Dr. Ken Kwong-Kay Wong is a Professor of Marketing and Programme Coordinator at Seneca College.
Dr. Wong previously served as an Assistant Professor of Retail Management at Ryerson University’s Ted Rogers School of Management (AACSB accredited).
In 2014, he was the top nominated professor for the “A Prof Who Made a Mark” award at Ryerson. Prior to joining Ryerson in 2012, he was a U21Global Marketing Professor and Subject Area Coordinator, training corporate executives and MBA students from over 70 countries. In 2008-2012, he received the Outstanding Professor, Most Innovative Professor and Excellence in Online Education awards at U21Global. Since 2003, Dr Wong has been lecturing at the University of Toronto’s School of Continuing Studies.
He is also a visiting faculty at various accredited institutions of higher education in Europe, including Nyenrode Business Universiteit (AMBA and EQUIS accredited) in Breukelen, The Netherlands, Aalto University Executive Education (Triple-crown accredited) in Helsinki, Finland, and International School of Management (ACBSP-accredited) in Paris, France.
Professor Dr. Ken Kwong-Kay Wong in a interview with Casium
What area of research are you currently working on?
Many luxury brands have suffered significantly since the 2008 financial crisis. Some brands were able to turn around while others had entered into the death spiral. I am interested in exploring the effective marketing strategies that can be meaningfully used by luxury brands in challenging times. Another area that interested me the most is Customer Experience Management. I teach executive education on this topic and hence I have a strong interest in furthering my understanding of customer journey and its evolution.
A case study that you think is important. Why?
I have enjoyed reading the case study “Hailing a New Era: Haier in Japan” that’s written by Sanchez, Lee, Reiche and Chen (2012). It’s an important piece for business leaders as it demonstrates how a small home appliance manufacturer in China was able to have quantum leap to become a global leader by utilizing innovative organization structure to achieve efficiency and effectiveness in decision making — something that’s crucial in today’s hyper competitive business environment. https://hbr.org/product/hailing-a-new-era-haier-in-japan-a/IES340-PDF-ENG
A management book you think highly of (written by someone else). Why?
The Goal is a classic management-oriented novel written by Eliyahu Goldratt back in 1984. It’s important because this book clearly illustrates the importance of the Theory of Constraints — something that many companies know about it but few take meaningful actions to address it. By having a good understanding of this theory, managers can design their project better to reduce operational inefficiencies and employee dissatisfaction.
A very recent business or management title you read, and its significant lessons.
Idris Mootee’s M/I/S/C magazine continues to be my favorite journal due to its focus on strategic insight and foresight. Have a read of his team’s articles and you can master enough vocabulary to talk intelligently in front of your business clients for at least a year or two.
What is one of your well-liked teaching moments (case, discussion topic, …)?
I like shocking my students by introducing products or services that they will probably never buy but are sold pretty well in the market. For example, who could have imagined that there are consumers out there who would spend a fortune in acquiring a luxury phone or flying jetpack.
What was your most interesting consulting assignment? Why?
I taught a group of 40 senior managers from a well-known Korean electronic giant about Customer Experience Management in their global headquarters. The class was homogeneous and the students’ answers to my questions were also homogeneous — something you won’t find in North America for sure. Don’t get me wrong, they were smart people and all of them answered my questions….correctly.
If tomorrow you could occupy an executive function in any company, what function and company? Why?
I don’t want to be a CEO because it is hot-kitchen spot that is often short-lived. I’d rather be a niche CxO such as Chief Customer Experience Officer so that I can take the time to research the underlying issue of the operation and then come up with a sustainable solution. I used to be a VP Marketing at a Telco so I have great visibility of the pressure suffered by my CEO whom I reported to.
Source: Casium sources
The Case: How Hasselblad, an iconic Swedish brand, is endeavoring to recreate itself by remaining niche: http://casium.net/hasselblad-in-sharp-focus/