Rajesh Chandy
Professor of Marketing; Tony and Maureen Wheeler Chair in Entrepreneurship; Academic Director, Wheeler Institute for Business and Development
PhD (Southern California)
Rajesh Chandy is Professor of Marketing and the Tony and Maureen Wheeler Chair in Entrepreneurship at London Business School, where he is also the Academic Director of the Wheeler Institute for Business and Development. Rajesh’s current research lies at the intersection of business and development. His recent projects have covered the impact of business skills among micro-entrepreneurs in South Africa, novel financing approaches in Ghana, property rights in slums in Egypt, innovation among farmers in India, highways and private education expenditures in India, and using big data for development outcomes.
Chandy is a member of the advisory board of the Journal of Marketing and a Co-Editor of the journal’s special issue on “Better Marketing for a Better World”. He is also co-editor of the Management Science special issue on “Business and Climate Change,” and previously served as an Area Editor for the Entrepreneurship and Innovation area at Management Science. Chandy’s research and publications have received several awards, including the Mahajan Award for Lifetime Contributions to Marketing Strategy Research, the ISMS Gary Lilien Practice Prize for research that contributes most to the practice of marketing, the Journal of Marketing Harold Maynard Award for contributions to marketing theory and thought, the AMA TechSIG Award for the best article on Technology and Innovation (twice), the Gerald E. Hills Award for the Best Paper on Entrepreneurial Marketing, and the Albert Page Award for best professional paper on innovation. He has also received the AMA Early Career Award for contributions to marketing strategy research, and has been named an MSI Young Scholar. Fortune magazine described Chandy’s findings on innovation as "an unorthodox and bracing set of management principles."
During 2006-2008, Chandy served as a member of the US Secretary of Commerce Advisory Committee on Measuring Innovation in the 21st Century Economy. He has provided advisory and executive education services to Carrefour, Novo Nordisk, Nordea, Rabobank, Toshiba, St. Jude Medical, 3M, Philips, Commonwealth Microfinance Limited, American Medical Systems, Deutsche Telekom, Bertelsmann, Hutchinson Technology, Microsoft, Mundipharma, Rexam, Wrigley, GfK, Futuredontics, Telenor, Vodafone, World Economic Forum, and the US and UK governments, among others. He serves as an Independent Director on the board of Laurus Labs Limited, a publicly listed pharmaceutical company.
Chandy received his PhD in 1996 from the University of Southern California. In 2018, he was elected a Fellow of the British Academy.
- rchandy@london.edu
- +44 (0)20 7000 8612
- Rajesh Chandy CV
- Innovation
- Entrepreneurship
- Marketing strategy
- International business
- Emerging markets
2023
Introduction to the Special Section on Business and Climate Change
Chandy R; Dowell G; Mayer C; Plambeck E; Serafeim G; Toffel M W; Toktay L B; Weber E
Management Science 2023 Vol 69:12 p 7347-7351
When Bulldozers Loom: Informal Property Rights and Marketing Practice Innovation Among Emerging Market Micro-Entrepreneurs
Hassan M; Prabhu J; Chandy R K; Narasimhan O
Marketing Science 2023 Vol 42:1 p 137-165
2022
Innovation Imprinting: Why Some Firms Beat the Post-IPO Innovation Slump
Wies S; Moorman C; Chandy R K
Journal of Marketing 2022 In Press
Reaching for rigor and relevance: better marketing research for a better world
Madan S; Johar G V; Berger J; Chandon P; Chandy R; Hamilton R; John L; Labroo A; Liu P J; Lynch J G; Mazar N; Mead N; Mittal V; Moorman C; Norton M I; Roberts J; Soman D; Viswanathan M; White K
Marketing Letters 2022 In Press
2021
Better marketing for a better world
Chandy R K; Venkataramani Johar G; Moorman C; Roberts J H
Journal of Marketing 2021 Vol 85:3 p 1-9 Editorial
Commentary: Trajectories and twists: perspectives on marketing agility from emerging markets
Hughes N; Chandy R
Journal of Marketing 2021 Vol 85:1 p 59-63
The performance impact of core component outsourcing: insights from the LCD TV industry
Viswanathan M; Mukherji P; Narasimhan O; Chandy R
Journal of Marketing Research 2021 Online first
2018
Pathways to profits : the impact of marketing versus finance skills on business performance
Anderson S J; Chandy R; Zia B
Management Science 2018 Vol 64:12 p 5461-5959
2017
Big data for good: insights from emerging markets
Chandy R; Mukherjee P; Hassan M
Journal of Product Innovation Management 2017 Vol 34:5 p 703-713
So hire me: how diverse experiences increase professional value
Chandy R
London Business School Review 2017
2015
Brand impact – it’s greater for CEOs than customers
Tavassoli N T; Sorescu A; Chandy R
London Business School Review 2015
Indirect learning: How emerging markets firms grow in developed markets
Banerjee S; Prabhu J C; Chandy R K
Journal of Marketing 2015 Vol 79:1 p 10-28
Millions of opportunities : an agenda for research in emerging markets
Chandy R; Narasimhan O
Customer needs and solutions 2015 Vol 2:4 p 251-263
2014
Employee-based brand equity: why firms with strong brands pay their executives less
Tavassoli N T; Sorescu A; Chandy R
Journal of Marketing Research 2014 Vol 51:6 p 676-690
Marketing's roles in innovation in business-to-business firms: Status, issues and research agenda
Griffin A; Josephson B W; Lilien G; Wiersema F; Bayus B; Chandy R; Dahan E; Gaskin S; Kohli A; Miller C; Oliva R; Spanjol J
Marketing Letters 2013 Vol 24:4 p 323-337
2011
Behemoths at the gate: How incumbents take on acquisitive entrants (and why some do better than others)
Prokriti M; Sorescu A; Prabhu J; Chandy R
Journal of Marketing 2011 Vol 75:5 p 53-70
Butchers, brewers, and bakers revisited: How micro-entrepreneurs could change the world
Chandy R; Narasimhan O
Business Strategy Review 2011
Innovation typologies
Chandy R; Prabhu J
in Wiley International Encyclopedia of Marketing 2011 Wiley-Blackwell
Key questions on innovation in the B-to-B context
Tellis G; Chandy R; Prabhu J
In Gary Lilien and Rajdeep Grewal (eds.) Handbook of Business to Business Marketing, Gary Lilien and Rajdeep Grewal (eds.) 2011, Edward Elgar
Research and development
Prabhu J; Chandy R
in Wiley International Encyclopedia of Marketing 2011 Wiley-Blackwell
2010
Consumer co-creation in new product development
Hoyer W; Chandy R; Dorotic M; Krafft M; Singh S S
Journal of Service Research 2010 August Vol 13:3 p 283-296
When do Chief Marketing Officers affect firm value? A customer power explanation
Boyd E; Chandy R; Cunha M
Journal of Marketing Research 2010 Vol 47:6 p 1162-1176
2009
Radical innovation across nations: the pre-eminence of corporate culture
Tellis G J; Prabhu J C; Chandy R
Journal of Marketing 2009 Vol 73:1 p 3-23
2008
Competitive response to radical product innovations
Chandy R; Aboulnasr K; Narasimhan O; Blair E
Journal of Marketing 2008 Vol 72:3 p 94-110
The fruits of legitimacy: Why some new ventures gain more from innovation than others do
Chandy R; Rao R; Prabhu J
Journal of Marketing 2008 Vol 72:4 p 58-75
2007
Managing the future: CEO attention and innovation outcomes
Chandy R; Yadav M; Prabhu J
Journal of Marketing 2007 October Vol 71:4 p 84-101
Why some acquisitions do better than others: product capital as a driver of long term stock returns
Chandy R; Sorescu A; Prabhu J
Journal of Marketing Research 2007 February Vol 44:1 p 57-72
2006
From invention to innovation: conversion ability in product development
Chandy R; Hopstaken B; Narasimhan O; Prabhu J
Journal of Marketing Research 2006 August Vol 43:3 p 494-508
2005
Modeling the microeffects of television advertising: which ad works, when, where,
Tellis G; Chandy R; MacInnis D; Thaivanich P
Marketing Science 2005 Vol 24:3 p 351-366
The impact of acquistions on innovation: poison pill, placebo, or tonic?
Jaideep P; Chandy R; Ellis M
Journal of Marketing 2005 Vol 69:1 p 114-130
2004
Historical research in marketing strategy: method, myths, and promise
Chandy R; Golder P; Tellis G
in Moorman C and Lehmann D eds., Cool tools for assessing marketing strategy performance, Boston, MA: Marketing Science Institute, 2004
Who Introduces More Radical Innovations, and Who Gains More From Them?
Sorescu A; Chandy R; Prabhu J
Marketing Science Institute Report No. 03-118, Cambridge: MA.
2003
Research as innovation: rewards, perils, and guideposts for research and reviews in marketing
Chandy R
Journal of the Academy of Marketing Science 2003 Vol 31:3 p 351-355
Sources and financial consequences of radical innovation: insights from pharmaceuticals
Sorescu A; Chandy R; Jaideep P
Journal of Marketing 2003 Vol 67:4 p 82-102
What will the future bring? dominance, technology expectations and radical innovation
Chandy R; Jaideep P; Antia K
Journal of Marketing 2003 Vol 66:3 p 1-18
2001
What to say when: advertising appeals in evolving markets
Chandy R; Tellis G; MacInnis D; Thaivanich P
Journal of Marketing Research 2001 Vol 38:4 p 399-414
2000
The incumbent's curse? Incumbency, size and radical product innovation
Chandy R; Tellis G
Journal of Marketing 2000 Vol 64:3 p 1-17
Which ad works, when, where and how often? modeling the effects of direct television advertising
Tellis G; Chandy R; Thaivanich P
Journal of Marketing Research 2000 Vol 37:1 p 32-46
1999
In search of diversity: the record of major marketing journals
Tellis G; Chandy R; Ackerman D
Journal of Marketing Research 1999 Vol 36:1 p 120-131
1998
Organizing for radical product innovation: the overlooked role of willingness to cannibalize
Chandy R; Tellis G
Journal of Marketing Research 1998 Vol 35:4 p 474-487
Teaching portfolio
Our teaching offering is updated annually. Faculty and programme material are subject to change.
-
Masters Degrees electives
Optional courses providing a deep dive into specialist areas.
View electives Show lessShow less-
Digital For Impact
This course is an experiential learning initiative designed to be a mixture of in-person and virtual experiences. Students in the course will consult remotely and in teams with small and medium enterprise (SME) clients in East Africa to deliver tangible business recommendations around the theme of "Digital for Impact". Over the course of 10 weeks students will be supported by faculty and regional on-the-ground contacts-with plenary lectures and skills sessions to complement the client work. -
Innovation for Impact
This course offers a practical approach to leading innovation that creates social, environmental, and financial impact. It equips entrepreneurs, business leaders, strategists, and consultants with frameworks and tools to help them deliver positive impact at scale. PROGRAMMES WITH THIS ELECTIVE
-
Digital For Impact
-
Executive Education
Short programmes offering academic excellence, global focus and exceptional diversity of perspective.
View programmes Show lessShow less-
Market Driving Strategies
"Market Driving Strategies examines how enterprising companies can cultivate successful market driving innovations that deliver a leap in value to their customers"
-
Market Driving Strategies