with data providing hourly data of store sales, store traffic and staff head count. The solution for this optimal schedule indicates that the store may be seriously understaffed and that expanding the number of salespersons would both generate higher profits and provide customers with better service. Our scheduling method also provides a tool for identifying the time periods when service is most heavily demanded by customers.
Pearce, M. R.; Parent, M.; Brohman, K., 1998, "Fifteen Research Questions in Data Warehousing", Journal of Data Warehousing, January 3(4): 52 - 57. Abstract: The purpose of this article is to identify opportunities for data warehouse research. Data warehousing is a popular concept in practice, however, academics have been slower to adopt data warehousing as a research interest. This article identifies the importance of data warehouse research, and provides 15 questions designed to encourage the information systems (IS) community to research issues in data warehousing.
Pearce, M. R., 1983, "The Marketing Practitioner as Political Actor", Journal of Public Policy & Marketing, December 2: 82 - 99. Abstract: The controversy surrounding Nestle's marketing of infant formula in developing countries is used to illustrate an approach to coping with marketing problems in the public-policy arena. Basic problem-solving steps to marketing problems involve: 1. diagnosis, 2. analysis of alternatives, and 3. action. A good diagnosis requires identification, observation, and explanation. The behavior of various stakeholders should be observed to determine who has not exercised influence on the problem. In conflict situations, reactive strategies include: 1. capitulation, 2. inaction, 3. delay, 4. confrontationcoercion, 5. arbitration, 6. tacitconjectural negotiation, 7. explicit negotiation, and 8. mediation. Proactive strategies to avoid or minimize conflict situations involve: 1. environmental scanning, 2. redefinition of public arena, 3. decentralization of decision making, and 4. representationconsultation. In responding to such conflicts, a marketer must appreciate overall trends in the environment, including new legal developments, such as increased regulation of products and services and class action suits. Because penalties have been stiffened, marketing decision making is much riskier than in the past.
- Emeritus Professor, Ivey Business School, Western, (2009)
- Director, Executive MBA Program (2004-2009)
- Faculty Director, eLeadership, (2001-2003)
- Eaton/NSERC/SSHRC Chair in Retailing, Ivey Business School, Western (1996-2001)
- Associate Dean: Programs, (1999-2000)
- HBA Program Director, (1996-1999)
- Associate Professor with tenure, Ivey Business School, Western, (1980-2009)
- Adjunct Professor, IMD, (1980-1989)
- Visiting Professor, IMD, (1979-1980)
- Assistant Professor, Ivey Business School, Western, (1974-1978)
- Research Assistant, Business School, Harvard, (1972-1973)
- Research Assistant, Marketing Science Institute, (1971-1973)
- Instructor, Ivey Business School, Western, (1968-1970)