Filardi, Fernando; Barros, Filippe Delarissa; Fischmann, Adalberto A.

doi:10.1016/j.rauspm.2017.12.003

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Original Articles • RAUSP Manag. J. 53 (1) • Jan-Mar 2018 • https://doi.org/10.1016/j.rauspm.2017.12.003 copiar

Business strategies for the bottom of the pyramid: multiple case studies of large companies in the pacified communities of Rio de Janeiro

Autoria SCIMAGO INSTITUTIONS RANKINGS

Resumo

A ausência do Estado nas comunidades de baixa renda do Rio de Janeiro afastou as empresas por décadas, visto que encontravam um ambiente hostil para desenvolver negócios. No entanto, recentemente, estas vêm passando por uma reorganização social e econômica apoiada na política pública de pacificação que visa reduzir a desordem social e atrair o interesse das empresas para as classes C, D e E, descritas na literatura por Prahalad (2004)Prahalad, C. K. (2004). The fortune at the bottom of the pyramid. Eradicating poverty Through Profits. Pearson Education, Inc., Wharton School Publish-ing. como de base da pirÂmide (BOP). Neste artigo os autores contribuem para esta literatura ampliando e aprofundando o conhecimento sobre as estratégias de empresas para a BOP, tendo como objetivo analisar as estratégias que as grandes empresas vêm utilizando para atuar nestes mercados. O método de estudo de casos múltiplos foi utilizado com cinco grandes empresas: Light, L’Oréal, Banco do Brasil, Banco Santander e Sebrae, e a análise de conteúdo prescrita por Bardin (2008)Bardin, L. (2008). Análise de conteúdo (4ª edição, pp. 70). Lisboa: Edições., com auxílio do software Atlas Ti 7.0, serviu para aprofundar a análise. Os resultados mostram que as empresas vêm disponibilizando novos produtos e serviços, orientação financeira, inclusão bancária, formalização do consumo e dos empreendedores locais, vem adaptando seus modelos de negócios e contribuindo para a integração destes territórios à sociedade formalmente estabelecida. No entanto, observa-se que as empresas que têm atuado de forma mais generosa tem alcançado melhores resultados e que as iniciativas se encontram em estágio inicial, carecendo de maior criatividade, coragem e independência das ações do Estado.

Palavras-chave:
Estratégia de empresas; Base da pirÂmide; Mercados emergentes

Author	Approach
Mattoso and Rocha (2005)Mattoso, C. Q., & Rocha, Â. (2005). Significados associados às estratégias para solução de problemas financeiros dos consumidores pobres. Brasília, DF, Brasil: Anais do ENANPAD.	They sought to understand the purchasing behavior of low-income individuals. They investigated the nature of the financial problems.
Parente, Barki, and Kato (2005)Parente, J. G., Barki, E. E. R., & Kato, H. T. (2005). Consumidor de baixa renda: Desvendando as motivações no varejo de alimentos. Brasília, DF, Brasil: Anais do ENANPAD.	They investigated the stores motivators and formats selection of the retail food by the low-income consumers in the outskirts of São Paulo.
Sobral et al. (2007)Sobral, M. C., Oliva, F. L., Yu, A. S. O., Almeida, M. I. R., & Ferreira, A. A. (2007). Estratégia de adequação para o mercado de produto popular – Fit strategy. Rio de Janeiro, RJ, Brazil: Anais do ENANPAD.	They studied the most important attributes in the purchase decision of low-income consumers and how companies organize themselves to serve this segment.
Spers and Wright (2006)Spers, R. G., & Wright, J. T. C. (2006). Mercado de bens populares no brasil: Desempenho e estratégia das empresas. Salvador, BA, Brasil: Anais doENANPAD.	They present a comparative analysis of the companies' performance focused on the popular and high-income markets in growth, operation and profitability.
Parente et al. (2007)Parente, J. G., Barki, E. E. R., & Kato, H. T. (2007). Estratégias de marketing para o varejo na baixa renda. Rio de Janeiro, RJ, Brasil: Anais doENANPAD.	They describe the characteristics of retail food stores that are able to adequately serve low-income consumers.
Silva and Parente (2007)Silva, H. M. R., & Parente, J. G. (2007). O mercado de baixa renda em são paulo: Um estudo de segmentação baseado no orçamento familiar. Rio de Janeiro, Brazil: Anais do ENANPAD.	They analyze the low-income consumer profile and highlight differences in segmentation for low income.
Silva and Zilber (2009)Silva, F. L., & Zilber, S. N. (2009). Estratégias das grandes empresas para o mercado brasileiro de baixa renda: Um estudo de casos múltiplos. São Paulo, SP, Brazil: Anais do ENANPAD.	They investigated whether the marketing strategies of large companies in the Brazilian market, focused on classes A and B, can also serve the low-income market.
Miotto and Parente (2009)Miotto, A. P., & Parente, J. G. (2009). Formatos de lojas de confecção para baixa renda. São Paulo, SP, Brasil: Anais do ENANPAD.	They research the different formats of clothing stores for low-income consumers.
Mattoso (2010)Mattoso, C. L. d. Q. (2010). Classes sociais, peculiaridades na base da pirâmide e a possibilidade de esquemas classificatórios. Rio de Janeiro, RJ, Brasil:Anais do ENANPAD.	They list aspects of consumption in the BOP for discussing the need to create a classification scheme that meets the marketing needs.
Zilber and Silva (2010)Zilber, S. N., & Silva, F. L. (2010). Inovações das grandes empresas multinacionais para o mercado brasileiro de baixa renda: Um estudo multicaso. Rio de Janeiro, Brazil: Anais do ENANPAD.	They investigated whether the multinational companies in the Brazilian market, previously focused on classes A and B, promoted innovation to serve the low income.
Parente et al. (2012)Parente, J., Brandão, M. M., Miotto, A. P., & Plutarco, F. (2012). Polos varejistas de rua ou shopping centers? Comparando as preferências da baixa renda. pp. 162–189. BBR, Vitória: (Edição Especial BBR Conference).	They investigated the behavior of low-income consumers by comparing their preferences with regard to street retail centers and shopping malls.
Hemais Marcus et al. (2013)Hemais, M. W., Casotti, L. M., & Rocha, E. P. G. (2013). Hedonismo e moralismo no incentivo ao consumo na base da pirÂmide. Revista de Administração de Empresas, 53(2), 199-207.	They studied the incentive to consume in the poorest sections of the population and the insertion of poor people in the production process.
Filardi et al. (2015)Filardi, Trinta, & Carvalho. (2015). Características do consumo de beleza na base da pirÂmide: Análise da percepção dos participantes do mercado. Revista Eletrônica de Estratégia & Negócios, Florianópolis, 8(May/August (2)).	It analyzes characteristics of the beauty consumption at the bottom of the pyramid through the market participants' perception.

Initial companies	Final list of companies	Communities where they work
Banco Santander
L'Oréal
Light
Net (cable TV)	Banco Santander	Complexo do Alemão
Lojas Americanas	L'Oréal	Complexo do Alemão and Cidade de Deus
Banco do Brasil	Light	Complexo do Alemão and Cidade de Deus
Bradesco	Banco do Brasil	Complexo do Alemão
Beleza Natural	Sebrae	Complexo do Alemão and Cidade de Deus
Restaurante Spoleto
Correios
Sebrae

Strategy groups	Strategies categories	Strategic actions	Authors
People	BOP involvement for validation, release and sale of products/services	Talk to people in the community; Interview neighbors and acquaintances for granting credit; Involve community leaders; Establish a direct relationship with consumers, promoters and consultants; Search with consumers before the launch of the products.	Gardetti and D'Andrea (2010)Gardetti, M. Á., & D’andrea, G. (2010). Masisa Argentina and the evolution of its strategy at the base of the pyramid. An alternative to the bop protocol process? Green leaf Publishing. Simanis and Hart (2009)Simanis, E., & Hart, S. L. (2009). Innovation from the inside out. MIT Sloan Management Review, 50(4), summer. Prahalad (2004)Prahalad, C. K. (2004). The fortune at the bottom of the pyramid. Eradicating poverty Through Profits. Pearson Education, Inc., Wharton School Publish-ing. Prahalad and Ramaswamy (2002)Prahalad, C. K., & Ramaswamy, V. (2002). The co-creation connection. Strategy+Business, (27), 1-12. Prahalad and Hart (2002)Prahalad, C. K., & Hart, S. L. (2002). The fortune at the bottom of the pyramid. Strategy+Business, 20, 1-13.
People	Training of the BOP workforce	To enable BOP people to hire them as workers.	Hart (2005)Hart, L. (2005, September/October). Innovation, creative destruction and sustainability. Research & Technology Management, Industrial Research Institute.
Product	Technological innovation or adjustments to the product offered	Develop innovative technology; Adjust the product; Use alternative energy; Risk assessment and approval of simplified credit; Reduce collateral required for credit; Make credit available for consumers to buy products; Lending small amounts below market.	Ansari, Munir, and Gregg (2012)Ansari, S., Munir, K., & Gregg, T. (2012). Impact at the ‘bottom of the pyramid’: The role of social capital in capability development and community empowerment. Journal of Management Studies, 49(4). Martin and Hill (2012)Martin, K. D., & Hill, R. P. (2012). Life satisfaction, self-determination and consumption adequacy at the bottom of the pyramid. Journal of Consumer Research Inc., 38. Simanis and Hart (2009Simanis, E., & Hart, S. L. (2009). Innovation from the inside out. MIT Sloan Management Review, 50(4), summer., 2006)Simanis, E., & Hart, S. L. (2006). Expanding possibilities at the base of the pyramid. Mitpress, Innovations Journal, winter. Hart and London (2005)Hart, S. L., & London, T. (2005). Developing Native Capability. What multinational corporations can learn from the base of the pyramid. Stanford Social Innovation Review,. Summer. Prahalad and Ramaswamy (2002)Prahalad, C. K., & Ramaswamy, V. (2002). The co-creation connection. Strategy+Business, (27), 1-12. Prahalad and Hart (2002)Prahalad, C. K., & Hart, S. L. (2002). The fortune at the bottom of the pyramid. Strategy+Business, 20, 1-13.
	Operational efficiency	Have volume and scale gains; Leverage the price/performance ratio; Focus on specific projects.	Simanis and Hart (2006)Simanis, E., & Hart, S. L. (2006). Expanding possibilities at the base of the pyramid. Mitpress, Innovations Journal, winter. Prahalad and Hammond (2002)Prahalad, C. K., & Hammond, A. (2002). Serving the world's poor, profitably. Harvard Business Review, September. Prahalad and Ramaswamy (2002)Prahalad, C. K., & Ramaswamy, V. (2002). The co-creation connection. Strategy+Business, (27), 1-12. Prahalad and Hart (2002)Prahalad, C. K., & Hart, S. L. (2002). The fortune at the bottom of the pyramid. Strategy+Business, 20, 1-13.
	BOP's involvement in the sale and after-sales of products/services	Teach customers about the importance and usefulness of the product; Allow customers to test the product in loco before buying; Allow customers to do projects of the kind: "Do it yourself".	London and Hart (2004)London, T., & Hart, S. L. (2004). Reinventing strategies for emerging markets: Beyond the transnational model. Journal of International Business Studies, 35(5), 350-370. Prahalad (2004)Prahalad, C. K. (2004). The fortune at the bottom of the pyramid. Eradicating poverty Through Profits. Pearson Education, Inc., Wharton School Publish-ing. Prahalad and Ramaswamy (2002)Prahalad, C. K., & Ramaswamy, V. (2002). The co-creation connection. Strategy+Business, (27), 1-12.
Production Chain	Optimization of the production chain	Optimize the production chain.	Prahalad and Hammond (2002)Prahalad, C. K., & Hammond, A. (2002). Serving the world's poor, profitably. Harvard Business Review, September.
Production Chain	Involvement of local partners in the production chain	Develop value chain, production process and distribution involving customers and local partners (co-creation); Establish partnerships with local suppliers; Establish partnerships with local NGOs.	Simanis and Hart (2009)Simanis, E., & Hart, S. L. (2009). Innovation from the inside out. MIT Sloan Management Review, 50(4), summer. and Hart (2005)Hart, L. (2005, September/October). Innovation, creative destruction and sustainability. Research & Technology Management, Industrial Research Institute. Hart and London (2005)Hart, S. L., & London, T. (2005). Developing Native Capability. What multinational corporations can learn from the base of the pyramid. Stanford Social Innovation Review,. Summer. Prahalad and Ramaswamy (2002)Prahalad, C. K., & Ramaswamy, V. (2002). The co-creation connection. Strategy+Business, (27), 1-12. Prahalad and Hart (2002)Prahalad, C. K., & Hart, S. L. (2002). The fortune at the bottom of the pyramid. Strategy+Business, 20, 1-13.
Business Model	Co-creation of the business model	Have a business model based on co-creation.	Simanis and Hart (2009)Simanis, E., & Hart, S. L. (2009). Innovation from the inside out. MIT Sloan Management Review, 50(4), summer. Seelos and Mair (2007)Seelos, C., & Mair, J. (2007). Profitable business models and market creation in the context of deep poverty: A strategic view. Academy of Management Perspectives, November, 49-63. Prahalad and Ramaswamy (2002)Prahalad, C. K., & Ramaswamy, V. (2002). The co-creation connection. Strategy+Business, (27), 1-12.
	Distribution adequacy	Use small stores; Attend local stores; Make the 'shopping together' model available to customers.	Prahalad and Ramaswamy (2002)Prahalad, C. K., & Ramaswamy, V. (2002). The co-creation connection. Strategy+Business, (27), 1-12. Prahalad and Hart (2002)Prahalad, C. K., & Hart, S. L. (2002). The fortune at the bottom of the pyramid. Strategy+Business, 20, 1-13.
	Involvement of the company team	Have executives allocated or living in communities; Provide architects and engineers to help develop projects of clients from the bottom of the pyramid.	Seelos and Mair (2007)Seelos, C., & Mair, J. (2007). Profitable business models and market creation in the context of deep poverty: A strategic view. Academy of Management Perspectives, November, 49-63. Prahalad (2004)Prahalad, C. K. (2004). The fortune at the bottom of the pyramid. Eradicating poverty Through Profits. Pearson Education, Inc., Wharton School Publish-ing. Prahalad and Ramaswamy (2002)Prahalad, C. K., & Ramaswamy, V. (2002). The co-creation connection. Strategy+Business, (27), 1-12.

	Strategic Actions	L'Oréal	Light	Banco do Brasil	Banco Santander	Sebrae
Involving People	1. Talk with community dwellers
	2. Interview neighbors and acquaintances for credit
	3. Involvement of Community Leaders
	4. Direct relationship with consumers and promoters
	5. Search with consumers to launch the product
	6. Train people and hire them as employees
Products/Services	7. Innovative technology
	8. Product suitability
	9. Teach customers about the importance and usefulness of the product
	10. Volume and Scale Gains
	11. Price / Performance
	12. Allow customers to test "in loco" before buying
	13. Focus on specific projects
	14. Customers install product through the 'do -it - yourself' project
	15. Use of Alterna tive Energy
	16. Assess risk and simplified credit approval
	17. Lend small amounts below market interests
Production Chain	18. Value chain, process, production and distribution.
	19. Optimization of the production chain
	20. Make partnerships with local suppliers
	21. Make partnerships with local NGOs
Business Model	22. Business Model Based on Co-creation
	23. Small Stores
	24. Executives allocated / livingin the communities
	25. Attend local stores
	26. Reduction of collateral required for credit
	27. 'Shopping together' model
	28. Architects and engineers available to assistin making the project
	29. Credit for customers to purchase goods and services

Universidade de São Paulo Avenida Professor Luciano Gualberto, 908, sala F184, CEP: 05508-900, São Paulo , SP - Brasil, Telefone: (11) 3818-4002 - São Paulo - SP - Brazil
E-mail: rausp@usp.br

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[1] * Corresponding author at: Rua Presidente Wilson, 118, sala 1111, CEP 20030-020 Rio de Janeiro, RJ, Brazil. fernandofilardi@gmail.com