Socially Responsible Distribution: Distribution Strategies for Reaching the Bottom of the Pyramid

Vachani, Sushil; Smith, N. Craig

doi:10.2139/ssrn.1116630

Cited by 52 publications

(82 citation statements)

References 9 publications

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“…Causes of the miseries of the poor can be classified into four major areas, namely, poor infrastructure, information inadequacies, a lack of knowledge and skills, and illiteracy (Vachani and Smith, 2008). These factors usually influence both the purchasing and selling of commodities in low income populations (see Figure 1) and necessitate more innovative and entrepreneurial approaches for addressing them.…”

Section: The Context Of Base Of the Pyramid (Bop)mentioning

confidence: 99%

“…The lack of appropriate infrastructure makes transportation to and from villages difficult and therefore it is infeasible for low income people to buy their products from a more competitive market or sell their commodities in higher priced markets (Vachani and Smith, 2008).…”

mentioning

confidence: 99%

“…A lot of information can be misleading if people do not know how to employ this information in their decision making. A lack of analyzing capability can inhibit the benefits of information (Vachani and Smith, 2008).…”

mentioning

confidence: 99%

See 2 more Smart Citations

A Corporate Social Entrepreneurship Approach to Market-Based Poverty Reduction

Zaefarian

Tasavori

Ghauri

2015

Emerging Markets Finance and Trade

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Section: The Context Of Base Of the Pyramid (Bop)mentioning

confidence: 99%

mentioning

confidence: 99%

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A Corporate Social Entrepreneurship Approach to Market-Based Poverty Reduction

Zaefarian

Tasavori

Ghauri

2015

Emerging Markets Finance and Trade

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“…Vashani and Smith (2008) describe networks worth in distribution networking to allow the corporations to implement marketing. A superior vital leverage in business modelling networks is information technology and communication (ITC).…”

Section: Networking For Business Modelingmentioning

confidence: 99%

“…They also tend to use local suppliers of goods and services. B2B networking emphasize sustainable development projects (Vashani & Smith, 2008). …”

Section: Business Network To Implement Marketingmentioning

confidence: 99%

Marketing fortification of business through crowdsourcing and social responsibility: focus on South African SMEs

Sesale

Seeletse²

2017

Environmental Economics

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This paper investigates networking and related activities for marketing performance of small and medium enterprises (SMEs) for the sustainable development and the preservation of the environment. These SMEs have limited business skills and knowledge, and don`t have any marketing funds. As a clearly growing trend aspect in business, networking approaches were blended to find approaches to help these SMEs to take their market niche. Thirty-seven (37) SMEs were used as a convenience sample to experiment with the concepts. They were investigated on what could optimize marketing results and what could offset marketing benefits. The paper finds out that networking provides effective marketing when is modeled under crowdsourcing. Options for crowdsourcing could also involve local organizations in the marketing networks. SMEs should document their activities for proper accountability and transparency. They should also use incentives to volunteers and crowdsourcing participants by giving them shares and be proactive in their approaches. Further, SME practitioners should require them to learn business skills.

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Benefits of Cross‐sector Partnerships in Markets at the Base of the Pyramid

Schuster

Holtbrügge

2013

Bus Strat Env

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In this paper we analyze whether cross-sector partnerships enable companies to respond to the specific conditions at the base of the pyramid (BOP). We develop three hypotheses in which we argue how cross-sector partnerships support companies to face unfamiliar conditions in these markets. We test the developed hypotheses against the data of 103 companies operating in BOP-markets. The results show that companies rely on organizations from the civil society sector in order to meet customer needs. Partners from the business sector are supportive when responding to restrictive market conditions. Institutional partnerships should be considered when companies aim at responding to the regulatory environment. We outline theoretical and managerial implications and reflect some limitations of the study.

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Socially Responsible Distribution: Distribution Strategies for Reaching the Bottom of the Pyramid

Cited by 52 publications

References 9 publications

A Corporate Social Entrepreneurship Approach to Market-Based Poverty Reduction

A Corporate Social Entrepreneurship Approach to Market-Based Poverty Reduction

Marketing fortification of business through crowdsourcing and social responsibility: focus on South African SMEs

Benefits of Cross‐sector Partnerships in Markets at the Base of the Pyramid

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