The Integrated Model for BOP Strategizing (Figure 7) provided a practical tool to help ANSA managers develop their strategies. Other managers can adapt the model for diverse contexts, in essence creating their own roadmap for entering BOP markets and environments. At its core, the Integrated Model for BOP Strategizing allows managers to use DCT to explore and exploit how specific resources of both its firm and BOP networks can be translated into a viable strategy by using ODS to sense available options and seize the actionable ones, and finally reconfiguring resources to realize select options. Hence, this dissertation contributes to BOP literature by combining two theories into an integrated model that firms can use to strategize BOP options; it also demonstrates the practical value of the model through a detailed real-world case. Drawing on the theoretical literature and the empirical findings from ANSA, I suggest a number of propositions related to the Integrated Model for BOP Strategizing.
Proposition 1: Our Integrated Model for BOP Strategizing has applicability and adaptability for other contexts and industries when the objective of a firm is to engage in
the BOP markets with little previous knowledge or experience and to draw on its existing downstream networks.
This proposition suggests that any type of business with no direct access to the BOP market can embrace, exploit, and develop its upstream and downstream networks to include the BOP segment successfully into its market (Tashman & Marano, 2009). Although the model was developed in an action research in the agribusiness context in the Mexican market, it has potential applicability in other situations. BOP markets are numerous and scattered, and their similarities in different economies are considerable. Still, commercial and geographical accessibility is challenging, even for MNCs entering into those markets, particularly if they have no previous experience. As such, the Integrated Model for BOP Strategizing will likely work best for medium-sized companies with limited financial resources and with some established BOP network activity that will give them a starting point to co-create value.
Proposition 2: The process of iteratively sensing, seizing, and reconfiguring options links DCT and ODS into a practical managerial approach that can help a firm develop a successful strategy to venture into the BOP market.
A long as a firm identifies its dynamic capabilities to recognize and classify its resources, this process offers a careful and detailed decision-making and strategizing tool. During this process, the sensing phase supplies a list of new opportunities that become available options (David J Teece, 2007), as in the action research’s first stage in phase 2 of the problem-solving cycle, when multiple options emerged from the data collection process. However, these sensed available options needed to be improved and
systematically examined in terms of desirability and feasibility (Sandberg et al., 2014) in order to suit the firm’s reality and capacity. Only then could they be transformed into actionable options. As an example, one of ANSA’s initial available options sensed was the possibility of a JV with an MNC, with the objective of strengthening ANSA’s market position and using the MNC’s resources to access the BOP. It was an upstream option, and one that was not in the firm’s control. Because of this, one side of the Integrated Model for BOP Strategizing was blurring and unclear, and the process of informing and developing was incomplete. Using ODS lets firms combine the seized actionable options and structure them into a realizable one through a process of analysis between researchers and practitioners. This was the case at ANSA, and it was through this triggered reconfiguration process that the new firm, AgroEstacion, was designed. As this case shows, both theories, DCT and ODS, shorten the space and time required to develop a strategy.
Proposition 3: The business model that results from applying the Integrated Model for BOP Strategizing can increase the likelihood of successful co-creation of value with the BOP market.
As explained by Prahalad, (Prahalad & Ramaswamy, 2004): “Co-creation is about joint creation of value by the company and the customer. It is not the firm trying to please the customer” (p. 8). The Integrated Model for BOP Strategizing is fundamentally a strategy created by the iterative combination of DCT and ODS and the unfolding of resources from two networks to realize an option. This option enables the creation of value for both networks and the stakeholders in a dynamic model of business-to-business- to-consumer (B2B2C). The strategy allows a series of benefits for the BOP market. In my
summaries at the end of each phase of the problem-solving cycle, column 4 in each table displays what I consider to be the value co-creation outcomes developed in each phase. BOP markets are sensitive and people in them tend to be loyal when firms treat them as producers rather than simply consumers (Karnani, 2007). The perception in the BOP market is that, when a firm engages with them, it means that the firm trusts them, so they trust the firm. In my research, the local BOP distributors had a positive perception of the business model. They felt a positive change in the way the firm viewed them. One of the female entrepreneurs interviewed after being selected as a franchisee said the following: “Everybody knows ANSA has not the cheaper price in the products, but the way it treats us, the clients, makes the difference.” The business model that emerged from the Integrated Model for BOP Strategizing gives and receives, developing a process of mutual growth /or both the firm and the BOP. When other firms choose to follow the Integrated Model for BOP Strategizing, they must keep in mind that the base is value co- creation, which both enables and triggers the strategy. Value co-creation is also a perception sustained on evidence. Both networks perceive that they are creating value for themselves and for the other.
Proposition 4: Firms will more likely be successful in engaging with the BOP if they combine upstream and downstream resources into new value co-creation capabilities.
As Helen Keller famously noted: “Alone we can do so little; together we can do so much.” BOP markets are scattered and numerous; the possibilities to succeed in them are higher when we join forces with additional stakeholders. Various barriers also exist: corruption, illiteracy, inadequate infrastructure, currency fluctuations, and bureaucratic
red tape that make doing business profitably a challenge in this segment of the market (Prahalad & Hammond, 2002). No matter how unique a firm’s dynamic capabilities are, combining the resources of different networks helps ensure a successful strategy. Using networks gives the strategy a solid structure, as long as the resources owned by these networks are identified and classified as useful to the development of options. During the development of my dissertation and the business model of AgroEstacion, an MNC approached ANSA with a concept similar to the Integrated Model of BOP Strategizing. Without knowing of the model’s existence, they expressed to ANSA the desire to create a soft partnership with the firm, aimed at getting directly to the BOP market. When presented its proposal, the MNC’s representative named both the MNC’s resources and those owned by ANSA, suggesting that the alliance was a good way to get directly to the farmer of specific crops. The MNC was looking to co-create value with ANSA. The Integrate Model of BOP Strategizing and the crafting of AgroEstacion were applicable in this particular case, to solve this particular problem. However, they almost certainly can be reconfigured, improved, and adapted to other situations. Further research should be done to perfect the model and the strategy for wider applications.
Proposition 5: A firm can accelerate its engagement with the BOP market by leveraging NGOs as mediators to establish joint ventures upstream with major suppliers and other investors.
The presence of a well-known NGO gives any social project developed by a private firm the social strength needed to be recognizable. An NGO should be an active consideration in the strategy; the operational enrollment of a NGO is an important element that could give muscle to the strategy in the eyes of the stakeholders and the
public. In his 2007 article, “The Miracle of Marketing to the Base of the Pyramid: How the Private Sector Can Help Alleviate Poverty,” Aneel Karnani wrote the following: “An important element of the BOP proposition is that the MNCs should take the lead role in the BOP initiative to sell to the poor. In fact, to the extent that there are opportunities to sell to the poor it is usually small to medium-size local enterprises that are best suited to exploiting these opportunities.” (p. 96) ANSA’s TMT, the AgroEstacion managers, and I consider AgroEstacion a co-creating value strategy that could maximize its performance by enrolling an MNC in the strategy. The presence of an NGO such as CARE could provide a needed social profile to make the strategy more attractive to an MNC This type of relationship between NGOs and MNCs is not new; as Paola Perez-Aleman and Marion Sandilands noted in 2008, the relation between NGOs and MNCs can mitigate the barriers of entry for small or BOP farmers or businesses in the global market (Perez- Aleman & Sandilands, 2008). Having an NGO such as CARE involved in an intermediary role in the AgroEstacion strategy could create higher interest among MNCs, including ANSA’s existing suppliers.