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The Fortune at the Bottom of the Pyramid: Eradicating Poverty Through Profits (Gebundene Ausgabe)

von C. K. Prahalad (Autor), Ck Prahalad (Autor), Prentice Hall (Herausgeber) "Turn on your television and you will see calls for money to help the world's 4 billion poor-people who live on far less than $2..." (mehr)
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Produktinformation

  • Gebundene Ausgabe: 432 Seiten
  • Verlag: Prentice Hall International (5. August 2004)
  • Sprache: Englisch
  • ISBN-10: 0131467506
  • ISBN-13: 978-0131467507
  • Größe und/oder Gewicht: 24,4 x 15,2 x 3,6 cm
  • Durchschnittliche Kundenbewertung: 4.7 von 5 Sternen  Alle Rezensionen anzeigen (3 Kundenrezensionen)
  • Amazon.de Verkaufsrang: Nr. 74.094 in Englische Bücher (Die Bestseller Englische Bücher)

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Produktbeschreibungen

Pressestimmen

"C. K. Prahalad argues that companies must revolutionize how they dobusiness in developing countries if both sides of that economic equation areto prosper. Drawing on a wealth of case studies, his compelling new bookoffers an intriguing blueprint for how to fight poverty with profitability." Bill Gates, Chairman and Chief Software Architect,Microsoft"The Bottom of the Pyramid belongs at the top of the reading list forbusiness people, academics, and experts pursuing the elusive goal ofsustainable growth in the developing world. C. K. Prahalad writes withuncommon insight about consumer needs in poor societies andopportunities for the private sector to serve important public purposes whileenhancing its own bottom line. If you are looking for fresh thinking aboutemerging markets, your search is ended. This is the book for you." Madeleine K. Albright, Former U.S. Secretary of State"Prahalad challenges readers to re-evaluate their pre-conceived notionsabout the commercial opportunities in serving the relatively poor nations ofthe world. The Bottom of the Pyramid highlights the way to commercialsuccess and societal improvement--but only if the developed worldreconceives the way it delivers products and services to the developingworld." Christopher Rodrigues, CEO, Visa International"An important and insightful work showing persuasively how the privatesector can be put at the center of development, not just as a rhetoricalflourish but as a real engine of jobs and services for the poor." Mark Malloch Brown, Administrator, United Nations Development Programme


Kurzbeschreibung

The last couple of decades have seen great increases in sales, now multinational corporations are seeing markets with sluggish or no growth. One market that's been overlooked is also the fastest growing market in the world, and it's where you least expect it: at the bottom of the pyramid. Collectively, the world's 5 billion poor have vast untapped buying power. They represent enormous potential for companies who learn how to serve this market by providing the poor with what they need. This creates a win-win situation: not only do corporations tap into a vibrant market, but by treating the poor as consumers they are no longer treated with indignity; they become empowered customers. Corporations who service this market form an economic infrastructure, which creates real jobs for the poor, and finally an end to the vicious cycle of poverty. This book is a 3-part manifesto: passionate argument; detailed case studies from India, Peru, Mexico, Brazil, and Venezuela, and range from salt to soap, banking to cellphones, health to housing; and lastly, a CD with digital videos shot on location, designed to bring these innovations alive.C K Prahalad shows why we can't afford to ignore "Bottom of the Pyramid"(BOP) markets.
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Einleitungssatz
Turn on your television and you will see calls for money to help the world's 4 billion poor-people who live on far less than $2 a day. Lesen Sie die erste Seite
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2 von 2 Kunden fanden die folgende Rezension hilfreich:
5.0 von 5 Sternen Packed with Knowledge!, 5. August 2005
Von Rolf Dobelli "getAbstract.com" (Switzerland) - Alle meine Rezensionen ansehen
(REAL NAME)   
Author C.K. Prahalad's excellent book suggests replacing traditional notions of government-channeled aid with a new model for relieving poverty and stimulating development. The new model relies on profit-making businesses, especially multinational corporations (MNCs). The MNCs have an economic incentive to tap the great market that exists, all but hidden, at the bottom of the economic pyramid. The author demonstrates clearly that it is possible to develop business models that allow the poorest of the poor to participate actively in their own economic development by becoming entrepreneurs. Although the individuals at the bottom of the pyramid (referred to as BOP) have little money, collectively they represent a vast pool of purchasing power. They welcome opportunities to escape their oppressive burdens, including predatory intermediaries, corrupt governments and the societal "poverty penalty" that requires them to pay more than the rich for similar services. Clearly written, well documented and furnished with an abundance of anecdotes, this book is a must-read both for those interested in alleviating poverty and for those looking to tap a vast new market for consumer goods.
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2 von 2 Kunden fanden die folgende Rezension hilfreich:
4.0 von 5 Sternen Unperceived Profits and Business Models for Serving the Poor, 25. Juli 2006
Poor people in developing countries are at the bottom of Maslow's hierarchy. They are often focusing on scratching out the most fundamental needs for food, clean water, shelter and a chance to earn a living to provide for those same needs. Economic statistics suggest that they have no money to spend, and many companies act as though the poor don't exist.

C.K. Prahalad and his graduate student collaborators strive to make a different case. Large companies can earn good profits by providing solutions to those problems the poor have that are most costly to them economically. Solving the problems then generates spendable income that will find its way to the large company. A good example comes in creating reasonable cost credit and access to futures markets to farmers so they earn more profits. The inefficient system that most go through now simply clips them like the feudal lords did on their domains.

The strength of the book comes in its detailed case histories which I found to be much more revealing than the primary text. In fact, the text seemed sometimes almost to be at odds with the main points of the case histories. If you find you are pressed for time, read the case histories and skip the text. There is also a brief CD to help illustrate the cases. Some of the cases are only on the CD so be sure to watch it.

I especially found the cases of Aravind Eye Care, CEMEX, Jaipur Foot, ITC e-Choupals and Voxiva to be interesting. These are essentially business model innovation stories, something that interests me very deeply. I learned from these cases how using local people can eliminate unnecessary overhead and that adapting the business model to the situation requires the local perspective of the poor . . . not that of the executives of a large company.

One reason that the main text reads a little strangely is that if everyone focused just at the bottom of the poorest consumers you would have too many companies working on the same problems (clean water, hygiene, overcoming simple forms of disease, etc.). It looked to me like the best business areas were ones that catered to those further up the ladder economically . . . but who were still poor. I was especially fascinated by how the Aravind solution is so powerful that people will be coming to India from the developed world to have their cataracts treated . . . and will save money even after paying for the travel costs! In this way, poor countries could become laboratories for better business models that could be transferred at least in part to wealthier people and countries.

I was also surprised not to see any material in here about Philip Morris, Coca Cola and Gillette who have been selling their products to the poorest people around the world for decades. When I first wanted to learn about the problem defined by this book, I went to visit those countries and learned many helpful answers that are only partially captured by this book.

Finally, I felt like the book makes a mistake in primarily looking at cases involving quite large companies. The bulk of innovation comes from much smaller firms. What role can these organizations plan in partnering with poor consumers around the world to create better business models and products? Genius isn't determined by whether you are born rich or poor. How can we tap into the potential of genius in more ways?
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1 von 1 Kunden fanden die folgende Rezension hilfreich:
5.0 von 5 Sternen Dominant Logic of Multinational Corporations., 26. Oktober 2005
"The purpose of this book is to change that familiar image on TV. It is to illustrate that the typical pictures of poverty mask the fact that the very poor represent resilient entrepreneurs and value-conscious consumers (p.3)" C.K. Prahalad argues that "what is needed is a better approach to help the poor, an approach that involves partnering with them to innovate and achieve sustainable win-win scenarios where the poor are actively engaged and, at the same time, the companies providing products and services to them are profitable. This collaboration between the poor, civil society organizations, governments, and large firms can create the largest and fastest growing markets in the world. Large-scale and wide-spread entrepreneurship is at the heart of the solution to poverty. Such an approach exists and has, in several instances, gone well past the idea stage as private enterprises, both large and small, have begun to successfully build markets at the bottom of the pyramid (BOP) as a way of eradicating poverty (pp.3-4)."

In this context, C.K. Prahalad outlines the dominant logic of multinational corporations (MNCs) as it relates to BOP:

Assumption 1- The poor are not our target customers; they cannot afford our products or services.

Implication 1- Our cost structure is a given; with our cost structure, we cannot serve the BOP market.

Assumption 2- The poor do not have use for products sold in developed countries.

Implication 2- We are committed to a form over functionality. The poor might need sanitation, but can't afford detergents in formats we offer. Therefore, there is no market in the BOP.

Assumption 3- Only developed countries appreciate and pay for technological innovations.

Implication 3- The BOP does not need advanced technology solutions; they will not pay for them. Therefore, the BOP cannot be a source of innovations.

Assumption 4- The BOP market is not critical for long-term growth and vitality of MNCs.

Implication 4- BOP markets are the best an attractive distraction.

Assumption 5- Intellectual excitement is in developed markets; it is very hard to recruit managers for BOP markets.

Implication 5- We cannot assign our best people to work on market development in BOP markets.

C.K. Prahalad says that "although the dominant logic and its implications are clear, it is our goal in this book to challenge and provide counterpoints (p.8)", and therefore, he identifies twelve principles of innovation of BOP markets:

1. Focus on price performance of products and services. Serving BOP markets is not just about lower prices. It is about creating a new price-performance envelope. Quantum jumps in price performance are required to cater to BOP markets.

2. Innovation requires hybrid solutions. BOP consumer problems cannot be solved with old technologies. Most scalable, price-performance-enhancing solutions need advanced and emerging technologies that are creatively blended with the existing and rapidly evolving infrastructures.

3. As BOP markets are large, solutions that are developed must be scalable and transportable across countries, cultures, and languages...Solutions must be designed for ease of adaptation in similar BOP markets. This is a key consideration for gaining scale.

4. The developed markets are accustomed to resource wastage...All innovations must focus on conserving resources: eliminate, reduce, and recycle. Reducing resource intensity must be a critical principle in product development, be it for detergents or ice cream.

5. Product development must start from a deep understanding of functionality, not just form. Marginal changes to products developed for rich customers in the United States, Europe, or Japan will not do...

6. Process innovations are just as critical in BOP markets as product innovations...

7. Deskilling work is critical...

8. Education of customers on product usage is key. Innovations in educating a semiliterate group on the use of new products can pose interesting challenges...

9. Products must work in hostile environments. It is not just noise, dust, unsanitary conditions, and abuse that products must endure...

10. Research on interfaces is critical given the nature of the consumer population...

11. Innovations must reach the consumer...

12. Paradoxically, the feature and function evolution in BOP markets can be very rapid. Product developers must focus on the broad architecture of the system-the platform-so that new features can be easily incorporated...

Strongly recommended.

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