The Last Frontier: Market Creation in Conflict Zones, Deep Rural Areas, and Urban Slums

Anderson, Jamie; Markides, Costas; Kupp, Martin

doi:10.1525/cmr.2010.52.4.6

Cited by 98 publications

(92 citation statements)

References 3 publications

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“…EMs are, however, far from homogenous, and the marketing strategies applied there should be equally diverse (Bang et al, 2015). While there are considerable differences between discrete countries and areas, there is also great variance within them as some of the world's richest people reside in the same countries hosting urban slums, conflict zones and/or deep rural areas (Anderson et al, 2010).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Determinants of reverse marketing knowledge transfer potential from emerging market subsidiaries to multinational enterprises’ headquarters

Leposky

Arslan

Kontkanen

2016

Journal of Strategic Marketing

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Section: Theoretical Backgroundmentioning

confidence: 99%

Determinants of reverse marketing knowledge transfer potential from emerging market subsidiaries to multinational enterprises’ headquarters

Leposky

Arslan

Kontkanen

2016

Journal of Strategic Marketing

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“…In other words, focus has been on activities in and towards the markets, rather than problematizing the markets themselves as dynamic entities. This traditional marketing approach has proved inadequate to address the subsistence reality of informality and scarcity, and the debate has recently moved from market entry towards emphasizing market creation (Anderson, Markides, and Kupp 2010;Simanis 2011). However, in order to understand market creation or market formation in subsistence contexts, a deeper understanding of what markets are, as well as how they are shaped, is necessary.…”

Section: Introduction: the Realization Of Markets In Subsistence Contmentioning

confidence: 99%

Market formation in subsistence contexts: a study of informal waste trade practices in Tanzania and Brazil

Lindeman

2012

Consumption Markets & Culture

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The world's low-income majority is increasingly seen as a new market, the baseof-the-pyramid (BOP) market, with opportunities for new business and poverty reduction through inclusive business. This has led to research on activities geared towards this market, such as strategies for market entry and BOP business model design. However, the market itself as a dynamic entity has not been problematized. This paper suggests that defining markets in subsistence contexts as ongoing processes of economic organizing and as bundles of practices, rather than as collections of people, offers additional tools for engaging in their realization. The empirical study of informal waste trade practices suggests that the emergence of a market is linked to the economic organizing process moving from being dominated by exchange practices towards a more diversified dynamic in which these practices become linked to normalizing and representational practices. This more diversified market dynamic is intimately connected to collective organizing efforts on behalf of subsistence market actors.

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“…An important objective is to manage the partner relationship to protect the relationspecific resources created by the partnership by designing governance mechanisms that control transaction costs (Dyer and Singh, 1998). Firms targeting the BoP market may have the technical and financial resources to design and manufacture good products, yet they may lack local knowledge, information and experience to design appropriate marketing, sales and distribution systems that give them access to BoP customers (Anderson et al, 2010;Gradl et al, 2010;Rivera-Santos and Rufin, 2010). However, local NGO partners often have knowledge about local customs and practices, consumer behavior, competing products and insight about community leadership that can increase customers' access to and awareness about new products (Brugmann and Prahalad, 2007;Chesbrough et al, 2006;London and Hart, 2004;Rashid and Rahman, 2009).…”

Section: Effective Governance Created By Unique Partnershipsmentioning

confidence: 99%

Base of the pyramid success: a relational view

Sánchez

Schmid

2013

South Asian Journal of Global Business Research

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The paper uses a relational view of strategy framework to measure and assess the sustainable success of base of the pyramid (BoP) projects. The authors posit that the relational view is a powerful way to determine if a firm's project might lead to sustainable competitive advantage, because if partner resources combine to create relation-specific capabilities and competences, they may provide sustainable value, and the paper applies this method of strategic analysis to selected BoP projects. Design/methodology/approach -The paper separates the secondary data analysis from the primary data analysis and offers four propositions, based on the combined relational view and BoP criteria. The authors apply the relational view framework to two BoP projects from Michigan-based organizations. Each case is analysed using the framework, and the authors discuss how the resources of each of the BoP project partners create value, how tailored and scalable the projects are, how BoP end user needs are addressed, what resources partners contribute, and if the relation-specific combination of resources create project level capabilities that are sustainable. Findings -The sustainable success of BoP projects may be best achieved when the BoP project partners contribute valuable resources and when those resources combine to create relation-specific capabilities that create sustainable success. It reinforces the importance of scale, BoP user needs, and engaging BoP customers as partners. Originality/value -This paper tries to help explain why some BoP projects successfully create a sustainable competitive advantage, by building on strategic themes and using a variation of the relational view framework to examine resources and capabilities of the organizations that partner to serve people at the BoP.

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The Last Frontier: Market Creation in Conflict Zones, Deep Rural Areas, and Urban Slums

Cited by 98 publications

References 3 publications

Determinants of reverse marketing knowledge transfer potential from emerging market subsidiaries to multinational enterprises’ headquarters

Determinants of reverse marketing knowledge transfer potential from emerging market subsidiaries to multinational enterprises’ headquarters

Market formation in subsistence contexts: a study of informal waste trade practices in Tanzania and Brazil

Base of the pyramid success: a relational view

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