he private sector have the potential to be an effective provider of health care products and services for populations at the base of the economic pyramid.
This webinar presents two investment models: a market-based initiative and a challenge fund. The presenters will address the impact of these models with examples from programmes run by the Strengthening Health Outcomes through the Private Sector (SHOPS) project in India and sub-Saharan Africa.
Arunesh Singh will discuss market-based partnerships and Colm Fay will present on a challenge fund recently launched in East Africa.
Arunesh Singh, formerly of Market-based Partnerships in Health India, has over 14 years of development experience in corporate and social enterprises. He oversees market-based partnerships with private sector companies that address family planning, reproductive health, and child health.
Colm Fay, a private sector specialist, focuses on business strategies for the base of the pyramid and impact investing. He manages the HANSHEP Health Enterprise Challenge Fund.
This webinar is sponsored by Strengthening Health Outcomes through the Private Sector (SHOPS) http://www.shopsproject.org/
You can find out more about HANSHEP on their website http://www.hanshep.org/
“Engaging with health markets is going to be critical for governments in the future, especially given the recent UN resolution,” notes Sara Bennett, referring to a UN resolution urging countries to work towards affordable Universal Health Coverage (UHC).
Many country governments will need to purchase services from both public and private providers to achieve UHC. At the same time governments need to guard against arrangements that enable powerful stakeholders to consolidate their position in a health system that provides ineffective services at an unnecessarily high cost.
Policy-makers, entrepreneurs, academics and funders convened in Bellagio, Italy, in December 2012 to explore this tension. The result was the Bellagio Statement on the Future of Health Markets (http://bit.ly/XFrN4X).
To broaden the conversation, participants in the Bellagio meeting are holding a roundtable webinar. The webinar will be chaired by Dr Sara Bennett from Johns Hopkins School of Public Health, who convened the session in Bellagio.
Discussants include: Kelechi Ohiri, Senior Special Adviser to the Honourable Minister of State for Health in Nigeria; Kwasi Boahene, Director Advocacy & Program Development at the Health Insurance Fund; and Sikder Zakir, Founder of the Telemedicine Reference Center Ltd. (TRCL); Guy Stallworthy, Senior Program Officer at the Bill & Melinda Gates Foundation; & Dr Allan Pamba, Director Public Engagement & Access Initiatives at GSK.
An initial presentation will help set the scene, outlining the background to the meeting as well as highlighting key points from the resultant statement. Following the introduction, the discussants will offer their reactions to and commentary on the Bellagio Statement. The webinar will then shift to a ‘fishbowl’ format, where the speakers and other participants at the meeting will have an open discussion on some of the main topics from Bellagio. The webinar will wrap up with a question and answer session for all.
As enthusiasm for universal health coverage grows, discussions spring up about the respective roles of the public and private sector in reaching this goal in developing countries. These exchanges have sometimes pit the two sectors against one another instead of identifying areas of collaboration that build on their respective comparative advantages. As one of several events leading to the Private Sector in Health Symposium in Sydney in July, please join a webinar during which we will identify factors and discuss examples of how the public and private sectors can work together to increase access to health insurance for low-income populations.
The past decade has seen a growing appreciation of the importance of private healthcare providers as the first, and often only, source of healthcare in many countries. This has led to a range of interventions aimed at engaging these providers to deliver standardized public health goods and services. One partnership modality, called clinical social franchising, applies commercial principles to achieve this goal.
In 2012, 74 clinical social franchising programs were operational in 40 countries. The programmes included networks of 66,000+ providers that delivered franchised clinical and health services for family planning; maternal, newborn and child health; and to diagnose and treat TB, malaria and/or HIV. Millions of people received services. The scale and overall health impact of these programs is documented in the Clinical Social Franchising Compendium, 2013 (http://bit.ly/10nVT25).
This approach to engaging private purveyors of health and clinical services is gaining traction worldwide. The evidence base for this approach is also increasing, with studies now addressing health impact, quality of care, new usership of formal medical services, cost-effectiveness and equity.
This webinar will explain how clinical social franchising works, how it is being adapted in different countries and the evidence for its relevance as a public health approach.
Standardized patients methodology used to assess clinical skills
Relationships with Interviews with a sample of formal providers and key
formal system informants. FGDs with community members.
Barriers/facilitators FGDs with community members and key informants.
for integration Interviews with formal providers and policy makers.
Key findings
1. Provider enumeration and characteristics
2. Education and training
3. Practice characteristics
4. Knowledge and skills
5. Relationships with formal system
6. Barriers and facilitators for integration
1. Provider enumeration and characteristics
Tehri (263 IPs) Guntur (368 IPs)
Impact Sourcing: Connecting the World's Poor to Economic OpportunityLeila Janah
This document discusses traditional approaches to charity and business that have failed to meaningfully address global poverty and inequality. It introduces impact sourcing as a new model that combines business and social impact. Impact sourcing employs workers living in poverty to complete digital work, providing a sustainable income while delivering cost-effective services to companies. The document outlines Samasource's impact sourcing model, which has employed over 6,000 workers and generated on average $1,500 per person in income. It argues impact sourcing has significant potential to employ millions of workers and could account for a large portion of the outsourcing industry.
Artificial intelligence (AI) is everywhere, promising self-driving cars, medical breakthroughs, and new ways of working. But how do you separate hype from reality? How can your company apply AI to solve real business problems?
Here’s what AI learnings your business should keep in mind for 2017.
“Engaging with health markets is going to be critical for governments in the future, especially given the recent UN resolution,” notes Sara Bennett, referring to a UN resolution urging countries to work towards affordable Universal Health Coverage (UHC).
Many country governments will need to purchase services from both public and private providers to achieve UHC. At the same time governments need to guard against arrangements that enable powerful stakeholders to consolidate their position in a health system that provides ineffective services at an unnecessarily high cost.
Policy-makers, entrepreneurs, academics and funders convened in Bellagio, Italy, in December 2012 to explore this tension. The result was the Bellagio Statement on the Future of Health Markets (http://bit.ly/XFrN4X).
To broaden the conversation, participants in the Bellagio meeting are holding a roundtable webinar. The webinar will be chaired by Dr Sara Bennett from Johns Hopkins School of Public Health, who convened the session in Bellagio.
Discussants include: Kelechi Ohiri, Senior Special Adviser to the Honourable Minister of State for Health in Nigeria; Kwasi Boahene, Director Advocacy & Program Development at the Health Insurance Fund; and Sikder Zakir, Founder of the Telemedicine Reference Center Ltd. (TRCL); Guy Stallworthy, Senior Program Officer at the Bill & Melinda Gates Foundation; & Dr Allan Pamba, Director Public Engagement & Access Initiatives at GSK.
An initial presentation will help set the scene, outlining the background to the meeting as well as highlighting key points from the resultant statement. Following the introduction, the discussants will offer their reactions to and commentary on the Bellagio Statement. The webinar will then shift to a ‘fishbowl’ format, where the speakers and other participants at the meeting will have an open discussion on some of the main topics from Bellagio. The webinar will wrap up with a question and answer session for all.
As enthusiasm for universal health coverage grows, discussions spring up about the respective roles of the public and private sector in reaching this goal in developing countries. These exchanges have sometimes pit the two sectors against one another instead of identifying areas of collaboration that build on their respective comparative advantages. As one of several events leading to the Private Sector in Health Symposium in Sydney in July, please join a webinar during which we will identify factors and discuss examples of how the public and private sectors can work together to increase access to health insurance for low-income populations.
The past decade has seen a growing appreciation of the importance of private healthcare providers as the first, and often only, source of healthcare in many countries. This has led to a range of interventions aimed at engaging these providers to deliver standardized public health goods and services. One partnership modality, called clinical social franchising, applies commercial principles to achieve this goal.
In 2012, 74 clinical social franchising programs were operational in 40 countries. The programmes included networks of 66,000+ providers that delivered franchised clinical and health services for family planning; maternal, newborn and child health; and to diagnose and treat TB, malaria and/or HIV. Millions of people received services. The scale and overall health impact of these programs is documented in the Clinical Social Franchising Compendium, 2013 (http://bit.ly/10nVT25).
This approach to engaging private purveyors of health and clinical services is gaining traction worldwide. The evidence base for this approach is also increasing, with studies now addressing health impact, quality of care, new usership of formal medical services, cost-effectiveness and equity.
This webinar will explain how clinical social franchising works, how it is being adapted in different countries and the evidence for its relevance as a public health approach.
Standardized patients methodology used to assess clinical skills
Relationships with Interviews with a sample of formal providers and key
formal system informants. FGDs with community members.
Barriers/facilitators FGDs with community members and key informants.
for integration Interviews with formal providers and policy makers.
Key findings
1. Provider enumeration and characteristics
2. Education and training
3. Practice characteristics
4. Knowledge and skills
5. Relationships with formal system
6. Barriers and facilitators for integration
1. Provider enumeration and characteristics
Tehri (263 IPs) Guntur (368 IPs)
Impact Sourcing: Connecting the World's Poor to Economic OpportunityLeila Janah
This document discusses traditional approaches to charity and business that have failed to meaningfully address global poverty and inequality. It introduces impact sourcing as a new model that combines business and social impact. Impact sourcing employs workers living in poverty to complete digital work, providing a sustainable income while delivering cost-effective services to companies. The document outlines Samasource's impact sourcing model, which has employed over 6,000 workers and generated on average $1,500 per person in income. It argues impact sourcing has significant potential to employ millions of workers and could account for a large portion of the outsourcing industry.
Artificial intelligence (AI) is everywhere, promising self-driving cars, medical breakthroughs, and new ways of working. But how do you separate hype from reality? How can your company apply AI to solve real business problems?
Here’s what AI learnings your business should keep in mind for 2017.
This document summarizes lessons learned from the Private Sector Innovation Programme for Health (PSP4H) in Kenya. Some key points include:
- PSP4H uses a market systems approach to improve healthcare access and value for low-income consumers in the private sector.
- There are opportunities for private healthcare businesses to expand by targeting the large informal employment market.
- Interventions should leverage and work with existing networks to achieve scale and sustainability.
- A focus on healthcare businesses and providing business skills training is important for success and sustainability.
- Understanding regulations, mapping the sector, and forming public-private partnerships are also essential aspects of the approach.
Talk on 24th May PESIT-Building Businesses in India-a BOP perspectiveDeepak Dev
This document summarizes Deepak Dev's talk on building businesses in and for India. Some key points discussed include:
1) Most new Indian businesses cater to the top of the pyramid (TOP) and leave the vast majority of the population untouched, so businesses should target the bottom of the pyramid (BOP) to access a large untapped market.
2) Successful BOP business models focus on awareness, access, affordability, and availability rather than the traditional marketing concepts. Innovation must occur within the constraints of BOP markets.
3) Examples like GE Healthcare's low-cost ECG machine and modular shelters in Delhi demonstrate how to profitably serve BOP customers through disruptive innovation.
4) Ent
Social Entrepreneurship and its Importance for Successful Nonprofit Practice...AshokaFEC
Can Social Entreprenuers Save the World? See Ashoka FEC's Chief Entrepreneur, Valeria Budinich's Keynote address to the Novartis "Power of Partnering" National Meeting from November 9, 2010. The theme focuses on social entrepreneurship and its importance for successful nonprofit practices in today’s economy and culture. Want more info? Check out fec.ashoka.org
Sanofi-Aventis saw an opportunity to tap into India's large rural market by providing quality healthcare to low-income populations through its Prayas initiative. Prayas aimed to bridge the diagnosis-treatment gap by providing continuing medical education to rural doctors and quality medicines at affordable prices. It created a knowledge infrastructure and socially sustainable model that attracted copycats but also posed economic sustainability challenges. The initiative sought to achieve leadership in rural markets and acquire a 1.5-2% share of India's rural market by 2015 through an innovative business model that provided value to stakeholders like patients, doctors, and Sanofi-Aventis.
fmcg industry ppt- slideshare
points of fmcg ppt.
player's of fmcg sector
market shares of fmcg industry
groth in indian fmcg sector
branding strategies
pricing policies
conclusion
BOP presentation on marketing in MBA collegeAshutoshDas233
The document discusses grassroots innovations at the bottom of the pyramid. It describes organizations like the Honey Bee Network, SRISTI, GIAN and the National Innovation Foundation that work to scout, support and spread grassroots innovations developed by individuals in rural communities. Some examples of grassroots innovations discovered through these organizations are provided, such as clay non-stick pans developed by Mansukh Bhai Prajapati to meet daily needs using local materials and knowledge. The document emphasizes supporting eco-friendly solutions to local problems developed within communities.
This document provides an overview of the FMCG sector in India. It notes that the FMCG sector accounts for around 3% of India's GDP and includes food and beverages, household care, and personal care products. The top FMCG companies in India are Hindustan Unilever, Patanjali, ITC, Nestle, and others. The FMCG sector is growing at a rate of 11.9% annually and urban areas account for 60% of revenues currently, though rural markets are growing rapidly as well. The industry faces high competition and potential substitutes but opportunities for growth include expanding in rural markets, developing innovative products, and increasing product penetration across India.
This document discusses the bottom of the pyramid (BOP) market, which refers to the poorest two-thirds of the global population or over 4 billion people living in poverty. The BOP approach sees poverty as an economic opportunity, arguing that multinational corporations can profit while bringing the poor into the global economy. The BOP market in India comprises over 924 million people with a purchasing power of 6.55 trillion rupees. Characteristics of BOP consumers include being price sensitive, value conscious, and brand conscious. Strategies for tapping the BOP potential include developing new products/services, business models, distribution channels, and technologies suited to their needs and challenges.
Usually the companies in the richer world and the products which comes to the market are usually focused on Tier 1, 2 & 3 markets. Tier 4 markets i.e Bottom of Pyramid Markets are usually devoid of products. Many Companies like Hindustan Unilever, Aravind Eyecare, Narayan Hrudiyalaya, Jaipur Foot, Eid Parry, Lijjat Papad, ITC Ltd, etc have came up with the products that are specially made for BOP markets. The market volume is very high as more than 4000 million people in the world are below $2 annual per capita income, Even 46% of the Indian population live below the poverty line.......This people cannot afford to the products available for the tier 1,2 & 3 markets as they cannot afford them..... Thus a greater potential occurs at the BOP market.....Catering BOP market doesn't mean catering 'sachets" to them. Making such products which are affordable by these markets...and thus making profits..... Instead enabling them to purchase the product by enhancing the buying power of the consumers..........Reverse Innovation can bring upon the change to the BOP markets.......
dissertation on buying behaviour of fmcg productsAdnan Ather
This document provides an executive summary of a research report on the buying behavior of consumers for FMCG (Fast Moving Consumer Goods) products in India. The summary includes:
1) An overview of the FMCG sector in India and comparisons between 2005 and 2006.
2) Details of the research methodology used in the report such as sample size, sampling region, and stratified random sampling.
3) Key factors analyzed in the report related to consumer income, socio-economics, age, and geography that influence buying behavior.
4) Conclusions and recommendations based on the analysis in the report.
Integrating Agriculture and Nutrition_Ladd and Ruth Campbell_5.7.14CORE Group
1) Integrating agriculture and nutrition requires understanding value chains and coordination between sectors to improve food security and nutrition.
2) Value chain projects focus on increasing incomes through market-based approaches while nutrition projects target immediate needs, but both are needed.
3) A value chain approach includes analyzing markets, designing inclusive projects, implementing with stakeholders, and evaluating to learn and improve integration of agriculture and nutrition.
Transforming Health Markets in Asia and AfricaJeff Knezovich
Gerry Bloom and David Peters introduce the key concepts from their new book, Transforming Health Markets in Asia and Africa, at a recent launch event hosted by the Results for Development Institute for the DC Health systems Board.
Rural Retailing In India By Alok SharmaAlok Sharma
The document discusses rural retailing in India and its challenges. It notes that rural India contributes significantly to sales across various industries like FMCG and consumer durables. It also provides an example of a successful rural retail model called E-Choupal, launched by ITC, which sets up knowledge centers and directly sources from farmers. This approach builds trust with locals and benefits farmers through higher prices and the company through an alternative procurement channel. Some key challenges for rural retailing include high initial costs due to a vast, scattered market and low purchasing power. Regulations like the Essential Commodities Act also impact the fertilizer industry. Success requires focusing on availability, affordability, acceptability and awareness.
Three challenges that rural marketers must overcome are:
01. Reaching the mass rural population which is scattered making them inaccessible.
02. Ensuring brand recall through continuous efforts as rural consumers are easily influenced.
03. Dealing with easy influence in rural markets from other companies.
The document discusses challenges faced in rural agri input marketing in India and how digital transformation can help overcome them. It covers topics like evolving customer behaviors, existing market dynamics, future outlook with technologies like farm analytics and blockchains, and initiatives by industry to enhance farmers' lives.
Scope of rural marketing in fmcg industriesShami Zama
This document provides an overview of the research methodology used in a report on the scope of rural marketing in fast-moving consumer goods (FMCG) industries in India. The report uses secondary research methods, collecting data from sources like magazines, journals, books, and the internet. The objective is to analyze the present and future of rural FMCG marketing in India, strategies used by different companies, challenges faced, and opportunities available. The research design involves both descriptive and conclusive secondary research to understand the industry and select key issues to explore further.
Here is the updated list of Top Best Ayurvedic medicine for Gas and Indigestion and those are Gas-O-Go Syp for Dyspepsia | Lavizyme Syrup for Acidity | Yumzyme Hepatoprotective Capsules etc
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This document summarizes lessons learned from the Private Sector Innovation Programme for Health (PSP4H) in Kenya. Some key points include:
- PSP4H uses a market systems approach to improve healthcare access and value for low-income consumers in the private sector.
- There are opportunities for private healthcare businesses to expand by targeting the large informal employment market.
- Interventions should leverage and work with existing networks to achieve scale and sustainability.
- A focus on healthcare businesses and providing business skills training is important for success and sustainability.
- Understanding regulations, mapping the sector, and forming public-private partnerships are also essential aspects of the approach.
Talk on 24th May PESIT-Building Businesses in India-a BOP perspectiveDeepak Dev
This document summarizes Deepak Dev's talk on building businesses in and for India. Some key points discussed include:
1) Most new Indian businesses cater to the top of the pyramid (TOP) and leave the vast majority of the population untouched, so businesses should target the bottom of the pyramid (BOP) to access a large untapped market.
2) Successful BOP business models focus on awareness, access, affordability, and availability rather than the traditional marketing concepts. Innovation must occur within the constraints of BOP markets.
3) Examples like GE Healthcare's low-cost ECG machine and modular shelters in Delhi demonstrate how to profitably serve BOP customers through disruptive innovation.
4) Ent
Social Entrepreneurship and its Importance for Successful Nonprofit Practice...AshokaFEC
Can Social Entreprenuers Save the World? See Ashoka FEC's Chief Entrepreneur, Valeria Budinich's Keynote address to the Novartis "Power of Partnering" National Meeting from November 9, 2010. The theme focuses on social entrepreneurship and its importance for successful nonprofit practices in today’s economy and culture. Want more info? Check out fec.ashoka.org
Sanofi-Aventis saw an opportunity to tap into India's large rural market by providing quality healthcare to low-income populations through its Prayas initiative. Prayas aimed to bridge the diagnosis-treatment gap by providing continuing medical education to rural doctors and quality medicines at affordable prices. It created a knowledge infrastructure and socially sustainable model that attracted copycats but also posed economic sustainability challenges. The initiative sought to achieve leadership in rural markets and acquire a 1.5-2% share of India's rural market by 2015 through an innovative business model that provided value to stakeholders like patients, doctors, and Sanofi-Aventis.
fmcg industry ppt- slideshare
points of fmcg ppt.
player's of fmcg sector
market shares of fmcg industry
groth in indian fmcg sector
branding strategies
pricing policies
conclusion
BOP presentation on marketing in MBA collegeAshutoshDas233
The document discusses grassroots innovations at the bottom of the pyramid. It describes organizations like the Honey Bee Network, SRISTI, GIAN and the National Innovation Foundation that work to scout, support and spread grassroots innovations developed by individuals in rural communities. Some examples of grassroots innovations discovered through these organizations are provided, such as clay non-stick pans developed by Mansukh Bhai Prajapati to meet daily needs using local materials and knowledge. The document emphasizes supporting eco-friendly solutions to local problems developed within communities.
This document provides an overview of the FMCG sector in India. It notes that the FMCG sector accounts for around 3% of India's GDP and includes food and beverages, household care, and personal care products. The top FMCG companies in India are Hindustan Unilever, Patanjali, ITC, Nestle, and others. The FMCG sector is growing at a rate of 11.9% annually and urban areas account for 60% of revenues currently, though rural markets are growing rapidly as well. The industry faces high competition and potential substitutes but opportunities for growth include expanding in rural markets, developing innovative products, and increasing product penetration across India.
This document discusses the bottom of the pyramid (BOP) market, which refers to the poorest two-thirds of the global population or over 4 billion people living in poverty. The BOP approach sees poverty as an economic opportunity, arguing that multinational corporations can profit while bringing the poor into the global economy. The BOP market in India comprises over 924 million people with a purchasing power of 6.55 trillion rupees. Characteristics of BOP consumers include being price sensitive, value conscious, and brand conscious. Strategies for tapping the BOP potential include developing new products/services, business models, distribution channels, and technologies suited to their needs and challenges.
Usually the companies in the richer world and the products which comes to the market are usually focused on Tier 1, 2 & 3 markets. Tier 4 markets i.e Bottom of Pyramid Markets are usually devoid of products. Many Companies like Hindustan Unilever, Aravind Eyecare, Narayan Hrudiyalaya, Jaipur Foot, Eid Parry, Lijjat Papad, ITC Ltd, etc have came up with the products that are specially made for BOP markets. The market volume is very high as more than 4000 million people in the world are below $2 annual per capita income, Even 46% of the Indian population live below the poverty line.......This people cannot afford to the products available for the tier 1,2 & 3 markets as they cannot afford them..... Thus a greater potential occurs at the BOP market.....Catering BOP market doesn't mean catering 'sachets" to them. Making such products which are affordable by these markets...and thus making profits..... Instead enabling them to purchase the product by enhancing the buying power of the consumers..........Reverse Innovation can bring upon the change to the BOP markets.......
dissertation on buying behaviour of fmcg productsAdnan Ather
This document provides an executive summary of a research report on the buying behavior of consumers for FMCG (Fast Moving Consumer Goods) products in India. The summary includes:
1) An overview of the FMCG sector in India and comparisons between 2005 and 2006.
2) Details of the research methodology used in the report such as sample size, sampling region, and stratified random sampling.
3) Key factors analyzed in the report related to consumer income, socio-economics, age, and geography that influence buying behavior.
4) Conclusions and recommendations based on the analysis in the report.
Integrating Agriculture and Nutrition_Ladd and Ruth Campbell_5.7.14CORE Group
1) Integrating agriculture and nutrition requires understanding value chains and coordination between sectors to improve food security and nutrition.
2) Value chain projects focus on increasing incomes through market-based approaches while nutrition projects target immediate needs, but both are needed.
3) A value chain approach includes analyzing markets, designing inclusive projects, implementing with stakeholders, and evaluating to learn and improve integration of agriculture and nutrition.
Transforming Health Markets in Asia and AfricaJeff Knezovich
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Rural Retailing In India By Alok SharmaAlok Sharma
The document discusses rural retailing in India and its challenges. It notes that rural India contributes significantly to sales across various industries like FMCG and consumer durables. It also provides an example of a successful rural retail model called E-Choupal, launched by ITC, which sets up knowledge centers and directly sources from farmers. This approach builds trust with locals and benefits farmers through higher prices and the company through an alternative procurement channel. Some key challenges for rural retailing include high initial costs due to a vast, scattered market and low purchasing power. Regulations like the Essential Commodities Act also impact the fertilizer industry. Success requires focusing on availability, affordability, acceptability and awareness.
Three challenges that rural marketers must overcome are:
01. Reaching the mass rural population which is scattered making them inaccessible.
02. Ensuring brand recall through continuous efforts as rural consumers are easily influenced.
03. Dealing with easy influence in rural markets from other companies.
The document discusses challenges faced in rural agri input marketing in India and how digital transformation can help overcome them. It covers topics like evolving customer behaviors, existing market dynamics, future outlook with technologies like farm analytics and blockchains, and initiatives by industry to enhance farmers' lives.
Scope of rural marketing in fmcg industriesShami Zama
This document provides an overview of the research methodology used in a report on the scope of rural marketing in fast-moving consumer goods (FMCG) industries in India. The report uses secondary research methods, collecting data from sources like magazines, journals, books, and the internet. The objective is to analyze the present and future of rural FMCG marketing in India, strategies used by different companies, challenges faced, and opportunities available. The research design involves both descriptive and conclusive secondary research to understand the industry and select key issues to explore further.
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1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar lead (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
6. Describe the flow of current around the heart during the cardiac cycle
7. Discuss the placement and polarity of the leads of electrocardiograph
8. Describe the normal electrocardiograms recorded from the limb leads and explain the physiological basis of the different records that are obtained
9. Define mean electrical vector (axis) of the heart and give the normal range
10. Define the mean QRS vector
11. Describe the axes of leads (hexagonal reference system)
12. Comprehend the vectorial analysis of the normal ECG
13. Determine the mean electrical axis of the ventricular QRS and appreciate the mean axis deviation
14. Explain the concepts of current of injury, J point, and their significance
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. Chapter 3, Cardiology Explained, https://www.ncbi.nlm.nih.gov/books/NBK2214/
7. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
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The potential of market-based models for reaching the base of the economic pyramid
1. @psinhealth
www.pshealth.org
#healthmkt
The Potential of Market-based Models for
Reaching the Base of the Economic
Pyramid
An initiative of
the Private Sector in Health Symposium
2. Symposium: Sydney – 6 July 2013
• Since 2009 a group of researchers and policy analysts
working on health markets in low and middle-income
countries have organised a pre-congress symposium
at the biennial conferences of the International Health
Economics Association
• The aim has been to encourage and disseminate high
quality research on the performance of these markets
and on practical strategies for improving access to
safe and effective services by the poor
• The Future Health Systems Consortium is responsible
for organising the 2013 symposium with financial
support from the Gates and Rockefeller Foundations
and USAID through the SHOPS project
www.pshealth.org
3. This webinar series provides
opportunities to set the
scene before the Sydney
meeting and to ensure that
those who may not be
attending the Symposium
have the opportunity to
participate in debates about
strategies for improving the
performance of health
markets in meeting the
needs of the poor.
4. Webinar series
• Facilitated by the Future Health Systems
Consortium
• Organised by a number of institutes
• Publicised widely to involve a wide audience
• The next SHOPS project webinar will be
held June 6
5. Organisation of webinar
• Introduction to the webinar (Caroline
Quijada)
• Presentations from:
- Arunesh Singh, Abt Associates
- Colm Fay, Abt Associates
• Question and answer session
6. Questions?
How to submit
• Via the „Questions‟ box in
the GoToWebinar Control
Panel
• Via Twitter using the
hashtag #healthmkt
Be sure to include your name,
organisation and location
with your question!
7. What Is a Market-based Model?
A market-based model is scalable, commercially viable and
socially beneficial to the BoP
BoP refers to the population segment at the base of the
economic pyramid in a country
Monitor Group
8. SHOPS Approach to Market-based
Models
• Understand the landscape – what is range of
promising market-based business models
• Carry out research to identify barriers to scale and
long-term viability
• Provide technical assistance to support promising
models, document and share lessons learned
9. Promise and Progress: Market-
based Solutions to Poverty in Africa
• Monitor-led study financed by Gates, Rockefeller
Foundation, USAID, IFC, Actis and others
– 9 SSA countries: Ghana, Kenya, Senegal, South Africa,
Tanzania, Uganda, Nigeria, Mali and Zambia
– 439 initiatives identified across all sectors with a focus on BOP
– Field visits included interviews with over 500 customers,
distributors, executives as well as impact investors
• 13 Model types; 4 with most potential impact for health
– Distribution and sales through informal shops
– Low frills, high volume service delivery
– Distribution through dedicated sales agents
– m-Enabled businesses
11. Reaching Base of the
Pyramid Health Markets
in India
Arunesh Singh
Abt Associates
12. Health Care Innovation at the Base
of the Pyramid: A Challenge Fund
Model for Addressing the “Missing
Middle”
Colm Fay
Abt Associates
13. Market-based
Partnerships for Health
Reaching Base of the Pyramid
Health Markets in India
Arunesh Singh
Abt Associates
April 11, 2013
14. Market-based
What are Market-based Partnerships for Health?
Partnerships for Health
Click to edit Master title style
• Click to edit Master text styleshealth are defined as
Market-based partnerships for
– Second level
commercially viable partnerships between the
• Third level
commercial sector and other public or private sector
– Fourth level
actors in order Fifth tap into and expand distribution, service
»
to level
delivery and information networks to improve public
health outcomes in selected areas.
15. Market-based Partnerships for Health: Context Market-based
Barriers to Entry in BoP Health Markets in India -
Partnerships for Health
Consumers
• Lack of access to quality products and information is a
Click to edit Master title style
barrier to use, especially in BoP markets
• Click to edit Master text styles
– Second level
• Third level
– Fourth level
» Fifth level
16. Market-based Partnerships for Health: Context Market-based
Barriers to Entry in BoP Health Markets in India -
Partnerships for Health
Consumers
• Lack of access to quality products and information is a
Click to edit Master title style
barrier to use, especially in BoP markets
• Click to edit Master text styles
– Secondrural women are aware of OCPs but use is only 14%
– 85% of level
• Third level
– In rural India, lack of proper knowledge and correct information
– Fourth level
on ORS leads to low use
» Fifth level
17. Market-based Partnerships for Health: Context Market-based
Barriers to Entry in BoP Health Markets in India -
Partnerships for Health
Consumers
• Lack of access to quality products and information is a
Click to edit Master title style
barrier to use, especially in BoP markets
• Click to edit Master text styles
– Secondrural women are aware of OCPs but use is only 14%
– 85% of level
• Third level
– In rural India, lack of proper knowledge and correct information
– Fourth level
on ORS leads to low use
» Fifth level
• Affordability barriers are result of limited resources and
irregular cash flows
18. Market-based Partnerships for Health: Context Market-based
Barriers to entry in BoP Health markets in India -
Partnerships for Health
Consumers
• Lack of access to quality products and information is a
Click to edit Master title style
barrier to use, especially in BoP markets
• Click to edit Master text styles
– Secondrural women are aware of OCPs but use is only 14%
– 85% of level
• Third level
– In rural India, lack of proper knowledge and correct information
– Fourth level
on ORS leads to low use
» Fifth level
• Affordability barriers are result of limited resources and
irregular cash flows
– Especially true for durable goods and services
– Some MNCs (Unilever) have successfully introduced smaller
packaging
19. –
Barriers to entry in BoP Health markets in IndiaMarket-based
Partnerships for Health
Manufacturers/Marketers
Reaching the unreached: Key
Click to edit Master title style challenges
• Lower demand for health products and services so
often markets need to be created
• Click to edit Master text styles
– Second level
• Highly fragmented demand among BoP markets
• Third level
– Fourth level
– Over 600,000 villages
» Fifth level across India of which 50% have less
than 2000 inhabitants
• High discovery cost
– BoP markets are not conventional and require a deep
understanding
20. Market-based
Size and Profile of the BoP Market in India
Partnerships for Health
Profile BoP Master the style
Click to editincludes title following sub-groups
• The of the unreached in India
– Over 700 m people in rural India encompassing a range of
• Click to edit Master text styles over 80 m urban poor
income and economic profiles and
– Second level
• Third level
– Fourth level
» Fifth level
21. Market-based
Size and Profile of the BoP Markets in India
Partnerships for Health
Profile BoP Master the style
Click to editincludes title following sub-groups
• The of the unreached in India
– Over 700 m people in rural India encompassing a range of
• Click to edit Master text styles over 80 m urban poor
income and economic profiles and
– Second level
• Public health indicators are lower among the BoP:
• Third level
Indicator Urban non-poor The BoP
– Fourth level
» Fifth level
Urban poor Rural (all)
Total unmet need for FP (%)* 10.0 14.1 14.6
Current use of any modern 58.0 48.7 45.3
method (%)*
Children with diarrhea in the last 2 36.3 24.9 23.8
weeks who received ORS (%)
Home deliveries (%) 21.5 56.0 71.1
* Currently married women, age 15–49
Reference: National Family Health Survey -3 (2005–2006), Census of India 2001
22. Market-based
USAID-funded Market-based Partnerships in India
Partnerships for Health
Click to edit Master title style
• Market-based Partnerships for Health (MBPH) project
(October 2008 - May 2012)
• Click to edit Master text styles partnerships with the private
• To forge commercially sustainable
– Second level
sector on a range of public health issues
• Third level
• Strengthening Health Outcomes through the Private
– Fourth level
Sector (SHOPS) project (June 2012- September 2014)
» Fifth level
• To refine and scale-up 5 successful partnership models tested in
MBPH
• BoP models implemented under SHOPS:
• Dimpa (FP), ITC eChoupal (FP, CS), ORS Rural Health Initiative
(CS), and Advanced Cook Stoves Initiative (CS)
23. Market-based
Snapshot: MBPH/SHOPS BoP models
Partnerships for Health
Click to editPrograms title style
Intervention
Snapshot SHOPS BoP models
Master Description
Type
Distribution- ITC Commercially viable rural
•Demand to edit Master
Click eChoupal & text styles demand
distribution and
– SecondORS Health
Focused level generation models to increase
Intervention Initiative access to health products
• Third level
Distribution- – Advanced
Fourth level A model to increase
Demand and Cook Stoves
» Fifth level awareness, access, and
Financing (ACS) affordability of ACS in rural
Led Initiative areas through commercial
Intervention partnerships
Private Dimpa Expanding access & demand
Provider for injectable contraceptives
Focused through the private sector &
Intervention advocating for expanded
contraceptive choices
For further information kindly refer to www.mbph.in and
www.shopsproject.org
24. Market-based
Advanced Cook Stoves Initiative: Model
Partnerships for Health
(ACS manufacturer)
Advanced Cook Stoves style Title transfer
Click to edit Envirofit title Initiative: Model
Master Consumer Loan
Payment for title Loan repayment
• Competitive margins
• Product training
•
•
• Click to edit Master text styles
Brand-specific marketing
Last-mile minus one supply
Loan Product for ACS
– Second level
• Third level
(Distributor)
Access fee
(MFI)
– Fourth level
S-mart SONATA
• Block level retailer Fifth level
»
Installments
• VLE recruitment • Access to groups
• VLE monitoring
• VLE compensation
• Access to finance
• Inventory management
Village-level MFI
entrepreneur members
• Final sale
• Order placement n-MFI
• Demonstration/promotion
members
25. Market-based
Advanced Cook Stoves Initiative: Model
Partnerships for Health
Click to (ACS Envirofit title Initiative: Model
editmanufacturer)
Advanced Cook Stoves style Title transfer
Master Consumer Loan
Payment for title Loan repayment
• Competitive margins
• Product training
•
•
• Click to edit Master text styles
Brand-specific marketing
Last-mile minus one supply
Loan Product for ACS
– Second level
• Third level
(Distributor)
Access fee
(MFI)
– Fourth level
S-mart SONATA
• Block level retailer Fifth level
»
Installments
• VLE recruitment • Access to groups
• VLE monitoring
• VLE compensation
• Access to finance
• Inventory management
Village-level MFI
entrepreneur members
• Final sale
• Order placement n-MFI
• Demonstration/promotion
members
26. Market-based
Advanced Cook Stoves Initiative: Model
Partnerships for Health
(ACS manufacturer)
Advanced Cook Stoves style Title transfer
Click to edit Envirofit title Initiative: Model
Master Consumer Loan
Payment for title Loan repayment
• Competitive margins
• Product training
•
•
• Click to edit Master text styles
Brand-specific marketing
Last-mile minus one supply
Loan Product for ACS
– Second level
• Third level
(Distributor)
Access fee
(MFI)
– Fourth level
S-mart SONATA
• Block level retailer Fifth level
»
Installments
• VLE recruitment • Access to groups
• VLE monitoring
• VLE compensation
• Access to finance
• Inventory management
Village-level MFI
entrepreneur members
• Final sale
• Order placement n-MFI
• Demonstration/promotion
members
27. Market-based
Advanced Cook Stoves Initiative: Model
Partnerships for Health
(ACS manufacturer)
Advanced Cook Stoves style Title transfer
Click to edit Envirofit title Initiative: Model
Master Consumer Loan
Payment for title Loan repayment
• Competitive margins
• Product training
•
•
• Click to edit Master text styles
Brand-specific marketing
Last-mile minus one supply
Loan Product for ACS
– Second level
• Third level
(Distributor)
Access fee
(MFI)
– Fourth level
S-mart SONATA
• Block level retailer Fifth level
»
Installments
• VLE recruitment • Access to groups
• VLE monitoring
• VLE compensation
• Access to finance
• Inventory management
Village-level MFI
entrepreneur members
• Final sale
• Order placement n-MFI
• Demonstration/promotion
members
28. Market-based
Advanced Cook Stoves Initiative: Model
Partnerships for Health
(ACS manufacturer)
Advanced Cook Stoves style Title transfer
Click to edit Envirofit title Initiative: Model
Master Consumer Loan
Payment for title Loan repayment
• Competitive margins
• Product training
•
•
• Click to edit Master text styles
Brand-specific marketing
Last-mile minus one supply
Loan Product for ACS
– Second level
• Third level
(Distributor)
Access fee
(MFI)
– Fourth level
S-mart SONATA
• Block level retailer Fifth level
»
Installments
• VLE recruitment • Access to groups
• VLE monitoring
• VLE compensation
• Access to finance
• Inventory management
Village-level MFI
entrepreneur members
• Final sale
• Order placement n-MFI
• Demonstration/promotion
members
29. Market-based
Advanced Cook Stoves Initiative: Model
Partnerships for Health
(ACS manufacturer)
Advanced Cook Stoves style Title transfer
Click to edit Envirofit title Initiative: Model
Master Consumer Loan
Payment for title Loan repayment
• Competitive margins
• Product training
•
•
• Click to edit Master text styles
Brand-specific marketing
Last-mile minus one supply
Loan Product for ACS
– Second level
• Third level
(Distributor)
Access fee
(MFI)
– Fourth level
S-mart SONATA
• Block level retailer Fifth level
»
Installments
• VLE recruitment • Access to groups
• VLE monitoring
• VLE compensation
• Access to finance
• Inventory management
Village-level MFI
entrepreneur members
• Final sale
• Order placement n-MFI
• Demonstration/promotion
members
30. Market-based
Key Lessons Partnerships for Health
Key Lessons
Click to edit Master title style
• Click to edit Master text styles
– Second level
• Third level
– Fourth level
» Fifth level
31. Market-based
1. Build Cross Sectoral Partnerships Partnerships for Health
Click to edit Master title style
• Build cross sectoral partnerships that leverage core
competencies of each partner
• Click to edit Master text styles
• The Advanced Cook Stoves partnership is a tripartite commercial
– Second level
partnership focusing in consumer financing, distribution, and
• Third level
marketing
– Fourth level
• Partnerships enable risk-share and allow the
» Fifth level
commercial sector to explore new and difficult markets
• The Advanced Cook Stoves partnership has allowed the
manufacturer to enter a new market in Northern India
32. Market-based
2. Leverage Distribution Platforms to Aggregate Demand
Partnerships for Health
Click to edit Master title style
• Investing in the creation of a dedicated rural
distribution network is challenging for health
• Click to edit Master text styles
product/service companies
– Second level
• Many Third level
• non-health companies have created robust
– Fourth level
distribution» platforms for the rural market
Fifth level
• A distribution platform provides a cost effective option
for aggregating fragmented demand
33. Market-based
3. Create a New Class of Retailers Partnerships for Health
Click to edit Master title style
• Operate as dual service points and are incentivized for
both demand and supply functions
• Click to edit Master text styles
• Traditional distribution or communication channels do not reach
– Second level
the last mile, necessitating integrating demand and supply
• Third level
• Last-mileFourth level require selection, training and
– retailers
support » Fifth level
• The VLEs in the Advanced Cook Stoves partnership provide last
mile delivery of the product, and create demand
34. Market-based
4. Optimize Basket of Products Partnerships for Health
Click to edit Master title style
• Due to low margins and low demand it is difficult to
make a viable business model through public health
• Click to edit Master text styles
products alone
– Second level
• Important level
• Third to have a secondary basket of easy-to-sell,
high-margin products that can contribute to
– Fourth level
» Fifth level
entrepreneur profitability
• Incentives need to be designed to ensure focus on
primary public health products
35. 5. Products Targeted at BoP Consumers Need High
Market-based
Engagement Approaches Partnerships for Health
Click to edit Master title style
• Long term, personalized engagement with consumers
• Click to edit Master text styles
• High engagement marketing processes that allows the
– Second level
user• to “experience” the product
Third level
– Fourth level
» Fifth level
• Customize the retailer profile to account for cultural
and/or product related sensitivities
36. Market-based
Summary
Partnerships for Health
Click to edit Master title style
• Partnerships that leverage each other‟s networks and
retain focus on core competencies are more
• Click to edit Master text styles
sustainable
– Second level
• BOP markets need a specialized class of retailers who
• Third level
– basket
deal is a Fourth levelof products and play the dual role of
» Fifth level
creating awareness and last mile delivery
• Sales formats need customization for BOP consumers
that permit „experiencing‟ the product
37. Market-based
Partnerships for Health
Questions
arunesh@abtindia.net
www.shopsproject.org
38. Health Care Innovation at the Base
of the Pyramid: A Challenge Fund
Model for Addressing the “Missing
Middle”
Colm Fay
Abt Associates
April 11, 2013
SHOPS is funded by the U.S. Agency for International Development.
Abt Associates leads the project in collaboration with
Banyan Global
Jhpiego
Marie Stopes International
Monitor Group
O‟Hanlon Health Consulting
39. Market Based Models in Africa
New and
Existing Financing
Business Gaps
Models
Diffuse
Need for TA
Demand
Challenge
Fund
40. What is a Challenge Fund?
Donor Enterprises Competitive Capital
challenge apply selection Awards
41. What is a Challenge Fund?
Donor Enterprises Competitive Capital
challenge apply selection Awards
42. What is a Challenge Fund?
Donor Enterprises Competitive Capital
challenge apply selection Awards
43. What is a Challenge Fund?
Donor Enterprises Competitive Capital
challenge apply selection Awards
44. What is the Missing Middle?
Micro-
finance
Founder‟s
Capital
Donor
Programs ? Commercial
Capital
Awards
Early Stage Small and Growing Scaling
45. What is the Missing Middle?
Micro-
finance
Founder‟s
Capital
Donor
Programs ? Commercial
Capital
Awards
Early Stage Small and Growing Scaling
46. What is the Missing Middle?
Micro-
finance
Founder‟s
Capital
Donor
Programs ? Commercial
Capital
Awards
Early Stage Small and Growing Scaling
47. What is the Missing Middle?
Micro-
finance
Founder‟s
Capital
Donor
Programs ? Commercial
Capital
Awards
Early Stage Small and Growing Scaling
48. What is the Missing Middle?
Micro-
finance
Founder‟s
Capital
Donor
Programs ? Commercial
Capital
Awards
Early Stage Small and Growing Scaling
49. HANSHEP Health Enterprise Fund
• Ethiopia and Kenya
• Grants up to $200,000
• Seeking innovations in:
• Service delivery
• Technologies
• Partnerships
• Business models
• Funded by USAID and DFID through the HANSHEP
Group
• Focus on SHOPS project priority health areas: family
planning, reproductive health, maternal and child
health, HIV/AIDS
50. What makes the HANSHEP Health
Enterprise Fund unique?
Technical
Assistance
Capital
“Missing Investor
Middle” Engagement
51. How are Winners Selected?
Eligibility
• Revenue model
Innovation
• Enterprise stage • Scalability
• Health area Awards
• Sustainability
targeting
• Replicability
• Geographic and
socioeconomic
targeting
52. What Types of Organizations Have Applied?
• Multinational organizations piloting
low-cost health care devices
• Partnerships between multinational
organizations and local
manufacturers
• Social enterprises providing high
quality health care services in peri-
urban areas
• Faith based organizations delivering
revenue generating health services
to the poor
• Technology companies partnering
with health care delivery
organizations to pilot and scale low-
cost IT systems and platforms
53. Awardee Support
Technical
Assistance
Shared
Learning
Monitoring
and
Evaluation
Investor
Readiness
55. Summary
• Market based approaches in Africa
can be challenging to scale
• Challenge Fund model mitigates
some of this risk
• Incentivizes greater private sector
involvement in BoP markets
• Important to provide technical
assistance as well as capital
• Investor engagement from the start
creates a pathway to scale
56. Questions
colm_fay@abtassoc.com
www.shopsproject.org
SHOPS is funded by the U.S. Agency for International Development.
Abt Associates leads the project in collaboration with
Banyan Global
Jhpiego
Marie Stopes International
Monitor Group
O‟Hanlon Health Consulting
Editor's Notes
Hello and welcome to today’s webinar on The potential of Market-based Models for Reaching the base of the economic pyramid. My name is Caroline Quijada and I am a Principal Associate at Abt Associates. I am also the Deputy Director of the Strengthening Health Outcomes through the Private Sector Project, USAID’s flagship vehicle for private sector programming globally. I am pleased to be with you today as moderator.We now have XX participants who have joined us today.
This webinar is linked to the upcoming pre-congress symposium at the biennial International Health Economics Association symposium to be held in Sydney in July.Since 2009……
The objectives of this webinar series is three fold:To encourage wider interest in issues related to private health markets and meeting the needs of the poorTo deepen discussion on key topics that will be presented at the pre-congressAnd finally, to provide opportunities for those that will not be present in Sydney to engage in discussions
The webinar series is being facilitated by the Future Health Systems ConsortiumThey are being individually organized by a number of organizations including Abt Associates.Today’s webinar is the 3rd in the series. The next
Much of this work was implemented by SHOPS partner Monitor Group.
Monitor did similar study in India. Unlike India, none were at scale in Africa (serving100-125k customers per year)Informal – BlueStar franchises in Ghana, CFW shopsLow frills- LiveWellSales agent – health keepers, living goodsM-enabled business- pesinet
Direct sales agent model contxtualizes the current excitement about agent networks, provides data driven perspective on the conductions and hightlight how the model is applied in health and outlines actionsUpcoming SHOPS primersDirect Sales Agent Models in HealthData driven perspective on conditions under which success is more likelyOutlines recommendations for donors and social enterprisesm-Enabled Business Models and applications for HealthProvides perspective on business model principles in the mhealth spaceIncludes key practices that will assist m-enabled models in reaching commercial viabilityAddition of India’s Market-based Partnerships for Health project to the SHOPS family
Market-based partnerships for health are defined as commercially viable partnerships between the commercial sector and other public or private sector actors in order to tap into and expand distribution, service delivery and information networks to improve public health outcomes in selected areas.
As a first step, lets understand the three primary barriers to entry into BoP markets in India:The first being lack of Access to and of information about products and services is a barrier to use especially in rural markets
Two good example to showcase this is to talk about Oral Contraceptive Pills (OCPs) - while 85% of rural women are aware of OCPs but its use is only 14%. While various interventions have done well in achieving excellent awareness for OCPs, a sheer lack of access has resulted in low use.Various studies on Oral Rehydration Salts have shown that awareness on use of ORS for diarrhea management in rural India is above 80%, however lack of correct information has resulted in just 24% usage in rural India.
Another significant barrier is affordability. While affordability in low income areas sounds like a no-brainer, this barrier needs to be qualified further. First, highly subsidized or free products or services are often not valued by rural consumers. In addition for high cost or high initial outlay items (like water purifiers or cook stoves), the BOP consumer may be out of reach.
Adjusting for the special needs of BOP due to irregular cash flows or lack of resources will need to be addressed. Large MNCs like unilever have understood this problem and have introduced small size and thus low priced products for rural markets. For example, smaller sachets.
I would now like to focus on Key Barriers that manufacturers and marketers face while addressing BoP markets in India.The first such barrier is lower and fragmented demand – Due to barriers explained earlier (access, awareness and affordability) the demand for product and services in BoP markets, in general, is lower. Additionally there is Fragmented demand due to low population density in villages. The rural BoP population is around 700 million people, who live in 600,000 villages across India. What makes these markets more fragmented than is apparent, is the fact that more than 50% of these villages have a population of less than 2000 people. Only an abysmal 6% of these villages have a population of more than 10,000 people. Solution: A) This barrier can be overcome by introducing demand aggregators in the model i.e. entities who are able to aggregate the demand at one point. B) It must also be noted that rural sales is not just about sales alone but also about creating awareness, the solution developed should be able to combine these functions with one entity.A final challenge is the high discovery cost of entering BOP markets. BOP markets behave differently and hence require a deep understanding of the same before an attempt is made to invest in them. A simple solution for this is to work with entities that have acquired knowledge for effectiveness and efficiency
Having understood the barriers to BoP markets in India, lets now understand the profile of BoP consumers or the UNREACHED.The Unreached can be classified into two broad categories namely – 700 million people who live in rural India and 80 million urban poor who live in towns. While this is simple math, put together these two categories add to up 780 million potential consumers in India alone!
It is also interesting to note that Public Health Indicators are significantly lower amongst the BOP. Total unmet need for Family Planning for the Urban non poor is 10%, while the same is 14% with Urban Poor and Rural consumers. The same is true for any modern method for contraception and use of ORS for diarrhea management. The difference is substantial for home deliveries, while it is 21% with Urban non-poor it is a whopping 71% in rural areas. In conclusion, if you want make a significant health impact it is important to reach the BoP markets.I hope these examples provide a good insight into the differences in Public Health Indicators between the urban non-poor and the Unreached.
To promote Market based Partnerships in India, USAID funded two projects. The first being a three and half years project called Market-based Partnerships for Health (which I will refer to as MBPH going forward). MBPH was followed by the Strengthening Health Outcomes through the Private Sector Project or SHOPS, this is a 18 months project focused on scaling up 5 successful partnership models. These programs/models are:Dimpa (which has a focus on Family Planning especially injectable contraceptives)ITC eChoupal Health Initiative (Focuses on over-the-counter family planning and child health products)ORS Rural Health Initiative (An ORS model focusing on child health)And the Advanced Cook Stoves Initiative
We have done a wide range of work with different interventions but due to the paucity of time I will focus on one model only, to showcase how we have been able to overcome the barriers that I was speaking about earlier. For further information kindly refer to our websites mentioned at the bottom of the screen.
The ACS Initiative is a commercial partnership between a syndicated distributor with last mile entrepreneurs, a product manufacturer and a Microfinance Institution. Manufacturer – provides high quality products and ensures un-interrupted supply (access)Distributor – aggregates demand and through the Village level Entrepreneur creates awareness (Access and lack of awareness)MFI - addresses the ‘lower ability to pay’ challenge by providing easy-to-pay loans to the MFI clients besides providing the distributor access to its client base. (affordability)
Firstly, the model that I would like to focus on is the Advanced Cook Stoves Initiative. The ACS Initiative overcomes the barriers of awareness, supply and affordability by establishing commercial partnerships between a syndicated distributor with last mile entrepreneurs, a product manufacturer and a Microfinance Institution. While this model has addressed all three barriers to entry in BoP markets, I will focus on its unique ability to address the ‘affordability’ barrier. As you can see on the slide, three main entities are involved….the manufacturer, the distributor and the Micro Finance Institution. The MFI provides the distributor access to its client base (thus reducing the discovery cost) and provides loans with easy installment to those existing MFI clients who are interested in purchasing the Advanced Cook Stoves. The MFI itself is compensated both by the interest rate from the product loan and product margins offered by the manufacturer.
Firstly, the model that I would like to focus on is the Advanced Cook Stoves Initiative. The ACS Initiative overcomes the barriers of awareness, supply and affordability by establishing commercial partnerships between a syndicated distributor with last mile entrepreneurs, a product manufacturer and a Microfinance Institution. While this model has addressed all three barriers to entry in BoP markets, I will focus on its unique ability to address the ‘affordability’ barrier. As you can see on the slide, three main entities are involved….the manufacturer, the distributor and the Micro Finance Institution. The MFI provides the distributor access to its client base (thus reducing the discovery cost) and provides loans with easy installment to those existing MFI clients who are interested in purchasing the Advanced Cook Stoves. The MFI itself is compensated both by the interest rate from the product loan and product margins offered by the manufacturer.
Firstly, the model that I would like to focus on is the Advanced Cook Stoves Initiative. The ACS Initiative overcomes the barriers of awareness, supply and affordability by establishing commercial partnerships between a syndicated distributor with last mile entrepreneurs, a product manufacturer and a Microfinance Institution. While this model has addressed all three barriers to entry in BoP markets, I will focus on its unique ability to address the ‘affordability’ barrier. As you can see on the slide, three main entities are involved….the manufacturer, the distributor and the Micro Finance Institution. The MFI provides the distributor access to its client base (thus reducing the discovery cost) and provides loans with easy installment to those existing MFI clients who are interested in purchasing the Advanced Cook Stoves. The MFI itself is compensated both by the interest rate from the product loan and product margins offered by the manufacturer.
Firstly, the model that I would like to focus on is the Advanced Cook Stoves Initiative. The ACS Initiative overcomes the barriers of awareness, supply and affordability by establishing commercial partnerships between a syndicated distributor with last mile entrepreneurs, a product manufacturer and a Microfinance Institution. While this model has addressed all three barriers to entry in BoP markets, I will focus on its unique ability to address the ‘affordability’ barrier. As you can see on the slide, three main entities are involved….the manufacturer, the distributor and the Micro Finance Institution. The MFI provides the distributor access to its client base (thus reducing the discovery cost) and provides loans with easy installment to those existing MFI clients who are interested in purchasing the Advanced Cook Stoves. The MFI itself is compensated both by the interest rate from the product loan and product margins offered by the manufacturer.
Firstly, the model that I would like to focus on is the Advanced Cook Stoves Initiative. The ACS Initiative overcomes the barriers of awareness, suppy and affordability by establishing commercial partnerships between a syndicated distributor with last mile entrepreneurs, a product manufacturer and a Microfinance Institution. While this model has addressed all three barriers to entry in BoP markets, I will focus on its unique ability to address the ‘affordability’ barrier. As you can see on the slide, three main entities are involved….the manufacturer, the distributor and the Micro Finance Institution. The MFI provides the distributor access to its client base (thus reducing the discovery cost) and provides loans with easy installment to those existing MFI clients who are interested in purchasing the Advanced Cook Stoves. The MFI itself is compensated both by the interest rate from the product loan and product margins offered by the manufacturer.
One of the Key Lessons from both MBPH and SHOPS has been the critical role partnership play in addressing BoP markets. To elaborate on this further, partnerships that are cross sectoral and leverage core competencies of each partner achieve better efficiency both from the point of view of operations as well as commercial viability. The ACS Initiative (as explained earlier) ensures that each partner focuses on its core competency i.e. the manufacturer provides products at a reasonable price, the distributor provides last mile distribution besides creating awareness and the MFI provides financing options. Secondly such partnerships also enable risk-share (the risk being high since BoP markets are new and unaddressed) and allow the commercial sector to explore new and difficult markets.
Secondly both MBPH and SHOPS leverage distribution platforms to aggregate demand. Due to their focus on urban markets and specialized products large pharma companies will have to move down several layers to address rural markets and therefor such an investment is considered challenging. However, several non-health companies have created robust distribution platforms especially catering to rural markets. Partnering with such platforms provides a cost effective option for aggregating fragmented demand.
While retailers play a critical role in any market, for BoP market’s retailers’ need to play multiple roles and hence a whole new class of retailers must be created. Retailers need to operate as dual service points (The last-mile retailers bring health products to the unreached and they also drive below-the-line interpersonal campaigns for products like contraceptives that require behavior change). They also need to be incentivized for both demand and supply functions as against traditional retailers.
Commercial viability in Market based models needs to be understood from the point of view of both the partner as well as the last mile village based entrepreneur. It is pertinent for the entrepreneur to earn sufficient income to stay in the business. To achieve this, it must be noted, that public health products alone cannot provide a sustainable income for the entrepreneur.It is, therefore, important to have a secondary basket of easy-to-sell, high-margin products that can contribute to the entrepreneur’s profitability. In the ACS initiative, the product mix includes lower value, fast moving products such as solar lamps. However incentives need to be designed to ensure focus on primary public health products.
BoP consumers need customized engagement approaches. A long term and personalized engagement with consumers helps in addressing their concerns and build consumer confidence with both the product as well the brand. High engagement marketing processes that allows the user to “experience” the product are important. It is also important to Customize the retailer profile to account for cultural and/or product related sensitivities. In the ACS Initiative a well structured demonstration process allows for long term personalized (since the VLE is either a local or from a near by village engagement, the potential consumer is able to ‘experience’ and ‘touch and feel’ via an actual live demonstration of the product. The demonstration is customized separately for men (the decision maker) and women (the actual user) thus addressing cultural issues.
Partnerships that leverage each other’s networks and retain focus on core competencies are more sustainable BOP markets need a specialized class of retailers who deal is a basket of products and play the dual role of creating awareness and last mile deliverySales formats need customization for BOP consumers that permit ‘experiencing’ the product
Arunesh has described some scenarios where multinational corporations have successfully implemented business models that repackage their products or introduce new delivery mechanisms and distribution strategies, for BOP population segments in India. And as we’ve seen, there are multiple challenges and risks to be overcome.While the BOP market in Africa is substantial with approximately half a billion people living on less than $2 a day, Africa has much lower population density than India, and consequently the economic potential is more thinly distributed, and more difficult to access. As a result, it is much more challenging for MNCs in these markets to develop sustainable models that have the ability to reach scale. However, what is working in Africa is the development of business models designed from the ground up to serve BOP populations. These are new and growing enterprises that are operating in a very challenging economic environment, and usually on very small margins. Not only do they need sources of capital that will help them reach scale, but they also need technical assistance and expert advice that will help them succeed.The SHOPS project has recently launched a challenge fund that is designed to uncover and support innovative health enterprises, as one way to incentivize greater private sector involvement in improving health outcomes in sub-Saharan Africa.
Challenge funds work on the idea that a donor issues a development challenge in terms of the impact or outcome that they wish to achieve. This is contrasted with traditional development approaches where donors issue a Request for Proposal that can be very specific regarding the mechanism or methodology through which these health challenges are addressed. The objective of the challenge fund concept is to promote innovation and to uncover previously unknown or untested approaches.Enterprises apply to the challenge fund with a proposal of how they would achieve the desired health outcomes or impact. Applicants are free to be creative with the technologies, approaches or methodologies used and can propose activities that are aligned with the applicant’s existing organizational objectives and strategy.Applicants then enter a competitive process where applications are compared to each other to select the best/most innovative approaches based on predetermined eligibility and selection criteria. Winners are awarded with capital grants.
Challenge funds work on the idea that a donor issues a development challenge in terms of the impact or outcome that they wish to achieve. This is contrasted with traditional development approaches where donors issue Requests for Proposal that can be very specific regarding the mechanism or methodology through which these health challenges are addressed. The objective of the challenge fund concept is to promote innovation and to uncover previously unknown or untested approaches.Enterprises apply to the challenge fund with a proposal of how they would achieve the desired health outcomes or impact. Applicants are free to be creative with the technologies, approaches or methodologies used and can propose activities that are aligned with the applicant’s existing organizational objectives and strategy.Applicants then enter a competitive process where applications are compared to each other to select the best/most innovative approaches based on predetermined eligibility and selection criteria. Winners are awarded with capital grants.
Challenge funds work on the idea that a donor issues a development challenge in terms of the impact or outcome that they wish to achieve. This is contrasted with traditional development approaches where donors issue Requests for Proposal that can be very specific regarding the mechanism or methodology through which these health challenges are addressed. The objective of the challenge fund concept is to promote innovation and to uncover previously unknown or untested approaches.Enterprises apply to the challenge fund with a proposal of how they would achieve the desired health outcomes or impact. Applicants are free to be creative with the technologies, approaches or methodologies used and can propose activities that are aligned with the applicant’s existing organizational objectives and strategy.Applicants then enter a competitive process where applications are compared to each other to select the best/most innovative approaches based on predetermined eligibility and selection criteria. Winners are awarded with capital grants.
Challenge funds work on the idea that a donor issues a development challenge in terms of the impact or outcome that they wish to achieve. This is contrasted with traditional development approaches where donors issue Requests for Proposal that can be very specific regarding the mechanism or methodology through which these health challenges are addressed. The objective of the challenge fund concept is to promote innovation and to uncover previously unknown or untested approaches.Enterprises apply to the challenge fund with a proposal of how they would achieve the desired health outcomes or impact. Applicants are free to be creative with the technologies, approaches or methodologies used and can propose activities that are aligned with the applicant’s existing organizational objectives and strategy.Applicants then enter a competitive process where applications are compared to each other to select the best/most innovative approaches based on predetermined eligibility and selection criteria. Winners are awarded with capital grants.
Base of the Pyramid enterprises at startup stage are often funded from a wide variety of sources. Generally these are small amounts and allow the enterprise reach pilot or proof of concept stage.When an enterprise gets beyond the startup stage, it may be able to access some donor programs, but these are often difficult for small enterprises to engage with given the programmatic and reporting requirements.Where many of these enterprises want to get to, is the next phase, where they have access to commercial capital that allows them to scale their impact. However, without having invested in the systems and capacity to absorb investment from a commercial lender or an impact investor, these enterprises often don’t look like attractive investments. This creates somewhat of a paradox; while there is a large amount of capital out there, and there are many enterprises looking for investment, there is a disproportionately low volume of deals being done. This is because many of these enterprises have not been able to reach the point where they are considered to be investable opportunities. The question mark on this diagram is what has been referred to as the missing middle. The idea is that there is a need for sources of financing that allow enterprises to bridge the gap between startup financing and larger scale investments or commercial lending. These are the questions we are hoping to shed some light on through the HANSHEP Health Enterprise Fund, which is a challenge fund for innovative health enterprises serving Base of the Pyramid populations in sub-Saharan Africa.
Base of the Pyramid enterprises at startup stage are often funded from a wide variety of sources including business plan competitions, micro-finance providers, capital provided by the founder of the company and maybe some small loans. Generally these are small amounts and allow the enterprise to develop a prototype, or if enough of this funding can be gathered together, a pilot or proof of concept.When an enterprise gets beyond the startup stage, maybe they can access some donor programs, but this capital often comes with specific programmatic objectives rather than strategically building the capacity within the enterprise to scale. Without the ability to make investments in systems, understanding markets and developing partnerships many enterprises never move beyond this project oriented phase. This funding also generally comes with significant reporting requirements that can be burdensome for a small enterprise. Not only do these enterprises need access to some unrestricted (non-project based) sources of capital, they also need technical assistance, such as deep expertise in specific health areas, business management or strategy development.Where many of these enterprises want to get to, is the next phase, where they have access to commercial capital that allows them to scale their impact. However, without having invested in the systems and capacity to absorb investment from a commercial lender or an impact investor, these enterprises often don’t look like attractive investments. This can be even more challenging in the health sector where repayment timelines may be longer in some instances than other sectors, or where there is greater competition from non-profit organizations and the public sector. In impact investment circles this creates a paradox; while there is a large amount of capital out there, and there are many enterprises looking for investment, there is a disproportionately low volume of deals being done. This is because many of these enterprises have not been able to reach the point where they are considered to be investable opportunities. Investors simply don’t have confidence in them yet. The question mark on this diagram is what has been referred to as the missing middle…is there another source of financing that recognizes the challenges that these enterprises face in developing the capacity to scale? Is there a way to provide a combination of capital and technical assistance, with the express intention of building this capacity, and preparing enterprises to move to the next stage. Is it possible to provide funding that supports enterprises in the health areas that we care about, but allows them to do it in a way that makes sense for their business rather than focusing on program objectives dictated by the funder?These are the questions we are hoping to shed some light on through the HANSHEP Health Enterprise Fund, which is a challenge fund for innovative health enterprises serving Base of the Pyramid populations in sub-Saharan Africa.
Base of the Pyramid enterprises at startup stage are often funded from a wide variety of sources including business plan competitions, micro-finance providers, capital provided by the founder of the company and maybe some small loans. Generally these are small amounts and allow the enterprise to develop a prototype, or if enough of this funding can be gathered together, a pilot or proof of concept.When an enterprise gets beyond the startup stage, maybe they can access some donor programs, but this capital often comes with specific programmatic objectives rather than strategically building the capacity within the enterprise to scale. Without the ability to make investments in systems, understanding markets and developing partnerships many enterprises never move beyond this project oriented phase. This funding also generally comes with significant reporting requirements that can be burdensome for a small enterprise. Not only do these enterprises need access to some unrestricted (non-project based) sources of capital, they also need technical assistance, such as deep expertise in specific health areas, business management or strategy development.Where many of these enterprises want to get to, is the next phase, where they have access to commercial capital that allows them to scale their impact. However, without having invested in the systems and capacity to absorb investment from a commercial lender or an impact investor, these enterprises often don’t look like attractive investments. This can be even more challenging in the health sector where repayment timelines may be longer in some instances than other sectors, or where there is greater competition from non-profit organizations and the public sector. In impact investment circles this creates a paradox; while there is a large amount of capital out there, and there are many enterprises looking for investment, there is a disproportionately low volume of deals being done. This is because many of these enterprises have not been able to reach the point where they are considered to be investable opportunities. Investors simply don’t have confidence in them yet. The question mark on this diagram is what has been referred to as the missing middle…is there another source of financing that recognizes the challenges that these enterprises face in developing the capacity to scale? Is there a way to provide a combination of capital and technical assistance, with the express intention of building this capacity, and preparing enterprises to move to the next stage. Is it possible to provide funding that supports enterprises in the health areas that we care about, but allows them to do it in a way that makes sense for their business rather than focusing on program objectives dictated by the funder?These are the questions we are hoping to shed some light on through the HANSHEP Health Enterprise Fund, which is a challenge fund for innovative health enterprises serving Base of the Pyramid populations in sub-Saharan Africa.
Base of the Pyramid enterprises at startup stage are often funded from a wide variety of sources including business plan competitions, micro-finance providers, capital provided by the founder of the company and maybe some small loans. Generally these are small amounts and allow the enterprise to develop a prototype, or if enough of this funding can be gathered together, a pilot or proof of concept.When an enterprise gets beyond the startup stage, maybe they can access some donor programs, but this capital often comes with specific programmatic objectives rather than strategically building the capacity within the enterprise to scale. Without the ability to make investments in systems, understanding markets and developing partnerships many enterprises never move beyond this project oriented phase. This funding also generally comes with significant reporting requirements that can be burdensome for a small enterprise. Not only do these enterprises need access to some unrestricted (non-project based) sources of capital, they also need technical assistance, such as deep expertise in specific health areas, business management or strategy development.Where many of these enterprises want to get to, is the next phase, where they have access to commercial capital that allows them to scale their impact. However, without having invested in the systems and capacity to absorb investment from a commercial lender or an impact investor, these enterprises often don’t look like attractive investments. This can be even more challenging in the health sector where repayment timelines may be longer in some instances than other sectors, or where there is greater competition from non-profit organizations and the public sector. In impact investment circles this creates a paradox; while there is a large amount of capital out there, and there are many enterprises looking for investment, there is a disproportionately low volume of deals being done. This is because many of these enterprises have not been able to reach the point where they are considered to be investable opportunities. Investors simply don’t have confidence in them yet. The question mark on this diagram is what has been referred to as the missing middle…is there another source of financing that recognizes the challenges that these enterprises face in developing the capacity to scale? Is there a way to provide a combination of capital and technical assistance, with the express intention of building this capacity, and preparing enterprises to move to the next stage. Is it possible to provide funding that supports enterprises in the health areas that we care about, but allows them to do it in a way that makes sense for their business rather than focusing on program objectives dictated by the funder?These are the questions we are hoping to shed some light on through the HANSHEP Health Enterprise Fund, which is a challenge fund for innovative health enterprises serving Base of the Pyramid populations in sub-Saharan Africa.
Base of the Pyramid enterprises at startup stage are often funded from a wide variety of sources including business plan competitions, micro-finance providers, capital provided by the founder of the company and maybe some small loans. Generally these are small amounts and allow the enterprise to develop a prototype, or if enough of this funding can be gathered together, a pilot or proof of concept.When an enterprise gets beyond the startup stage, maybe they can access some donor programs, but this capital often comes with specific programmatic objectives rather than strategically building the capacity within the enterprise to scale. Without the ability to make investments in systems, understanding markets and developing partnerships many enterprises never move beyond this project oriented phase. This funding also generally comes with significant reporting requirements that can be burdensome for a small enterprise. Not only do these enterprises need access to some unrestricted (non-project based) sources of capital, they also need technical assistance, such as deep expertise in specific health areas, business management or strategy development.Where many of these enterprises want to get to, is the next phase, where they have access to commercial capital that allows them to scale their impact. However, without having invested in the systems and capacity to absorb investment from a commercial lender or an impact investor, these enterprises often don’t look like attractive investments. This can be even more challenging in the health sector where repayment timelines may be longer in some instances than other sectors, or where there is greater competition from non-profit organizations and the public sector. In impact investment circles this creates a paradox; while there is a large amount of capital out there, and there are many enterprises looking for investment, there is a disproportionately low volume of deals being done. This is because many of these enterprises have not been able to reach the point where they are considered to be investable opportunities. Investors simply don’t have confidence in them yet. The question mark on this diagram is what has been referred to as the missing middle. With the HANSHEP Health Enterprise Fund, we aim to These are the questions we are hoping to shed some light on through the HANSHEP Health Enterprise Fund, which is a challenge fund for innovative health enterprises serving Base of the Pyramid populations in sub-Saharan Africa.
The HANSHEP Health Enterprise fund was launched in January 2013 in Ethiopia and Kenya. Enterprises have applied for up to $200,000 in grant funding for innovations in service delivery, technology, partnerships and business models.The fund is supported by USAID through the SHOPS project, and by the UK Department for International Development through the HANSHEP Group, a multi-donor consortium focused on harnessing non-state actors for better health for the poor.The fund seeks to support enterprises that directly or indirectly contribute to improved health outcomes in family planning, reproductive health, maternal and child health and HIV/AIDS.
The HANSHEP Health Enterprise Fund differs from other challenge funds in three major areas:The fund provides not only capital to awardees, but substantial technical assistance in order to address capacity gaps within the organizations being supported by the fund.The fund creates a platform for awardees to engage with investors early on in the process, and technical assistance is focused on increasing investor readiness among the awardeesFinally, the fund specifically focuses on those enterprises that have limited options to access growth capital, that are in the “missing middle”
The first selection stage is screening out those applications that are ineligible. For the HANSHEP Health Enterprise Fund we require applicants to meet certain minimum criteria:They must be revenue generating. This doesn’t mean that they are necessarily for-profit because we are interested in the activities here rather than the legal form, and we want to make sure that the business model has the potential to be sustainable in the long-term.The next thing that we need to be conscious of when we are awarding grants is that we are not undermining other available sources of financing. So we need to make sure that the applicants are enterprises that are in that growth stage where they need more than microfinance but can’t yet access commercial capital or impact investors and don’t have very many options open to them.Finally, we have to obviously make sure that the enterprises are contributing to improved health outcomes in the priority areas that the donor has identified, are operating in the geographic areas that we are targeting and targeting the poor.In the second selection process, the selection committee will look at a more qualitative assessment of the applicants and compare them against each other. Ultimately, the selection committee is looking for enterprises that have the greatest potential to achieve impact that is scalable, sustainable and replicable.
So, what is the range of enterprises that have applied to the Health Enterprise Fund?...So, there really is a wide range of organization and partnership types, business models and technologies.
And this support really is aimed at increasing their investor readiness. It will include direct technical assistance provided by local partners, regional experts and SHOPS project staff globally that is focused on building capacity and implementing best practices in business management and service delivery from around the world.As well as agreeing technical assistance plans with each of the awardees, we will agree monitoring and evaluation plans that will track progress toward operational milestones and focus on the programmatic activities proposed as well as progress towards investor readiness.Many of the awardees will experience similar challenges, and there may be many opportunities to learn from each other, so the fund will provide a learning platform that allows the awardees to share experiences, resources and challenges. This community based platform will also facilitate greater interaction between the SHOPS project and the awardees, and provide opportunities for other interested stakeholders such as investors to participate.
Over the next year we will be sharing some of these insights and best practices with the global health community through the Health Enterprise Fund website and social media, and we hope you’ll stay connected with the process as we learn more about how these models work to improve health outcomes for the poor.