This report examines market-based solutions as a means to help those living in poverty. It investigates business models that are self-sustaining and scalable in order to make a meaningful impact. The report uses the example of Servals, an Indian company that developed an improved kerosene burner but initially struggled due to flaws in its distribution model and pricing. It later succeeded by addressing these issues. The report aims to identify business models tailored to the economic and social circumstances of low-income customers and suppliers that can generate profits while improving lives.
Profitable growth is all about access to the right knowledge
Want to know more?
Competing for growth is a global survey by Ernst & Young
focusing on growth. Through extensive research and conversations with 1,400 senior executives from companies around the world, Ernst & Young has developed key insights into how the world’s leading businesses are returning to profitable growth. To access our insights and learn more about Competing for Growth, contact your local Ernst & Young office or visit
www.ey.com/competing-for-growth
Profitable growth is all about access to the right knowledge
Want to know more?
Competing for growth is a global survey by Ernst & Young
focusing on growth. Through extensive research and conversations with 1,400 senior executives from companies around the world, Ernst & Young has developed key insights into how the world’s leading businesses are returning to profitable growth. To access our insights and learn more about Competing for Growth, contact your local Ernst & Young office or visit
www.ey.com/competing-for-growth
Diversification (designed by Matt and Suh-hee)Suh-hee Choi
This presentation file was prepared by Matt and Suh-hee, Ph.D. students in Hospitality and Tourism management at Purdue University. It was designed for one of the presentations in HTM 681 class (about advanced hotel management). It explains basic ideas and types of diversification and recent research trends on this topic.
1. DECISION MAKING MODEL
a. Use of Ansoff Matrix to communicate intended strategic direction.
i. How the Ansoff Matrix can be used to show strategic direction of the business; e.g. if they're expanding into new markets, this would be seen as Market development, which is more risky than Market Penetration.
2. DECISION MAKING TECHNIQUES
a. Investment Appraisal
i. Simple Payback
ii. Average Rate of return
iii. Discounted Cash-Flow (Net Present Value only)
b. Decision Trees
i. Construction and interpretation of simple decision tree diagrams, limitations of technique.
c. Project planning and Network Analysis
i. Nature and purpose of Critical Path Analysis
ii. Be able to draw simple networks
iii. Calculate Earliest Start Time and Latest Finish Time
iv. Identify the critical path and calculate the total float
v. Limitations of technique
d. Contribution and special order decisions, determining whether a special order is worth the effort.
3. CONTRIBUTION WITH RESPECT TO SPECIAL ORDER DECISIONS
a. Need for contingency planning
b. Consideration of risk of operating in a country or seeking growth in new overseas markets
i. Use the Ansoff Matrix to consider why a company may seek to invest in a factory overseas, for example to reduce dependence on domestic market through planning for growth.
c. Risk reduction through information from decision-making models
Most multinationals, across sectors, have long recognised the importance of the Growth markets to increasing their companies’ profits, however few have been able to develop distribution networks that provide them with the same levels of confidence and profitability that they enjoy in their home markets. The reasons for this are often related to the lack of basic infrastructure and then compounded by the sheer size of some markets and the need for local knowledge and strong local relationships. Identifying and effectively managing the right channel partner is key to overcoming these challenges profitably. More: http://pwc.to/1w5nPtc
Secure Web Application Development Framework (Persian)Abbas Naderi
This is Abbas Naderi's thesis on developing secure web application frameworks and their criteria.
Abbas Naderi is OWASP Chapter Leader of Iran with 5+ years of OWASP activity and 7+ years of information security expertise.
The thesis covers all necessary basics and information plus current trends in security and web application development, then covers main topics on how to securely develop web applications.
The characteristics of most growth markets require companies to adapt both their go-to-market strategy and their operating model to address the ever-evolving consumer needs and segments within the limits of the country’s institutional voids and culture. Some companies have managed to overcome the Growth Markets’ voids they face by merely tweaking their existing operating model a fraction. However, most companies which are looking for longer term growth in these complex markets are finding that they need to make more far-reaching and bold changes to their operating models to bridge these voids which step away from the structured and efficient capabilities that have made them so successful in the developed markets.
Diversification (designed by Matt and Suh-hee)Suh-hee Choi
This presentation file was prepared by Matt and Suh-hee, Ph.D. students in Hospitality and Tourism management at Purdue University. It was designed for one of the presentations in HTM 681 class (about advanced hotel management). It explains basic ideas and types of diversification and recent research trends on this topic.
1. DECISION MAKING MODEL
a. Use of Ansoff Matrix to communicate intended strategic direction.
i. How the Ansoff Matrix can be used to show strategic direction of the business; e.g. if they're expanding into new markets, this would be seen as Market development, which is more risky than Market Penetration.
2. DECISION MAKING TECHNIQUES
a. Investment Appraisal
i. Simple Payback
ii. Average Rate of return
iii. Discounted Cash-Flow (Net Present Value only)
b. Decision Trees
i. Construction and interpretation of simple decision tree diagrams, limitations of technique.
c. Project planning and Network Analysis
i. Nature and purpose of Critical Path Analysis
ii. Be able to draw simple networks
iii. Calculate Earliest Start Time and Latest Finish Time
iv. Identify the critical path and calculate the total float
v. Limitations of technique
d. Contribution and special order decisions, determining whether a special order is worth the effort.
3. CONTRIBUTION WITH RESPECT TO SPECIAL ORDER DECISIONS
a. Need for contingency planning
b. Consideration of risk of operating in a country or seeking growth in new overseas markets
i. Use the Ansoff Matrix to consider why a company may seek to invest in a factory overseas, for example to reduce dependence on domestic market through planning for growth.
c. Risk reduction through information from decision-making models
Most multinationals, across sectors, have long recognised the importance of the Growth markets to increasing their companies’ profits, however few have been able to develop distribution networks that provide them with the same levels of confidence and profitability that they enjoy in their home markets. The reasons for this are often related to the lack of basic infrastructure and then compounded by the sheer size of some markets and the need for local knowledge and strong local relationships. Identifying and effectively managing the right channel partner is key to overcoming these challenges profitably. More: http://pwc.to/1w5nPtc
Secure Web Application Development Framework (Persian)Abbas Naderi
This is Abbas Naderi's thesis on developing secure web application frameworks and their criteria.
Abbas Naderi is OWASP Chapter Leader of Iran with 5+ years of OWASP activity and 7+ years of information security expertise.
The thesis covers all necessary basics and information plus current trends in security and web application development, then covers main topics on how to securely develop web applications.
The characteristics of most growth markets require companies to adapt both their go-to-market strategy and their operating model to address the ever-evolving consumer needs and segments within the limits of the country’s institutional voids and culture. Some companies have managed to overcome the Growth Markets’ voids they face by merely tweaking their existing operating model a fraction. However, most companies which are looking for longer term growth in these complex markets are finding that they need to make more far-reaching and bold changes to their operating models to bridge these voids which step away from the structured and efficient capabilities that have made them so successful in the developed markets.
Supporting SMEs and the inclusive agribusiness innovation system in Southeast...Food_Systems_Innovation
On 7 March 2016, CSIRO and Palladium presented the key findings and opportunities identified through their their recent studies into inclusive agribusiness innovation patterns and trends and impact investing in inclusive agribusiness in southeast asia at DFAT canberra office. In particular, they talked about the need/opportunity to support the inclusive agribusiness innovation system through mechanisms such as an innovation support facility.
Emerging markets already offer a wide range of business opportunities
and the number of attractive business cases is growing at a rapid
pace. Population growth, urbanization, industrialization, improved
governance structures and the massive development in modern ICT
technology are making the markets even more attractive and accessible
for foreign companies...
Business presentation on the incredible opportunity available to all Real Estate professionals with the ground breaking business model of Nextage Realty International, LLC.
Hult Impact Challenge - IBM Watson SeismicSandeep Vete
The Business Challenge: Put all the business knowledge and leadership skills we learned to the test with this seven-month group project to solve a real business problem in which my teammates and I devise a game-changing idea to solve an existing problem for a major corporation that really make a difference - not only to the MBA program but in future career and beyond.
The IBM 2015 Business Challenge
Background:
IBM has developed a supercomputer- “Watson” -which is capable of learning and adapting in the same way as humans. IBM calls this capability “cognitive computing an advanced form of Artificial Intelligence.
Watson gained fame by winning the U.S. quiz show and IBM CEO Ginni Rometty has made it a centerpiece of the company’s strategy going forward. Ms. Rometty is convinced that Watson and cognitive computing will transform how we live and do business. The power of Watson has already been put to use, transforming the way medical research and diagnosis is done for important disease areas.
The Challenge:
Create an actionable business idea showing how IBM could put their AI technology to use, and shape future product development strategies using AI systems like Watson.
Towards Development Of A Standard For Public Toilets For Developing ...
Monitor: Emerging Markets
1. Emerging Markets,
Emerging Models
MARKET-BASED SOLUTIONS TO THE CHALLENGES OF GLOBAL POVERTY
Ashish Karamchandani Michael Kubzansky Paul Frandano
March 2009
monitor group
2. Founded in 1983, Monitor Group is a global firm that serves clients through a range of professional
services — strategic advisory, capability building and capital services — and integrates these services
in a customized way for each client.
Monitor Group is focused on helping clients grow in ways that are most important to them. To that
end, we offer a portfolio of services to our clients who seek to stay competitive in their global markets.
The firm employs or collaborates with some of the world’s foremost business experts and thought
leaders to develop and deliver specialized capabilities in areas including competitive strategy, marketing
and pricing strategy, innovation, national and regional economic competitiveness, organizational
design, and capability building.
FOR MORE INFORMATION PLEASE CONTACT:
Michael Kubzansky
mkubzansky@monitor.com
+1.617.252.2486
Ashish Karamchandani
akaramchandani@monitor.com
+91.22.6658.2000
www.mim.monitor.com
www.monitor.com
3. Emerging Markets,
Emerging Models
MARKET-BASED SOLUTIONS TO THE CHALLENGES OF GLOBAL POVERTY
Ashish Karamchandani Michael Kubzansky Paul Frandano
with the assistance of Victoria Barbary, Anamitra Deb, Davis Dyer,
Nishant Lalwani, Varad Pande, and Suchitra Shenoy
Executive Summary ............................................................. 2
Introduction .......................................................................... 8
New Approaches to Low-Income Markets.......................... 16
Business Models That Work .............................................. 34
PAY-PER-USE .................................................................................................. 40
NO FRILLS SERVICE ..........................................................................................47
PARASKILLING ................................................................................................. 55
SHARED CHANNELS .........................................................................................64
CONTRACT PRODUCTION.................................................................................. 77
DEEP PROCUREMENT...................................................................................... 86
DEMAND-LED TRAINING ...................................................................................95
What the Models Teach .................................................... 102
Recommendations and Concluding Thoughts ................... 120
APPENDIX: OVERVIEW OF THE INDIA STUDY .............................................. 131
ACKNOWLEDGEMENTS ............................................................................ 135
NOTES .................................................................................................... 136