Co-creating BoP ventures A new form of interaction to develop shared value among equal stakeholders

Co-creating BoP ventures A new form of interaction to develop shared value among equal stakeholders Key lessons from three pilots for pro-poor innova...
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Co-creating BoP ventures A new form of interaction to develop shared value among equal stakeholders

Key lessons from three pilots for pro-poor innovation Three Pilots for pro-poor

Innovation consortium

Co-creating BoP ventures

Three Pilots for Pro-Poor Innovation Consortium

preface

Colophon July 2013

Authors Nicolas Chevrollier - BoP Innovation Center (BoPInc) Wendy van der Klein - BoP Innovation Center (BoPInc) Laurens Collée - BoP Innovation Center (BoPInc)

Co-creating for impacting, together ! Our business context is becoming more and more complex. We aren’t expected to create value for our shareholders only anymore but for all our stakeholders as well, as the interdependence between the value created for both groups is becoming more and more obvious. The business practices transformation deriving from this interdependence requires innovative, bald approaches. The same observation can be done for activities addressing countries development and common interest, especially at a time when governments expect companies to bring in a larger contribution.

Partners Supported by

Acknowledgement Experts contributed to this publication by sharing experiences, documenting challenges and lessons learned and reviewing this publication. The authors would like to thank:

Jean Christophe Laugée Social Innovation and Ecosystem Director

Ecumenical Pharmaceutical Network

Emma van Sandick - Organisation for Applied Scientific Research (TNO) Olga van der Valk - LEI Wageningen University & Research Centre Nelleke van der Vleuten - Interchurch Organisation for Development Cooperation (ICCO) Maarten Bol, Iye Echa, Martijn Kelder, Sean Meyler, Shuyi Wu (Utrecht University) Sander Mulder - Eindhoven University of Technology Jenny de Boer - Organisation for Applied Scientific Research (TNO) Pieter Verhagen - Organisation for Applied Scientific Research (TNO) Sigrid Wertheim - Fresh Studio Vietnam Mayke Harding - BoP Innovation Center

Photography UN Photo (including photographers) ICCO TNO Sigrid Wertheim Africa Interactive Lia Bardoel

Design Blik grafisch ontwerp, Utrecht www.klikopblik.nl, www.versuitblik.nl

Co-creating BoP venture

Three Pilots for Pro-Poor Innovation Consortium

The relationship between all socio-economic actors – civil society, companies, administrations, research institutes and NGOs – has always been based on a traditional segmentation between private interest and general interest purposes. Each actor was focused on their own agenda. Cooperation and opposition were the two only ways to work together for a long time. Today, a third approach named co-creation is experimented by many. But what are the main characteristics of co-creation as we see it at Danone?

Réseau Pharmaceutique Œcuménique

It is a whole process we can look at through 4 major steps. The first step is to gather different organizations around a common challenge, to share, learn from each other and check their cultural compatibilities. If they are ready to allocate resources and have a real ambition – which are the first evidences of a credible approach – companies can initiate the connection. The second step is to design together a pragmatic, problemsolving program where complementary perspectives, competencies, networks and financial resources will generate the global impact expected. The third step consists in defining a hybrid governance model which will guarantee a mutual accountability for the actions implemented. The last step is to define clear impacts from both business and social and/or environmental perspectives.

3P4PPI This publication is based on insights gathered through the programme ‘Three Pilots for Pro-Poor Innovation’ (3P4PPI), incubated with co-funding of the Directorate-General for International Cooperation (DGIS) of the Dutch Ministry of Foreign Affairs. The project consortium includes the Interchurch Organisation for Development Cooperation (ICCO), DSM, the Ecumenical Pharmaceutical Network (EPN), the Dutch Organisation for Applied Scientific Research (TNO), LEI Wageningen University & Research Centre (LEI), SIMGAS B.V. and the BoP Innovation Centre. Associated business partners are SNV, Mueller B.V., the Fruit Republic and Fresh Studio. The pilots are currently being implemented in Kenya, Vietnam, Ethiopia, Rwanda, Tanzania and Bangladesh. We hope that the insights illustrated in this publication will help the private and the public sectors to scale up inclusive innovations that have an impact at the BoP.

What are co-creation key success factors? First of all, a new form of leadership, based on mutual, dynamic listening, compromise management, long term vision, openness and finally resilience. The second point has been mentioned above: new governance models and tools are needed to measure social as well as business impacts within a different performance paradigm. This helps to create a common language between partners and ensures that each organization is accountable for overall outputs. Last but not least, we need – as we put it at Danone – a positive “friction” between actors and ideologies. Nothing is worse than agreeing on everything ! Let’s accept to be challenged and overcome disagreement to move forwards. This “friction” is an evidence of the diversity and robustness that co-creation can bring to the discussion. After nearly 5 years of existence, the Danone Ecosystem Fund has supported the co-creation of nearly 50 programs with more than 30 different non-profit partners. Co-creation is the Ecosystem Fund specificity. Without this approach and without partners as bald as Danone to dare giving it a try, we wouldn’t have succeeded in launching all these innovative initiatives.

ISBN/EAN: 978-90-819988-3-3

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Need to know

Trends

Introduction Co-creation Since 2002 a growing number of companies and NGOs have gained their first experiences in launching innovative products and services at the Base of the Pyramid (BoP). The BoP represents the four billion people with an income below US$ 4 per day. Most of them lack proper access to the basic human needs of food, water, shelter and clothing – let alone sanitation, education and healthcare. This results in life-threatening challenges such as chronic malnutrition and health issues. People at the BoP predominantly live in the developing and emerging economies of Asia, Africa and Latin America. This experience-based review is part of a series of publications. The series covers key challenges for any organisation that wants to address the most pressing issues experienced by the BoP.

Previous publications - Inclusive Innovation - Gaining BoP Insights - Developing BoP Partnerships

Upcoming publication The BoP Innovation Cycle

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Co-creating BoP venture

Three Pilots for Pro-Poor Innovation Consortium

Co-creation is the development of shared value through a new form of interaction between a number of equal stakeholders in an open environment. Shared Value The concept of shared value can be defined as practices that enhance the competitiveness of a company while at the same time advancing the economic and social conditions of the communities in which it operates (Porter and Kramer 2011). Mueller BV is a for-profit cooling unit production company. It is working with local Ethiopian entrepreneurs, Wageningen University, the BoP Innovation Centre and SNV to develop a small cooling unit for small-scale dairy farmers. This unit will enable farmers to sell their milk to higher-value market segments, resulting in higher-income opportunities and less waste. Retailers and processors gain access to quality local products. It will could also generate new job opportunities. New form of interaction The key players are businesses, social entrepreneurs, BoP individuals and NGOs who represent BoP communities. To achieve breakthrough innovations with sustainable, socio-economic impact, organisations need to work inclusively with different stakeholder groups. Equal stakeholders A group of stakeholders work together to achieve a goal, either a pre-determined goal or one that process during the process. Participants share, combine and renew a variation of resources, capabilities and experiences. There are four principles for fostering equality among stakeholders in the process: Participants are interdependent Participants are included from the start Target group is included Risks and benefits are shared

Open environment Co-creating innovations requires an open environment, where the creative energy of multiple stakeholders can be unleashed. The initiator of the endeavour decides on the level of openness and ownership. Benefits of co-creation Co-creation adds different forms of value for the different parties involved. It is important to distinguish the goals of all stakeholder groups, especially those of companies versus those of the BoP. Critics of BoP ventures argue that only businesses benefit from co-creation, sometimes even to the detriment of poor communities.

What’s in it for the BoP Co-creation gives BoP consumers an active role in the value chain of the innovation. They are included as producers, suppliers or distributors. This creates employment and transfers knowledge and skills. Co-creation empowers BoP consumers to create solutions that are most beneficial in their specific context. What’s in it for the companies? Co-creating with the BoP and local partners helps to: Overcome gaps in the local business ecosystem. Guarantee additional resources and competences to cope with the time-consuming, complex and unpredictable process. Understand local conditions, customer preferences, aspirations, needs and demands and lifestyle. These insights can be translated into new business opportunities that meet the demand of the community.

BoP consumer as recipient

BoP consumer as creator

Essential role of partnerships

In the early years of targeting the BoP, consumers were engaged as recipients of slightly adapted products or business models. Some examples are well known and highly illustrative: Hindustan Unilever sells existing soaps and detergents in small packages and Gillette invested millions of dollars to develop a razor for the Indian market. Some of these businesses did not reach the envisioned scale because they were not relevant enough to the BoP.

In co-creating value chains, the poor are included as consumers, suppliers, producers, consumers or entrepreneurs. That is the core of inclusive business.

As was highlighted in the previous publication ‘Developing BoP Partnerships’, the role of partnerships is crucial for inclusive innovations. Co-creating with partners implies interdependence. It changes the relationship between companies and the other actors in the field: NGOs, local communities and the public sector.

BoP consumer as shaper

It became clear that doing business at the BoP requires a deep dive into the local context and a thorough understanding of the end-consumer. The role of poor consumers changed from passive recipient to active player involved in shaping new products and services. In 2000, Prahalad and Ramaswamy introduced four building blocks of interaction to create shared value. They encouraged companies to make better use of consumer competences – to engage in dialogue, mobilise communities, manage customer diversity and co-create personalised experiences with them.

To illustrate, Grameen-Danone is a social business initiative selling Shakti Doi yoghurt in Bangladesh. To be able to sell the yoghurt at an affordable price of US$ 0.07, production, sourcing and distribution had to be localised. With the help of Grameen Bank, whose motto is ‘Banking for the poor’, Danone was able to create a local value chain: Sourcing from local dairy farmers Employing local women in the factory Selling to local stores Distributing through networks of local saleswomen Profits not extracted by the company but invested in creation of new opportunities for welfare and development of the people In the 3P4PPI program, small-scale farmers are involved as producers of fresh vegetables in Vietnam. In rural Ethiopia, the pilot involves the BoP in the collective development of a business case for the milk-cooling unit.

The poor are often represented by local community organisations, such as NGOs, which encourage people to play an active role in developing and implementing an inclusive innovation. This is the case in widespread privatepublic partnerships. Multinationals drive the business case and NGOs act as broker. Not only do they represent the poor, NGOs also liaise with the local government. They are in direct contact with the BoP community and organise the input needed for the business model. An inclusive co-creation approach is different in that the multinational and the BoP community are equal partners. NGOs and the government facilitate the relationship between the company and the community.

Towards creating shared value Shaping new products with the BoP

Creating shared value in the BoP

Involvement

Active participant

Explicit role in the value chain

Communication

Two-way

Continuous dialogue

Risk taking

Company

Shared

Value creation

In the company

In and outside the company

Market

Forum

Engagement platform

Ownership of value

Company has ownership

Mutual ownership

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Facts

Three Pilots for Pro-Poor Innovation Consortium

Co-creating BoP venture

Motto

The guiding principles for co-creation Co-creation is more than working together. It requires following a set of principles that define the rules of engagement.

Keep the dialogue

BoP actors

Trust each other

Co-creation flourishes in an environment that allows for effective dialogue between contributing partners who agree to extract the fruits of the produce equally.

Relevant information and access to resources become available when mutual trust between parties is established. Trust facilitates effective dialogue and the disclosure of crucial information which adds value to the product or service.

civil society

Benefit together

Active contribution will surge when participants recognise what sort of value can be created for them. This refers to the ‘what’s in it for me’ motive. For example, a producer wants to bring a product to market, make a profit and have a stable income, while the consumer has an interest in affordable products of high quality and stable availability.

Co-creation is enhanced by making information fully available to all co-creators. There are no hidden agendas or unknown conditions. For an open exchange to be possible, the rules of the game need to be fair and clear. Access to information and tools allows informed decision-making, an important asset, especially for the BoP.

Co-creation is a major re-think on how businesses create value.

public authorities

Be transparent

social entrepreneurs private sector

Be open to learning Assess all risks

Before co-creation starts, all participants should assess the risks involved and determine the risk of damage. There should be data and appropriate methodologies for assessing the personal and societal risk associated with products and services. In the vulnerable context of the poor, a company with a social purpose wants to make sure it does not compromise on that purpose.

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knowledge institutions

A successful co-creation process requires participants to listen to each other and be open to different perspectives. This is especially true in a BoP context, where local circumstances and consumer demand are not easily understood by actors from industrialised countries. It is important that participants are willing to adapt their initial ideas to changing circumstances and new information.

Professor Venkat Ramaswamy

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Process

Co-creating BoP venture

Three Pilots for Pro-Poor Innovation Consortium

Portraits Co-enable Business (Distribution Marketing) Build an efficient route to market

Ecosystem

Co-lead

Co-design and build

Biogas socket

Co-venture and sell

Anton Kaasjager (TNO) and Jorge Silva (Simgas) co-designing a new prototype of the biogas socket. ‘The process unravels the skills and capacity of other partners.’

Medical test-kit

All partners of the test kit govern the development of the innovation for identifying substandard drugs in Kenya.

Value proposition Develop the product or service

Partnership Business, NGO, Academia

Co-design and build

Market Understanding the market needs and demands

Co-lead Co-identify

Purposes of Co-creation D

eveloping inclusive innovation is an iterative process. From identifying the value to be created, to defining the assumptions to be validated, to ultimately creating a new business line. Through these steps, the value proposition, partnership, market, business and ecosystem need to be developed. In each of these steps, co-creation is the interaction for reaching sustainable social impact, especially when end-users or consumers are the co-creators. Co-lead: partners share responsibilities and participate in the strategic decisionmaking process of the venture. The 3P4PPI consortium has adopted a dual governance structure. At the programme level, all partners are represented, including these representing the BoP, and they decide on overall directions and initiate the collection of knowledge of value to each of the pilots. For each of the three pilots, a pilot team decides on operational activities. Leadership is shared, but is often strongly influenced by the perspective of the private sector.

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Co-identify: joint market research provides insights into BoP market opportunities and facilitates a better understanding of market needs and demands. At the same time, it stimulates awareness of the new product or service. Co-design and build: guiding consumers to develop solutions for themselves can create impactful products and services. Human-centric design (http:// www.ideo.com/work/human-centereddesign-toolkit/) is an efficient tool for co-designing and building these products and services. In the ‘biogas’ pilot, humancentric design was applied in re-designing an existing socket prototype. Local metal smiths worked on a new version. While the version produced did not reflect the anticipated new design to the extent that it could be used as a final version, the experience provided usual insights into Rwanda’s production capacity and highlighted the need to seek an additional technical partner.

Co-venture and sell: a route to market requires distribution channels, staff and marketing campaigns that are commissioned jointly by the company and the BoP partners. Distribution networks, in particular, are often co-established with BoP groups. A case in point is the ’dairy cooling’ pilot in Ethiopia, where local dairy entrepreneurs were engaged from almost the start of the pilot to act as ambassadors, local facilitators and, ultimately, sales agents for the newly developed dairy cooling unit. Co-enable: BoP ventures are not developed in a vacuum. The enabling environment (public policy, existing aid-related projects, academia) is part of the co-creation process. With donor money being significantly present in Ethiopia, the ‘dairy cooling’ pilot maintains close contacts with donor programmes and the national government in order to ensure that the correct links are in place and to create an ‘institutional’ market for the cooling unit.

Co-venture and sell

Cold storage Ethiopia

Hirut Yohannes Derare (Ethiopian entrepreneur) and Olga van de Vlak (LEI) testing the Mueller cooling unit in the field. All stakeholders co-created the cooling unit business model during a workshop in Addis Ababa. Creating value for all stakeholders is a prime benefit of co-creation.

Co-identify

Cold storage Vietnam

Lien, agronomist at Fresh Studio, presents the certification process to a local team of IT developers. Co-creating allows the development of a more relevant solution through the better understanding all requirements.

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Co-creating BoP ventures

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Lessons learned

Co-creating BoP venture

Three Pilots for Pro-Poor Innovation Consortium

Learning Notes

Challenges

Lessons from three Pilots for Pro-Poor Innovation A learning environment to innovate for and with the BoP Pilot

Key lessons Vegetable cold chain for Vietnam

Miscommunication: Co-creation ties into an involved organisation, changing it along the course of the process. It also involves opening up to other organisations. To achieve maximum impact, a clear vision, goals and game rules must be defined, as otherwise parties may unnecessarily drop out later on.

Uncertainty: One of the main concerns of co-creation is the uncertainty prior to and during the process. The strategy is usually not set at the start. Although this may lead to value creation in the long run, it also brings insecurity for companies considering getting involved. Companies have to set a budget prior to the process, which may be hard when the end-product, and thus the return on investment, is not known. Co-creation requires significant personal commitment and steadfastness, which may be a serious difficulty for companies and other parties involved as they often desire clearly set goals with a clear time span. It also increases the difficulty of dealing with traditional innovation elements such as intellectual property management.

Deeply rooted attitudes and behaviours: One of the biggest challenges remains the process of getting all parties on board in the initial phase. This is largely due to deeply rooted attitudes and behaviours. Interests and views of participating parties may seem too far apart to formulate a common goal as a starting point. Executives and managers should have an entirely open mindset for starting co-creation. This might be difficult in many cases where companies have been working in the same, traditional way for many years. Lack of trust: A premise of co-creation is that by sharing experiences, everyone involved should be able to understand what is happening on the other side of the interaction. However, distrust may cause parties to be not entirely

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Learning question: How do I deal with uncertainty when co-creating?

transparent as they are afraid of other parties stealing their ideas. This can cause some parties to become passive, not sharing and participating to the fullest. Inequality between the parties involved may lead to a power struggle. For example, in the case where one party also finances the – probably capital-intensive – process, the financing party tends to have a bigger say in the process. This may compromise the equality of parties, one of the crucial criteria for co-creation.

In Vietnam, a fully new line of business has been created to sell in Hanoi fresh vegetables produced in various rural areas. We identified a number of uncertainties, such as the level of engagement of the producers and the nature of the outlets in Hanoi where the vegetables would best be sold. We also needed technical innovations (cooling chain, mobile application for agronomists) to ensure the vegetables are safely produced and stayed fresh. Due to the initial uncertainty regarding which partners to involve and what outcomes

to expect, we chose an agile process of development. We swiftly validated assumptions through small-scale testing. Trust, transparency, respect among partners and being open to learn from each other were prerequisites. Using a process that focused on ‘learning by doing’, partners were willing to be vulnerable (fail fast). Uncertainties soon became manageable in the sense that they could easily be understood from the experiment.

Lessons learned: Define the key assumptions that need to be validated Use an agile development process that allows for validation, learning and failing fast Be transparent and willing to be vulnerable

Partners in Vietnam pilot: Fresh Studio, The Fruit Republic, BoPInc, DGIS

Pilots

Key lessons Pro-poor innovation Learning question: What is the role of the intermediary organisation when co-creating? In each of the three pilots, one organisation plays the role of intermediary (BoPInc, Fresh Studio, LEI, TNO, etc.) and facilitates the co-creation. Partners have stressed the importance of clarity with regard to the role of the intermediary during each of the co-creation phases, whether it is to co-lead, co-design or co-venture. The intermediary facilitates the transfer of knowledge between partners and efficient communication. It creates a

common denominator for the different interests and needs of the participants. It also ensures the balance between business and impact objectives, as they were initially defined. Knowledge of local culture is important for the facilitator, combined with the comprehension of the different types of organisations at play (business, NGOs, public authorities). Partners 3P4PPI: Mueller, DGIS, SNV, Wageningen University and Research (LEI), ICCO, DSM, EPN, Simgas, TNO, Fresh Studio, The Fruit Republic, BoPInc, local partners

Lessons learned: Identify an intermediary organisation at an early stage to ensure the principles of co-creation Provide the mandate of the intermediary organisation to play its role in the cooperation The intermediary organisation should have an understanding of both for-profits and not-for-profits

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Co-creating BoP ventures

Three Pilots for Pro-Poor Innovation Consortium

Co-creating BoP venture

Three Pilots for Pro-Poor Innovation Consortium

Discussion on quote

You can’t defend your intellectual property if you do co-creation.

Top Ten list of excuses not to engage in co-creation (Francois Gouillart)

In practice in our pilot, there is indeed a limit to co-creation when it comes to intellectual property management. However, we believe that this should not be the case and that, theoretically, these two go hand in hand. Pieter Verhagen (TNO) Sanne Castro (Simgas)

What are the partnership settings for developing your BoP/Business pilot? Over one billion people in the world do not have access to electricity. A sustainable solution to this problem is producing electricity from biogas. Many rural households in Africa and Asia use household biogas digesters. These digesters produce gas that is used for cooking. Our pilot sells an electricity socket that allows people with biogas digesters to produce electricity in their homes. The partners currently working to bring the product to market include Simgas, (an innovative design and production company focused on delivering affordable small-scale biogas and bio-sanitation systems ), TNO (an independent research organisation), SNV (an international development organisation), the BoP Innovation Centre and local partners. The device will first be introduced in Tanzania and Bangladesh.

Which are the elements that you considered under co-creation? From day one, the development was placed under the umbrella of co-creation principles. Partners co-led the consortium. Right after the initial idea was sparked by a TNO employee, the proof of principle was co-designed with local entrepreneurs, stakeholder

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meetings were held and the working principles of the device explained to others. By doing so, we actually broke a number of rules of intellectual property (IP) management.

Why did you consider an intellectual property management strategy in the first place? In our case it was to increase the potential for the market to flourish. We work with retailers using a wholesale model and we simply get a better deal with a patent on the product. From the perspective of production (which might take place in China), it also lowers the risk of counterfeits, which would bring low-quality devices to the market, whereas our value proposition is based on quality. With an IP strategy, it is the entrepreneur who is in charge at the end of the day. This does not mean he will directly benefit financially by licensing the product, but the choice is up to him. Patent pending also puts a stamp of quality on a given device. Our aim is to make this product available to the mass market and this will require raising a considerable investment. Owning the intellectual property rights benefits the terms at which this investment can be raised and helps make the investment itself viable.

What are the intellectualproperty challenges you have faced when co-creating with partners and consumers? One challenge we certainly faced was the disclosure of too much information without having the right working environment in place. For instance, Non-Disclosure Agreements (NDAs) should have been signed more frequently during our co-creation activities. There is also a lack of understanding on the part of non-profit organisations about the benefit of IP. IP is not only about self-

enrichment (and indeed it can often be licensed for free). IP protection can place the entrepreneur in a stronger position to secure social goals. Linking the licensing of IP rights to quality and service demands greatly benefits the end-user. Piloting is a major challenge, especially when co-designing involves consumer testing or in-house placement in a non-controlled environment. A general patent usually has to be filed before these activities can be performed.

What could you do to combine an IP management strategy with the structure of your BoP venture? First of all, table the IP issue right at the beginning of the innovation pilot as you can then decide on the goals of the IP strategy and the conditions for sharing benefits. After that, you can agree on what and what not to disclose. It is also beneficial to start communicating around the performance of a product, rather than the working principles. This way you can still protect part of the product later on. Finally, capacity building with respect to IP should be part of the pilot activities, especially for not-for-profits, ensuring a level playing field and support for the IP strategy.

What would be your foremost advice when developing an IP management strategy for a business pilot for the poor involving co-creation? Table the IP issue straight away, not only in the form of contractual discussions with IP lawyers, but also as a business decision among partners. IP is only one part of the value created by a company, but it could become an asset while co-creating.

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Co-creating BoP ventures

Three Pilots for Pro-Poor Innovation Consortium

Co-creating BoP venture

Three Pilots for Pro-Poor Innovation Consortium

What’s next

Do

Follow Twitter @Cc_HUB Co-creation Hub Nigeria. CcHub is a social innovation centre dedicated to accelerating the application of social capital and technology for economic prosperity.

HCD Toolkit To help international staff and volunteers understand a community’s needs in new ways, find innovative solutions to meet those needs, and deliver solutions with financial sustainability in mind, IDEO developed the HCD Toolkit. The free kit walks users through the human-centered design process and supports them in activities such as building listening skills, running workshops, and implementing ideas. www.ideo.com/work/ human-centered-design-toolkit/

Blog www.fastcoexist.com

Network Co-Creation professionals. A group of more than 600 professionals in business development and innovation. Connect with CEOs, directors, senior business developers from innovative companies and organizations. www.linkedin.com/groups/ Cocreation-professionals-108063/about

Poptech. PopTech brings together a global community of innovators from many fields to share insights and work together to create lasting change. www.poptech.org Danish Learning Lab Market Creation Toolbox The Danish BoP Learning Lab developed the Market Creation Toolbox to assist companies in developing business models that are tailored and suited for these markets. Highly specialized information and knowledge - deep consumer and customer insights - is needed to be successful. http://di.dk/dibd/boplearninglab/ toolbox/Pages/ourtoolbox.aspx

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Previous Publications

Know more

Literature Co-creation experiences: the next practice in value creation. by: C.K. Prahalad and Venkat Ramaswamy. Journal of Interactive Marketing, 2004.

Inclusive Innovation A Shared value at the Base of the Pyramid Gaining BoP Insights On finding the BoP market and individuals, to understand the context

A co-design innovation methodology: towards efficient delivery of mobile services in developing regions. by: Jenny de Boer and Nicolas Chevrollier. TNO, 2008.

Developing BoP Partnerships Towards collective impact at the Base of the Pyramid

Next Publications

More on intellectual Property and co-creation Harnessing intellectual Property Rights for Development Objectives. The Double Role of IPRs in the Context of Facilitating MDGs Nos. 1 and 6 www.wolfpublishers.com/book.php?id=759

Creating Shared Value. How to reinvent capitalism and unleash a wave of innovation and growth. by: Michael E. Porter and Mark R. Kramer. Harvard Business Review, 2011.

The BoP Innovation Cycle A specific approach to develop innovations at the Base of the Pyramid

It’s about human experiences… and beyond, to co-creation. by: Venkat Ramaswamy. Industrial Marketing Management, 2011

Join Join the BoP Innovation center newsletter: www.bopinc.org

Visit More on Intellectual Property and Development www.saraboettiger.org www.globalaccessinaction.org

Join the WBCSD newsletter www.wbcsd.org/work-program/ development.aspx

Co - Creation At Danone Opening societal project governance to maximize the creation and sharing of economic and social value Danone, September 2012 The Danone Ecosystem Fund’s mission is to strengthen and develop the activities of general interest in Danone’s ecosystem, meaning Danone’s stakeholders, all along the company’s food chain (farmers, suppliers, local authorities, economic actors nearby factories, small distributors ...) by encouraging job creation and developing micro entrepreneurship. Created at Danone General Assembly of April 23rd , 2009, it was endowed with € 100 million. www.ecosysteme.danone.com

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Inclusive Innovation

This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License

BoP Insights Contact Information Postal address BoP Innovation Center P.O. Box 19219 3501 DE Utrecht

Partnership

Telephone +31 (0)30 230 5915

Email [email protected]

Co-creation

Supported by

BoP Innovation Cycle

Ecumenical Pharmaceutical Network

Réseau Pharmaceutique Œcuménique

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