Serving the world's poor, profitably.

By C. Prahalad, A. Hammond. Harvard Business Review, 2002

1,765 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/12dc07eca6c6bfe8232ff36decb369ce1a2e1b07

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Citations in the corpus

Capitalism's Achilles Heel: Dirty Money and How to Renew the Free-Market System (2005, background): “What some describe as the top of the pyramid phenomena (Prahalad and Hammond 2002), Baker calls the “great divide.””
Romanticizing the Poor Harms the Poor (2007, unknown): “The UN-Habitat estimates that in Dharavi, there is one public toilet for every 800 people.”
Stages of Corporate Citizenship (2006, background): “campaign on hand-washing in India, where its Lifebuoy soap aims to reduce diarrheal disease.(36) In both instances, the company devised new supply chains to make its products affordable to the poor, developed new distribution channels that turned under-privileged women into village-level entrepreneu”
Peculiar Strengths and Relational Attributes of SMEs in the Context of CSR (2009, background): “According to Prahalad and Hammond (2002), ‘‘big corporations should solve big problems’’; the authors took a step further by holding MNCs responsible for the future of worldwide economies through their willingness to invest in the poorest markets (Prahalad and Hammond, 2002).”
Impact of Emerging Markets on Marketing: Rethinking Existing Perspectives and Practices (2011, background): “Similarly, Prahalad and Hammond (2002) articulate how the base-ofthe-pyramid market can be very profitable for traditional products and services if business can innovate on affordability and accessibility to the vast untapped markets, especially in the rural areas (Anderson, Markides, and Kupp…”
Building Value at the Top and the Bottom of the Global Supply Chain: MNC-NGO Partnerships (2008, background): “poorest (BOP) in developing economies.(28) This perspective focuses on those that make less than $2 a day, or the poor majority that characterizes the reality of low-income countries.”
New frontiers in international strategy (2004, background): “Early work (e.g., Hart and Milstein, 1999; Christensen et al., 2001; Hart and Christensen, 2002; Prahalad and Hammond, 2002; Prahalad and Hart, 2002) focused on articulating the strategic logic for pursing business strategies aimed at the four billion poor at the base of the pyramid.”
Current debates in global strategy (2009, unknown): “…the world, more and more MNEs are not only involving themselves in overseas CSR practices, but are also reformulating strategies and working with NGOs, especially at the BOP (Chesbrough et al. 2006; Doh and Guay 2006; London and Hart 2004; Prahalad 2004; Prahalad and Hammond 2002; Teegen 2003).”
Strategic factors affecting foreign direct investment decisions by multi-national enterprises in Latin America (2004, background): “In addition, it has been shown that MNEs can enhance their own bottom line by investing even in the poorest economies of the world ( Prahalad & Hammond, 2002 ).”
Revisiting Carroll's CSR Pyramid: An African Perspective (2005, background): “Recognition of this role is especially evident in the recent spate of publications on the potential of business to impact on development (IBLF & WBCSD, 2004; Nelson & Prescott, 2003) and poverty alleviation (IBLF, 2002b; Prahalad, 2004; Prahalad & Hammond, 2002; WBCSD, 2004).”
Sustainable Supply Chain Management in "Base of the Pyramid" Food Projects - A Path to Triple Bottom Line Approaches for Multinationals? (2013, background): “On the corporate level, Ramus (2002) highlights the use of rewards and recognition to encourage employees to act sustainably.”
Whither Services Marketing? (2004, background): “In some Bangladeshi villages that lack such pay phones, entrepreneurs have obtained “microloans” to purchase a cell phone and then rent use of this phone to customers by the minute, timing their calls with a stopwatch and charging double the bulk rate paid by the owner that they are paying themselve”