ColaLife aims to reduce child deaths from diarrhea in developing countries by leveraging Coca-Cola's distribution network to provide affordable anti-diarrhea kits. A pilot program in Zambia introduced kits containing ORS and zinc into Coca-Cola crates, with subsidies for rural retailers. Initial results showed improved access to treatments but more work is needed to increase zinc usage. The organization hopes to eventually scale the model and make it financially sustainable.
Board of innovation - Shifts in the Low Touch Economyjasonmariposa
This document discusses how the COVID-19 pandemic will lead to long-lasting changes in consumer behavior and the economy, referred to as the "Low Touch Economy." Key points include:
- Social distancing measures and new hygiene norms will reshape how people work, shop, travel and socialize on an unprecedented scale over the next 2 years.
- Ten shifts in consumer behavior are expected, such as increased anxiety, damage to trust in hygiene, extended travel restrictions, and the value of certifying immune consumers.
- Industries will be impacted differently, with some like e-commerce seeing growth while others like oil and gas or tourism face severe losses.
- Businesses need to adapt strategies based on
This World Food Day, we celebrate the innovations around the world that are transforming the way we dine, and contemplate how this will shape the future of the F&B industry
This document discusses the trend towards "frictionless" solutions as consumers seek quick and simple options that maximize their leisure time. The key drivers of this trend are identified as the increasing number of women in the workforce, changing household structures, rising urbanization, and rapid growth in mobile technology. The document explores examples of frictionless solutions and trends in various regions, such as mobile commerce and convenience stores becoming community hubs in Asia.
The document discusses empowering women through addressing challenges related to menstruation. It proposes investing in THINX, an innovative company creating period-proof underwear, and expanding their business model. The expansion plan focuses on developing and developing countries, includes a buy one-donate one model, and establishes a non-profit foundation. It outlines strategic pillars like diversifying the workforce, training programs, and effective communication. Risks like reputational issues are addressed, and the proposal argues the investment could empower women through improved products, education, and social impact.
The document provides a marketing plan for Colgate-Palmolive's Precision toothbrush, which was introduced in 1993. It includes a situation analysis of the oral healthcare industry and Colgate's position in it. Marketing strategies are proposed for the Precision toothbrush's product, price, placement, and promotion. Budgets are also included for launching the product or not launching it. The document analyzes the industry, competitors, market, and provides rationale for a niche or mainstream marketing strategy.
Les Legumes Moches, Case Study by The AzoresThe Azores
1. Intermarche, a French retailer, launched a campaign called "Les legumes moches" to promote "ugly" or misshapen produce and raise awareness about food waste.
2. The campaign was a success, with the entire stock of "ugly" produce selling out in two days and supermarket traffic increasing 24%.
3. The humorous campaign used witty storytelling and intense promotion to highlight the message that misshapen produce was just as tasty, helping address the issue of 40% of produce being discarded due to standards.
The world has changed: Product supply and demand is globalized and there is no putting the genie back in the bottle. The flow of goods from Asia to the west has created an economic dependency over the past ten years that will be exploited over the next ten. As China and India and other fast-developing economies become the primary global marketplaces, the needs and wishes of the 4bn new consumers will dominate those of the 800m old ones in the US and Europe. The days where the US set the pace in the consumer mindset are over and this is not going to change.
Board of innovation - Shifts in the Low Touch Economyjasonmariposa
This document discusses how the COVID-19 pandemic will lead to long-lasting changes in consumer behavior and the economy, referred to as the "Low Touch Economy." Key points include:
- Social distancing measures and new hygiene norms will reshape how people work, shop, travel and socialize on an unprecedented scale over the next 2 years.
- Ten shifts in consumer behavior are expected, such as increased anxiety, damage to trust in hygiene, extended travel restrictions, and the value of certifying immune consumers.
- Industries will be impacted differently, with some like e-commerce seeing growth while others like oil and gas or tourism face severe losses.
- Businesses need to adapt strategies based on
This World Food Day, we celebrate the innovations around the world that are transforming the way we dine, and contemplate how this will shape the future of the F&B industry
This document discusses the trend towards "frictionless" solutions as consumers seek quick and simple options that maximize their leisure time. The key drivers of this trend are identified as the increasing number of women in the workforce, changing household structures, rising urbanization, and rapid growth in mobile technology. The document explores examples of frictionless solutions and trends in various regions, such as mobile commerce and convenience stores becoming community hubs in Asia.
The document discusses empowering women through addressing challenges related to menstruation. It proposes investing in THINX, an innovative company creating period-proof underwear, and expanding their business model. The expansion plan focuses on developing and developing countries, includes a buy one-donate one model, and establishes a non-profit foundation. It outlines strategic pillars like diversifying the workforce, training programs, and effective communication. Risks like reputational issues are addressed, and the proposal argues the investment could empower women through improved products, education, and social impact.
The document provides a marketing plan for Colgate-Palmolive's Precision toothbrush, which was introduced in 1993. It includes a situation analysis of the oral healthcare industry and Colgate's position in it. Marketing strategies are proposed for the Precision toothbrush's product, price, placement, and promotion. Budgets are also included for launching the product or not launching it. The document analyzes the industry, competitors, market, and provides rationale for a niche or mainstream marketing strategy.
Les Legumes Moches, Case Study by The AzoresThe Azores
1. Intermarche, a French retailer, launched a campaign called "Les legumes moches" to promote "ugly" or misshapen produce and raise awareness about food waste.
2. The campaign was a success, with the entire stock of "ugly" produce selling out in two days and supermarket traffic increasing 24%.
3. The humorous campaign used witty storytelling and intense promotion to highlight the message that misshapen produce was just as tasty, helping address the issue of 40% of produce being discarded due to standards.
The world has changed: Product supply and demand is globalized and there is no putting the genie back in the bottle. The flow of goods from Asia to the west has created an economic dependency over the past ten years that will be exploited over the next ten. As China and India and other fast-developing economies become the primary global marketplaces, the needs and wishes of the 4bn new consumers will dominate those of the 800m old ones in the US and Europe. The days where the US set the pace in the consumer mindset are over and this is not going to change.
This document provides a go-to-market strategy for selling PackH2OTM water backpacks in Kenya. It identifies three potential customer segments: governments, non-governmental organizations (NGOs), and retailers. For governments, it recommends a value-based pricing model of KSh650 per pack. For NGOs, it suggests either selling at cost or segmenting prices between large international and smaller local NGOs. The document provides recommendations for marketing, distribution, pricing, and pilot programs for each segment. It also discusses liner replacement options and additional product recommendations. The overall goal is to transition PackH2OTM distribution from a donation-based model to an economically sustainable business in Kenya.
Millennials and Generation Z consumers are snacking more frequently, with an increase in snacking 5-7 times per day. Solarti aims to empower consumers with better snack choices and a personalized experience. By leveraging consumer data and community building, Solarti can drive innovation to bring new snack products to market in just 4 months, faster than traditional brands. Solarti solves problems like a lack of innovation, inconvenience, and non-transparency in the food industry by developing unique, nutritious snacks based on consumer feedback.
The fast moving consumer goods (FMCG) sector in India is the 4th largest sector in the Indian economy. Food products account for 43% of the FMCG market, which is estimated to grow to US$74 billion by 2018. FMCG companies are increasingly using digital media like social media for marketing due to benefits like access to a large audience of digital natives, higher user engagement, and ability to get immediate feedback from consumers. Digital ad spending by FMCG companies has grown rapidly from 30-50% in 2014 compared to traditional media. Successful digital campaigns by companies like HUL, Nestle, and Revlon have demonstrated the impact of digital strategies. Mobile is also an important medium for reaching consumers in rural areas
General Mills launched a gluten-free cereal called Gluten-Free Chex Cereal to address the growing market for gluten-free products and consumers with celiac disease or gluten intolerance. While the product has received some positive attention online, it lacks widespread awareness. The advertising plan aims to increase awareness of celiac disease, position General Mills as socially responsible for addressing this health issue, and gain market share for Gluten-Free Chex Cereal and other potential gluten-free products. The plan proposes utilizing both "push" and "pull" strategies to spread information and build broader awareness among target audiences.
Sinclair revival strategies and recovery planning -16 mar - enSebnem Ozdemir
This document provides a roadmap for brands to plan their recovery from the COVID-19 crisis in three phases: immediate response, pivot and adapt, and market revival. It outlines expected consumer sentiment and behaviors at each phase based on learnings from China. During the immediate response phase, brands should demonstrate social responsibility and support communities. In the pivot and adapt phase, brands adjusted business models to the homebound economy by adapting operations and content. The market revival phase involves planning campaigns to reengage consumers as markets recover. The roadmap advises brands to react quickly, adapt to changing realities, empower communities, and stay positive throughout the recovery process.
Convegno la mela nel mondo interpoma bz - 15-11-2012 1 - desmond o'rourkeImage Line
Su http://agronotizie.imagelinenetwork.com/aziende/fiera-bolzano-interpoma/5375 tutte le notizie su Interpoma - Fiera Bolzano, a cura di Agronotizie, rivista on line per l'agricoltura di http://www.imagelinenetwork.com
Colgate-Palmolive Company: The Precision ToothbrushISHAN CHOUREY
This presentation is a case analysis on Colgate-Palmolive Company: The Precision Toothbrush. It was made for a marketing internship under Prof. Sameer Mathur, IIM Lucknow.
Food Co-ops: Making Healthy, Local Food More Accessible, NOFA SC, 8.11.13NFCACoops
Bonnie Hudspeth, Outreach Coordinator for the Neighboring Food Co-op Association & Micha Josephy, Program Manager for the Cooperative Fund of New England, share how twenty-nine New England food co-ops are collaborating to make wholesome, nutritious food more accessible to all community members. This presentation explores the capacity of food co-ops to increase access to healthy food for individuals/families with limited food budgets, and strategies to increase collaboration among food co-ops for a larger collective impact.
Social Business in developing countries - a new solution to eradicate poverty?Linda Kleemann
The document discusses social business models in developing countries that aim to eradicate poverty. It provides examples of social businesses like the Grameen Bank and Grameen-Danone joint venture that either generate profits for target groups or reinvest profits into social goals. The document also discusses challenges like lack of infrastructure but argues social businesses can have long term impact through continuity. It analyzes concepts like inclusive business, shared value, and corporate social responsibility that are related to social business.
The slide deck used for the ColaLife / UNICEF workshop on 21 Jan 2011 in Lusaka. An overview of the workshop can be found here: http://www.colalife.org/2011/01/21/zambia-diary-day-5-visit-2-the-workshop/
How multinational businesses can keep up with the new global consumer.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” The Rising Billion is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
ColaLife Presentation to the Janssen Global Public Health Team, 26-Aug-15ColaLife
A 40 minute presentation covering the background to ColaLife, the ColaLife trial and progress towards scale-up. The presentation also covers the impacts and their measurement, the ColaLife Innovation Map and the scale-up version of the voucher system.
For decades, Banking has innovated for the masses, but left the needs of the homeless behind
This charity concept explores the potential for incentives and rewards to transform the lives of the homeless, guiding them in tackling the long-term issues that prevent them from successfully reintegrating into society once housing is found, and helping them rediscover their life long aspirations along the way.
This document provides an overview of marketing for farm businesses. It discusses defining products and markets, understanding consumer needs, identifying market trends, and aligning marketing strategies. The key points are:
- Farming is a business influenced by markets and prices, and farmers need support marketing products nationally and globally. Cooperative membership is important for business support.
- Defining products, understanding how they are marketed, and aligning the farm strategy with the cooperative's strategy are important initial steps.
- Understanding consumer needs, using tools to assess insights, and building customer relationships are crucial to effective marketing.
- Current market trends include organic foods, gluten-free, natural ingredients, and healthier/alternative products.
The document discusses using branding and marketing to encourage more sustainable land use and improve livelihoods. It proposes identifying ethical consumers and developing brands that appeal to them by highlighting sustainability, traceability and support for communities. A case study of a tea brand from China's Yellow Mountains is presented, showing how organizing farmers into cooperatives, certifying products and developing European markets increased incomes. The methodology is then applied to a proposed "Brand Lao" program to develop exports from Laos that sell at price premiums, helping people escape poverty in a sustainable way. Market research validated the opportunity and consumer willingness to pay more for qualified products.
This document summarizes Coca-Cola's sustainability efforts and progress towards goals in areas of women's economic empowerment, water stewardship, and well-being. It discusses how Coca-Cola achieves the "8 C's" of successful sustainability marketing through initiatives like its 5by20 program to enable 5 million women entrepreneurs by 2020 and replenishing all water used in beverage production. The company engages stakeholders through social media, stories of success, and innovative projects like EKOCENTER kiosks that provide resources and services in developing communities.
Advertisement
TV Advertisement Clutter
Why is Advertisement Clutter a Problem?
How to Break through Ad Clutter?
Impact of Ads Clutter on SMEs
Case Studies of Pakola and Hico Ice-Cream
poster49: Linking farmers to markets - Agro-Empresas CIAT
CIAT has been working since 1985 on linking smallholder farmers to markets through projects helping farmers develop market skills. Current research aims to understand how small farmers can gain more market opportunities to reduce poverty. CIAT works with partners globally to develop tools assisting organizations to support farmer associations in becoming more market-oriented. CIAT also examines how public policy and private sector practices can make markets more inclusive for smallholders, and facilitates dialogue between actors to develop sustainable business models benefiting farmers and buyers.
Digital transformation, disruptor & impact marketing/business development suc...eSeidr
Monica Hart is a Chartered Marketer and MBA with over 30 years of experience in marketing and business development. She has helped numerous startups and growth companies achieve commercial success, including doubling revenues for DermaDetect and helping SkinVision exceed targets and grow its user base to over 1.8 million. Her expertise lies in developing strategies to access new markets, particularly for health and technology companies. She takes a hands-on approach, providing fractional support to help organizations focus, fundraise, and find commercial success through integrated marketing campaigns and partnerships.
This document provides a go-to-market strategy for selling PackH2OTM water backpacks in Kenya. It identifies three potential customer segments: governments, non-governmental organizations (NGOs), and retailers. For governments, it recommends a value-based pricing model of KSh650 per pack. For NGOs, it suggests either selling at cost or segmenting prices between large international and smaller local NGOs. The document provides recommendations for marketing, distribution, pricing, and pilot programs for each segment. It also discusses liner replacement options and additional product recommendations. The overall goal is to transition PackH2OTM distribution from a donation-based model to an economically sustainable business in Kenya.
Millennials and Generation Z consumers are snacking more frequently, with an increase in snacking 5-7 times per day. Solarti aims to empower consumers with better snack choices and a personalized experience. By leveraging consumer data and community building, Solarti can drive innovation to bring new snack products to market in just 4 months, faster than traditional brands. Solarti solves problems like a lack of innovation, inconvenience, and non-transparency in the food industry by developing unique, nutritious snacks based on consumer feedback.
The fast moving consumer goods (FMCG) sector in India is the 4th largest sector in the Indian economy. Food products account for 43% of the FMCG market, which is estimated to grow to US$74 billion by 2018. FMCG companies are increasingly using digital media like social media for marketing due to benefits like access to a large audience of digital natives, higher user engagement, and ability to get immediate feedback from consumers. Digital ad spending by FMCG companies has grown rapidly from 30-50% in 2014 compared to traditional media. Successful digital campaigns by companies like HUL, Nestle, and Revlon have demonstrated the impact of digital strategies. Mobile is also an important medium for reaching consumers in rural areas
General Mills launched a gluten-free cereal called Gluten-Free Chex Cereal to address the growing market for gluten-free products and consumers with celiac disease or gluten intolerance. While the product has received some positive attention online, it lacks widespread awareness. The advertising plan aims to increase awareness of celiac disease, position General Mills as socially responsible for addressing this health issue, and gain market share for Gluten-Free Chex Cereal and other potential gluten-free products. The plan proposes utilizing both "push" and "pull" strategies to spread information and build broader awareness among target audiences.
Sinclair revival strategies and recovery planning -16 mar - enSebnem Ozdemir
This document provides a roadmap for brands to plan their recovery from the COVID-19 crisis in three phases: immediate response, pivot and adapt, and market revival. It outlines expected consumer sentiment and behaviors at each phase based on learnings from China. During the immediate response phase, brands should demonstrate social responsibility and support communities. In the pivot and adapt phase, brands adjusted business models to the homebound economy by adapting operations and content. The market revival phase involves planning campaigns to reengage consumers as markets recover. The roadmap advises brands to react quickly, adapt to changing realities, empower communities, and stay positive throughout the recovery process.
Convegno la mela nel mondo interpoma bz - 15-11-2012 1 - desmond o'rourkeImage Line
Su http://agronotizie.imagelinenetwork.com/aziende/fiera-bolzano-interpoma/5375 tutte le notizie su Interpoma - Fiera Bolzano, a cura di Agronotizie, rivista on line per l'agricoltura di http://www.imagelinenetwork.com
Colgate-Palmolive Company: The Precision ToothbrushISHAN CHOUREY
This presentation is a case analysis on Colgate-Palmolive Company: The Precision Toothbrush. It was made for a marketing internship under Prof. Sameer Mathur, IIM Lucknow.
Food Co-ops: Making Healthy, Local Food More Accessible, NOFA SC, 8.11.13NFCACoops
Bonnie Hudspeth, Outreach Coordinator for the Neighboring Food Co-op Association & Micha Josephy, Program Manager for the Cooperative Fund of New England, share how twenty-nine New England food co-ops are collaborating to make wholesome, nutritious food more accessible to all community members. This presentation explores the capacity of food co-ops to increase access to healthy food for individuals/families with limited food budgets, and strategies to increase collaboration among food co-ops for a larger collective impact.
Social Business in developing countries - a new solution to eradicate poverty?Linda Kleemann
The document discusses social business models in developing countries that aim to eradicate poverty. It provides examples of social businesses like the Grameen Bank and Grameen-Danone joint venture that either generate profits for target groups or reinvest profits into social goals. The document also discusses challenges like lack of infrastructure but argues social businesses can have long term impact through continuity. It analyzes concepts like inclusive business, shared value, and corporate social responsibility that are related to social business.
The slide deck used for the ColaLife / UNICEF workshop on 21 Jan 2011 in Lusaka. An overview of the workshop can be found here: http://www.colalife.org/2011/01/21/zambia-diary-day-5-visit-2-the-workshop/
How multinational businesses can keep up with the new global consumer.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” The Rising Billion is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
ColaLife Presentation to the Janssen Global Public Health Team, 26-Aug-15ColaLife
A 40 minute presentation covering the background to ColaLife, the ColaLife trial and progress towards scale-up. The presentation also covers the impacts and their measurement, the ColaLife Innovation Map and the scale-up version of the voucher system.
For decades, Banking has innovated for the masses, but left the needs of the homeless behind
This charity concept explores the potential for incentives and rewards to transform the lives of the homeless, guiding them in tackling the long-term issues that prevent them from successfully reintegrating into society once housing is found, and helping them rediscover their life long aspirations along the way.
This document provides an overview of marketing for farm businesses. It discusses defining products and markets, understanding consumer needs, identifying market trends, and aligning marketing strategies. The key points are:
- Farming is a business influenced by markets and prices, and farmers need support marketing products nationally and globally. Cooperative membership is important for business support.
- Defining products, understanding how they are marketed, and aligning the farm strategy with the cooperative's strategy are important initial steps.
- Understanding consumer needs, using tools to assess insights, and building customer relationships are crucial to effective marketing.
- Current market trends include organic foods, gluten-free, natural ingredients, and healthier/alternative products.
The document discusses using branding and marketing to encourage more sustainable land use and improve livelihoods. It proposes identifying ethical consumers and developing brands that appeal to them by highlighting sustainability, traceability and support for communities. A case study of a tea brand from China's Yellow Mountains is presented, showing how organizing farmers into cooperatives, certifying products and developing European markets increased incomes. The methodology is then applied to a proposed "Brand Lao" program to develop exports from Laos that sell at price premiums, helping people escape poverty in a sustainable way. Market research validated the opportunity and consumer willingness to pay more for qualified products.
This document summarizes Coca-Cola's sustainability efforts and progress towards goals in areas of women's economic empowerment, water stewardship, and well-being. It discusses how Coca-Cola achieves the "8 C's" of successful sustainability marketing through initiatives like its 5by20 program to enable 5 million women entrepreneurs by 2020 and replenishing all water used in beverage production. The company engages stakeholders through social media, stories of success, and innovative projects like EKOCENTER kiosks that provide resources and services in developing communities.
Advertisement
TV Advertisement Clutter
Why is Advertisement Clutter a Problem?
How to Break through Ad Clutter?
Impact of Ads Clutter on SMEs
Case Studies of Pakola and Hico Ice-Cream
poster49: Linking farmers to markets - Agro-Empresas CIAT
CIAT has been working since 1985 on linking smallholder farmers to markets through projects helping farmers develop market skills. Current research aims to understand how small farmers can gain more market opportunities to reduce poverty. CIAT works with partners globally to develop tools assisting organizations to support farmer associations in becoming more market-oriented. CIAT also examines how public policy and private sector practices can make markets more inclusive for smallholders, and facilitates dialogue between actors to develop sustainable business models benefiting farmers and buyers.
Digital transformation, disruptor & impact marketing/business development suc...eSeidr
Monica Hart is a Chartered Marketer and MBA with over 30 years of experience in marketing and business development. She has helped numerous startups and growth companies achieve commercial success, including doubling revenues for DermaDetect and helping SkinVision exceed targets and grow its user base to over 1.8 million. Her expertise lies in developing strategies to access new markets, particularly for health and technology companies. She takes a hands-on approach, providing fractional support to help organizations focus, fundraise, and find commercial success through integrated marketing campaigns and partnerships.
Digital transformation, disruptor & impact marketing/business development success stories
My current focus at eSeidr is firmly on successfully future-proofing customers' businesses. Past 'firsts' include launching the 1st global e-commerce system (generated $1M/day in profits); pioneering healthcare apps & online patient communities that empowered patients/HCPs; digitally transforming Cargill & DuPont's traditional nutrition & health businesses/supply chains,~doubling CAGR (7% to 13.5% at Cargill & 8% to 14% at DuPont).
JWT is a global advertising agency with over 200 offices worldwide. It created various advertisements for its client Nestle to promote the Kit Kat chocolate bar. One print ad depicts a boardroom table breaking in half, implying that eating a Kit Kat can provide an enjoyable break from work stresses. The ad aims to target a wide demographic but may not clearly communicate that the table represents a Kit Kat bar. Audience research found it did not arouse hunger and the depicted commotion made some uncomfortable. As the regulatory body, the ASA establishes codes to ensure ads are legal, ethical and avoid offense. Nestle also faced some controversies over aggressive marketing of infant formula in developing nations.
The document describes the Marketplace for Nutritious Foods initiative, which has four core initiatives to address malnutrition: large-scale food fortification, interventions to improve micronutrient deficiencies, interventions to improve nutrition of children under 2 and pregnant/lactating women, and interventions to improve the nutritional quality of agriculture. It discusses supporting local food businesses through a Community of Practice, Innovation Accelerator grants and technical assistance, and linking businesses to investors. Examples are provided of businesses in Mozambique, Tanzania and Kenya that received support to produce and sell fortified foods and increase access to nutritious options.
This document discusses fast moving consumer goods (FMCG) products categorized into household care, personal care, and food & beverages. It then provides characteristics of FMCGs from consumer and marketer perspectives. The document outlines the market potential and size of FMCG sector in India. It lists the top 10 FMCG companies globally and in India based on revenue and profit. Finally, it analyzes the SWOT of Indian FMCG sector and growth strategies adopted by FMCG companies, including multibranding, product flanking, brand extensions, and developing wide distribution networks.
The document provides an audit of the Buy One Give One (BOGO) business model. It begins with an overview of the BOGO model, which matches funds from product sales with donations to specific causes. The document then examines case studies of companies using the BOGO model, including TOMS, Warby Parker, and others. It discusses the benefits of the BOGO model in terms of publicity and impact, as well as criticisms such as being a band-aid solution. The document concludes with insights on best practices for the BOGO model, including utilizing local partnerships, being culturally aware, and telling a compelling story.
Food waste initiatives have become increasingly popular amongst major food retailers and foodservice operators in recent years. With the backing of celebrities such as Jamie Oliver, leading retailers and manufacturers signed a commitment to reduce food waste by 20% by 2025 in March 2016. him! explores the shopper attitudes around the topic.
Brand Lao - linking smallholders to international markets, the Lao PDR experi...mrlgregion
The document discusses a methodology for encouraging sustainable land use by making agricultural production more profitable. It proposes targeting ethical consumers in affluent societies with sustainably produced exports from developing countries. This creates a total value chain that improves incomes and livelihoods at each stage of production and distribution. An example from China demonstrates organizing farmers into cooperatives to produce and market organic green tea of a consistent high quality to Europe. The methodology is then proposed for application in Laos through a "Brand Lao" program featuring traditional products marketed under a brand emphasizing the country's natural and artisanal qualities. Research found ethical consumers receptive to the concept and willing to pay more for authentic products that support sustainable livelihoods. The program would link
The role of innovation in augmenting healthcare - the ColaLife StoryColaLife
ColaLife is a charity that developed an innovative treatment kit called Kit Yamoyo to improve access to oral rehydration solution (ORS) and zinc for treating childhood diarrhea. Through user research and trials in Zambia, they found that Kit Yamoyo, which included easier to use packaging and dosing, led to much higher treatment rates compared to conventional large ORS sachets. The trials showed Kit Yamoyo improved correct use of ORS, availability, and treatment rates. ColaLife then partnered with local manufacturers to produce Kit Yamoyo at scale for widespread distribution, resulting in hundreds of thousands of sales. Key lessons included focusing on user needs, testing innovations, and partnering with local groups to
Designing for global health - Royal Society of MedicineColaLife
The document discusses ColaLife's use of design thinking to improve access to diarrhoea treatment in developing countries. It describes how ColaLife developed Kit Yamoyo, which packages oral rehydration salts and zinc in an attractive, easy-to-use format distributed through existing supply chains. This increased the percentage of children receiving treatment from less than 1% to 45%. ColaLife then refined Kit Yamoyo based on learning, and expanded distribution through public sector programs and supermarkets, distributing over 700,000 kits. The approach shows how design can transform global health programs by better meeting user needs.
KYTS Programme Final Steering & Learning Group meeting 6-Sep-18ColaLife
Slidedeck to support the KYTS Programme Final Steering & Learning Group meeting on 6-Sep-18.
The KYTS Programme increased availability, access and use of ORS and Zinc therapy for home treatment of diarrhoea in children under 5 via private and public-sector development in Lusaka Province, Zambia
Considerations in Last Mile Delivery in Access to Medicines – the ColaLife StoryColaLife
Considerations in Last Mile Delivery in Access to Medicines
Out of the box thinking and partnership – the ColaLife Story.
This presentation was given at the 'Access to Medicines' conference hosted by Takeda in Geneva on 25-May-17. It describes how access to diarrhoea treatment was transformed in Zambia.
Diarrhoea is the second biggest infectious killer of under 5 children and yet we know how to treat diarrhoea and the medicine is simple, safe and cheap. The problem is that 99% of diarrhoea cases do not receive the recommended treatment: ORS and Zinc. The last remaining barrier is access.
ColaLife - Cross-sector partnerships - new paradigmsColaLife
Simon Berry is the CEO and co-founder of ColaLife, a UK-registered charity that focuses on saving children's lives by improving access to oral rehydration salts (ORS) and zinc for treating diarrhea. ColaLife partners with the private sector to distribute affordable anti-diarrhea kits containing ORS, zinc, and soap through existing supply chains in remote rural communities in Africa. A trial in Zambia showed that this approach successfully increased treatment rates for diarrhea from less than 1% to 45% and reduced the distance to access treatment. ColaLife is now looking to generate more evidence through academic partnerships and influence healthcare strategies through open data sharing to have a global impact.
Progress update on the Kit Yamoyo scale-up in Zambia for the stakeholders who support public health in Zambia. The meeting was held at the CDC offices in Lusaka.
For on-going updates please see: http://colalife.org/status
Royal Society of Medicine - Medical Innovations - Kit Yamoyo and its value chainColaLife
Presentation given by ColaLife's Simon Berry at the Royal Society of Medicine's 11th Medical Innovations Summit 2015 on 12-Sep-15.
This includes a brief history of ColaLife, the learning from the operational trial in Zambia and progress towards national scale-up.
ColaLife presentation to the ANDi Workshop, Addis Ababa, Jan-15ColaLife
ColaLife is a UK-based charity that aims to save children's lives by innovating healthcare delivery and increasing access to life-saving medicines. They conducted a trial in Malawi where they packaged oral rehydration salts (ORS) and zinc with soap in an affordable "Kit Yamoyo." This product was distributed through existing private sector supply chains, pulling the kits into remote rural communities. The trial demonstrated that the Kit Yamoyo approach dramatically increased access to ORS/zinc, with 45% of children receiving treatment compared to less than 1% previously. It also improved correct use of ORS from 60% to 93%. ColaLife's experience highlights the importance of private sector distribution and designing products people want to
Kit Yamoyo design review - how the trial findings influenced the design of the Kit Yamoyo anti-diarrhoea kit used in the subsequent national scale-up in Zambia.
Presentation to PATH (Seattle, Washington DC and San Francisco), 23-May-14ColaLife
Presentation to PATH staff on 23-May-14.
Delivered in Seattle with a video link to Washington and audio link to San Francisco.
Download the presentation for the speech narrative that is contained in the notes to the slides.
Presentation to University of Michigan | 19-May-14ColaLife
Presentation to the University of Michigan, 19-May-14, Ann Arbor, Michigan at the invitation of the William Davidson Institute.
Download the presentation for the speech narrative that is contained in the notes to the slides.
After dinner speech at the 26th DuPont Packaging Awards, 15-May-14, Wilmington, Delaware, USA.
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ColaLife presention to C2MTL | 28-May-2014ColaLife
Keynote presentation given at C2MTL on 28-May-2014.
20 mins, fully annotated.
This gives the brief history of ColaLife, describes the ColaLife Trial in Zambia (COTZ), presents our key findings and describes our strategy for impact.
ColaLife | Key milestones - 1985 to Dec-13ColaLife
This timeline highlights some of the key milestones since the birth of the ColaLife idea in 1985 to the end of the trial and move to scale-up in Dec-13.
It focussed on the key people involved and describes how the relationship with The Coca-Cola Company and SABMiller has developed.
Additional milestone:
May 2010
Together, Simon, Jane and Rohit submitted their first proposal to the Clinton Health Access Initiative (CHAI) who were seeking out innovative financing and delivery mechanisms for ACTs under the Affordable Medicines Facility for Malaria (AMFm).
The proposal got to final stages of consideration and reinforced the global interest in and potential of the model.
Correction: Rohit Ramchandani's title at CIDA was Senior Health Advisor, not Public Policy Advisor.
Presentation at the Institution of Mechanical Engineers - Appropriate Healthcare Technologies for Developing Countries - 18 September 2013
This presentation includes the narrative in the notes. Please download it to see these.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
1. Damian Radcliffe 16 th January 2012 cola life Presentation to Hult Business School
2. Fact 1: You can buy a Coca-Cola virtually anywhere in the World. Even in developing countries.
3. Fact 2: 1 in 7 children in developing counties die before their 5th birthday.
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8. Diarrhea-Related Dehydration Still a Top-Killer of Children in Developing World Over 1 million children still dying from diarrhea-related death each year More children die from diarrhea related illness than Malaria, HIV/AIDS and Measles combined
10. Why the Emphasis on ORS? MDG # 4 - Time is Running Out! Millenium Development Goal #4: Reduce by two-thirds, between 1990 and 2015, the mortality rate of children under 5 innovation needed incremental improvement Mortality dropped 1.8% per year (1990-2008) Mortality must decrease 10.5% per year 2008-2015 to reach goal 1990 2008 2015 100 72 33
35. Key assets Local intelligence and buy-in 2 years of stakeholder idea/development Global level expert support
36. ColaLife Pilot | Results Framework | Zambia To reduce deaths due to diarrhoea among children under 5 yrs (0-59 months) Mothers and care-givers adopt appropriate practices to help prevent and treat diarrhoea in under 5s (0-59m) in selected under-served rural communities. Profit-driven distribution chains supply affordable anti-diarrhoea kits through ‘last mile’ retailers in under-served rural communities. GOAL OUTCOMES
40. Business Model | Developing Market Affordable, desired mothers kits in remote rural areas $0.229 $0.375 $0.162 Social marketing Distributor Wholesaler $1.100 World price $0.938 Subsidy
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43. Business Model | Developed Market Ethical, value-based purchase of diarrhoea travel kits Buy One | Give One model 10% Gross Revenue $6.6 million 7 million AidPods $0.938 Subsidy Subsidy and Source (USD millions) 7 6 5 4 3 2 1 0 Foundations Pharma/Consumer Company 10% of Travel Kit Sales Yr1 Yr2 Yr3 Yr4 Yr5
My name is Damian Radcliffe and I am here to talk to you about colalife. So what is ColaLife?
ColaLife is based on 3 facts: FACT 1 : You can buy a Coca-Cola virtually anywhere you go even in the most remote areas of developing countries
FACT 2 : 1 in 5 children in these areas die before their 5 th birthday from preventable causes like dehydration from diarrhoea. Around 4,000 young children die everyday in Africa alone.
Agnes‘ story is not unusual unfortunately. In Africa 1 in 5 children die before their fifth birthday and most of these die from preventable or easily treated causes like dehydration from diarrhoea. Diarrhoea, which is common enough even in more developed countries where it is usually nothing more than an embarassing inconvemience, is a killer in developing countries. Let‘s take a look at what these figures look like [animation] In their 2009 report, WHO reminded us that nearly 1 in 5 child deaths - about 1.5 million each year – is due to diarrhoea. It kills more children than AIDS, malaria and measles combined. The WHO report is here: http://www.who.int/child_adolescent_health/documents/9789241598415/en/index.html
Agnes‘ story is not unusual unfortunately. In Africa 1 in 5 children die before their fifth birthday and most of these die from preventable or easily treated causes like dehydration from diarrhoea. Diarrhoea, which is common enough even in more developed countries where it is usually nothing more than an embarassing inconvemience, is a killer in developing countries. Let‘s take a look at what these figures look like [animation] In their 2009 report, WHO reminded us that nearly 1 in 5 child deaths - about 1.5 million each year – is due to diarrhoea. It kills more children than AIDS, malaria and measles combined. The WHO report is here: http://www.who.int/child_adolescent_health/documents/9789241598415/en/index.html
Agnes‘ story is not unusual unfortunately. In Africa 1 in 5 children die before their fifth birthday and most of these die from preventable or easily treated causes like dehydration from diarrhoea. Diarrhoea, which is common enough even in more developed countries where it is usually nothing more than an embarassing inconvemience, is a killer in developing countries. Let‘s take a look at what these figures look like [animation] In their 2009 report, WHO reminded us that nearly 1 in 5 child deaths - about 1.5 million each year – is due to diarrhoea. It kills more children than AIDS, malaria and measles combined. The WHO report is here: http://www.who.int/child_adolescent_health/documents/9789241598415/en/index.html
Agnes‘ story is not unusual unfortunately. In Africa 1 in 5 children die before their fifth birthday and most of these die from preventable or easily treated causes like dehydration from diarrhoea. Diarrhoea, which is common enough even in more developed countries where it is usually nothing more than an embarassing inconvemience, is a killer in developing countries. Let‘s take a look at what these figures look like [animation] In their 2009 report, WHO reminded us that nearly 1 in 5 child deaths - about 1.5 million each year – is due to diarrhoea. It kills more children than AIDS, malaria and measles combined. The WHO report is here: http://www.who.int/child_adolescent_health/documents/9789241598415/en/index.html
So what is it that kills these young children? These are UNICEF figures and as we can see diarrhoea is a significant killer and kills more under fives than Malaria, HIV/AIDS and Measles combined.
FACT 3 : The third fact is that these figures haven’t changed significantly over the last 25 years.
Just to put some data behind the last claim. In 1990 the MDGs were published and MDG #4 relates to child mortality. The goal was to reduce child mortality by two thirds by 2015. Progress towards the Millennium Goals was formally assessed in 2008 and it found some improvement in survival rates but this incremental improvement is too slow. At the current rate of improvement we are going to miss the MDG and it will be decades before people in Africa and Asia reach the standards for child survival that we in more developed countries would consider acceptable. If we are to meet the MDG we’d need to reduce child mortality at a rate of 11% per year. And to do this we need innovation. We need new radical approaches. We need to do things differently. ColaLife seeks to be a part of this innovation process.
This picture was taken recently in Uganda. It is the drug store room of a rural clinic. As you can see it lacks all the very basic medicines. A recent study by WHO and Health Action Internatoional indicated that rural clinics in sub-Saharan Africa operated on a 38% availability of the most basic drugs. What that means in practical terms is that if you walk to your local clinic - a walk that might talk many hours - the odds are that it will NOT have the drugs you need to help you.
More to the private sector though and you see a radically different picture. Availability of consumer products might not be 100% but it approaches that and will be significant higher in most areas that the availability of medicines in the local clinic. So why the contrast? How does Coca-Cola get to the most remote shops and kiosks while we struggle to get basic medicines to remote, rural clinics?
The answer is that we don’t really know. We know the Coca-Cola leaves the bottling plant on big lorries. But these lorries only go so far and after that a whole network of entrepreneurs get it to the really remote areas.
People like this. On bicycles, buses, motor bikes, horses and mules. It is the ‘pull of the brand’ that gets the Coca-Cola to the most remote places in the world and there is money to be made it getting it there by everyone involved.
One thing we do know though is that wherever a crate of Coca-Cola goes, this unused space between the bottles goes too. What a waste! ColaLife wants to use this space to get simple medicines, and other social products, to the same places that Coca-Cola gets. That is, most places.
To do this we’ve come up with a wedge-shaped container, like this, which clips between the necks of Coca-Cola bottles in crates. The working name for this container is the ‘AidPod’. This short animation shows how the AidPod works.
Video – no sound required – source: AidPod_animation_720x576_clipped v2.mov
Simon first had the ideas behind ColaLife when we lived and worked in Zambia back in the 1980s. However, in those days, it was very difficult to share ideas. There was no postal service and we had no telephone or fax. All we had was a telex machine - hardly a mass communication device! In April 2008 Simon decided to have another go at convening people around the idea and started up a Facebook group and participating in discussion forums online including those on the BBC’s website. The BBC took up the idea and got Coca-Cola’s attention. In November 2008, Simon was invited to Tanzania by The Coca-Cola Company to attend a workshop to inform their pro-poor business innovation plans. He brokered a partnership between AED and Coca-Cola which led to a ‘learning lab’in Tanzania - this has informed a new project under the Global Fund for pro-poor enterprise creation. In April 2009 BBC Radio 4 broadcast an interview with Simon and Euan Wilmshurst of Coca-Cola, where they first aired in public their support for the idea. In May 2010, Jane and Simon won jointly a prestigious Social Enterprise Award from UnLtd, granting £15,000 in living expenses to develop the idea. It was also short-listed as a semi-finalist for the International Buckminster Fuller Design Challenge and selected for Honda’s Dream Factory exhibition and book on ‘Cultural Engineers’. In June 2010 Jane and Simon decided to dedicate full-time, to move ColaLife from a campaign to an implementation phase and gave up paid work. In June Simon and Jane also met Kris Pintens when Simon was presenting the ColaLife idea at a Supply Chain Conference in Prague. As a result, Simon presented the idea to Tom Aelbrecht in Beerse in August and joined the Bootcamp in October.
Simon first had the ideas behind ColaLife when we lived and worked in Zambia back in the 1980s. However, in those days, it was very difficult to share ideas. There was no postal service and we had no telephone or fax. All we had was a telex machine - hardly a mass communication device! In April 2008 Simon decided to have another go at convening people around the idea and started up a Facebook group and participating in discussion forums online including those on the BBC’s website. The BBC took up the idea and got Coca-Cola’s attention. In November 2008, Simon was invited to Tanzania by The Coca-Cola Company to attend a workshop to inform their pro-poor business innovation plans. He brokered a partnership between AED and Coca-Cola which led to a ‘learning lab’in Tanzania - this has informed a new project under the Global Fund for pro-poor enterprise creation. In April 2009 BBC Radio 4 broadcast an interview with Simon and Euan Wilmshurst of Coca-Cola, where they first aired in public their support for the idea. In May 2010, Jane and Simon won jointly a prestigious Social Enterprise Award from UnLtd, granting £15,000 in living expenses to develop the idea. It was also short-listed as a semi-finalist for the International Buckminster Fuller Design Challenge and selected for Honda’s Dream Factory exhibition and book on ‘Cultural Engineers’. In June 2010 Jane and Simon decided to dedicate full-time, to move ColaLife from a campaign to an implementation phase and gave up paid work. In June Simon and Jane also met Kris Pintens when Simon was presenting the ColaLife idea at a Supply Chain Conference in Prague. As a result, Simon presented the idea to Tom Aelbrecht in Beerse in August and joined the Bootcamp in October.
We met 45 people while in Zambia from 15 different organisations in the public, private and NGO sectors and in week 2 of our visit we pulled key players together to consider what a trial might look like. This is what we came up with.
It was agreed that a pilot should focus on getting WHO-recommended diarrhoea treatment kits to new mothers and that we should do this through the ecxisting private sector network. The same network that gets Coca-Cola to the most remote areas of Zambia. It was agreed that we would embed private sector motivations into the distribution of these mother kits. The same motivators that get commodities such as cooking oil, salt, washing powder, talk-time and Coca-Cola to remote areas in Zambia. The Mother’s Kits, or AidPods, would be inserted into Coca-Cola crates at Wholesaler level in the distribution chain thereby increasing the profitability contained within a crate - profit will be made from the Coca-Cola AND the Mother’s Kits. The retail price of the kits will be based on mothers’ ability to pay. Based on this, and the margins that need to be made by the distributors, wholesalers and retailers, the level of subsidy will be determined and injected at the start of the distribution chain. Crucial to success will be a social marketing campaign aimed at turning ‘need’ into ‘demand’ for diarrhoea treatment kits by mothers. This will consist of awareness raising activities by Community Health Workers; communication and education campaigns using radio, community drama, posters and leaflets. Key to this design is that the only new element is the AidPod in the crate. All the other elements already exist in one form or other in other recent activities - it is just a question of putting the elements together in a different way and helping an unlikely alliance of partners work successfully together.
So lets spend a few minutes looking at the AidPod - what it might contaiin and what it would be made of? Despite the fact that WHO recommended that all new mothers should be given diarrhoea treatment kits and told what to do WHEN their child gets diarrhoea, this is the only example that we have been able to find. This is part of the social marketing that went alongside a project to promote a diarrhoea treatmnent kit in Cambodia by a project run by PSI and supported by USAID abd UNICEF. When they made their recommendation, WHO and UNICEF said that the kits should be made more desirable and so we are considering including sample size consumer products like soap and baby lotion. We also think it would be desirable to have more than 2 sachets of ORS. We also want to make the packaging itself useful and relevant. The volume of an AidPod is approximately 500ml or half a litre. We want it to be used as a measuring jug and for the ORS sachets to be compatible with it so that one sachet would be used per AidPod full of water, that is enough to make half a litre of ORS. Most ORS sachets make up a litre. This leaves us with the remaining issue of water quality. It is highly likely that a child with diarrhoea contracted the diarrhoea from the water supply so it would be desirable to ensure that the water used for making up the ORS solution was uncontaminated. One way of doing this would be to boil the water or to chlorinate the water. Both of these imply costs. A third option is to use solar water disinfection technique known as SODIS.
So lets spend a few minutes looking at the AidPod MOTHER’s Kit and the AidPod TRAVELLER’s Kit would contain Explain . . .
If you put water in a PET bottle and expose it to the sunlight for 6 hours the bacteria in the water are killed. This heats the water to between 30 and 50C which would not normally be hot enough to pastuerise the water. However, the ultraviolet light within the sun’s rays damages the cell walls of the bacteria making them more susceptible to heat so that they are killed. The process also kills protozoa, viruses and parasites. The SODIS technique is recognised by the WHO. If possible, we want to make the AidPods out of PET so that they can be used to disinfect the water used to make the ORS solution. This would also help raise awareness of the SODIS technique which is not widely known.
This is how the AidPod would be used: 1 The contents of the Mother’s Kit would be removed
This is how the AidPod would be used: 1 The contents of the Mother’s Kit would be removed 2 It would be filled with the cleanest water available
This is how the AidPod would be used: 1 The contents of the Mother’s Kit would be removed 2 It would be filled with the cleanest water available 3 The AidPod would be resealed and placed in a sunny spot
This is how the AidPod would be used: 1 The contents of the Mother’s Kit would be removed 2 It would be filled with the cleanest water available 3 The AidPod would be resealed and placed in a sunny spot 4 For six hours
This is how the AidPod would be used: 1 The contents of the Mother’s Kit would be removed 2 It would be filled with the cleanest water available 3 The AidPod would be resealed and placed in a sunny spot 4 For six hours 5 The ORS sachet would be emptied into the AidPod - note that the size of the sachet would match the volume of water in the AidPod
This is how the AidPod would be used: 1 The contents of the Mother’s Kit would be removed 2 It would be filled with the cleanest water available 3 The AidPod would be resealed and placed in a sunny spot 4 For six hours 5 The ORS sachet would be emptied into the AidPod - note that the size of the sachet would match the volume of water in the AidPod 6 The young child would be given the ORS solution
This is what we bring to this proposal
If you boil ColaLife down to its essentials it is about: Innovation It’s about thinking differently And from where I sit it has turned into a huge stakeholder relationship development exercise What we have been doing is painstakingly building unlikely alliances to solve a problem that has not and will not be solved by one organisation or one sector by itself. I believe that there are so many, as yet unsolved challenges that could benefit from this Unlikely Alliances approach. I would like to see ColaLife as a catalyst for new thinking. And more specifically providing the inspiration for the formation of unlikely alliances to do extraordinary things. But hang on, is this pie in the sky thinking? Could ColaLife have this sort of wider impact? Well meet Ludo Lauwers, the Vice Chaiman of Janssen Pharmaceutica. On 23 December last year, an interview with Lauwers was published in the Belgian business press under the heading: “The many strange friends of Pharma” Lauwers talked about Coca-Cola’s legendary distribution power. He talked about Pharma products needing to get to the same places where the need was high and ColaLife was described as a interesting initiative. Were we the inspiration for the whole article? Who knows? I’m just pleased that these conversations have started. Thank you very much.
Thank you
We plan to run a pilot of the ColaLife concept in Zambia in 2011 and we have already visited the country to talk to the key stakeholders there. We met with 45 people and 15 organisations and together came up with the following business model. It was agreed that a pilot should focus on getting WHO-recommended diarrhoea treatment kits to new mothers and that we should do this through the ecxisting private sector network. The same network that gets Coca-Cola to the most remote areas of Zambia. It was agreed that we would embed private sector motivations into the distribution of these mother kits. The same motivators that get commodities such as cooking oil, salt, washing powder, talk-time and Coca-Cola to remote areas in Zambia. The Mother’s Kits, or AidPods, would be inserted into Coca-Cola crates at Wholesaler level in the distribution chain thereby increasing the profitability contained within a crate - profit will be made from the Coca-Cola AND the Mother’s Kits. The retail price of the kits will be based on mothers’ ability to pay. Based on this, and the margins that need to be made by the distributors, wholesalers and retailers, the level of subsidy will be determined and injected at the start of the distribution chain. Crucial to success will be a social marketing campaign aimed at turning ‘need’ into ‘demand’ for diarrhoea treatment kits by mothers. This will consist of awareness raising activities by Community Health Workers; communication and education campaigns using radio, community drama, posters and leaflets. Key to this design is that the only new element is the AidPod in the crate. All the other elements already exist in one form or other in other recent activities - it is just a question of putting the elements together in a different way and helping an unlikely alliance of partners work successfully together.
Explain . . . . >> the need for subsidy >> the need to make this sustainable
So how can we sustain this level of subsidy? Our approach can be summed up as Buy One | Give One. I parallel with the distribution of AidPod Mother’s Kits in developing markets we would develop a product for developed markets which would be marketed and sold on a Buy One | Give One basis. We believe we have identified a gap in the market for a kit for travellers aimed at helping to prevent and, where necessary, treat diarrhoea. Travel kits range in price from $15-$50 None cover diarrhoea in one, off the shelf purchase Every year an estimated ten million individuals suffer diarrhoea* Key control commodities for travellers could include: Imodium, Rehydration Salts, Water sterilisation tablets, Hand sterlisation wipes SODIS Bag Simple advice booklet Target: JnJ captures a market equivalent to one third of sufferers=3.3 million people Annual market size: $66 million at $20/kit Allocate 10% of gross revenue to subsidise AidPod Mother’s Kits Provides subsidy for 6.6/ 0.938 = 7 million AidPod Mother’s Kits per year
The Buy One | Give One model provides valuable opportunities for enhanced customer engagement and even the creation of a network of ethical consumers that could be used to gather customer insight. The model would also enhance the JnJ brand as an ethical brand.
So how can we sustain this level of subsidy? Our approach can be summed up as Buy One | Give One. I parallel with the distribution of AidPod Mother’s Kits in developing markets we would develop a product for developed markets which would be marketed and sold on a Buy One | Give One basis. We believe we have identified a gap in the market for a kit for travellers aimed at helping to prevent and, where necessary, treat diarrhoea. Travel kits range in price from $15-$50 None cover diarrhoea in one, off the shelf purchase Every year an estimated ten million individuals suffer diarrhoea* Key control commodities for travellers could include: Imodium, Rehydration Salts, Water sterilisation tablets, Hand sterlisation wipes SODIS Bag Simple advice booklet Target: JnJ captures a market equivalent to one third of sufferers=3.3 million people Annual market size: $66 million at $20/kit Allocate 10% of gross revenue to subsidise AidPod Mother’s Kits Provides subsidy for 6.6/ 1.10 = 6 million AidPod Mother’s Kits per year
There are additional, non-financial benefits to Johnson & Johnson
So lets spend a few minutes looking at the AidPod MOTHER’s Kit and the AidPod TRAVELLER’s Kit would contain Explain . . .