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INCLUSIVE BUSINESS

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DeLab<br />

Managerial innovations<br />

Together with great potentialities, low-income markets<br />

are also characterized by structural constraints such as:<br />

limited market information, inadequate physical infrastructures,<br />

missing knowledge and skills and restricted<br />

access to capital (UNEP, 2008) 16 . In view of that, Inclusive<br />

Business is called on to be innovative, for example<br />

by building local capacity, co-inventing customized<br />

solutions and developing relationships with non-traditional<br />

partners (London and Hart, 2004). As argued by<br />

Prahalad and Hammond (2002:8) 17 innovation is mandatory<br />

in order to ensure affordability within a sector whose<br />

economy is based on single unit packages, low margin<br />

per unit and high aggregate sales. This cannot be done<br />

by selling the cheap version of goods used in advanced<br />

economies, but by innovating management strategies in<br />

order to tailor goods to the socio-infrastructural features<br />

of low-income sectors.<br />

From a theoretical standpoint, Viswanathan and<br />

Sridharan (2012) 18 argue that traditional product development<br />

needs to abandon its traditional roots in formal,<br />

advanced market contexts so to get closer to the BOP<br />

contexts. The latter, with their specific features such<br />

as intensity, corruption, poor infrastructures require a<br />

completely different approach to product development.<br />

Weidner et al. (2010) add that it is important to focus on<br />

different metrics, avoiding to concentrate on margins<br />

and focusing on single unit sales. Moreover, tapping<br />

into diverse disciplines, as suggested by Chakravarty<br />

(2006) 19 with regard to consumer psychology, helps<br />

learning how to see market barriers from a different<br />

perspective.<br />

16. UNEP (2008), Creating value for all strategies for doing business with the<br />

poor, UNEP/United Nations Environmental Programme.<br />

17. London T. and Hart S. (2004), “Reinventing strategies for emerging markets:<br />

beyond the transnational model”, Jornal of International Business Studie, 1-21.<br />

18. Prahalad C.K and Hammond A. (2002), “Serving the World’s Poor, Profitably”,<br />

Harvard Business Review, R02209C, 4-11.<br />

30

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