Access to Energy for the Base of the - Ashoka

such as charging mobiles for a small fee. CSOs can
help their clients learn about these opportunities
and get ready to take advantage of new energy
opportunities.
5. Social marketing and awareness building
especially around health and safety benefits. For
example, CSOs focused on health may want to take
a leading role educating their communities about
the dangers of indoor air pollution. CSOs working in
slums have helped communities understand how
moving to legal grid connections will enable street
lighting and improve neighbourhood safety.
Energy social entrepreneurs
Social entrepreneurs active in the energy space are at
an interesting point of transition. Some are moving to a
for-profit model, as SELCO did years ago, and some are
creating hybrid value chains with companies, as Muthu
Velayutham has done with BP Oorja in India. It is a
moment of choice for social entrepreneurs, as they look
to expand products, promote their unique IP, and focus
on their best value-add.
1. Expand range of products. Distribution channels
focused on one product are historically expensive
to build and difficult to maintain. For example,
Grameen Shakti has promoted more than solar
systems, and benefits from the diverse family of
Grameen offerings.
2. Promote IP if distinctive and leverageable. Over
the years social entrepreneurs have built unique
capabilities that can help others replicate and
perhaps bring revenue or recognition to the CSO.
For example, SEF’s training curriculum for SHS
technicians could be licensed to other SHS
providers, saving everyone time and money.
3. Examine best value-add as new entrants emerge.
One of the outcomes of innovation from social
entrepreneurs is that others enter the field, excited
by the new possibilities. Some of these new
entrants will take on parts of the value chain that
social entrepreneurs used to do. For example,
distributing devices such as solar LED lanterns or
cookstoves may be rolled into other commercial
distribution systems.
Multinational companies
Multinational companies are already active in the
access to energy field. The cases highlighted here reveal
a number of roles that MNCs can play in reaching poorer
customers and replicating in more regions. These
include working with individual social entrepreneurs,
building a portfolio of social entrepreneurs, launching a
project around a key installation, and building a business
in a key segment. The strategy that an MNC chooses
depends on its objectives and capabilities.
1. Support a social entrepreneur. Social entrepreneurs
in the energy field have deep familiarity of the needs
and desires of low-income communities, trust
networks within these communities, and a
commitment to make seemingly impossible models
come to life.
An MNC may chose to work with social
entrepreneurs if it hopes to learn about the BOP for
business development, and involve its staff in
hands-on work. In turn, social entrepreneurs can
use assistance with financing, technical
2.
competencies such as R&D facilities, and
managerial competencies such as setting up a
franchise system or managing inventory.
Build a portfolio of social entrepreneurs. Over
130 projects were profiled for this investigation,
and each had something to teach about access to
energy for low-income people. In light of this
diversity, one strategy is to fund a portfolio of social
entrepreneurs.
An MNC may build a portfolio of social
entrepreneurs if it prioritizes having stories to
communicate externally, as well as learning about
the BOP for business development and involving its
staff (which could be accomplished with fewer
social entrepreneurs).
The portfolio of social entrepreneurs could use
shared services such as web-hosting or bulk
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