Bottom of Pyramid
Bottom of Pyramid
Bottom of Pyramid
In economics, the bottom of the pyramid is the largest, but poorest socio-economic group It is also often referred to as the "Base of the Pyramid" or just the "BoP"
current usage refers to the billions people living on less than $2 per day-as defined by Professors C.K. Prahalad and Stuart L. Hart (in 1998 )
Has the potential to impact the worlds billions of poor peopleas well as the managerial practices of multinational corporations. Important to analyze how large corporations can serve low-income customers profitably.
Introduction:
The above concept asks the companies to work at the base to enable bottom of the pyramid consumers to avail the services and products.
Infrastructure:
The basic structure of a marketing system should be simple and easily accessible.
Innovation:
Product managers have to come up with innovative products because high innovation product may help the bop consumers to think differently and motivate them to high accomplishment
Improvement:
Marketers need to modify and renovate their marketing style to enable BOP Consumers to get maximum benefit
Principles of BOP
1.Price Performance 2. Innovation: Hybrids 3. Scale of Operations 4. Sustainable Development: Eco-Friendly 5. Identifying Functionality 6. Process Innovation
7.Deskilling of work 8. Education of Customers 9. Designing for Hostile Infrastructure 10. Interfaces 11. Distribution: Accessing the Customer 12. BOP Markets essentially allows us to challenge the conventional wisdom in delivery of Product
The poor are very brand-conscious The BoP market has been connected (mobile phone,TV,internet) BoP consumer are very much towards advanced technology.
Approaching BOP consumers interests at heart, can lead to significant growth and profits for them. provides a new growth opportunity for the private sector and a forum for innovations It can become integral to the success of the firm - to command senior management attention and sustained resource allocation
There is significant untapped opportunity for value creation (for BOP consumers, shareholders, and employees) that is latent in the BOP market. These markets have remained "invisible" for too long.
BOP customers don't have lump sums to buy 20 ounces of shampoo at one time, Sell single servings of shampoo so the cost structure matches what they can afford.
HUL RESPONSES...
HUL saw the potential of the market as well as its own vulnerability. Responded by launching 50-paise and one-rupee sachets of its Lux, Clinic Plus and Sunsilk brands. HUL had always viewed rural consumers as a lowmargin, inaccessible segment.