Supplement to case IN1408. In 2002, the telecom industry in France witnessed changes in regulation of internet service providers. This enabled internet service provider Free.fr to challenge a crystalized competitive landscape using a combination of technology, business model innovation and focus on the bottom of the pyramid. The case describes the market environment, the strategy to the bottom of the pyramid and the impact of this market entry.

In 2002, the telecom industry in France witnessed changes in regulation of internet service providers. This enabled internet service provider Free.fr to challenge a crystalized competitive landscape using a combination of technology, business model innovation and focus on the bottom of the pyramid. The case describes the market environment, the strategy to the bottom of the pyramid and the impact of this market entry.

This case describes the strategy of a renewable energy charity in Peru attempting to transition to a social enterprise. The charity uses a combination of strategies, including a multi-tiered pricing strategy and using local entrepreneurs to adapt the business model for local conditions.

Supplement to case IN1300. mfish is a case about global partnerships which target the bottom of the pyramid. This case focuses on mobile penetration and using a local partner to gain access to consumers, however this is not specific to mobile or fishing and can be applied across industries. One of Tone's main successes here was focusing on their core competencies, mobile app development, and using key partnerships to fill in their knowledge and competency gaps. Tone/mfish were able to monetize a solution, despite targeting this very low income sector by making a product that greatly increased the livelihood of it's consumers, which customers were willing to pay for. This case challenges students to think creatively about solving a problem in a low cost way, while also maintaining a customer centric focus. If the product doesn't solve problems for consumers, then there won't be high demand for it, so keeping a customer centric focus is key. In addition, a low cost solution is important when targeting this segment since their willingness to pay might be low on an absolute scale given their low level of income.

mfish is a case about global partnerships which target the bottom of the pyramid. This case focuses on mobile penetration and using a local partner to gain access to consumers, however this is not specific to mobile or fishing and can be applied across industries. One of Tone's main successes here was focusing on their core competencies, mobile app development, and using key partnerships to fill in their knowledge and competency gaps. Tone/mfish were able to monetize a solution, despite targeting this very low income sector by making a product that greatly increased the livelihood of it's consumers, which customers were willing to pay for. This case challenges students to think creatively about solving a problem in a low cost way, while also maintaining a customer centric focus. If the product doesn't solve problems for consumers, then there won't be high demand for it, so keeping a customer centric focus is key. In addition, a low cost solution is important when targeting this segment since their willingness to pay might be low on an absolute scale given their low level of income.

Supplement to case IN1297. e-Choupal, an initiative of ITC Ltd. launched in 2000, endeavours to place computers with internet connectivity in villages in rural India. 'Choupal' is Hindi for 'gathering place': the computer facility serves to bring villagers together for exchange of information and as an e-commerce hub. Although the primary objective of the project is to bring efficiency to ITC's procurement process, an important byproduct is the empowerment of farmers in areas where e-choupals are established.

e-Choupal, an initiative of ITC Ltd. launched in 2000, endeavours to place computers with internet connectivity in villages in rural India. 'Choupal' is Hindi for 'gathering place': the computer facility serves to bring villagers together for exchange of information and as an e-commerce hub. Although the primary objective of the project is to bring efficiency to ITC's procurement process, an important byproduct is the empowerment of farmers in areas where e-choupals are established.

Supplement to case IN1303. This case describes the strategy of a renewable energy charity in Peru attempting to transition to a social enterprise. The charity uses a combination of strategies, including a multi-tiered pricing strategy and using local entrepreneurs to adapt the business model for local conditions.

This case tells the story of InVenture, a data science company based in California, that has created a machine learning algorithm to identify the creditworthiness of those with no credit history by tracking their mobile data patterns. With this technology they define a credit score and can issue a loan almost instantly to the borrower via a mobile phone. The technology behind InVenture has been used to develop a smart phone app - Mkopo Rahisi - which enables loans to be approved quickly to small business owners in Kenya.

Supplement to case IN1281. This case tells the story of InVenture, a data science company based in California, that has created a machine learning algorithm to identify the creditworthiness of those with no credit history by tracking their mobile data patterns. With this technology they define a credit score and can issue a loan almost instantly to the borrower via a mobile phone. The technology behind InVenture has been used to develop a smart phone app - Mkopo Rahisi - which enables loans to be approved quickly to small business owners in Kenya.

Supplement to case IN1236. With ChotuKool, an innovative cooler, Gopalan Sunderraman, Executive Vice President at Godrej & Boyce Manufacturing and his team were able to profitably address a need of bottom-of-the-pyramid consumers in rural India. Case A presents the challenge and the approach used (in-market research) to identify the need and design a solution. To ensure ChotuKool's go-to-market strategy is a success, G&B must get the finance model and distribution model right. Case B explains how G&B partnered with micro-finance institutions and empowerment initiatives targeting local women to address the finance and distribution model challenges. It also describes the non-financial impact that ChotuKool had on local entrepreneurs and consumers, as well as hinting at future avenues for growth.

The case tells the story of SGFE Cambodia and its CEO, Carlo Figa Talamanca, in the period 2011-14. Talamanca has the opportunity to take over the struggling SGFE. Created by the NGO GERES to reduce deforestation in Cambodia, SGFE produces and sells char briquettes. They compete with traditional charcoal, which is mainly derived from illegal forest exploitation. Although superior, the briquettes are also more expensive, and are not well-known by consumers. The question is how to penetrate the market at low cost, and how to position the products. Another question is whether SGFE can realistically achieve the social and environmental objectives of the company. Case B describes SGFE's subsequent commercial success. Getting the public to know the products was the major hurdle, but now that this step has been achieved, demand exceeds supply. Interestingly, it is the low-income vendors, at the bottom of the pyramid, who are the biggest consumers of this more expensive product. However, the social impact of SGFE is minimal and the deforestation of Cambodia continues.

Supplement to case IN1239. The case tells the story of SGFE Cambodia and its CEO, Carlo Figa Talamanca, in the period 2011-14. Talamanca has the opportunity to take over the struggling SGFE. Created by the NGO GERES to reduce deforestation in Cambodia, SGFE produces and sells char briquettes. They compete with traditional charcoal, which is mainly derived from illegal forest exploitation. Although superior, the briquettes are also more expensive, and are not well known by consumers. The question is how to penetrate the market at low cost, and how to position the products. Another question is whether SGFE can realistically achieve the social and environmental objectives of the company. Case B describes SGFE's subsequent commercial success. Getting the public to know the products was the major hurdle, but now that this step has been achieved, demand exceeds supply. Interestingly, it is the low-income vendors, at the bottom of the pyramid, who are the biggest consumers of this more expensive product. However, the social impact of SGFE is minimal and the deforestation of Cambodia continues.

With ChotuKool, an innovative cooler, Gopalan Sunderraman, Executive Vice President at Godrej & Boyce Manufacturing and his team were able to profitably address a need of bottom-of-the-pyramid consumers in rural India. Case A presents the challenge and the approach used (in-market research) to identify the need and design a solution. To ensure ChotuKool's go-to-market strategy is a success, G&B must get the finance model and distribution model right. Case B explains how G&B partnered with micro-finance institutions and empowerment initiatives targeting local women to address the finance and distribution model challenges. It also describes the non-financial impact that ChotuKool had on local entrepreneurs and consumers, as well as hinting at future avenues for growth.

This case explores the difficulties involved in commercialising vaccines in low-income settings. The focus is the dengue vaccine, launched at the end of 2015, which was first commercialised in emerging markets. It considers issues of affordability and distribution, higlighting the need for business model innovation in all industries.

This case explores the difficulties involved in commercialising vaccines in low-income settings. The focus is the dengue vaccine, launched at the end of 2015, which was first commercialised in emerging markets. It considers issues of affordability and distribution, higlighting the need for business model innovation in all industries.

Amitabha needs to define the market strategy for IDEI, an NGO selling low-cost irrigation products to the bottom of the pyramid, to ensure sustainability (to make it as independent as possible of funding). The fundamental questions are how to set up the supply chain and what price to charge for the products.

Algramo is a company whose objective is to improve the lives of those living below the poverty line. Using a revolutionary technology tailored to "bottom of the pyramid" customers, Algramo's products can save families on average 40%, while the company's return is around 20%.

An MBA graduate is asked by the CEO to look at Clarks' strategy in Africa. To achieve growth on a large scale makes entering new countries inevitable. The case describes the firm, attempts by various other shoemakers to enter the market, and the MBA's effort to frame the challenge.

Amitabha needs to define the market strategy for IDEI, an NGO selling low-cost irrigation products to the bottom of the pyramid, to ensure sustainability (to make it as independent as possible of funding). The fundamental questions are how to set up the supply chain and what price to charge for the products.