expanding opportunity at the base of the pyramid.

by:INDUSTRIAL-MAN     2019-09-20
[
Slightly] Illustrations
In the past ten years, C. K.
Prahalad and others believe that 4 billion people who live on less than $2 a day-
A social group with trillions of dollars in economic strength-
Is a major market. Prahalad, 2006).
In fact, there is growing evidence that the poorest people in the world are not only viable producers of many products and services, but also eager consumers of basic necessities in the developed world ---
From cell phones to soap and insurance products.
Recognizing this opportunity, many multinationals have launched initiatives to tap untapped market potential at the bottom of the economic pyramid (BOP).
However, these multinationals are not just focusing on developing new markets.
Through the efforts of a number of government organizations, NGOs and charitable organizations, they are increasingly aware that an effective way to eradicate poverty is to provide access to markets and access to credit, meaningful goods and services for the poor, improve their skills and opportunities for business practice.
By exploring BoP opportunities, these companies can also have a positive impact on the lives of the poor.
Given the global financial crisis and
As the gap between the rich and the poor continues to expand, we may be at the core of major social changes.
It is widely believed that the poorest people in the world are sources of abundant resources, not social burdens.
This is an ideal time for different players to try innovative ways to solve the challenge together.
Together, the business and non-profit sectors can work together to \"enable the poor, especially the poorest, to create a world free of poverty \"(
Grameen Foundation, 2008).
From this perspective, we explore five lessons learned from organizations that are actively involved in working at the bottom of the pyramid, as well as the impact on HR leaders working in these companies.
Lesson 1: What BoP needs to transform consumers and producers first is how we define people in BoP.
The goal of consumers in this area is to obtain affordable food, housing, health care, economic life, education and other basic products and services.
To achieve these goals, there are several key issues for BoP customers: 1.
Easy access to known, needed goods at affordable prices; 2.
Solutions to daily life challenges; and 3.
Opportunities to participate in economic production activities.
The institutions that serve the BoP market strive to do the following: 1.
Generating revenue from existing products; 2.
Develop new products to meet new market demands; and 3.
Help solve basic social problems by using their products and expertise and become excellent global citizens.
To meet the needs of the BoP market, the company needs to work with local delivery providers, social development participants, entrepreneurs, government officials and potential customers.
In addition to the huge untapped consumer market, those at the lowest level in the global economy can become effective and viable producers, contributing real economic value to themselves and business partners.
The Indian dairy cooperative and the Gujarat Cooperative Milk Marketing Federation are an amazing example (GCMMF)
Brand name Amul (GCMMF, 2009).
Poor rural farmers sell small amounts of Buffalo produced every day to cooperatives, some of whom are owners.
The Co-op is responsible for everything else, from Milkin in the village to the manufacture and marketing of the final product.
The business scale is considerable: 2.
7 million of producers are responsible for producing more than 10 million liters of milk per day, which is more than $1.
Sales in 2008 were 3 billion.
Personally, these poor producers will not be able to access efficient markets, but they will be strong when their production capacity is combined ---
GCMMF is the largest food marketing organization in India.
In Bangladesh, it is difficult to see a group need or get rid of our traditional perception of producers or consumers more than beggars. Yet micro-
Bank Grameen Bank has different views.
Muhammad Yunus, founder of Grameen Bank, recalled in his Nobel Prize winning speech: \"Three years ago, we started a project dedicated to beggars.
Loan is interest. free;
They can pay any amount as long as they want.
When they beg from door to door, we give them the idea of carrying small items, such as snacks, toys or household items.
The idea worked.
There are now 85,000 beggars in this project.
About 5,000 of people have completely stopped begging.
The typical loan to beggars is $12. \" (Yunus, 2006)Lesson No.
1. tell us that the poor in the world should not be viewed only from the perspective of charity. [
Slightly] Illustrations
Lesson 2: Public/private partnerships create opportunities in theBoP inspired by the work of the Grameen Foundation Yunus and Grameen Bank (GF), a U. S. -
Since the 1990 s, non-profit organizations that have supported the global microfinance industry have provided products and services that enable microfinance institutions to use microfinance and technology at the same time and reach out to more and more of the world\'s most
Microfinance is sometimes referred to as \"banking for the poor\", providing access to credit and other financial services to very poor people around the world, empowering them to get out of poverty.
Microfinance clients, mainly women, rely on their traditional skills, instinct to start a business, and hard work to use microfinance (
Usually under $200)
Other financial services that operate small businesses.
Gf has established a deep business partnership with BoP clients and organizations serving BoP.
The foundation intends to change people\'s minds and challenge traditional wisdom by showing the private and public sectors that these alliances can benefit all interested parties by creating meaningful self
Employment opportunities to improve life.
An example of Wireless Reach is how Qualcomm, a large telecom company, works with Grameen to provide mobile phones to the poor.
The program, which started in 2006 and was initially funded by Qualcomm\'s Wireless Reach program, enabled the Grameen foundation\'s stechtechnology Center to test the expansion of its successful country phone program to Indonesia\'s
Based on the pioneering work of rural telephones in Bangladesh, rural telephones and rural telephones directly expand the benefits of affordable telecom access in a sustainable, profitable and authorized manner.
Micro to create profit
Licensed telecom business owned and operated by poor entrepreneurs and these rural telephone operators (VPOs)
Operating in rural areas where telecom services were not previously available.
They rent out the use of their phones to their community. call basis.
VPOs provides affordable interest rates for their customers while earning enough income to repay the loan and earn a profit, which enables them to do so in the health, nutrition and education of their children and other businesses
On July 2008, Qualcomm\'s Wireless Access program GF, alocal telecom operators and microfinance partners launched the first rural telephone project in Indonesia.
The project has created more than 137 new businesses in West Java and banteng, all owned and operated by women.
In the future, the partnership will focus on developing the capabilities of radio and microfinance institutions by expanding the project to at least 1,000 new mobilagephone businesses, at present, there are as many as 500,000 poor people in Indonesia who cannot access telecom services.
This collaboration has evolved into a successful public/private alliance, and Qualcomm and GF are able to deliver innovative business solutions to the poor, combining expertise and experience.
It also enabled the two organizations to carry out their mission.
For Qualcomm, this alliance is perfect for its wireless access program, which supports projects and solutions that bring 3g connectivity benefits to the global development community.
For GF, the relationship with Qualcomm provides a multiplier effect for the limited resources it has to invest in. Grameen-
In 2003, GF established a unique partnership with the Saudi group Abdul Latif JameelGroup to support the growth and impact of microfinance in the Arab world.
Poverty is a common problem in the region, which is estimated to live on less than $2 a day, with about 75 million people.
The alliance was merged in 2007 to form Grameen-Jameel Pan-
Arab Microfinance LimitedGrameen-Jameel), a for-
Profit company based in Dubai, UAE.
Co-owned GF and babrizq JameelLimited, a subsidiary of the Abdel Latif Jamil group, country
Jameel was built in accordance with the corporate philosophy of social business advocated by Yunus.
It reinvests all its profits in the business, not dividends. Grameen-
Jameel\'s vision is to reach 1 million new active microfinance customers in the Arab world by 2011 through a strategic partnership with microfinance institutions (MFIs)
Share its value. [
Slightly] Illustrations
Partners received extensive support, including financing, technical assistance, training and access to best practice resources translated into Arabic through their $50 million guarantee fund. Grameen-
Jameel has reached more than 300,000 new microfinance customers through its partners in Egypt, Jordan, Lebanon, Morocco, Tunisia and Yemen.
This is the first social enterprise in the Arab world, as well as two very different organizations, a Western non-profit organization and a-
The profits of privately held Saudi companies can be brought together for the common benefit of society.
As these and other examples illustrate, customer challenges
The organizational interface of the BoP is to manage-
Profit participants and local organizations involved in implementing market solutions.
There are a lot of questions at the heart of these relationships: * what profit is enough (and too much)for the for-profit partner?
* How to measure the impact on poverty reduction?
* How to weigh between doing well (financially)and doing good(
Improve the lives of those in the BoP)
Effective management when competitive benefits exist?
* When innovation is introduced, what unexpected positive and negative effects do organizations and BoP customers have? Lesson No.
2 tell us that despite these problems,
Traditional partners can come together to create new opportunities for participants in the balance of payments balance sheet.
Some organizations have begun to recognize that the balance of payments can be a part of innovation.
Cosmos Ignite Innovations has developed a product designed to meet the needs of the poor for access to lighting.
The product also solves the health and environmental problems caused by the use of contaminated kerosene lamps.
The company started by studying the problem at the grass-roots level.
The Universe ignited the desire to understand the needs of society and what obstacles must be overcome by solutions.
The company\'s Mighty Light products are waterproof and shockproof using the latest led technology combined with solar energy.
It has a variety of functions such as room lights, reading lights or flashlights.
The light is strong enough to illuminate the whole room, charging for one hour, and the design lasts for 100,000 hours, equivalent to 30 years per day.
It\'s not hard to imagine how lighting will change the life of more than 1 person.
6 billion people without regular lighting-
Children can complete their school work after the completion of the farm work, can finish the manual work in the evening, provide additional sources of income, and with the elimination of the kerosene lamp, the health of the family is improved.
In India, Afghanistan, Pakistan, Cambodia, Nigeria, Kenya, Rwanda, Panama, Guyana and Colombia (Kapur, 2007).
Think about Dr\'s work.
Heart surgeon Devi Shetty in Bangalore, India.
Shetty has pioneered a range of innovative solutions, and healthcare is within the reach of millions of people in India, regardless of the ability to pay.
A tricky challenge for Shetty is how to provide quality health care to a large population living in remote areas of the country.
Like many developing countries, India\'s population lives mainly in remote rural areas.
While 70% of the country\'s population lives in rural areas, 70% of doctors live in cities.
When Shetty thought about the problem, he found that there was a solution in his own backyard.
Shetty captured the world of Bangalore
First-class information technology strength, and recruited the Indian space agency, which is also based in the city, to establish a telemedicine network through satellite connection between city hospitals and villages.
Patients in rural areas of India can be \"seen\" by experts with the help of auxiliary medical staff operating rural clinics locally \".
The doctor stipulates that treatment is administered by a local representative or that serious cases be brought to the tourist center for treatment.
The system improves access to health care for the rural poor, creates employment opportunities for assisted medical personnel managing medical centers in villages, and maximizes the efficiency and coverage of urban physicians (
Rego & Bhandary, 2006).
Lesson 3 highlights the importance of treating BoP as a seed of innovation based on overcoming needs and necessity.
Cultivating these seeds can stimulate innovation from all walks of life.
Lesson 4: respond to BoP\'s market demand with design thinking in the past few years, the creative Leadership Center (CCL)
Have been trying some models to make it easier for people around the world to afford Leadership Development (
The goal of this work is to democratize and scale leadership development.
When we start this work, we start by reading and analyzing the literature, writing the report, and preparing the scene file first.
While our analysis is reliable, our progress is rather gradual.
We hired two of the world\'s top design and innovation companies (
Continuous body)
Use \"design thinking\" to help us shift gears.
\"Design Thinking includes ethnographic data collection, brainstorming and rapid prototyping to identify unmet customer needs and create innovative solutions to meet them.
Continue and IDEO encourage us to immerse ourselves in the developing countries we want to work in.
Immersion and subsequent product experiments span developing and developed countries;
Companies, non-profit organizations and government organizations;
Different methods of product design and delivery.
These immersion brings the needs and aspirations of the underserved people to life, and brings us to a direction that cannot be imagined through the analysis of detailed data.
The insights we gained form a range of solutions that CCL is implementing to make leadership development more affordable and accessible to society
Departmental organizations and young professionals in developed and developing countries. The design-
Many companies and social enterprises have mastered the driving way of working, and they see emerging markets and low
Mainly increase the income population of the market.
Nokia is a very successful brand in the balance of payments market.
Three research and development facilities in India have generated innovations, such as a mobile phone that charges more than two weeks and is equipped with flashlights for those who do not have reliable electricity.
The phone also allows family and friends to share devices, maintain up to five separate phone books, and control the amount of money that individual users can call or spend (Ewing, 2007).
Similarly, companies such as P & G that generate $20 billion revenue from developing markets have found that localization capabilities are critical to reducing costs and leveraging local knowledge and relationships.
For example, P & G\'s products are usually hidden in crowded retail stores and sold on request.
By hiring a local sales agent, P & G is able to establish contact with the owner to better negotiate the display space (Byron, 2007).
In some cases, the solution is inspired by the combination of different concepts across development and the developed world. Forexample, Dr.
Vince Carter Wami (or Dr.
He\'s known as V.
Aravind Eye Care in madulai, India is inspired by the University of sandcastle McDonald\'s.
By studying the operation of the hamburger chain, he sawcost, high-
Quality and quantity can be achieved through carefully managed operations.
The model he created allows the eye doctor to perform 2,600 operations per year, compared to the current average of 400 operations (Miller, 2006).
BoP solutions often set unimaginable lofty goals through iterative experiments.
One laptop for each child projects three-
After a year of brewing, the hardware and software designer network has tried a variety of features and options to address key BoP limitations.
The original product specification is called the intuitive laptop for children, heat-proof, dust-proof,drop-
Leak-proof design is used to work with limited power and Internet access, and the price is the fifth times that of the cheapest laptopavailable.
Bringing the price of its listed product called XO to close to $200, but has achieved many seemingly unrealistic goals (Pogue, 2007).
As these examples illustrate, success in the balance of payments market requires design thinking as a compassionate and imaginative approach to best practice.
It also needs to use local talent to gain insights, maintain relationships and cut costs.
Fortunately, there is no shortage of talent in the BoP, just to see the abundant opportunities to unleash the huge human potential that exists in it.
Lesson 5: BoP is a source of employees for most multinational companies and success in emerging markets requires identifying, hiring, developing and utilizing local talent.
India\'s big retail giant Pantaloon has achieved business success among the employees of the balance of payments (BoP.
They recruited and trained young people from the mindia slum to become staff and baristas, some of whom became managers and entrepreneurs.
The training director of the British pantalon. C.
He reportedly established the leadership of the company.
He took part in a training program on insight at a traffic junction in Mumbai.
Watching the beggar work in the car, he believes that those who are more socially capable will be more successful. Ifself-
He asked himself that confidence and social skills are effective for beggars, and what can they do for motivated people in the slums?
Pantaloon\'s project has been very successful in driving employee engagement, customer service, innovation and growth.
According to a similar idea, Mobile Metrix is an on-the-
Ground marketing organizations that help the public in developing countriesandprivate-
Industry organizations collect grassroots data to inform product and service development in the BoP market.
They hired young local people to get the data. ages 16-24)
Provide them with training on how to use a handheld computer and then send them to their community to collect data on the needs of the community.
After the product is developed, these young people also have the opportunity to engage in marketing and distribution, which is good for them and organizations that are now in contact with difficulties --to-
Reach communities and consumers.
IsVisionSpring, another innovative organization that brings basic products, jobs and empowerment to vulnerable groups (
Former Scojo Foundation).
VisionSpring is working to provide reading glasses for the poor;
0. 7 billion of people in the world suffer from old flower eyes (blurry up-close vision)
This weakens their ability to complete many tasks such as sewing or sorting grains.
The organization\'s business model is to train and attract local women as \"vision entrepreneurs\", which in many cases has led to a doubling of their income.
The company operates in several countries and has sold nearly 90,000 reading glasses and trained more than 1,000 visual entrepreneurs as of 2008 (MacMillan,2008).
If Grameen Bank can turn beggars into successful entrepreneurs and if Mobile Metrix can successfully hire young people, then ifPantaloon can turn slum dwellers into confident shop assistants and managersto-
Help drive product development and sales, if VisionSpring is able to hire poor women to help improve the eyesight of others, and if thousands of organizations use BoP as a source of employees, consider social impact.
In connection with HR leaders, the huge market that BoP has not yet developed is a potential opportunity for organizations that find traditional markets saturated and margins declining.
According to the International Monetary Fund, India and China-
A country consisting mainly of poor people-
The main engine of world economic growth isCallen, 2007).
The World Bank reports that 40% of the world\'s economy is the responsibility of developing countries.
World Bank, 2007).
However, the success of the BoP requires a new direction.
Working in the BoP needs to reject the concept that the poor are passive players in philanthropy and cannot be consumers or producers.
Innovation is also needed to create or adapt products, services and business models.
This in turn requires new capabilities for organizations and employees.
For senior HR leaders, these new business opportunities require developers (and teams)
Who can work successfully in both BoPenvironments and non-environmentsProfit Partners.
Enterprises can
How profits work with scarce resources, create broad alliances, build campaigns, tap passion, and unlock potential.
The head of a Chilean company explained that young people who have joined the corporate sector after completing the service learning program in rural Chile are in great demand and are considered to be able to think more fully, with more perseverance and flexibility.
From another perspective, engagement with the BoP market provides a lever for organizational transformation, increased employee engagement and enhanced community relationships.
Employees can gain the opportunity to develop their strengths and apply them to social and business goals to improve the effectiveness of the organization and the brand of the company.
In an era of growing demand for triplebottom-
Line approaches, which serves BoP, is more attractive to customers and employees.
The biggest obstacle to crossing is mentality.
Mohammed Yunus likened the untapped potential of the poor to the seed of a tree planted in a small pot, limited by lack of opportunity.
The seeds planted on fertile land can grow into a great tree (
Knowledge @ Wharton, 2005).
Companies with BoP have the same potential.
If you plant them in a small pot of opportunity, they will become insignificant.
However, in a supportive corporate culture, the bop represents the great growth potential of the organization and its shareholders, employees and customers.
Human resource leaders can lead the way by helping to create a culture that can make this change happen.
References Byron(2007, July 16).
P & G\'s global goal: the shelves of small stores.
The Wall Street JournalA1. Callen, T. (
October 17 2007).
Emerging markets are the main engine of economic growth.
Journal of International Monetary Fund research195. Ewing, J. (2007, May 4).
A pioneer in mobile. Business-Week, p. 60.
Graming Foundation(2008).
Mission declaration.
Washington, DC: Author.
Cooperative Milk Marketing Federation of Gujarat (GCMMF). (2009).
Retrieved from S Kapur on March 6, 2009(August 14 2007).
Innovate for the bottom of the pyramid.
Business standards.
Retrieved in March 6, 2009 from Knowledge @ Wharton. (2005).
Muhammad Yunus, the banker of the world\'s poorest citizens, has offered his reasons.
Recovered from Macmillan on April 5, 2009. (2008).
Social entrepreneurs who change the world.
Search from www on March 13, 2009. fastcompany.
Com/social/2008/profiles/scojo-foundation. html Miller, S. (2006, August 5).
McSurgery: someone who saved 2 people. 4 millioneyes.
The Wall Street JournalA6. Pogue, D. (October 4 2007).
Laptops with a mission have expanded their audience.
The New York Times
Retrieve from C PrahaladK. (2006).
Wealth at the bottom of the pyramid: poverty eradication through profits.
Saddle River, New Jersey: Pearson. Rego, L. , & Bhandary,. (2006).
New model: Social entrepreneurs change the environment.
Leadership in Action, 26 (1), 8-11. Yunus, M. (2006).
Nobel Lecture, Oslo, December 10, 2006.
RetrievedFebruary month 2009 th/peace/winner/2006/yunus-lecture-en. html David G.
Altman and Lyndon Rego, creative leadership center for the Grameen FoundationAltman, Ph. D.
Is the executive vice president of research, innovation and product development at the Creative Leadership Center (CCL), a global non-
Profit organization.
Prior to joining CCL, he worked as a public health researcher, advocate and professor for 20 years.
MBA Lyndon Rego is the director of the innovation incubator at the Creative Leadership Center, where he helped guide a broad initiative to extend leadership development to underserved people around the world.
Peg Ross, director of the GrameenFoundation human capital center, is there to help microfinance institutions strengthen their staff practices and align them with business strategies.
She holds corporate HR leadership positions in various industries and holds a master\'s degree in organizational development from Loyola University in Chicago.
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