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ONSIDER THIS BLEAK VISION consumers into the global marketplace stable, less dangerous world. Achieving
of tbe world 15 years from now: every year. China, India, Brazil, and, this goal does not require multination-
The global economy recovers gradually. South Africa become new en- als to spearhead global social develop-
from its current stagnation but growth gines of global economic growth, pro- ment initiatives for charitable purposes.
remains anemic. Deflation continues to moting prosperity around the world. They need only act in their own self-
threaten, the gap between rich and poor The resulting decrease in poverty pro- interest, for there are enormous busi-
keeps widening, and incidents of eco- duces a range of social benefits, helping ness benefits to be gained by entering
nomic chaos, governmental collapse, to stabilize many developing regions developing markets. In fact, many in-
and civil war plague developing regions. and reduce civil and cross-border con- novative companies - entrepreneurial
Terrorism remains a constant threat, flicts. The threat of terrorism and war re- outfits and large, established enterprises
diverting significant public and private cedes. Multinational companies expand alike - are already serving the world's
resources to security concerns. Opposi- rapidly in an era of intense innovation poor in ways that generate strong rev-
tion to the global market system inten- and competition. enues, lead to greater operating efficien-
sifies. Multinational companies find it Both of these scenarios are possible. cies, and uncover new sources of inntv
difficult to expand, and many become Which one comes to pass vdll be deter- vation. For these companies-and those
risk averse, slowing investment and puli- mined primarily by one factor: the will- that follow their lead - building busi-
ing back from emerging markets. ingness of big, multinational companies nesses aimed at the bottom of the pyr-
Now consider this much brighter sce- to enter and invest in the world's poor- amid promises to provide important
nario: Driven by private investment and est markets. By stimulating commerce competitive advantages as the twenty-
widespread entrepreneurial activity, the and development at the bottom of the first century unfolds.
economies of developing regions grow economic pyramid, MNCs could radi- Big companies are not going to solve
vigorously, creating jobs and wealth and cally improve the lives of billions of peo- the economic ills of developing coun-
bringing hundreds of millions of new ple and help bring into being a more tries by themselves, of course. It will also
take targeted financial aid from the de- do spend goes to basic needs like food the barriers further while also providing
veloped world and improvements in the and shelter. They also assume that vari- businesses with greater access to even
governance of the developing nations ous barriers to commerce - corruption, the poorest city slums and rural areas.
themselves. But it's clear to us that pros- illiteracy, inadequate infrastructure, Indeed, once the misperceptions are
perity can come to the poorest regions currency fluctuations, bureaucratic red wiped away, the enormous economic
only through the direct and sustained tape - make it impossible to do business potential that ties at the bottom of the
involvement of multinational compa- profitably in these regions. pyramid becomes clear.
nies. And it's equally clear that the multi- But such assumptions refiect a nar- Take the assumption that the poor
nationals can enhance their own pros- row and largely outdated view of the have no money. It sounds obvious on
perity in the process. developing world. The fact is, many the surface, but it's wrong. While indi-
multinationals already successfully do vidual incomes may be low, the aggre-
Untapped Potential business in developing countries (al- gate buying power of poor communi-
Everyone knows that the world's poor though most currently focus on sell- ties is actually quite large. The average
are distressingly plentiful. Fully 65% of ing to the small upper-middle-class seg- per capita income of villagers in rural
the world's population earns less than ments of these markets), and their Bangladesh, for instance, is less than
$2,000 each per year-that's 4 billion experience shows that the barriers to $200 per year, but as a group they are
people. But despite the vastness of this commerce - although real - are much avid consumers of telecommunications
market, it remains largely untapped by lower than is typically thought. More- services. Grameen Telecom's village
multinational companies. The reluc- over, several positive trends in develop- phones, which are owned by a single en-
tance to invest is easy to understand. ing countries -from political reform, trepreneur but used by the entire com-
Companies assume that people with to a growing openness to investment, to munity, generate an average revenue of
such low incomes have little to spend on the development of low-cost wireless roughly $90 a month-and as much as
goods and services and that what they communication networks-are reducing $1,000 a month in some large villages.
SEPTEMBER 2002 49
BIC PICTURE • Serving the World's Poor, Profitably
Customers of these village phones, who get loans from nonprofit microfinance small businesses, schools, clinics, and
pay cash for each use, spend an average institutions pay between 40% and 70% moneylenders. Although there are few
of 7% of their income on phone ser- interest per year-rates that are illegal in reliable estimates of the value of com-
vices-a far higher percentage than con- most developed countries. (For a closer mercial transactions in slums, business
sumers in traditional markets do. look at how the prices of goods compare activity appears to be thriving. Dhar-
It's also incorrect to assume that the in rich and poor areas, see the exhibit avi-covering an area of just 435 acres-
ptx)r are too concerned with fulfilling "The High-Cost Economy of the Poor.") boasts scores of businesses ranging
their basic needs to "waste" money on It can also be surprisingly cheap to from leather, textiles, plastic recycling,
nonessentlal goods. In fact, the poor market and deliver products and ser- and surgical sutures to gold jewelry, il-
often do buy "luxury" items. In the vices to the world's poor. That's because licit liquor, detergents, and groceries.
Mumbai shantytown of Dharavi, for many of them live in cities that are The scale of the businesses varies from
example, 85% of households own a tele- densely populated today and will be one-person operations to bigger, well-
vision set, 75% own a pressure cooker recognized producers of brand-name
and a mixer, 56% own a gas stove, and products. Dharavi generates an esti-
21% have telephones. That's because Markets at the bottom mated $450 million in manufacturing
buying a house in Mumbai, for most revenues, or about $i million per acre
people at the bottom of the pyramid, is of the economic pyramid of land. Established shantytowns in Sao
not a realistic option. Neither is getting are fundamentally Paulo, Rio, and Mexico City are equally
access to running water. They accept productive.The seeds of a vibrant com-
that reality, and rather than saving for new sources of growth mercial sector have been sown.
a rainy day, they spend their income on for multinationals. And While the rural poor are naturally
things they can get now that improve harder to reach than the urban poor,
the quality of their lives. because these markets are
they also represent a large untapped op-
Another big misperception about in the earliest stages, growth portunity for companies. Indeed, 60% of
developing markets is that the goods India's GDP is generated in rural areas.
can be extremely rapid.
sold there are incredibly cheap and, The critical barrier to doing business in
hence, there's no room for a new com- rural regions is distribution access, not
petitor to come in and turn a profit. In even more so in the years to come. Fig- a lack of buying power. But new infor-
reality, consumers at the bottom of the ures from the UN and the World Re- mation technology and communica-
pyramid pay much higher prices for sources Institute indicate that by 2015, tions infrastructures - especially wire-
most things than middle-class consum- in Africa, 225 cities will each have pop- less-promise to become an inexpensive
ers do, which means that there's a real ulations of more than i million; in Latin way to establish marketing and distri-
opportunity for companies, particularly America, another 225; and in Asia, 903. bution channels in these communities.
big corporations with economies of The population of at least 27 cities will Conventional wisdom says that peo-
scale and efficient supply chains, to cap- reach or exceed 8 million. Collectively, ple in BOP markets cannot use such ad-
ture market share by offering higher the 1,300 largest cities will account for vanced technologies, but that's just an-
quality goods at lower prices wbile some 1.5 billion to 2 billion people, other misconception. Poor rural women
maintaining attractive margins, in fact, roughly half of whom will be bottom- in Bangladesh have had no difficulty
throughout the developing world, ur- of-the-pyramid (BOP) consumers now using GSM cell phones, despite never
ban slum dwellers pay, for instance, be- served primarily by informal economies. before using phones of any type. In
tween four and 100 times as much for Companies that operate in these areas Kenya, teenagers from slums are being
drinking water as middle- and upper- will have access to millions of potential successfully trained as Web page de-
class families. Food also costs 20% to new customers, who together have bil- signers. Poor farmers in El Salvador use
30% more in the poorest communities lions of dollars to spend. The poor in teiecenters to negotiate the sale of their
since there is no access to bulk discount Rio de Janeiro, for instance, have a total crops over tbe Internet. And women in
stores. On the service side of the econ- purchasing power of $1.2 billion ($600 Indian coastal villages have in less than
omy, local moneylenders charge interest per person). Shantytowns in Johannes- a week learned to use PCs to interpret
of 10% to 15% per day, with annual rates burg or Mumbai are no different. real-time satellite images showing con-
running as higb as 2,000%. Even the The slums of these cities already have centrations of schools offish in the Ara-
lucky small-scale entrepreneurs who distinct ecosystems, with retail shops. bian Sea so they can direct their hus-
bands to the best fishing areas. Clearly,
CK. Prahalad is the Harvey C Fruehauf Professor of Business Administration at the Uni- poor communities are ready to adopt
versity of Michigan Business School in Ann Arbor and the chairman ofPraja, a software new technologies that improve their
company in San Diego. Allen Hammond is the CIO, senior scientist, and director of the economic opportunities or their quality
Digital Dividend project at the World Resources Institute in Washiiïgton, DC. of life. The lesson for multinationals;
Don't hesitate to deploy advanced tech- the reaction when Hindustan Lever, the to English proficiency to vocational
nologies at the bottom of the pyramid Indian subsidiary of Unilever, recently skills. The products are expected to be
while, or even before, deploying them introduced what was for it a new prod- the largest single revenue generator
in advanced countries. uct category-candy-aimed at the bot- for the company and its franchisees over
A final misperception concerns the tom of the pyramid. A high-quality con- the next several years.' Credit and fi-
highly charged issue of exploitation of fection made with real sugar and fruit, nancial services are also in high demand
the pcxïr by MNCs. The informal econo- the candy sells for only about a penny a among the pi>or. Citibank's ATM-based
mies that now serve poor communities serving. At such a price, it may seem like banking experiment in India, called Su-
are full of inefficiencies and exploitive a marginal business opportunity, but in vidha, for instance, which requires a
intermediaries. So if a microfinance in- just six months it became the fastest- minimum deposit of just $25, enlisted
stitution charges 50% annual interest growing category in the company's port- 150,000 customers in one year in the
when the alternative is either i,ooo% folio. Not only is it profitable, but the city of Bangalore alone.
interest or no loan at all, is that exploit- company estimates it has the potential Small-business services are also pop-
ing or helping the poor? If a large finan- to generate revenues of $200 million ular in BOP markets. Centers run in
cial company such as Citigroup were to
use its scale to offer microloans at 20%,
is that exploiting or helping the poor?
The issue is not just cost but also qual- The World Pyramid
ity-quality in the range and fairness of
financial services, quality of food, qual- Most companies target consumers at the upper tiers of the economic pyramid,
ity of water. We argue that when MNCs completeiy overlooking the business potential at its base. But though they may
provide basic goods and services that re- each be earning the equivalent of less than $2,000 a year, the people at the
duce costs to the poor and help improve bottom of the pyramid make up a colossal market-4 billion strong-the vast
their standard of living-while generat-
majority of the world's population.
ing an acceptable return on invest-
ment-the results benefit everyone.
purchasing power parity
The Business Case (in U.S. dollars)
>$20,000 100
The business opportunities at the bot-
tom of the pyramid have not gone un-
noticed. Over the lastfiveyears, we have
$2,000-20,000 2,000
seen nongovernmental organizations
(NGOs), entrepreneurial start-ups, and
a handful of forward-thinking multi-
nationals conduct vigorous commercial
experiments in poor communities. Their <$2,000
experience is a proof of concept: Busi-
nesses can gain three important advan-
tages by serving the poor-a new source
of revenue growth, greater efficiency,
population (in millions)
and access to innovation. Let's look at
examples of each.
Top-Line Growth. Growth is an im-
portant challenge for every company, per year in India and comparable mar- Uganda by the Women's Information
but today it is especially critical for very kets in five years. Hindustan Lever has Resource Electronic Service (WIRES)
large companies, many of which appear had similar successes in India with low- provide female entrepreneurs with in-
to have nearly saturated their existing priced detergent and iodized salt. Be- ft>rmation on markets and prices, as well
markets. That's why BOP markets rep- yond generating new sales, the company as credit and trade support services,
resent such an opportunity for MNCs: is establishing its business and its brand packaged in simple, ready-to-use for-
They are fundamentally new sources of in a vast new market mats in local languages. The centers are
growth. And because these markets are There is equally strong demand for planning to offer other small-business
in the earliest stages of economic devel- aiïordable services. TARAhaat, a start-up services such as printing, faxing, and
opment, growth can be extremely rapid. focused on rural India, has introduced copying, along with access to account-
Latent demand for low-priced, high- a range of computer-enabled education ing, spreadsheet, and other software. In
quality goods is enormous. Consider services ranging from basic IT training Bolivia, a start-up has partnered with
SEPTEMBER 2002 51
BIG PICTURE • Serving the World's Poor, Profitably
the Bolivian Association of Ecological in seven Indian languages. Pioneer Hi- for similar services in the United States
Producers Organizations to oifer busi- Bred, a DuPont company, uses Internet or Australia. Venture capitalist Vinod
ness information and communications kiosks in Latin America to deliver agri- Khosla describes the remote-services
services to more than 25,000 small pro- cultural information and to interact opportunity this way: "1 suspect that by
ducers of ecoagricultural products. with customers. Earmers can report dif- 2010, we will be talking about [remote
It's true that some services simply can- ferent crop diseases or weather condi- services] as the fastest-growing part of
not be offered at a low-enough cost to tions, receive advice over the wire, and the world economy, with many tril-
be profitable, at least not with tradi- order seeds, fertilizers, and pesticides. lions of dollars of new markets created."
tional technologies or business models. This network strategy increases both Besides keeping costs down, outsourc-
Most mobile telecommunications pro- sales and customer loyalty. ing jobs to BOP markets can enhance
viders, for example, cannot yet prof- Reduced Costs. No less important growth, since job creation ultimately
itably operate their networks at afford- than top-line growth are cost-saving op- increases local consumers' purchasing
able prices in the developing world. One portunities. Outsourcing operations to power.
answer is to find alternative technology. low-cost labor markets has, of course, But tapping into cheap labor pools is
A microfinance organization in Bolivia long been a popular way to contain not the only way MNCs can enhance
named PRODEM, for example, uses costs, and it has led to the increasing their efficiency by operating in devel-
multilingual smart-card ATMs to sub- prominence of China in manufacturing oping regions. The competitive neces-
stantially reduce its marginal cost per and India in sofrware. Now, thanks to sity of maintaining a low cost structure
customer. Smart cards store a custom- the rapid expansion of high-speed digi- in these areas can push companies to
er's personal details, account numbers, tal networks, companies are realizing discover creative ways to configure their
transaction records, and a fingerprint, even greater savings by locating such products,finances,and supply chains to
allowing cash dispensers to operate labor-intensive service functions as call enhance productivity. And these discov-
without permanent network connec- centers, marketing services, and back- eries can often be incorporated back
tions - which is key in remote areas. office transaction processing in devel- into their existing operations in devel-
What's more, the machines offer voice oping areas. For example, the nearly 20 oped markets.
commands in Spanish and several local companies that use OrphanlT.com's For instance, companies targeting the
dialects and are equipped with touch affiliate-marketing services, provided BOP market are finding that the shared
screens so that PRODEM's customer via its telecenters in India and the Phil- access model, which disaggregates access
base can be extended to illiterate and ippines, pay one-tenth the going rate from ownership, not only widens their
semiliterate people.
Another answer is to aggregate de-
mand, making the community-not the
indivldual-the network customer. Gyan-
The High-Cost Economy of the Poor
doot, a start-up in the Dhar district of
central India, where 60% of the popula- When we compare the costs of essentials in Dharavi.a shantytown of more than
tion falls below the poverty level, illus- 1 million people in the heart of Mumbai, India, with those of Warden Road, an
trates the benefits of a shared access upper-class community in a nice Mumbai suburb, a disturbing picture emerges.
model. The company has a network of Clearly, costs could be dramatically reduced if the poor could benefit from the
39 Internet-enabled kiosks that provide scope, scale, and supply-chain efficiencies of large enterprises, as their middle-
local entrepreneurs with Internet and
class counterparts do. This pattern is common around the world, even in de-
telecommunications access, as well as
veloped countries. For instance, a similar, if less exaggerated, disparity exists
with governmental, educational, and
other services. Each kiosk serves 25 to 30 between the inner-city poor and the suburban rich in the United States.
surrounding villages; the entire network
reaches more than 600 villages and over Cost Dharavi Warden Poverty
half a million people. Road premium
on high gross margins. In developing company Ericsson, for instance, has de-
"Whether you are leading a transformotion of your
markets, the profit margin on individual veloped a small cellular telephone sys- business, identifying your next generation of lead-
units will always be low. What really tem, called a MiniGSM,that local oper- ers, or working to energize your organization's
counts is capital efficiency-getting the ators in BOP markets can use to offer culture. Leaders Talk Leadership provides valuable
highest possible returns on capital em- cell phone service to a small area at a observations and advice from leadership's top ech
ployed (ROCE). Hindustan Ixver, for in- radically lower cost than conventional elon. —Jonathan Ward, Choicman and Œ0,
stance, operates a $2.6 billion business equipment entails. Packaged for easy Ihe ServiceMaster Company
portfolio with zero working capital.The shipment and deployment, it provides
key is constant efforts to reduce capital stand-alone or networked voice and data ... and Changing Directions
investments by extensively outsourc- communications for up to 5,000 users
ing manufacturing, streamlining supply within a 35-kiIometer radius. Capital
chains, actively managing receivables, costs to the operator can be as low as $4
Fast
and paying close attention to distrib- per user, assuming a shared-use model Forwrard
Ofgonizational
utors' performance. Very low capital with individual phones operated by local Change in 100
needs, focused distribution and tech- entrepreneurs. The MIT Media Lab, in Days
ELSPETH MURRAY
nology investments, and very large vol- collaboration with the indian govern- •ii>HtiT«iii DIME Olli till I a n d PETER
umes at low margins lead to very high ment, is developing low-cost devices RICHARDSON
ROCE businesses, creating great eco- that allow people to use voice com-
S29.9S 0-19.S1S311 1
nomic value for shareholders. It's a mands to communicate - without key-
model that can be equally attractive in boards - with various Internet sites in (Werkbo<A¡
developed and developing markets. multiple languages. These new access de- SI!.« 0I9SISÎ1!)!
OKember 1002
Streamlining supply chains often in- vices promise to be far less complex than
traditional computers but would per- FasI Forward presents G powerful dynamic model of
volves replacing assets with informa-
form many of the same basic functions.^ rapid change, whether you are trying to be the first
tion. Consider, for example, the expe- to morket or whether you must execute a turn-
rience of ITC, one of India's largest As we have seen, connectivity is a big around in 100 days. This book ond accompanying
companies. Its agribusiness division has issue for BOP consumers. Companies workbook will show you how to build speed and
deployed a total of 970 kiosks serving that canfindways to dramatically lower momentum within organizations, inspire employ
600,000 farmers who supply it with soy, connection costs, therefore, will have ees, and slosh the time it takes to moke major deci-
coffee, shrimp, and wheat from 5,000 a very strong market position. And that sions and deploy resources.
villages spread across India. This kiosk is exactly what the Indian company
program, called e-Choupal, helps in- n-Logue is trying to do. It connects hun-
crease the fanners' productivity by dis-
seminating the latest information on
dreds of franchised village kiosks con-
taining both a computer and a phone
OXfORD
UNIVERSITY PRESS
weather and best practices in farming, with centralized nodes that are, in turn,
and by supporting other services like connected to the national phone net- To order, call 1-800-451-7556 or
visit www.oup-usa.org
SEPTEMBER 2002
BIG PICTURE • Serving the World's Poor, Profitably
work and the Internet Each node, also Ministry of Health uses Voxiva to dis- the promise and the realities of doing
a fr^anchise, can serve between 30,000 seminate information,take pharmaceu- business there.
and 50,000 customers, providing phone, tical orders, and link health care workers To date, few multinationals have de-
e-mail, Internet services, and relevant spread across 6,000 offices and clinics. veloped a cadre of people who are com-
local information at affordable prices Microfinance institutions use Voxiva to fortable with these markets. Hindustan
to villagers in rural India. Capital costs process loan applications and commu- Lever is one of the exceptions. The com-
for the n-Logue system are now about nicate with borrowers. Voxiva offers pany expects executive recruits to spend
$400 per wireless "line" and are prt> Web-based services, tot), but far more of at least eight weeks in the villages of
jected to decline to $ioo-at least ten its potential customers in Latin America India to get a gut-level experience of In-
times lower than conventional telecom have access to a phone. dian BOP markets. The new executives
costs. On a per-customer basis, the cost E-commerce companies are not the must become involved in some com-
may amount to as little as $i.^ This ap- only ones turning the limitations of munity project-building a road, clean-
pears to be a powerful model for ending BOP markets to strategic advantage. ing up a water catchment area, teaching
rural isolation and linking untapped A lack of dependable electric power in a school, improving a health clinic.
rural markets to the global economy. stimulated the UK-based start-up Free- The goal is to engage with the local pop-
New wireless technologies play Group to introduce ulation. To buttress this effort, Hindu-
are likely to spur further hand-cranked radios in stan Lever is initiating a massive pro-
business model innovations South Africa that sub- gram for managers at all levels - from
and lower costs even more. sequently became pop- the CEO down - to reconnect with
Ultrawideband, for exam- ular with hikers in the their poorest customers. They'll talk
ple, is currently licensed in United States. Similar with the pot>r in both rural and urban
the United States only for breakthroughs are being areas, visit the shops these customers
limited, very low-power ap- pioneered in the use of frequent, and ask them about their ex-
plications, in part because solar-powered devices perience with the company's products
it spreads a signal across such as battery chargers and those of its competitors.
already-crowded portions and water pumps. In In addition to expanding managers'
of the broadcast spectrum. China, where pesticide understanding of BOP markets, com-
In many developing coun- costs have often limited panies will need to make structural
tries, however, the spec- the use of modem agri- changes. To capitalize on the innovation
trum is less congested. In cuitural techniques, there potential of these markets, for exam-
fact, the U.S.-based Dandin Group is al- are now 13,000 small farmers - more ple, they might set up R&D units in de-
ready building an ultrawideband com- than in the rest of the world combined- veloping countries that are specifically
munications system for the Kingdom growing cotton that has been geneti- focused on local opportunities. When
of Tonga, whose population of about cally engineered to be pest resistant. Hewlett-Packard launched its e-Inclusion
100,000 is spread over dozens of is- division, which concentrates on rural
lands, making it a test bed for a next- Strategies for Serving markets, it established a branch of its
generation technology that could trans- BOP Markets famed HP Labs in India charged with
form the economics of Internet access. Certainly, succeeding in BOP markets developing products and services ex-
E-commerce systems that run over requires multinationals to think cre- plicitly for this market Hindustan Lever
the phone or the Internet are enor- atively. The biggest change, though, has maintains a significant R&D effort in
mously important in BOP markets be- to come in the attitudes and practices of India, as well.
cause they eliminate the need for layers executives. Unless CEOs and other busi- Companies might also create venture
of intermediaries. Consider how the U.S. ness leaders confront their own precon- groups and intemal investment funds
start-up Voxiva has changed the way ceptions, companies are unlikely to mas- aimed at seeding entrepreneurial efforts
information is shared and business is ter the challenges of BOP markets. The in BOP markets. Such investments reap
transacted in Peru. The company part- traditional workforce is so rigidly con- direct benefits in terms of business ex-
ners with Telefónica, the dominant local ditioned to operate in higher-margin perience and market development
carrier, to offer automated business ap- markets that, without formal training, it They can also play an indirect but vital
plications over the phone. The inexpen- is unlikely to see the vast potential of role in growing the overall BOP market
sive services include voice mail, data the BOP market The most pressing in sectors that will ultimately benefit
entry, and order placement; customers need, then, is education. Perhaps MNCs the multinational. At least one major
can check account balances, monitor de- should create the equivalent of the U.S. corporation is planning to launch
livery status, and access prerecorded in- Peace Corps; Having young managers such a fund, and the G8's Digital Op-
formation directories. According to the spend a couple of formative years in portunity Task Force is propt)sing a sim-
Boston Consulting Group, the Peruvian BOP markets would open their eyes to ilar one focused on digital ventures.
Sharing Intelligence
What creative new approaches to serving the bottom-of-the-pyramid markets have
digital technologies made possible? Which sectors or countries show the most
economic activity or the fastest growth? What new business models show promise?
What kinds of partnerships-for funding, distribution, public relations-have been
most successful?
The Digital Dividend Project Clearinghouse (digitaldividend.org) helps answer
those types of questions. The Web site tracks the activities of organizations that
use digital tools to provide connectivity and deliver services to underserved popu-
lations in developing countries. Currently, it contains information on 700 active
projects around the world. Maintained under the auspices of the nonprofit World New Philanthropy
Resources Institute, the site lets participants in different projects share experi-
ences and swap knowledge with one another. Moreover, the site provides data for Benchmarking
trend analyses and other specialized studies that facilitate market analyses, local
partnerships, and rapid, low-cost learning. Wisdom for the Passionate
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