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Consumer goods Fighting for the next billion shoppers The eternal battle between Procter & Gamble and Unilever is intensifying in the developing world. A TRIP to Paris is not usually a miserable way to celebrate your birthday, but so it was this year for Bob McDonald. On June 20th, as he turned 59, the chief executive of Procter & Gamble (P&G) for the past three years gave a faltering and apologetic speech at a conference there hosted by Deutsche Bank, in which he predicted lower-than-expected profits in the coming quarter for the world’s largest maker of household and personal-care products, and confessed to deep-seated problems at his firm both in innovation and the broader execution of its strategy.
But who will pay? Building these skills is neither easy nor cheap.
Video of Hystra's conference at the Shell Centre on the M4BoP study - 10 lessons learnt on marketing innovative devices for the base of the pyramid.…
There are many reasons why large corporations are challenged to capitalise on shared value opportunities. One that is frequently cited is the inability to look beyond current product lines to rethink solutions to social problems. Some corporations are, however, finding ways to overcome this challenge. This is the story of one such corporation and how it overcame the challenge by striking a non-traditional alliance – one with a startup social enterprise. In 2009, General Electric (GE) launched Healthymagination, a bold commitment to invest $6 billion by 2015 to develop 100 new, more affordable, and simpler products that address severe health issues. In India, one of the severe health issues the company aimed to address was infant mortality.
This report illuminates the enormous opportunities in emerging markets for companies to drive competitive advantage and sustainable impact at scale. It identifies how over 30 companies across multiple sectors and geographies design and measure business strategies that also improve the lives of underserved individuals.
Navi Radjou is a Silicon Valley-based strategy consultant and an internationally-recognised voice of business innovation and leadership. He is a Fellow at Judge Business School, University of Cambridge, and a World Economic Forum faculty member. He is the co-author of the best-selling book, “Jugaad Innovation: A Frugal and Flexible Approach to Innovation for the 21st Century” (see my book review here). Navi joins us in this exclusive interview with YourStory, on topics ranging from startups and innovation to investments and leadership.
Recently, I interviewed Lisa Hall, President and CEO of Calvert Foundation. Appointed by the Board in January 2011, Lisa joined the foundation in 2005 and brings nearly 25 years of industry experience and has held multiple policy and financial posts.
Will a sub-$10,000 mini car catch on in the U.S.?
Last week in Sao Paulo more than 100 investors, entrepreneurs, philanthropists and services providers gathered to discuss what it will take to unlock more capital for impact investing in Brazil and across Latin America. The gathering of this diverse set of actors was one among a growing number of signals that impact investing -- investments intended to generate both social/environmental good and financial return -- continues to attract interest around the world. Against a backdrop of rising income and wealth inequalities, high volatility in commercial capital markets and a growing sense that "business as usual" is neither sustainable nor desirable, it should perhaps not be surprising that impact investing, with its potential to unlock trillions of dollars aimed at generating positive social and environmental impact as well as financial return, has gained such traction.
You are a drug developer selling in India. What would you do if you had to choose between developing a drug that would cure 80% of the people who had a certain condition for $1/day or a drug that would cure 99% of the people for $200/day? He calls his work “inclusive innovation.” This concept may be best demonstrated through the following example: Drinking water through pumps often wastes the water, so a grassroots innovator in India developed a two-sided pump: one side for drinking, the other side for filling a bucket and trough that catches the unused water for animals. Inclusive innovation is a concept that starts with the needs of the user, but also considers economics, the environment and animals.
The cost of mobile phones has decreased steadily, and what was once considered a luxury good is now a necessity for many Kenyans. In order to understand mobile phone usage at the Base of the Pyramid (BoP) in Kenya, iHub Research and Research Solutions Africa conducted a 6-month study, funded by infoDev (World Bank). A total of 796 face-to-face interviews were conducted along with 178 diaries, 9 interviews with Kenyan developers, 12 focus group discussions (FGDs), and 10 interviews with key stakeholders in the industry. The full report will be released to the public in November 2012.
As Nesta announces its GBP 25million social investment fund today, there are promising signs that HNWs and investors are seeing the value of social or impact investing.
A term that was itself only coined a couple of years ago, impact investing aims to shift industries and make an impact, not just to screen out negative or harmful investments.
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As competition in emerging economies intensifies, multinationals are searching for new growth opportunities. Could the poorest of the poor hold the key?
Efforts to create innovations that can meet both social and business goals in low-income markets are fraught with unanticipated dangers. A study of 18 initiatives from around the world reveals how ventures can succeed where others have failed.
The Artha Platform is an online community and website dedicated to building relationships between impact investors and donors, and social entrepreneurs and capacity building support organizations working on or in India.
Frugal engineering, or the process of trying to reduce the complexity and cost of a particular product, has been fashionable in India for some time now. Today, even as Apple’s iPad, Samsung’s Galaxy and Microsoft’s Surface battle it out at the pricey end of the spectrum, the tablet wars in India are being fought at the bottom of the pyramid. Prices are falling to very low levels. Canadian company Datawind has launched a $40 tablet, with schools in India being its target market. However, this isn’t Datawind’s first foray in the country. The Indian government ordered close to 2 million tablets, branded Aakash (sky), from Datawind as part of the National Mission on Education. These tablets were priced even lower — with subsidies, they cost $35 for students and teachers. But delivery delays, failure to provide customer support and other problems resulted in the government ending its association with Datawind. The company is now offering its tablets — branded Ubislate — on its own.
There is currently a $1 trillion opportunity in impact investing, in which the current industry trend is to invest in enterprises in emerging markets that are ready to scale. While India is a hub for impact investing and social enterprise, neighboring Pakistan’s social enterprise ecosystem is only slowly maturing. Acumen Fund is one of the few impact investors in Pakistan and until recently, no one was working at the seed-stage of the investment pipeline.
Charities have always been investing their money. But traditionally trustees' focus has been on maximising the potential financial return rather than considering the positive social impact of their investments. Charity commission guidelines to trustees until recently have emphasised the importance of getting the best financial return so more money can go into grants and services. But in recent years, things have started to change with growing recognition that good causes often need loans, as well as grant funding. This has been exemplified by the popularity of the microloan organisation Kiva and the emergence of the social impact bond (SIB) product.
Years after launching Avocado Vision, founder and MD, Jules Newton realised that the training business experienced seasonal periods, only creating revenue for seven months of the year. When the recession hit, training budgets were cut in the corporate world and Jules realised that the business model was unsustainable. “I needed to take the business model apart, challenge every assumption, and put it back together to make it work.” Inspired by CK Prahalad’s book The Fortune at the Bottom of the Pyramid about eradicating poverty through profits, Jules starting thinking differently about how to help the poor overcome challenges in their lives. Her new venture, Footprint, targeted the markets at the ‘bottom of the pyramid’, eradicating the seasonal high and low waves in business as the demand was constant.
Avasant carried out a comprehensive study with the support of the Rockefeller Foundation with the goal of providing recommendations for governments and industry to implement and scale Impact Sourcing based on global best practices that align policies and incentives to industry needs.
Via Markus Dietrich
Ben & Jerry's Becomes B-Corp Certified, Adds Credibility To Impact Investing ...Huffington PostThe addition of the popular brand to the B-Corps ranks may come to be seen as a seminal movement in the evolution of the impact investing industry
The Project EcoZoom cookstoves are being used in a large-scale project in Rwanda. Over the summer the distributor, DelAgua Health & Development (which has ties to a professor at PSU), conducted a 100-stove pilot. The Product Rural Rwanda primarily uses wood for cooking so the Zoom Dura cookstove was the best fit. Before the pilot we learned that people in Rwanda use bigger pots than other places in Africa so our typical 26cm stovetop wouldn’t be big enough. Ok, easy fix. We put a 32cm top on the Zoom Dura and modified the handles to accommodate. Now we needed to get the stove into the hands of cooks to see what else had to change for wide-scale adoption.
How do you evaluate an organisation’s theory of change and all that it encompasses in impact performance? Before addressing the question of how one can incorporate theory of change into due diligence processes, it is important to take a step back and consider due diligence within the context of impact investing. There seems to be confusion around how due diligence can effectively be incorporated to enhance and inform effective impact investment decisions. While traditional investment decisions tend to be focused exclusively on financial profit in investment, impact investment decisions ultimately are made for more equitable and sustainable outcomes. Decision-making has to include social and environmental issues, and their consequences on the performance of a business.
Innovators from San Francisco to Sao Paolo are rethinking the roles of markets and philanthropy to address the world's most pressing problems -- and now there's a way they can work together.
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