第八章金字塔营销的底层:尼日利亚公司的例子

Ogechi Adeola, Yetunde Anibaba
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引用次数: 1

摘要

历史上,某些不利因素的主导地位使寻求进入金字塔底部(BoP)市场的公司失去了动力,因为他们认为BoP市场是贫困的,因此无法负担他们的产品。然而,普拉哈拉德对国际收支市场作为潜在财富来源的开创性研究可能影响了世界各地营销人员的心态,他们将国际收支市场的人口统计视为等待挖掘的巨大产品市场。因此,本章探讨了在创新扩散理论的背景下,一些跨国公司(MNCs)如何在尼日利亚成功实施防喷器营销。DoI理论试图解释新的想法、产品、结构或现象(创新)如何以及为什么在用户和社会系统中传播。它假设至少有五个条件可以定义创新的采用率,包括相对优势、兼容性、复杂性、可试验性和可观察性。作者在案例公司MTN Communications、Promasidor (Cowbell)和Dufil Prima Foods (Indomie)尼日利亚的背景下发现,这些因素有助于为尼日利亚防喷器市场广泛采用他们的产品建立一个可行的解释。关于BoP市场的经济可行性,作者发现跨国公司可能不得不接受长期盈利的承诺,将规模经济作为竞争力的基础,并意识到在BoP市场中,定义营销模式是一个持续的过程。
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Chapter 8 Bottom of the Pyramid Marketing: Examples from Selected Nigerian Companies
Abstract The predominance of certain adverse factors has historically de-motivated firms seeking to enter into the bottom-of-the-pyramid (BoP) markets due to the perception that BoP markets are impoverished and therefore unable to afford their products. However, Prahalad’s seminal study on BoP markets as potential sources of wealth may have influenced the mindset of marketers around the world to view the demographic at the BoP as prodigious product markets waiting to be mined. This chapter, therefore, explores how some multinational corporations (MNCs) may have successfully implemented BoP marketing in Nigeria against the backdrop of diffusion of innovation (DoI) theory. The DoI theory tries to explain how and why new ideas, product, structures, or phenomena (innovations), spread across users and social systems. It posits among other things that there are at least five conditions that define the rate of adoption of an innovation, including relative advantage, compatibility, complexity, trialability, and observability. The authors find in the context of case companies, MTN Communications, Promasidor (Cowbell), and Dufil Prima Foods (Indomie) Nigeria that these elements contribute to building a viable explanation for the wide adoption of their products in the Nigerian BoP markets. Regarding the economic viability of BoP markets, the authors find that MNCs may have to embrace a commitment to long-term profitability, focus on economies of scale as a basis for competitiveness, and realize that in BoP markets, defining a marketing model is a continuous process.
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Chapter 2 Making Markets ‘Worth the Effort’ at the Bottom of the Pyramid Chapter 7 Reflections from a Periodic Market in Rural India Chapter 5 Designing Solutions for the Low Income Consumer Markets: Four Schools of Thought Chapter 10 Developing Capabilities and Freedoms at the Base of the Pyramid Prelims
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