Mohanbir Sawhney
Mohanbir Sawhney

MARKETING
McCormick Foundation Chair of Technology
Clinical Professor of Marketing
Director of the Center for Research in Technology & Innovation

Print Overview

Prof. Sawhney is a globally recognized scholar, teacher, consultant and speaker in business innovation, technology marketing and new media.

His research and teaching currently focuses on marketing in a digital world, engagement marketing, collaborative marketing, corporate innovation and connected innovation.He has pioneered concepts like e-Hubs, community-centric innovation, innomediation, metamarkets and network-centric innovation.

Prof. Sawhney has written six books as well as dozens of influential articles in leading academic journals and managerial publications. His most recent book is Fewer, Bigger, Bolder: From Mindless Expansion to Focused Growth will be published by Penguin in 2014. His research has been published in leading journals like California Management Review, Harvard Business Review, Journal of Interactive Marketing, Management Science, Marketing Science, MIT Sloan Management Review, and Journal of the Academy of Marketing Science. He has also written several influential trade articles in publications like the Financial Times, CIO Magazine, and Business 2.0. He has won several awards for his teaching and research, including the 2006 Sidney Levy Award for Teaching Excellence at the Kellogg School, the 2005 runner-up for Best Paper in Journal of Interactive Marketing, the 2001 Accenture Award for the best paper published in California Management Review in 2000 and the Outstanding Professor of the Year at Kellogg in 1998. He has been nominated for the Outstanding Professor of the Year at Kellogg in 2008 and 2009. In 2011, he received the Distinguished Alumnus Award from the Indian Institute of Management, Calcutta. In 2012, he was named among the 50 most influential thinkers of Indian origin.

Prof. Sawhney advises and speaks to Global 2000 firms and governments worldwide. His speaking and consulting clients include Accenture, Adobe Systems, AT&T, Boeing, Cisco Systems, Dell, DuPont, Ericsson, Fidelity Investments, GE, General Mills, HCL Technologies, Honeywell, IBM Consulting Services, Infosys, Jeronimo Martins, Kellogg Company, McDonald’s, Microsoft, Motorola, MTV Networks, Nissan Motor, Raytheon Missile Systems, SAP, Sony, Teradata and WMS Gaming. He serves on the boards and advisory boards of several technology companies, including Bahwan Cybertek, EXLService, Georama, MotiveQuest and vMock.

Prof. Sawhney holds a Ph.D. in Marketing from the Wharton School of the University of Pennsylvania; an MBA from the Indian Institute of Management, Calcutta; and a Bachelor’s degree in Electrical Engineering from the Indian Institute of Technology, New Delhi.



Areas of Expertise
Entertainment Marketing
High-Tech Marketing
Information Technology
Marketing Management
Media Marketing
Technology
Print Vita
Education
MA, 1993, Marketing, University of Pennsylvania
PGDM, 1987, Marketing, Indian Institute of Management, Calcutta
BT, 1985, Electrical Engineering, Indian Institute of Technology, Delhi

Grants and Awards
Sidney J. Levy Teaching Award, Kellogg School of Management, 2006-2007, 1998-1999, 1994-1995
L.G. Lavengood Outstanding Professor of the Year Award, Kellogg School of Management, 1998
Light of India Award for Excellence in Education and Academics, Times of Money (a Times of India Group Company), 2012
Named One of the World’s Best Known Indian-Origin Gurus, Times of India
Distinguished Alumnus Award, Indian Institute of Management, Calcutta

 
Print Research
Research Interests
New product forecasting, innovation diffusion, interface of marketing and other functional areas, entertainment marketing

Articles
Nambisan, Satish and Mohanbir Sawhney. 2011. Orchestration Processes in Network-Centric Innovation: Evidence from the Field. Academy of Management Perspectives. 25(3)
Sawhney, Mohanbir and Rajesh Tyagi. 2010. High-Performance Product Management: The Impact of Structure, Process, Competencies and Role Definition. Journal of Product Innovation Management. 27: 83-96.
Nambisan, Satish and Mohanbir Sawhney. 2007. A Buyer's Guide to the Innovation Bazaar. Harvard Business Review. 85(6): 109-118.
Nambisan, Satish and Mohanbir Sawhney. 2007. Meet the Innovation Capitalist. Harvard Business Review. 85(3): 24.
Wolcott, Robert C. and Mohanbir Sawhney. 2007. Eight Innovation Myths. Peking University Business Review. 37
Sawhney, MohanbirRobert C. Wolcott and Inigo Arroniz. 2006. The 12 Different Ways for Companies to Innovate. MIT Sloan Management Review. 47(3): 75-81.
Verona, Gianmario, Emanuela Prandelli and Mohanbir Sawhney. 2006. Innovation and Virtual Environments: Towards Virtual Knowledge Brokers. Organization Studies. 27(6): 765-788.
Sawhney, Mohanbir, Gianmario Verona and Emanuela Prandelli. 2005. Collaborating to Create: The Internet as a Platform for Customer Engagement in Product Innovation. Journal of Interactive Marketing. 19(4): 4-17.
Sawhney, Mohanbir. 2005. Blog-Trolling in the Bitstream. Harvard Business Review. 83(2)
Sawhney, Mohanbir. 2005. The Networked Lifestyle in 2020. Business Today.
Balasubramanian, Sridhar, Vish Krishnan and Mohanbir Sawhney. 2004. Creating Growth With Services. MIT Sloan Management Review. 45(2): 34-43.
Sawhney, Mohanbir. 2004. Beyond Market Research. CMO Magazine.
Sawhney, Mohanbir. 2004. A Manifesto for Marketing. CMO Magazine.
Sawhney, Mohanbir and Robert C. Wolcott. 2004. The Seven Myths of Innovation. Financial Times.
Sawhney, Mohanbir. 2004. Insights into Customer Insights. CRM Project. 5
Sawhney, Mohanbir. 2003. Decouple and Conquer. CIO Magazine.
Sawhney, Mohanbir. 2003. How to Keep Your Customers Satisfied. CIO Magazine.
Sawhney, Mohanbir. 2003. Forward Thinking about Reverse Auctions. CIO Magazine.
Sawhney, Mohanbir. 2003. Real-Time Reality Check. CIO Magazine.
Sawhney, Mohanbir. 2003. The Problem with Solutions. CIO Magazine.
Sawhney, Mohanbir, Emanuela Prandelli and Gianmario Verona. 2003. The Power of Innomediation. MIT Sloan Management Review. 44(2): 77-82.
Sawhney, Mohanbir. 2003. New Value, Same Customers. CIO Magazine.
Sawhney, Mohanbir. 2003. Fundamentals of Value. CIO Magazine.
Sawhney, Mohanbir. 2003. Use the Net's Power to Divide and Rule. Financial Times.
Sawhney, Mohanbir. 2002. Getting in Sync with your Customers. Teradata Magazine.
Sawhney, Mohanbir. 2002. Create Value from Values. CIO Magazine.
Sawhney, Mohanbir. 2002. Beyond Relationship Marketing: The Rise of Collaborative Marketing. CRM Project. 3
Sawhney, Mohanbir. 2002. Don’t just Relate: Collaborate. MIT Sloan Management Review. 43(3): 96.
Sawhney, Mohanbir. 2002. Getting Real about Getting Paid. CIO Magazine.
Sawhney, Mohanbir. 2002. Damn the ROI, Full Speed Ahead. CIO Magazine.
Sawhney, Mohanbir. 2002. Putting the Horse First. CIO Magazine.
Sawhney, Mohanbir. 2002. Fields of Online Dreams. CIO Magazine.
Sawhney, Mohanbir and Jeff Zabin. 2002. Managing and Measuring Relational Equity in the Network Economy. Journal of the Academy of Marketing Science. 30(4): 313-332.
Sawhney, Mohanbir. 2002. Seeing the Whole Elephant. CIO Magazine.
Sawhney, Mohanbir and Emanuela Prandelli. 2001. Communities of Creation: Managing Distributed Innovation in Turbulent Markets. California Management Review. 42(4): 24-54.
Sawhney, Mohanbir. 2001. Don’t Homogenize, Synchronize. Harvard Business Review. 79(7): 100-108.
Parikh, Deval and Mohanbir Sawhney. 2001. Where Value Lives in a Networked World. Harvard Business Review. 79(1): 79-86.
Sawhney, Mohanbir. 2001. Beyond the Extremes. Context Magazine.
Mittal, Vikas and Mohanbir Sawhney. 2001. Learning and Using Electronic Information Products: A Field Study. Journal of Interactive Marketing. 15(1): 2-12.
Sawhney, Mohanbir. 2001. Patterns of Progress. CIO Magazine.
Ramdas, Kamalini and Mohanbir Sawhney. 2001. A Crossfunctional Approach to Evaluation of Multiple Line Extensions. Management Science. 47(1): 22-36.
Sawhney, Mohanbir. 2000. Hand in Hand. Context Magazine.
Sawhney, Mohanbir. 2000. Dangerous Liaisons. Business 2.0.
Kaplan, Steve and Mohanbir Sawhney. 2000. eHubs: The New Business-to-Business Marketplaces. Harvard Business Review. 78(3): 97-103.
Sawhney, Mohanbir. 2000. How it Works: The E-Commerce Engine. Business 2.0.
Sawhney, Mohanbir. 2000. Break Your Boundaries. Business 2.0.
Eliashberg, Jehoshua, Jedid-Jah Jonker, Mohanbir Sawhney and Berend Weirenga. 2000. MOVIEMOD: An Implementable Decision-Support System for Prerelease Market Evaluation of Motion Pictures. Marketing Science. 19(3): 226-243.
Sawhney, Mohanbir. 2000. Powered by India. Business World India.
Jain, Dipak C., Sachin Gupta and Mohanbir Sawhney. 1999. Modeling the Evolution of Markets with Indirect Network Externalities: An Application to Digital Television. Marketing Science. 18(3): 396-416.
Sawhney, Mohanbir. 1999. Delivering on the Promise. Context Magazine.
Sawhney, Mohanbir. 1999. The Longest Mile. Business 2.0.
Sawhney, Mohanbir. 1999. Making New Markets. Business 2.0.
Sawhney, Mohanbir. 1999. Let’s Get Vertical. Business 2.0.
Sawhney, Mohanbir. 1998. Leveraged High-Variety Strategies: From Portfolio Thinking to Platform Thinking. Journal of the Academy of Marketing Science. 26(1): 54-61.
Sawhney, Mohanbir. 1998. The New Middlemen in the Networked Economy. Financial Times.
Sawhney, Mohanbir and Jehoshua Eliashberg. 1996. A Parsimonious Model for Forecasting Box-Office Revenues of Motion Pictures. Marketing Science. 15(2): 113-131.
Eliashberg, Jehoshua and Mohanbir Sawhney. 1994. Modeling Goes to Hollywood: Predicting Individual Differences In Movie Enjoyment. Management Science. 40(9): 1151-1173.
Working Papers
Sawhney, Mohanbir and Sanghamitra Goswami. Talk Pays: Innovation Buzz and Stock Market Valuation..
Cooper, RobertMohanbir Sawhney, Rita McGrath and Ian MacMillan. Firing Up the Growth Engine with Market Driven Growth. .
Chen, Jiyao and Mohanbir Sawhney. An Empirically Validated Framework for Measuring Business Innovation.
Sawhney, Mohanbir. 2007. Positioning in the Ideascape.
Sawhney, Mohanbir. 2006. Creating and Capturing Value in Distributed Innovation: Towards a Contingent Model for Solving The Paradox of Creative Destruction.
Sawhney, Mohanbir and Inigo Arroniz. 2005. The Three Horizons of Marketing.
Carpenter, Gregory and Mohanbir Sawhney. 2003. Multi-generation New Product Strategy: The Role of Consumer Learning.
Drelichman, Mauricio and Mohanbir Sawhney. 2002. Seeing Ahead by Looking Back: Lessons from Historical Evolution of Networks and Implications for the Internet.
Book Chapters
Prandelli, Emanuela, Mohanbir Sawhney and Gianmario Verona. 2006. "Knowledge Management and the Emerging Organizational Models of Distributed Innovation: Towards a Taxonomy." In The Future of Knowledge Management, edited by Birgit Renzl, Kurt Matzler, Hans Hinterhuber, Palgrave MacMillan.
Sawhney, Mohanbir. 2006. "Going Beyond the Product: Defining, Designing and Delivering Customer Solutions." In The Service-dominant Logic of Marketing: Dialog, Debate, And Directions, edited by Robert F. Lusch and Stephen L. Vargo, M.E. Sharpe.
Sawhney, Mohanbir. 2005. "Branding in Technology Markets." In Kellogg on Branding, edited by Alice Tybout and Tim Calkins, 201-225. New York, NY: John Wiley & Sons.
Sawhney, Mohanbir. 2003. "Foreword: Rebuilding the Corporate Genome." In Rebuilding the Corporate Genome, edited by Johan C Aurik, Gillis J. Jonk and Robert E. Willen, John Wiley.
Sawhney, Mohanbir. 2002. "Postfazione: Il Prossimo Passo del markting in ReteL L'attivazione del Collaborative Marketing." In Marketing in Rete, edited by Emanuela Prandelli and Gianmario Verona, McGraw Hill.
Balasubramanian, Sridhar, Vish Krishnan and Mohanbir Sawhney. 2001. "New Offering Realization in the Networked Digital Environment." In Digital Marketing, edited by Vijay Mahajan, Jerry Wind, 310-338. John Wiley & Sons.
Kotler, Philip and Mohanbir Sawhney. 2001. "Marketing in the Age of Information Democracy." In Kellogg on Marketing, edited by Dawn Iacobucci, 386-408. New York, NY: John Wiley & Sons.
Parikh, Deval and Mohanbir Sawhney. 2001. "Venturing Beyond Boundaries." In TechVenture: New Rules on Value and Profit from Silicon Valley, edited by Mohan Sawhney, Ranjay Gulati, Anthony Paoni, 319-332. John Wiley & Sons.
Prandelli, Emanuela and Mohanbir Sawhney. 2000. "Beyond Customer Knowledge Management: Customers as Co-Creators." In Knowledge Management and Virtual Organizations, edited by Yogesh Malhotra, 258-281. Idea Group Publishing.
Other
Khosla, Sanjay and Mohanbir Sawhney. "Growth through Focus: A Blueprint for Profitable Expansion." Strategy+Business, August 24, 2010.
Sawhney, Mohanbir. "Salesforce.com: Assessing an Advertising-Based Revenue Model." February.
Sawhney, Mohanbir. "Siemens Medical Solutions: Creating a Customer-Focused Organization for Solutions Marketing." February.
Sawhney, Mohanbir. "Intel Pentium Flap.".
Sawhney, Mohanbir. "Technology as the Secret of an Agile Advantage." Financial Times.
Sawhney, Mohanbir. "Profit From Transparency." CIO Magazine.
Sawhney, Mohanbir. "Profit from Transparency." CIO Magazine.
Sawhney, Mohanbir. "PhotoWars: A Digital Strategy Simulation Game.".
Books
Nambisan, Satish and Mohanbir Sawhney. 2007. The Global Brain: Your roadmap for innovating faster and smarter in a networked world. Wharton School Publishing.
Sawhney, Mohanbir. 2004. Strategic Marketing: A Process-Based Approach. New Jersey: Prentice-Hall.
Gulati, Ranjay, Mohanbir Sawhney and Anthony Paoni. 2002. Kellogg on Technology & Innovation. John Wiley & Sons.
Sawhney, Mohanbir, Ranjay Gulati and Anthony Paoni. 2001. TechVenture: New Rules on Value and Profit from Silicon Valley. John Wiley & Sons.
Sawhney, Mohanbir and Jeff Zabin. 2001. The Seven Steps to Nirvana: Strategic Insights into e-Business Transformation. McGraw Hill.
Sawhney, Mohanbir and Ranjay Gulati. 2000. Kellogg TechVenture. Nminds Publications.
Prandelli, Emanuela, Gianmario Verona and Mohanbir Sawhney. Collaborating with Customers to Innovate:Conceiving and Marketing Products in the Network Age. Edward Elgar Publishing.
Cases
Sawhney, Mohanbir, Joseph R. Owens and Pallavi Goodman. 2014. Kindle Fire: Amazon's Heated Battle for the Tablet Market. Case 5-413-751 (KEL770).
Sawhney, Mohanbir and Pallavi Goodman. 2014. PageWell 2.0: Using Customer Research for Product Development. Case 5-213-254.
Sawhney, Mohanbir, John Miniati, Patrick (Junsoo) Kim and Pallavi Goodman. 2014. Motorola's Droid 2: The Product Manager’s Dilemma. Case 5-313-510 (KEL772).
Sawhney, Mohanbir, Sachin Waikar, Sean Alpert, Gerardo Cardone, Ryan Mullin, Barnaby Nardella, Edward Sim and Hsin-Ting Huang. 2012. Amazon’s Kindle: Crossing the Chasm. Case 5-111-009.
Sawhney, Mohanbir, Jon Nathanson, Oded Perry, Chad Smith, Sripad Sriram, James Tsai and Pallavi Goodman. 2012. Modu: Optimizing the Product Line. Case 5-112-008 (KEL651).
Sawhney, Mohanbir. 2011. Cisco Systems: Launching the ASR 1000 Series Router Using Social Media Marketing. Case 5-111-008 (KEL579).
Sawhney, Mohanbir, Aarti Kumar, Hilary Meyer, Coby Neuenschwander, Sang' ona Oriedo, Mallika Pradhan, Garima Sethi and Pallavi Goodman. 2011. Lowe’s Companies, Inc.: Optimizing the Marketing Communications Mix. Case 5-111-010 (KEL563).
Sawhney, Mohanbir, Ashuma Ahluwalia, Yuliya Gab, Kevin Gardiner, Alan Huang, Amit Patel and Pallavi Goodman. 2011. Microsoft Office: Gaining Insight into the Life of a College Student (A). Case 5-111-011(A) (KEL654).
Sawhney, Mohanbir, Ashuma Ahluwalia, Yuliya Gab, Kevin Gardiner, Alan Huang, Amit Patel and Pallavi Goodman. 2011. Microsoft Office: Gaining Insight into the Life of a College Student (B). Case 5-111-011(B) (KEL655).
Sawhney, Mohanbir and Kent Grayson. 2009. Ontela PicDeck (A): Customer Segmentation, Targeting, and Positioning. Case 5-309-505(A) (KEL450).
Sawhney, Mohanbir and Sachin Waikar. 2009. It's a New Day: Microsoft’s Office 2007 Launch Campaign. Case 5-409-756 (KEL533).
Sawhney, Mohanbir and Kent Grayson. 2009. Ontela PicDeck (B): Customer Segmentation, Targeting, and Positioning. Case 5-309-505(B) (KEL451).
Sawhney, Mohanbir, Shankar Balakrishnan, Maryam Balali, Brit Gould, Steven Stark and Larry Xu. 2007. Siemens Medical Solutions: Creating a Customer-Focused Organization for Solutions Marketing. Case 5-107-011 (KEL409).
Sawhney, Mohanbir, Sean Alexis, Zack Gund, Lee Jacobek, Ted Kasten, Doug Kilponen and Andrew Malkin. 2006. TiVo: Changing the Face of Television. Case 5-104-040 (KEL105).
Sawhney, Mohanbir, Benjamin Hill, John Miller, Peter Nylund, West Robbins, Richard Wharton and Severine Borut-Zaslavoglou. 2006. MRT Micro: The CardioScope. Case 5-104-036 (KEL099).
Sawhney, Mohanbir, Brian Buenneke, Lisa Jackson, Nancy Kulick, Evan Norton, Erica Post and Ran Rotem. 2006. Microsoft Corporation: Branding and Positioning .NET. Case 5-104-034 (KEL097).
Sawhney, Mohanbir and Robert C. Wolcott. 2006. Thomson Financial: Building a Customer-Centric Firm. Case 5-405-753 (KEL237).
Sawhney, Mohanbir, Ben Cooley, Jeff Crouse, James Dougan, John Johnson, Kumar Venkataraman and Shun Zhang. 2006. Rand McNally: Navigating the Wireless Landscape. Case 5-104-038 (KEL103).
Sawhney, Mohanbir, Lisa Damkroger, Greg McGuirk, Julie Milbratz and John Rountree. 2006. Illinois Superconductor: Forecasting Demand For Superconducting Filters. Case 5-104-033 (KEL096).
Sawhney, Mohanbir, Paolo Cuomo, Ariel Hasson, Kevin Loftus, Angela Petros and Derek Yung. 2004. Trilogy Corporation: Customer Value-Based Pricing. Case 5-104-041 (KEL106).
Sawhney, Mohanbir, Rosalie Chin, Jennifer Ord, Noam Ragins, Kris Rich and Liza Wintroub. 2004. Educational Technology Corporation: Crossing the Chasm. Case 5-104-032 (KEL095).
Sawhney, Mohanbir. 2004. Blockbuster Entertainment Corporation: Growth Strategies for 1995. Case 5-104-029 (KEL092).
Sawhney, Mohanbir, Michael Biddlecom, Robert Day, Patricia Franke, John Lee-Tin, Robert Leonard and Brian Poger. 2004. Rockwell Automation: The Channel Challenge. Case 5-104-039 (KEL163).
Sawhney, Mohanbir, Bernadine Ai-Kuo, Ronald Graves, Pierre Laurent and Peter Thompson. 2004. Motorola Wireless Data Group: The Envoy. Case 5-104-035 (KEL098).
Sawhney, Mohanbir, Edward Arnstein, Paul Leinwand, Craig Michaels, Michael Nelson and Beth Winson. 2004. Career Central Corporation: Building Critical Mass. Case 5-104-030 (KEL093).
Sawhney, Mohanbir, Raj Malhotra and Kevin Agastein. PhotoWars. Case 5-104-037.

 
Print Teaching
Teaching Interests
Marketing management, new product and new services development, marketing of high-tech products
Executive MBA
TechVenture India (INTLX-918-0)
TechVenture India is an experiential learning course focusing on technology trends in emerging markets. The course combines classroom sessions, a week-long field study trip and a research project to provide students with the concepts as well as real-world experience with technologies that are shaping emerging markets like India. The course focuses on three key technology domains – Offshore Outsourcing, Mobile Devices and Cloud Services. In addition, the course focuses on the concept of technology ecosystems with a special emphasis on the most prominent Indian technology cluster in Bangalore.

Product Mgmt for Technology Companies (MKTGX-472-0)
Two defining characteristics of the technology industry are its dynamic nature and the inter-connected nature of technology products and services. This results in a continuous need for new products—and for managing all of the aspects of discovering, designing, developing, supporting and making money from these products. In technology companies, the Product Management organization is responsible for the "inbound" marketing activities as well as "outbound" marketing components: identifying unmet customer needs, orchestrating the development of products and solutions to address these needs, taking new products to market and managing products as a business. This course equips students with the frameworks, tools and direct experience to become effective technology product managers (whether as entrepreneurs or intrapreneurs within established technology companies).

Full-Time / Part-Time MBA
Product Management for Technology Companies (KIEI-932-0)

Formerly ENTR-930-0

Product Management for Technology Companies provides the frameworks, theory, tools and hands-on experience to prepare students to hit the ground running in technology companies. With a holistic and entrepreneurial perspective of product management, we provide insight into the nine major aspects of product management (including opportunity analysis, customer discovery & requirements, product launch & marketing, leading cross-functional teams, product planning and more). This comprehensive approach prepares students for product management and co-founder roles – as well as related roles such as product marketing, product planning & strategy, business development, and similar.

Students will gain hands-on experience via an industry-sponsored project and targeted cases—including several cases developed specifically for this course. The industry project allows students to customize your learning from the course. The projects are real, with executive sponsorship and dedicated resources lined up prior to the start of the first lecture. Alternatively, students may propose your own projects. Sponsors include startups such as kPoint, Shoedazzle.com and Misfit Wearables; as well as leading tech firms such as Amazon, Intel and Salesforce.com.

Technology Marketing (MKTG-468-0)

This course counts toward the following majors: Entrepreneurship & Innovation, Marketing, Marketing Management, Technology Industry Management, Media Management

This course provides students with conceptual frameworks and analytical tools for marketing decision making in high-growth and turbulent technology businesses. The course is cross-functional, decision-focused and strategic in its orientation. Topics include marketing in the networked economy, understanding unarticulated user needs, technology standards and network externalities, demand forecasting and strategic planning in technology markets, product design and architecture, product platform strategy, managing new product realization programs and managing the technology adoption lifecycle. Student assignments include developing quantitative spreadsheet-based forecasting models and playing an interactive strategy simulation called DigiStrat--PhotoWars, an action-learning exercise that teaches students about strategic decision making in dynamic technology markets. Students are also required to create a case study in collaboration with a technology firm, or to write a scholarly white paper on a knowledge domain of their choice. MKTG-450 is recommended.