Recent research on business models that target the
‘Bottom of the Pyramid’ (BOP), the vast untapped
potential market made up of the world’s poorest people,
has emphasized the need for multinationals to radically
change their approach and to fundamentally rethink every
step in their supply chains. The complexities and
potential costs involved in these recommendations, we
believe, constitute severe hurdles to executive decision
making and to realizing the financial returns that would
justify such investments.
This paper develops a strategic perspective based on
observation and analysis of two successful, alternative
BOP models. The unique context of these business models
characterized by deep and widespread poverty expands our
understanding of how strategic factors can be configured
to create value. pdf 2007
