most of their budget on food, followed by energy, housing, transportation and health(WRI & IFC, 2007). These markets bear enormous opportunities. The private sectorjust has to think about innovative and viable business models and effective strategiesto meet BOP needs with market-based solutions. One innovative and promisingbusiness approach at the BoP is pursued by the social-enterprise Spring Health,which is presented and analyzed in the second part of the thesis.2.2 The Power of Business to Alleviate Poverty: A New Approach by NGOsPrahalad’s BoP proposition and the growing number of literature and scholars,which deal with this subject, also influenced the current practices of internationaldevelopment assistance and non-profit organizations. While businesses mainly try toexplore this lucrative market to make profits, non-governmental organizations(NGOs) consider the BoP approach as a poverty alleviation strategy. A market-basedapproach can help increase the effectiveness of their programs and financialsustainability (London, 2007).Several scholars criticized the traditional approaches of <strong>for</strong>eign aid and questionedtheir validity. One of the most prominent opponents is William Easterly, whoillustrated the ineffectiveness of development assistance in his famous book “TheWhite Man’s Burden” (2006). He notes that the attempt of Western organizations toimpose solutions from above during the past 60 years has failed to help developingcountries. Instead, he argues, only if the West frees itself from the utopian goal tototally eradicate poverty and starts to search <strong>for</strong> indigenous approaches <strong>for</strong>development, the poor can benefit (Easterly, 2006). Dambisa Moyo, another wellknownauthor, even postulates in her controversial book “Dead Aid” that aid madepoor people in Africa even poorer (Moyo, 2010). In her view, the huge flow of fundsfavored corruption and the outflow of <strong>for</strong>eign capital in the recipient countries. Buteven if some criticism may go too far, non-profit and development agenciesrecognized that traditional approaches to poverty reduction often failed. They startedto consider a market-based approach as a promising alternative.During the past years, a growing number of development and non-profitorganizations ventured into the BoP market. But a few organizations have alreadyexplored market-based initiatives <strong>for</strong> poverty alleviation long be<strong>for</strong>e the BoP concept9
emerged. Micro-finance and micro-credit institutions, <strong>for</strong> example, have a long historythat started in the 1970’s (London, 2007). Others launched projects that help toimprove access to markets <strong>for</strong> local small and micro-enterprises in order to raise theirliving standards. They are often constrained by inadequate market in<strong>for</strong>mation, weakbargaining power and lack of access to credit. CARE International, <strong>for</strong> example,implemented a program in rural Zimbabwe to enhance the access to financialservices and agricultural input and output markets of smallholder farmers (Fowler &Panetta, 2011). Instead of giving free or subsidized inputs to them, the project aimedto develop a sustainable network of local agricultural input dealers, marginalizedfarmers and other market actors.What is novel is that non-profit organizations started to play an increasing role inmarketing and market development in low-income countries. InternationalDevelopment Enterprises (IDE), a pioneer in this field, conducted several successfulmass marketing campaigns of af<strong>for</strong>dable small-scale irrigation devices. Throughconcentrated social marketing interventions, IDE popularized the treadle pump, ahuman-powered irrigation device, which helps farmers to maximize return on theirsmall plots (IDE, 2012). The treadle pumps are produced by local manufacturers anddistributed through retail dealers. Since 1985, more than 1.4 million treadle pumpshave been sold to smallholder farmers in Bangladesh. IDE considers mass marketingstrategies essential to set-up sustainable programs that benefit large numbers offarmers (Egan, 1997).There is also a growing trend of NGO and private sector collaboration, especiallyin the field of corporate social responsibility (CSR). The combined capabilities fromboth, the NGO and private sector, provide the means to find effective solutions toreduce poverty. During the past decades, NGOs often criticized corporate activities,but they increasingly start to recognize that a strategic partnership with the privatesector can be fruitful. While companies can provide the necessary capital andbusiness knowledge, NGOs can resort to their expertise and their widespreadnetwork of local marginalized suppliers and consumers. Oxfam, <strong>for</strong> example,collaborates with Unilever since 2010 to improve the livelihoods of smallholderfarmers in Azerbaijan. Unilever’s goal is to incorporate, with the support of Oxfam,500’000 marginalized smallholder farmers and small-scale distributors in developingcountries into the supply-chain of Unilever until 2020 (The Telegraph, 2010).10
- Page 1 and 2: Social Marketing for Safe WaterHow
- Page 3 and 4: AcknowledgementsI would like to exp
- Page 5 and 6: 4.1.1 Safe Drinking Water in India
- Page 7 and 8: List of FiguresFigure 1: Ten countr
- Page 9 and 10: ‘improved’ drinking water sourc
- Page 11 and 12: across the state and sold over 500
- Page 13 and 14: which accounts for 4 billion people
- Page 15: quality of life and reduce poverty.
- Page 19 and 20: 3 Social Marketing as a Tool to Inf
- Page 21 and 22: therapy (ORT), and has been commonl
- Page 23 and 24: 2. Problem incidence: How many peop
- Page 25 and 26: or behaviors they prefer over the o
- Page 27 and 28: etter access to the target group an
- Page 29 and 30: ehydration salts in Burundi. Availa
- Page 31 and 32: ehaviors, social networks and commu
- Page 33 and 34: (inputs, outputs, outcomes, impact)
- Page 35 and 36: vegetables were the priorities of t
- Page 37 and 38: more than half a kilometer in rural
- Page 39 and 40: 4.1.3 The Foundation and Evolution
- Page 41 and 42: y a company staff member. The local
- Page 43 and 44: 4.3 Critical Field Assessment of Cu
- Page 45 and 46: 4.3.2 Outcome and LimitationsThe ou
- Page 47 and 48: helped to choose the households tha
- Page 49 and 50: 4.4.2 Main FindingsRisk Factors: Re
- Page 51 and 52: Obvious differences between users a
- Page 53 and 54: friends normally approved the use o
- Page 55 and 56: 1. Households already treating thei
- Page 57 and 58: should also consider adding chlorin
- Page 59 and 60: illiterate do not understand the fl
- Page 61 and 62: IVCONCLUSIONThe purpose of this the
- Page 63 and 64: ReferencesAndreasen, A. R. (1994).
- Page 65 and 66: Prahalad, C. (2010). The Fortune at
- Page 67 and 68:
Polak, Paul. (2011). TEDxMileHigh -
- Page 69 and 70:
AppendixAppendix I: Questionnaire f
- Page 71 and 72:
Appendix II: GraphsFigure A1: Perce
- Page 73 and 74:
Appendix III: Intermediary ReportMa
- Page 75 and 76:
FindingsImplementationBefore the wa
- Page 77 and 78:
was also cited. Certain individuals
- Page 79 and 80:
4. Holistic approach with schools:
- Page 81 and 82:
Appendix IV: Final ReportFindings f
- Page 83 and 84:
the motivation to purchase Spring H
- Page 85 and 86:
FindingsRisk FactorsIn reference to
- Page 87 and 88:
Attitude FactorsIn general, custome
- Page 89 and 90:
Other FindingsOut of 60 interviewed
- Page 91 and 92:
Why did you stop purchasing SH
- Page 93 and 94:
RecommendationsTo maintain and furt
- Page 95 and 96:
OutlookTo summarize, Spring Health
- Page 97:
area wide water testing melas amoun