Workshop held at the University of Konstanz on June 2008. Features similar content as the UN Global Compact presentation, but additional information on a case-based working session.
Shaping Ideas – LogFrame Workshop at the oikos Winter School 2008
Unternehmen Armut - Workshop an der Uni Konstanz
1. Unternehmen Armut Martin Herrndorf oikos PhD Fellow, Universität St.Gallen Institut für Betriebswirtschaftslehre [email_address] Workshop Umwelttag der Universität Konstanz „ Geschäftsmodelle in Armutsmärkten“ Herausforderungen und Chancen in ‚Base of the Pyramid‘ Märkten
2. Unternehmen Armut – Übersicht Zeit Was passiert? 16:00-16:10 Begrüssung und oikos International 16:10-16:40 Einführung Unternehmen Armut 16:40-17:30 Gruppen-Arbeit an Fallstudien (pause ad libitum) 17:30-17:50 Ergebnisse Fallstudien 17:50-18:00 Feedback und Schlussrunde
3. Unternehmen Armut – Übersicht Zeit Was passiert? 16:00- 16:10 Begrüssung und oikos International 16:10-16:40 Einführung Unternehmen Armut 16:40-17:30 Gruppen-Arbeit an Fallstudien (pause ad libitum) 17:30-17:50 Ergebnisse Fallstudien 17:50-18:00 Feedback und Schlussrunde
4. Unternehmen Armut – Übersicht Zeit Was passiert? 16:00-16:10 Begrüssung und oikos International 16:10- 16:40 Einführung Unternehmen Armut 16:40-17:30 Gruppen-Arbeit an Fallstudien (pause ad libitum) 17:30-17:50 Ergebnisse Fallstudien 17:50-18:00 Feedback und Schlussrunde
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7. CK Prahalad, University of Michigan Spannend & Inspirierend Amazon Rank #9,736, 4.5 Sterne ...
8. Base of the Pyramid – Ein neues Paradigma. Arme / Extrem Arme ‘Base of the Pyramid’ = 4 Milliarden Kunden? Traditionaler Unternehmesfokus Vergessene Märkte Mittelklasse Hohes Ein- kommen Inklusiver Konsum? Anwara Begum, Grameen 'telephone lady' (Credit: Nurjahan Chaklader) Based on Prahalad, C. K., and Allen L. Hammond. 2002. “What Works: Serving the Poor, Profitably”. Harvard Business Review 4-11.
9. Zugang zu Produkten und Dienstleistungen Prahalad, C. K. and Allen L. Hammond. 2002. What Works: Serving the Poor, Profitably. Harvard Business Review 4-11. Die Armen haben keinen adäquaten Zugang zu Produkten und Dienstleistungen Unternehmen können Produkte und Dienstleistungen anbieten. Kosten im armem Viertel Kosten im reichen Viertel Armutsaufschlag
10. Marktgrösse BoP – Nach Sektoren Hammond, A. L., W. J. Kramer, R. S. Katz, J. T. Tran and C. Walker. 2007. The Next 4 Billion – Market Size and Business Strategy At the Base of the Pyramid . Washington, DC: International Finance Corporate, World Resources Institute. Kontinenten, Ländern, Regionen Stadt-Land-Unterschiede Einkommens-Schichten Sektoren, Sub-Sektoren, Produktlinien... Zeitliche Entwicklung
12. Marktgrösse – vertikale Differenzierung Deutsche Bank Research. 2007. Microfinance: An Emerging Investment Opportunity. Uniting Social Investment and Financial Returns .
13. Umwelt vs. Entwicklung? Ecological Footprint Human Development Index WWF, ZSL, GFN. 2006. Living Planet Report 2006 . WWF International, Zoological Society of London, Global Footprint Network.
14. Umweltkosten in Entwicklungsländern Source: Herrndorf (2006): Greening SMEs in Developing Countries Cost structure of micro-enterprises in Mexico: Costs for material and energy 3.6 as high as salaries paid. Environmental, social and economic synergies!
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16. Barrieren im ‚Growing Inclusive Markets‘-Bericht UNDP. 2008. Creating Value for All: Strategies for Doing Business With the Poor . United Nations Development Programme. Begrenzte Informationen über BoP-Märkte Mangelhafte Infrastruktur Ineffektive regulatorische Rahmenbedingungen Fehlendes Wissen und Fähigkeiten Eingeschränkter Zugang zu Finanz-Dienstleistungen
17. Barrieren im ‚Growing Inclusive Markets‘-Bericht Begrenzte Informationen über BoP-Märkte Mangelhafte Infrastruktur Ineffektive regulatorische Rahmenbedingungen Fehlendes Wissen und Fähigkeiten Eingeschränkter Zugang zu Finanz-Dienstleistungen UNDP. 2008. Creating Value for All: Strategies for Doing Business With the Poor . United Nations Development Programme.
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20. Das Bild der Armen – Die „integrierte Sicht“ Euphorisch Kritisch Integriert Unternehmerisch Träge Risikoavers & unterkapitalisiert Kreativ Traditionell Ohne Zugang zu „Standard-Lösungen“ & sozial eingebunden Vorausschauend Kurzfristig orientiert Starker Kreditbeschränkung ausgesetzt & niedrige Lebenserwartung Effizient Ineffizient Fehlender Zugang Technologie, dafür zu subventionierten Gütern oder komplett fehlende Abrechnung Sparsam Verschwen-derisch Auf sozialen Status und Zugehörigkeit bedacht, auch als Sicherungsmechanismus Informiert Uninformiert Von neuen Informationen überschwemmt & Zugang zu alternativen Informationsquellen Wählerisch Leicht verführbar Von neuen Produkten und Technologien eventuell überrascht Kritisch Unreflektiert Folgen eigenen Heuristiken
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22. Barrieren überwinden – die Vorschläge des GIM Berichts UNDP. 2008. Creating Value for All: Strategies for Doing Business With the Poor . United Nations Development Programme.
23. Innovationen für Nachhaltigen Konsum am BoP Herrndorf, Martin and Burcu Tunçer. forthcoming. Consume More, Use Less: Business Strategies for Sustainable Consumption in Base-of-the-Pyramid Markets . CSCP, SEI, Swedish Ministry of Environment.
24. Regeln für Innovationen im Mangel (Zuckerman) Zuckerman, Ethan. 2009. “Innovating From Constraint in the Developing World”. The Monitor Talent Group Blog 1. Innovation (often) comes from constraint. If you've got very few resources, you're forced to be very creative in using and reusing them. 2. Don't fight culture. If people cook by stirring their stews, they're not going to use a solar oven, no matter what you do to market it. Make them a better stove instead. 3. Embrace market mechanisms. Giving stuff away rarely works as well as selling it. 4. Innovate on existing platforms. We've got bicycles and mobile phones in Africa, plus lots of metal to weld. Innovate using that stuff, rather than bringing in completely new tech. 5. Problems are not always obvious from afar. You really have to live for a while in a society where no one has currency larger than a $1 bill to understand the importance of money via mobile phones. 5. What you have matters more than what you lack. If you've got a bicycle, consider what you can build based on that, rather than worrying about not having a car, a truck, a metal shop. 6. Infrastructure can beget infrastructure. By building mobile phone infrastructure, we may be building power infrastructure for Africa.
28. Standardisierung am Base of the Pyramid Akula, Vikram. 2008. Business Basics At the Base of the Pyramid. Harvard Business Review 86:53-57. Der Ansatz “Akula / SKS” Profit-orientiertes Modell um Finanzmittel von traditionellen Investoren zu akquirieren – Standardisierte Produkte – Standardisierte Trainings – Moderne Technologie – Kosten senken – Fehler zu minimieren – Produktivität steigern „ Starbucks and McDonalds“
29. Effektive Strategien für BoP-Partnerschaften Seelos, Christian and Johanna Mair. 2007. Profitable Business Models and Market Creation in the Context of Deep Poverty: A Strategic View. Academy of Management Perspectives 21
30. Kooperationen: Versicherer und NGOs Michael Anthony, Allianz SE, Presentation at Utopia Conference, Berlin Explain insurances and risks covered to the heads of village. To raise understanding and awareness about micro-insurances mass rallies are being held by Care and local NGO. Village officials explain and discuss with its members the concept of insurance. During these awareness campaigns a puppet theatre and microinsurance song are shown to explain insurance. 1 2 3 4
31. Schrittweise Entwicklung von Geschäftsmodellen Source : http://www.symbiotics.ch/en/microfinance-institutions.asp Darius Capital Partners
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33. Armut als dynamisches Problem immer arm | normalerweise arm | wechselnd arm | manchmal arm | nie arm immer arm normaler-weise arm wechselnd arm manchmal arm nie arm Aktueller Status Vor 10 Jahren Situation unverändert Hulme, D, and A Shepherd. 2003. “Conceptualizing Chronic Poverty”. World Development 31:403-23. Verbesserung der Situation Armutsreduzierung Verschlechterung Verarmung Keine Fälle
34. Ursachen von Armutsdynamiken Neues Einkommen Hulme, D, and A Shepherd. 2003. “Conceptualizing Chronic Poverty”. World Development 31:403-23. Verlorenes Einkommen Formale Anstellung ‚ Remittances‘ Kinder haben (städtisches) Einkommen Erbe Regierungs- subventionen Tod des Haushaltvorstands Lange Krankheit Geschäfts- gründung Schlechte Geldanlage Hausbrand Land weggeschwemmt Drogen- Abhängigkeit immer arm | normalerweise arm | wechselnd arm | manchmal arm | nie arm immer arm normaler-weise arm wechselnd arm manchmal arm nie arm Aktueller Status Vor 10 Jahren
35. Unternehmen in einer positiven Spirale? KPMG. 2008. “Profiting From the Poor? Considerations for Investing At the Base of the Pyramid”. Sustainable Insight: Your quarterly insight into sustainability Befriedigung menschlicher Bedürfnisse Andere Unternehmen
40. Chancen für Unternehmen ‚ tangible‘ ‚ intangible‘ Revenues Asset Utilisation Service Level Technology Customer Relations Brand equity and reputation Alliances Herrndorf, Martin, and Burcu Tunçer. forthcoming. Consume More, Use Less: Business Strategies for Sustainable Consumption in Base-of-the-Pyramid Markets . UNEP/Wuppertal Institute Collaborating Centre on Sustainable Consumption and Production (CSCP), Stockholm Environment Institute (SEI), Swedish Ministry of Environment.
41. Unternehmen Armut – Übersicht Zeit Was passiert? 16:00-16:10 Begrüssung und oikos International 16:10-16:40 Einführung Unternehmen Armut 16:40- 17:30 Gruppen-Arbeit an Fallstudien (pause ad libitum) 17:30-17:50 Ergebnisse Fallstudien 17:50-18:00 Feedback und Schlussrunde
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44. Unternehmen Armut – Übersicht Zeit Was passiert? 16:00-16:10 Begrüssung und oikos International 16:10-16:40 Einführung Unternehmen Armut 16:40-17:30 Gruppen-Arbeit an Fallstudien (pause ad libitum) 17:30- 17:50 Ergebnisse Fallstudien 17:50-18:00 Feedback und Schlussrunde
45. Unternehmen Armut – Übersicht Zeit Was passiert? 16:00-16:10 Begrüssung und oikos International 16:10-16:40 Einführung Unternehmen Armut 16:40-17:30 Gruppen-Arbeit an Fallstudien (pause ad libitum) 17:30-17:50 Ergebnisse Fallstudien 17:50- 18:00 Feedback und Schlussrunde
46. Danke für Eure Mitarbeit! Martin Herrndorf martin. [email_address] skype: herrndorf mobil: +41(0)76 2632601 www.facebook.com/herrndorf
48. Was können Unternehmen leisten? GlobeScan, and SustainAbility. 2009. Findings From the Sustainability Survey (Spring 2009): Sustainable Development Challenges and the Role of Companies .
49. Barrieren im GIM-Bericht UNDP. 2008. Creating Value for All: Strategies for Doing Business With the Poor . United Nations Development Programme. Barrier Description Limited market information. Businesses know too little about poor people— what they prefer, what they can afford and what products and capabilities they have to offer as employees, producers and business owners Ineffective regulatory environments The markets of the poor lack regulatory frameworks that allow business to work. Rules are not enforced. People lack access to the opportunities and protections afforded by a functioning legal system. Inadequate physical infrastructure. Transportation is complicated by the lack of roads and supporting infrastructure. Water, electricity, sanitation and tele-communications networks are lacking. Missing knowledge and skills. Consumers may not know the uses and benefits of particular products or may lack the skills to use them effectively. Suppliers, distributors and retailers may lack the knowledge and skills to deliver quality products and services consistently, on time and at a set cost. Restricted access to financial products and services Lacking credit, poor producers and consumers cannot finance investments or large purchases. Lacking insurance, they cannot protect what meagre assets and income they may have against shocks, such as illness, drought and theft. And lacking transactional banking services, they face insecure and expensive financial management.
50. Armuts-Märkte – Eine Alternative Sichtweise Karnani, Aneel. 2009. “Romanticizing the Poor”. Stanford Social Innovation Review 38-43. ‘ BoP Proposition’ ‘ Reality’ The BOP market size is $13 trillion to $15 trillion. The BOP market size is only $360 billion. The poor have untapped purchasing power. The poor have a low savings rate and little untapped purchasing power. Profit margins in BOP markets are high. BOP markets are not very proitable because customers are price sensitive and the cost of serving them is high, given small transaction sizes and poor infrastructure. Companies can reduce prices dramatically without reducing quality. For most products, the only way to reduce prices significantly is to reduce quality. Single-serve packages increase affordability. Single-serve packages do increase convenience and help poor people manage cash flow. But the only way to increase real affordability is to reduce the price per use. Large multinational corporations should take the lead in the BOP initiative to sell to the poor. Markets for selling to the poor usually do not involve large-scale economies, and so small- to medium-sized local firms are better suited for these opportunities.
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52. Armut als dynamisches Problem Hulme, D, and A Shepherd. 2003. “Conceptualizing Chronic Poverty”. World Development 31:403-23.
53. The “emerging consumers” D’Andrea, Guillermo, E. Alejandro Stengel, and Anne Goebel-Krstelj. 2004. “Six Truths About Emerging-Market Consumers”. strategy+business 34:2-12. Low-income consumers spend little on material goods. Although these consumers are poor, proportionately they spend more of their income on consumer goods than those in wealthier segments. Myth Truth #1 Low-income and subsistence-level consumers’ needs are simple. These consumers buy premium-priced branded products and are sophisticated shoppers. #2 Emerging consumers are over-whelmingly attracted to the lowest shelf prices. Emerging consumers are sensible shoppers who take into account many factors other than price in calculating their shopping costs. #3
54. The “emerging consumers” D’Andrea, Guillermo, E. Alejandro Stengel, and Anne Goebel-Krstelj. 2004. “Six Truths About Emerging-Market Consumers”. strategy+business 34:2-12. If they did not face budgetary con-straints, emerging consumers would prefer modern supermarkets. Emerging consumers are satisfied with traditional retailers, and don’t necessarily aspire to shop in modern supermarkets. Myth Truth #4 Emerging consumers are highly dependent on credit. Emerging consumers use credit to extend their purchasing power. #5 Emerging consumers all belong to one segment, “the popular class.” There are many meaningful subsegments of emerging consumers. Their differences, based on lifestyle and attitudes, have a significant impact on shopping behavior. #6