VITA. Doctor of Philosophy, Marketing, December 1999 Master of Science, Marketing, June 1996; Minor: Organization Behavior

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1 VITA URSULA Y. SULLIVAN, PH.D. OFFICE: HOME: Department of Business Administration 2301 Mullikin Drive College of Business Champaign, Illinois The University of Illinois at Urbana-Champaign Phone: (217) Wohlers Hall, 1206 South Sixth Street Mobile: (217) Champaign, Illinois Phone: (217) ; Fax: (217) ACADEMIC APPOINTMENTS THE UNIVERSITY OF ILLINOIS AT URBANA-CHAMPAIGN, CHAMPAIGN, ILLINOIS College of Business Assistant Professor, Department of Business Administration June 2002 Present TEXAS A&M UNIVERSITY, College Station, Texas Mays College and Graduate School of Business Assistant Professor, Department of Marketing August 1999 May 2002 NORTHWESTERN UNIVERSITY, Evanston, Illinois J. L. Kellogg Graduate School of Management Lecturer in Marketing, Marketing Department January 1998 June EDUCATION NORTHWESTERN UNIVERSITY, Evanston, Illinois J. L. Kellogg Graduate School of Management Doctor of Philosophy, Marketing, December 1999 Master of Science, Marketing, June 1996; Minor: Organization Behavior THE UNIVERSITY OF TEXAS AT AUSTIN, Austin, Texas The College of Business Administration Bachelor of Business Administration, International Business and Marketing, May 1990; Minor: Political Science/Government April 2009 Sullivan, U. Y. - Page 1

2 RESEARCH INTERESTS (Philosophy Statement in Appendix I) Multiple Channel Management and Customer Relationship Management Marketing Distribution Alliances and Supply Chain Management PUBLICATIONS Sullivan, Ursula Y. and Anne T. Coughlan, Alliance Structure and Success in the Global Airline Industry: An Empirical Investigation, 2009 AMA Winter Educators Conference Proceedings, Vol. 20, Kristy Reynolds and J. Chris White, editors. Sullivan, Ursula Y., Tianjiao Qiu, and William Qualls, 2008, Managing Multiple Channels of Distribution in Industrial Markets, Review of the Electronics and Industrial Distribution Industries, Vol. 7, No. 1. Thomas, Jacquelyn S. and Ursula Y. Sullivan, 2005 Managing Marketing Communications with Multi-Channel Customers, Journal of Marketing, Vol. 69 (October 2005), pp Alvarado, Ursula Y. and Herbert Kotzab, 2001 "Supply Chain Management: The Integration of Logistics in Marketing," Industrial Marketing Management, Special Edition on Partnering with Resellers in Business Markets Vol. 30, No. 2. Instructor s Manual for Marketing Channels, Fifth Edition, with Louis W. Stern, Adel I. El-Ansary, and Anne T. Coughlan, Prentice-Hall, WORK-IN-PROGRESS (Abstracts in Appendix II) Investigating Best Customers in a Multichannel Setting with Jacquelyn S. Thomas. The Detail of Drugs: An Empirical Assessment of International Pharmaceutical Alliances, with Anne T. Coughlan. Driving Performance through Supply Chain Alliances. Writing stage. Managing Alliances in the Global Airline Industry. Data analysis stage. PRESENTATIONS and CONFERENCES Alliance Structure and Success in the Global Airline Industry: An Empirical Investigation, with Anne T. Coughlan, 2009 Winter AMA in Tampa, FL, February Driving Performance through Supply Chain Alliances INFORMS Marketing Science Conference, Vancouver, British Columbia, CANADA, June Session Chair. April 2009 Sullivan, U. Y. - Page 2

3 The Detail of Drugs: An Empirical Assessment of International Pharmaceutical Alliances, with Anne T. Coughlan American Marketing Association Winter Educator s Conference, Austin, TX, February 2007 (detailed abstract published in conference proceedings). Managing Horizontal Distribution Alliances in the Global Airline Industry, 2006 INFORMS Marketing Science Conference, Pittsburgh, Pennsylvania, June Driving Profits through Supply Chain Alliances, 2005 INFORMS Marketing Science Conference, Atlanta, Georgia, June 2005; with Tianjiao Qiu and Bill Qualls. Session chair. Multi-Channel Retailing and The Customer s Channel Choices over Time, 2005 Winter AMA Educators Conference, San Antonio, Texas, February 2005; with Jacquelyn S. Thomas. The Detail of Drugs: Horizontal Distribution Alliances in the International Pharmaceutical Industry, The Academy of International Business 2002 Conference, San Juan, Puerto Rico, July 2002; with Anne T. Coughlan. The Detail of Drugs: An Empirical Assessment of International Pharmaceutical Alliances, The Marketing Science Conference, Wiesbaden, Germany, July 2001; with Anne T. Coughlan. Supply Chain Alliances: Efficient Consumer Response in Europe, Conference on Relationship Marketing, Atlanta, Georgia, October 2000; with Herbert Kotzab. Developing and Managing Channel Relationships: The Case of Efficient Consumer Response in Austria, The Marketing Science Conference, Los Angeles, California, June 2000; with Herbert Kotzab Alliance Structure and Success in the Global Airline Industry: An Empirical Investigation, The Texas Marketing Faculty Consortium, Richardson, Texas, April 2000; with Anne Coughlan. Supply Chain Management: The Reemergence of Logistics in Marketing, Work-inprogress submission to the European Marketing Academy Conference, Berlin, May 1999; with Herbert Kotzab. Alliance Formation and Structure in the Global Airline Industry, Marketing Science Conference, Fontainebleau, France, July 1998; with Anne T. Coughlan. Horizontal Distribution Alliances: Their Formation and Success, Presenter at The 27 th Annual Albert Haring Symposium, Bloomington, Indiana, April April 2009 Sullivan, U. Y. - Page 3

4 Piggybacking in Distribution Channels: An Investigation into Resource Sharing Alliances, Marketing Science Conference, Gainesville, Florida, March 1996; with Anne T. Coughlan. TEACHING INTERESTS (Philosophy Statement in Appendix III) Business Marketing Purchasing and Supply Chain Management Multinational Marketing Marketing Channel Management Marketing Strategy and Management TEACHING EXPERIENCE (Course syllabus provided upon request) Instructor: Business Marketing, Undergraduate and MBA Levels (College of Business, University of Illinois). Three-year Average Rating: Undergraduate: 4.4/5.0; MBA: 4.2/5.0 Purchasing and Supply Management, Undergraduate Level (College of Business, University of Illinois). Three-year Average Rating: 4.5/5.0. Business-to-Business Selling, Undergraduate Level (College of Business, University of Illinois). Three-year Average Rating: 4.3/5.0 Practicum in Industrial Distribution, Undergraduate Level (College of Business, University of Illinois). Non-rated course. Survey of Marketing, Graduate/MBA Level (Mays School of Business, Texas A&M University), delivered two versions: on-campus and online via the internet. Multinational Marketing Management, Graduate/MBA Level (Mays School of Business, Texas A&M University). Introduction to Marketing in the Biotechnology Industry, Graduate Level (MS in Biotechnology Program, Northwestern University). International Marketing Channels, Graduate/MBA Level (J. L. Kellogg School of Management, Northwestern University). Marketing Management, Undergraduate Level (Weinberg School of Arts and Sciences, Northwestern University), co-instructor. HONORS, AWARDS, and GRANTS Awarded a CIBER Research Grant from the Illinois-CIBER in the College of Business, November Awarded a Research Grant from the Center for Retailing Management at Texas A&M University Mays School of Business, Spring April 2009 Sullivan, U. Y. - Page 4

5 Awarded a Faculty Study Abroad Fellowship focused on Business in a European Context. Hosted by the University of Antwerp in Antwerp, Belgium, Spring 2000 and supported by the CIBER at Texas A&M University. Selected to join Phi Beta Delta, Honor Society for International Scholars, Alpha Eta Chapter at Texas A&M University, November Awarded a faculty research grant from General Electric's Faculty of the Future program, October Finalist in the ISBM Business Marketing Doctoral Support Award Competition, October Selected to attend the Marketing Doctoral Internationalization Consortium, University of Texas at Austin, March Northwestern University Scholar, SERVICE ACTIVITIES Editorial Review Board Member: Journal of International Business Studies; appointed July Ad hoc reviewer: The Strategic Management Journal Journal of the Academy of Marketing Science Journal of International Marketing Academy of International Business Annual Conference Summer American Marketing Association Educators Conference, annually since Winter American Marketing Association Educators Conference, annually since Instructor, Marketing: Preparatory English Program for incoming international MBA students, July 2008, University of Illinois MBA program. Chair for the Strategic Alliances session at the 2008 INFORMS Marketing Science Conference in Vancouver, British Columbia, CANADA (June 2008). Member and Faculty Advisor, The Ph.D. Project Marketing Doctoral Students Association, Planning Committee fall 2006-present. Discussion Leader for the 10 th Annual Joint Fellows Conference, DFI-KCP Programs in Lisle, Illinois, November 3, Chair for the Marketing Strategy I: Strategic Alliances session at the 2006 INFORMS Marketing Science Conference in Pittsburgh, Pennsylvania (June 2006). April 2009 Sullivan, U. Y. - Page 5

6 Session organizer and Chair for the American Marketing Association Educators 2006 Summer pre-conference Event on Benchmarking the Best Research in Marketing Channels and Distribution (August 2006). Instructor, LEAD Summer Business Institute Program, University of Illinois, annually since Doctoral Studies Committee member for the Marketing Group, Department of Business Administration, College of Business, University of Illinois; 2004/2005-Present. Faculty Advisor to student chapter of APICS (The Educational Society for Resource Management) in the College of Business, University of Illinois; 2002/2003-Present. Doctoral Committee Member: T. Qiu, Department of Business Administration, College of Business, University of Illinois (degree granted in May 2007). J. Lee, Department of Business Administration, College of Business, University of Illinois (degree expected in May 2009). Master Degree Advisor: A. Schwartz, Agricultural Business (May 2002) Texas A&M University A. Baquero, Sports Management (August 2001) Texas A&M University Department Head Search Committee for Marketing, Mays School of Business, Texas A&M University, Summer Distance and On-line Learning Committee, Mays School of Business, Texas A&M University; appointed The Ph.D. Project Doctoral Students Association--Marketing Section Conference; Planning Committee Member, 1997; Panelist/Moderator, 1999, 2000, The Ph.D. Project Conference, Panelist 1994, 1995, 1996, 1997, and 1999; Exhibitor 2000, 2001, 2002, PROFESSIONAL EXPERIENCE INDEPENDENT CONSULTANT, Evanston, Illinois (June 1997-December 1999) Food service and retail trade industries THE PROCTER & GAMBLE COMPANY, Cincinnati, Ohio (June July 1994) Associate/Purchasing Manager Sourced raw materials and chemicals for the Skin Care Category, Beauty Care Division (~$25 million); January July 1994 Sourced packaging materials (~$30 million) for the Fabric Conditioner Category, Laundry & Cleaning Products Division; June 1990-December 1992 April 2009 Sullivan, U. Y. - Page 6

7 PERSONAL REFERENCES Professor Anne T. Coughlan Marketing Department J.L. Kellogg School of Management Northwestern University Evanston, IL Phone: (847) Fax: (847) Professor Jacquelyn Thomas Edwin Cox School of Business Southern Methodist University P.O. Box Dallas, TX Phone: (630) Professor Dawn Iacobucci Owen Graduate School of Management 300 Management Hall st Avenue, S. Nashville, TN Phone: (615) Professor William Qualls College of Business University of Illinois 1206 South Sixth St. 350 Wohlers Hall Champaign Illinois Phone: (217) Fax: (217) October 2008 Sullivan - Page 7

8 Appendix I: Research Philosophy Statement My research interests in distribution channel management and alliances as well as supply chain management stem from my experiences in the real world. Working for one of the largest consumer products companies in the world, I was exposed to a variety of ways in which firms go to market. For example, in one of my first roles with the company, I managed the purchases and supplier relationships for the very lucrative liquid fabric care products. Because the company had such a large market share, we basically dictated how we operated in the market; we were the 800 lb. gorilla deciding how customers (i.e., the trade) and suppliers should react to our marketing efforts. This was especially the case with introducing new products into the channel. On the other hand, when I later switched roles to the Beauty Care arena, all bets were off. With the smaller volume requirements from our suppliers and consequently smaller shipments to customers, we found ourselves using a variety of methods to launch products into the channel. Sometimes we outsourced certain requirements, other times we did it ourselves. Determining the best way to enter the market and support our manufacturing needs became a rigorous decisionmaking exercise with these smaller volume items. That was a 180 turn from my earlier experiences in shipping trainloads of fabric softeners around the country. The critical learning I gained from these experiences is that both approaches worked. Indeed both businesses were very profitable. What mattered most was that the conditions under which the two businesses operated made the difference. Understanding those conditions and how they affect the way a company goes to market sparked my research interests and as a consequence of my experiences, my research efforts have been and will continue to be focused on distribution alliances, supply chain management, and multi-channel management. Two of the top Research Priorities for MSI are in regard to Understanding Customers and Marketing Strategy. In particular, within the realm of Understanding Customers is that of learning more about B2B relationships as well as channel member needs. Within Marketing Strategy trustees are very motivated to learn more about what products and services create more value for their customers. I feel that when these two areas are combined, my research interests are at their highest. That is, how companies can best develop and manage their supply chain and distribution channel alliances are at the forefront of what I try to uncover in my research. And, more specifically, my work in multi-channel management has really been at the leading edge of this understanding and will continue to be so for B2B and consumer companies, alike. October 2008 Sullivan - Page 8

9 Appendix II: Work-in-Progress Abstracts Investigating Best Customers In A Multichannel Setting with Jacquelyn S. Thomas. paper is under revision for resubmission. This research investigates customer behavior in a multi-channel retail environment by addressing the broad issues of the outcome and the evolution of channel choices over time. Specifically, the research seeks to answer two important questions: Who are the firm s best customers in a multi-channel environment and How does a customer evolve to become a best customer? With respect to the outcome we find that multi-channel customers are more attractive to the firm than single channel customers. While this finding is not unique, what is unique is our finding that not all single-channel buyers and all multi-channel buyers are alike. Specifically, we find that the person who receives the label of best customer varies based on the metrics that a firm uses to define best. With respect to the evolution of channel choices this research focuses on the intrinsic nature of choice which is separate from the influence of marketing. We refer to this as the baseline of choice. We demonstrate how an understanding of the baseline characteristics can provide guidance with respect to the appropriateness of certain direct marketing activities. Specifically, we show that baseline characteristics can provide insight with respect to the placement, content, and relative importance of marketing communications. Driving Profits through Supply Chain Alliances, sole-authored work. Target journal is Journal of the Academy of Marketing Science. Finalizing the data analysis. I investigate supply chain alliances from the perspective of the customer. As companies continue to partner and effectively shut-out competition, it is imperative to know that the alliance is driving value for the customer. To effectively understand the value equation, both the management of the transactions between the supplier and its customers as well as management of the relationship between the two parties will be analyzed to understand how supply chain alliances can lead to higher levels of profits for customers. The secondary data are from customers (hospitals) of a major food service supplier. Performance variables such as revenues and costs, as well as demographics of the customers, are included in the data. I plan to marry the performance variables with attitudinal responses from the same customers to ascertain an overall relationship quotient. The findings are expected to suggest that benefits, such as access to new business ideas, capacity utilization, and lower operating costs are compelling motivations to foster the relationship. On the other hand, certain environmental constraints may affect the customer's profitability from the alliance. Results may also indicate that certain relational mechanisms can be employed to achieve alliance success. In particular, these mechanisms need to be used to moderate the relative level of dependency between the partners. Preliminary analysis indicates that a certain level of dependence is required to October 2008 Sullivan - Page 9

10 achieve a successful alliance; however, too much dependency can negatively affect alliance satisfaction. Managing Horizontal Distribution Alliances in the Global Airline Industry, Sole-authored work. Data coding stage. Target journal is Journal of Marketing Research. The prevailing hypothesis of this work is that the more linked two members of an alliance are, the stronger the alliance and therefore, the more likely the alliance will remain in place. Using extant literature in the airline industry and marrying it with findings from the alliance/channel management literature, we structure the analysis to test this relationship. Preliminary results suggest an inverted U relationship in that a higher level of ties between the partners does lead to longer-lived alliances, however, too many ties actually deters the longevity of the alliance. We now have multiple year data and will be testing the same relationships over time along with the effects of financial returns on the alliance. The Detail of Drugs: Horizontal Distribution Alliances in the International Pharmaceutical Industry, with Anne T. Coughlan. Under major revision for Journal of International Marketing. (paper was accepted for presentation at the American Marketing Association s Marketing Educator s Winter Conference, San Diego, CA, February 2007). In this research we uncover factors that predict the formation of horizontal distribution alliances (HDAs) as well as their success. HDAs are characterized by the joining of two firms--from the same industry--to distribute a product owned by one of the firms into a new market, thereby creating value for both firms. Empirical, dyadic research is conducted in the global pharmaceutical industry. Findings suggest that certain environmental constraints as well as strategic motivations will affect the entrant firm s choice to form an alliance. Results also indicate that a certain level of dependence is required to achieve a successful alliance for both partners; however, too much dependence can negatively affect alliance satisfaction. Alliance Structure and Success in the Global Airline Industry: An Empirical Investigation, Anne T. Coughlan. (paper will be published in the American Marketing Association s Marketing Educator s Winter Conference Proceedings, Tampa, FL, February 2009). In this paper, we investigate the use of horizontal distribution alliances (HDAs) in the international airline industry. Airlines enter these alliances to effectively meet the needs of passengers in new and emerging markets. We apply transaction cost analysis (TCA) to develop a conceptual framework explaining the use of HDAs. We then analyze primary and secondary data to reveal empirical insights into the motivations for forming an HDA and the factors promoting a successful alliance. October 2008 Sullivan - Page 10

11 Appendix III: Teaching Philosophy Statement I strongly believe that what I do as a teacher is to prepare managers for the firms who recruit my students. Preparing students to be able to manage a business is a daunting task because of the variety of companies and their value to the marketplace. Therefore, I not only focus on the material of the course itself, but also try to instill professionalism into how the students conduct themselves in class and how they interact with each other. The idea is that this professionalism will be carried into the office/work settings the students find themselves a part of. The other aspect of preparing the students is to make sure to have them practice what they are learning. Learning by doing is highly evident in the way I structure my classes. I try to expose the students to the latest thinking about the course material and then I have them apply the concepts to the extent possible within the framework of the course. Students have been very receptive to this active learning concept. They like the practice; often comments about the course material laud the real world hands-on work they are able to complete within my classes. While students have also liked the lectures, I find this a less-fulfilling aspect of my work. I could talk ad infinitum, but what really means a lot to me is when I receive a call or an months or years after a student has taken one of my classes to let me know that what we covered in class indeed applies to the work he/she is doing. That s when I know I have done my job. October 2008 Sullivan - Page 11