BOP success through deep pockets not deep listening
March 24, 2008
In his article Seelos concludes that the traditional “Base of the Pyramid” (BOP) advise for companies to build new resources and capabilities, to implement multiple strategies concomitantly, and to partner with multiple constituencies that often have different strategic objectives should be reconsidered. The complexities and potential costs involved in these recommendations, he believes, constitute severe hurdles to executive decision making and to realising the financial returns that would justify such investments. The cases he has studied demonstrate how companies can leverage their existing corporate capabilities to provide scale to proven and already existing organizations at the BOP, and we illustrate how this approach can provide a platform for building the commercial enterprise that creates necessary financial returns.
So, deep listening is a road to nowhere for most multinationals. They should continue to leverage their existing competencies and use their deep pockets to scale up proven concepts and enterprises. This means that their venturing units should take the lead in capturing the BOP opportunities.
We congratulate Christian Seelos with his award. The full article is attached to this blog.
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