Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
La Comercial UD – Sustainable development – Bilbao April 2009
Dr. JM Luzarraga –Mondragon [email protected]
GLOBALIZATION & SUSTAINABLE DEVELOPMENT Strategies for Poverty eradication & Wealth creation
The role of multinationals CSR strategy, the fortune at the bottom of the pyramid & social entrepreneurs
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Index1. Introduction to “Globalization & Sustainable
development”:- Globalization context - Current Global Challenges in a Knowledge Economy- Impact on economic developed countries- Impact on developing & emerging countries
2. Three Paths to Poverty eradication & Wealth Creation- Corporations’ CSR strategy: employment creation (Karnani)- Fortune at the Bottom of the Pyramid strategy: new customers
(Prahalad)- Social Entrepreneurs: new socio-economic agents (Bornstein-
Yumus & Schwab)
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
First Team Activity – Warming up
Who are you and who inspires you?
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
1. Introduction to “Globalization & Sustainable development”
- Globalization context - Current Global Challenges in a Knowledge Economy- Impact on economic developed countries- Impact on developing & emerging countries
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Globalization??...
One definition might be…“Economic Globalization constitutes integration ofnational economies into the international economythrough trade, direct foreign investment, short-termcapital flows, international flows of workers and humanitygenerally, and flows of technology” (Bhagwati 2007: 13)“The technological revolution seems to be one of themost powerful engines of the glbalization process”(Friedman, 1995: 341)
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Key elementes to take into account while analysingregions in global markets
GDP: volumen & growth rateLabour cost & unemployment ratePopulationPoverty and income per capitaForeign direct investment:– Horizontal integration: HFDI – Vertical Integration: VFDI
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Some of the main impacts of globalization
It breakes companies’ local or national dimension: by will orby forceIt breakes the local community stability in economicdeveloped countries: dilocation, relocation, layoffs & factoriesshut downIt may contribute to socio-economic developmentes ofemerging & developing countriesOthers:– It reduces thevalue of technology– It unifies consuming products globally– It increase the brand value and companies “virtualization”
process– …
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Team activity
Select a successfull company for you?Why you considere it successfull?What are their main current challenges?And current risks?In which countries are operating? Doing what? Why?
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Challenges of our global knowledge societyLabour force global competition: employment threat
Fuente: ex novo a partir de Behind the China Kaledoiscope - CH-ina Guide 2005, Eustat y MCC.
Compensación medio por hora de trabajadores de línea de producción, 2003–09, USD
0.8 1.271.12 1.681.52.382.45
3.282.73.83
2.753.93.64
5.47
14.29
17.77
21.0120.68
23.91
21.86
25.34
30.6
34.46
0
5
10
15
20
25
30
35
40
2003 2009
16.68
12.32
20.31 20.99
23.73
CHINA
INDIA
RUSIA
MEXICO
POLONIA
BRASIL
R. CHECA
ESPAÑA
FRANCIA
JAPON
USA
ALEMANIA
EUSKADI
MCC
Nota: se aplica tipo de cambio enero 2003 (1 Euro=1.067USD). Los datos actualizados a III-2007 reflejan un incremento superior de coste hora siendo en MCC= 23.7, Euskadi=20.69 y España 15.43.
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Western Europe production crises: unemployment threat
2,7 m
1 m
1 m
0,7
0,2
0,2
0,5
1,6 m
0,4
1,7 m
Zona A
Zona B Zona C Zona D
5,3 m
3,7 m
0,2
1,6 m
0,2
0,8
0,2
Zona A:• Cooperativa cubre muy bien
( 0 - 500 km)Zona B:• Cooperativa satisface bien
(500 – 1000 km)Zona C:• Cooperativa satisface mal
(1000 – 1500 Km)
Zona D:• Cooperativa no cubre
(+1500 Km)
Posible ubicación de un hipotético competidor en la zona del Este
AUTOMOTIVE SECTOR PRODUCTION SUPPORTEUSKADI vs. EASTERN EUROPE LOCATION
Source: Roland Berger
PRODUCTION 2008 (Million Units)
Challenges of our global knowledge society
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Presence in Emerging countries: the power of BRIC countries
Source: UN Development Report 2006
World population by country %CHINA
INDIA
RUSSIA
MEXICO
POLAND
BRAZIL
CZ REP.
COLOMBIA
JAPAN
USA
0%
5%
10%
15%
20%
25%
1975 2003 2015
Challenges of our global knowledge society
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Presence in Emerging countries: the power of BRIC countries
Source: Goldman Sachs BRICS Europe & Asia - May 2007
BRIC countries contribution to World GDP growth
BRICs
China
India
Russia
Brazil
0%
10%
20%
30%
40%
50%
2005 2015 2025 2000 05 10 15 20 25 30 35 40
USAJapanGermanyUK
G8
Italy JapanGermanyFrance
Italy GermanyFrance
Italy GermanyFrance
The BRIC’s race to exceed G6 growth
Challenges of our global knowledge society
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Source: Human Development Report - UN 2005
Population with less than 1$ income a day by region
1981
1987
1993
1999
20010%
10%
20%
30%
40%
50%
60%
WORLD Europe andCentral Asia
LatinaAmerican &
theCaribbean
Middle East& northAfrica
South Asia Sub-SaharanAfrica
Challenges of our global knowledge societyThreat for Local communities: massive urbanization, internal migration & radical social differences among countries
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Global & interconected economy
Challenges of our global knowledge society
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Threat for Local communities: massive urbanization, internal migration & radical social differences among countries
Challenges of our global knowledge society
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Global economic recession & “short-term” “speculative”, “wasteful consumer” & “neo-liberal” economic society model in crises: unemployment global threat
Challenges of our global knowledge society
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Global economic recession & “short-term” “speculative”, “wasteful consumer” & “neo-liberal” economic society model in crises: emerging countries opportunities
Challenges of our global knowledge society
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Sustainability threat due to a fossil energetic model & a wastefull consumer society: green energy & production opportunity
Challenges of our global knowledge society
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Reaching “bonsai” consumers: Social entrepreneurs & Bottom of the Pyramid strategies
Challenges of our global knowledge society
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Knowledge competitiveness: change management, learningcommunities, experience economy
Challenges of our global knowledge society
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Knowledge competitiveness: social networks, open innovation
Challenges of our global knowledge society
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Knowledge competitiveness: social networks, open innovation
Challenges of our global knowledge society
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Knowledge competitiveness: learning organizations
SELF-REALIZATION
LEARNINGSELF-MANGED TEAMS
SHAREDVALUES
MENTAL MODELS
SYSTEMTHINKING
FIFTH DISCIPLINE – Peter Senge (MIT)
Challenges of our global knowledge society
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Knowledge competitiveness: learning schools
Challenges of our global knowledge society
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Team activity
Which one is the most surprising/important challenge for you? Why? Is there any challenge missing from the previous list?
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
2. - Three Paths to Poverty eradication & Wealth Creation
- Corporations’ CSR strategy: employment creation (Karnani)- Fortune at the Bottom of the Pyramid strategy: new “bonsai”customers (Prahalad)- Social Entrepreneurs: new socio-economic agents (Bornstein-Yumus & Schwab)
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Corporations’ CSR strategy: employment creation (Karnani)
-Case study: MONDRAGONReadings: MCC Harvard BS Case studyIRIZAR 2005 Harvard BS Case study
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
An industrial migratory phenomenon takes place (N-S, W-E) and new strategies arose challenging local communities stability
In emerging countries FDI contributes to socio-economic development and poverty reduction when based on a proper CSR policy abroad,
In countries with higher labour costs global competition results in manufacturing firms downsizing and shutting down operations
Place-based ownership models are presented as a better counterforce toglobalisation’s threats to local community stability
But the traditional local structure of worker cooperatives’ was not adequately prepared to compete in a capitalistic global market
Worker Co-operatives most important social commitment is its commitment to create employment
Theoretical framework – Globalisation impact on the community
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Theoretical framework – Globalisation impact on the community
Economic developed & industrialised
countries:
Downsizing and closing factories,
unemployment
Emerging & non industrialised
countries:
Foreign Direct Investment, industrial
employment creation and
increased local competition
Worker Co-operative
structures:
Hybridisation, de-
mutualisation,
Local communities and citizens :
Urban, Massification,
internal migration, and
greater inequalities in
and across countries
GLOBALISATION IMPACTS ANALYSED
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Mondragon background, vision &valuesA worker cooperative network started by Father Arizmendiarrieta in 1956in Mondragon, a 5.000 people village in the Basque Country (Spain)Named by several academics as one of the best examples of democracy at the work place (Macleod, Vanek, Williamson, Malone, Whyte & Whyte,…)
ViSION: The companies that make up MONDRAGON share their commitment to cooperation and democracy in the workplace, backed by a unique system of worker participation.VALUES:
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Mondragon background, vision &valuesA worker cooperative network started by Father Arizmendiarrieta in 1956in Mondragon, a 5.000 people village in the Basque Country (Spain)Named by several academics as one of the best examples of democracy at the work place (Macleod, Vanek, Williamson, Malone, Whyte & Whyte,…)
ViSION: The companies that make up MONDRAGON share their commitment to cooperation and democracy in the workplace, backed by a unique system of worker participation.MONDRAGON CO-OPERATIVE PRINCIPLES:1. Open membership 6. Incomes/wages solidarity2. Democratic member control 7. Inter-cooperation3. Work over ownership 8. Social transformation4. Capital as a tool 9. Universal character5. Management participation 10. Education and training
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Highlights at Dec 2006Number of worker co-operatives: 107 Workforce: 83.601– Worker members: 80%– Abroad: 14.261Total sales: 13.390 M.eurosBusiness Ranking if listed:– Spain: 7th
– Europe: 32th– Forbes 500: 462
Group activities: Mondragon University, 12 Technology Centers & Garaia Innovation Park
Body Builders
Components
Construction
Elevation
HouseholdGoods
Engineering & Services
MachineTools
Industrial DivisionFinancialDivision
Mondragon Presidency/ General Council
Source: MCC - 2006
Industrial Systems
Tools & Systems
Industrial Automatisation
Automotive
Equipment
Mondragon GroupMondragon Congress/ Permanent Commission
DistributionDivision
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Context of Research – Mondragon Industrial Division
1) 2) 3) 5)4)
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
1960
1962
1964
1966
1968
1970
1972
1974
1976
1978
1980
1982
1984
1986
1988
1990
1992
1994
1996
1998
2000
2002
2004
2006
Source: ex novo - Adaptation from MCC - 2007
Years
1) First production plant abroad2) MCC holding structure creation3) 26 Production plants abroad4) 65 Production plants abroad
1) 2) 3) 4)
Total employeesEmployees abroad (since 99)
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
To remain competitive Mondragon assumed the global production dimension, opting to use FDI on private companies abroad
Context of Research – Mondragon Industrial Division
(*) BRANDT
Mondragon Industrial Division – Employment growth
1999 2000 2001 2002 2003 2004 2005 2006Total Employees (PT) 21913 25593 27050 31166 32597 33640 40121 41810
Net-growth 9.54% 16.79% 5.69% 15.22% 4.59% 3.20% 19.27% 4.21%
Local employees 19954 21516 22217 25225 25888 26533 27263 27594
Net-growth 7.83% 3.26% 13.54% 2.63% 2.49% 2.75% 1.21%
Employees abroad (PEX) 1959 4077 4833 5941 6709 7107 12858 14216
Incremento 108.12% 18.54% 22.93% 12.93% 5.93% 80.92% 10.56%
% PEX / PT 8.94% 15.93% 17.87% 19.06% 20.58% 21.13% 32.05% 34.00%
NUMBER OF EMPLOYEES at 31/12
Source: ex novo
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Context of Research – Mondragon Industrial Division
GLOBAL COOPS by regionsPRODUCTION PLANTS ABROAD
(65) PEOPLE WORKING ABROAD
(14. 261)
9
17
19
7
6
9
7 9
17
19
7
6
9
7R.CZECH & SLO EUROPE 15
INDIA
CHINA
MEXICO
BRAZIL
OTHERS
POLAND
7%
36%
6%8%
10%
10%
9%
14%7%
36%
6%8%
10%
10%
9%
14%
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
CSR has been broadly study and recently blooming
Fortune at the bottom of the pyramid: Prahalad “It’s clear for us that prosperity can come to the poorest regions only through the direct and sustained involvement of multinational companies. And it’s equally clear that the multinationals can enhance their own prosperity in the process”
The best antidote to poverty is employment creation at a reasonable wages, Karnani: “Creating opportunities of steady employment at reasonable wages is the best way to eradicate poverty”
Reasonable wages?: two criteria: 1) the principle of reciprocal benefits: the value provided by the employee must be equal to that of the monetary settlement received2) “principle of the obligatory family living wage”
Application of worker co-operative principles as a CSR policy
Theoretical framework – Globalisation impact on emerging & developing countries & CSR policy
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Application of worker co-operative principles as a CSR policy
MONDRAGON CO-OPERATIVE PRINCIPLES AT RISK:1. Open membership 6. Incomes/wages solidarity2. Democratic member control 7. Inter-cooperation3. Work over ownership 8. Social transformation4. Capital as a tool 9. Universal character5. Management participation 10. Education and training
Theoretical framework – Globalisation impact on emerging & developing countries & CSR policy
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Research methodology - frameworkContext: “Social enterprises operating in global markets”
Case study: Mondragon Group
Globalisation impact on Mondragon Group net job growth 1996-2006
Case studies: best practices in CSR management in production plants abroad
International strategy & mapping subsidiaries by countries and timing
IRIZAR TVS(India)ORKLI CH
(China)
FAGORMASTERCOOK
(Poland)FAGOR
EDERLAN(Brazil)
COPRECI CZ(Czech R.)
INTERNATIONALCLUSTERS
(China, MexicoCzech R. Slovak R.)
Secondary source gathering & systematic review: Mondragon Group & Globalisation
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
People interviewed (N=176)
Field work – interviews conducted
Source: ex novo
Based abroad
YESNO
Works at Mondragon
YESNO
Job activity
MOIMOD
Coop membership
YESNO
65%
35%
82%18%
93%
7%37%
63%
Basque countrySpain (rest)IndiaChinaMexicoBrazilPolandothers
Interview Location4% 6%
20%
21%13%
20%
12%4% Basque country
IndiaChinaMexicoBrazilPolandCzech RepublicSlovak Republic
Nationality
49%
4%
16%
5%
5%
15%
2% 4%
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009Source: Luzarraga, 2006
Field work – production plants visits & analysis
Feb – Mar 2007
Jan – Feb 2007
Mar – Dec 2006
Oct – Nov 2006
July 2007
June 2007
Mondragon representative offices 6 (4 visited)Production plants abroad 65 (40 visited)
Source: ex novo
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
1) MONDRAGON EMPLOYMENT DATABASE: For the first time a merged database of Mondragon GLOBAL COOPS exists, allowing us to compare their performance with other cooperatives.The sample has been constructed from MCC annual reports. This database includes co-operative activity reports during 1996-2006 for Mondragon industrial co-operatives.
2) PRODUCTION PLANTS ABROAD ANALYSIS: For the first time Mondragon production plants abroad have been analyzed. It has been visited, studied and analysed 40 factories in developing countries
3) EMPLOYEES AND MANAGERS ABROAD INTERVIEWS: For the first time a wide survey on production plants abroad has been conducted interviewing 135 people working on Mondragon production plants abroad
Research methodology – main characteristics
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Responsible at home: multi vs. de-localisationMondragon International multi-localisation is a successful strategy to deal with globalisation’s threats to community stability (downsizing and de-localization)
Mondragon GLOBAL CO-OPS have a bigger net job growth than Local Co-ops in parent cooperative (28% > 14%), in the local community (52%>25%) and in total (141% >21%)
FDI has a direct positive impact on employment growth in the local community (21%>12%) and a similar behaviour in the parent cooperative (7,8% = 7,5%)
In the parent co-operative the percentage of voting members has increased (from 78% to 84%).
In the parent co-operative the percentage of voting members is higher on GLOBAL CO-OPS than LOCAL CO-OPS (84% >75%)
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
TO MOVE FORWARD ON
COOPERATIVE INTERNATIONAL
EXTENSION
&
GLOBAL CSR POLICY
INDICATORSSTRATEGYOBJETIVE
• Communicate, develop & support
• To study ways of people cooperative integration
• Economic resources for training and education on subsidiaries
• Own & clear salary policy on subsidiaries
• Health, security and ecological guidelines
• % employees with ownership participation on subsidiaries where parent cooperative has 100% control
• % employees participation on profits
• % subsidiary profits dedicated to local environment
• Existence of employees participation systems
• To define a corporative guideline to apply international extension model
• To analyse current experience inside Mondragon Group; to analyse its adaptation and new formulas
Source: MECI 2005 – 2008 – MCC International Department
Co-operative structure international extension
Responsible abroad: objectives 2005-08
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Case studies database
Case study Coops involved Location Date
Orkli CH Orkli CHINA - Ningbo Jun 2006
CHINA - KunshanInternational production plants clusters
Dikar Wingroup, Orbea, Orkli, Oiarso Nov 2006
Irizar TVS Irizar INDIA-Tamil Nadu Oct 2006
Ederlan Br Fagor Ederlan BRASIL - Extrema Jan 2007
Irizar, Eika, Matz Erreka, Mondragon Assembly MEXICO -Queretaro Feb 2007
Alidis/Gespa Eroski, Mosqueteros, EgasaSpain – France –Germany - Asia Dec 2005
Wrozamet Fagor Electrodomesticos POLAND - Wroclaw Jun 2007
Copreci CZ Copreci CZECH R. Jul 2007
Fagor Electrodomesticos, Tajo, Eika, Embega, Coinalde POLAND - Wroclaw Jun 2007
Cikautxo, Fagor Ederlan, Maier, Batz, Copreci July 2007CZECH R. Olomouc
Case study Coops involved Location Date
Orkli CH Orkli CHINA - Ningbo Jun 2006
CHINA - KunshanInternational production plants clusters
Dikar Wingroup, Orbea, Orkli, Oiarso Nov 2006
Irizar TVS Irizar INDIA-Tamil Nadu Oct 2006
Ederlan Br Fagor Ederlan BRASIL - Extrema Jan 2007
Irizar, Eika, Matz Erreka, Mondragon Assembly MEXICO -Queretaro Feb 2007
Alidis/Gespa Eroski, Mosqueteros, EgasaSpain – France –Germany - Asia Dec 2005
Wrozamet Fagor Electrodomesticos POLAND - Wroclaw Jun 2007
Copreci CZ Copreci CZECH R. Jul 2007
Fagor Electrodomesticos, Tajo, Eika, Embega, Coinalde POLAND - Wroclaw Jun 2007
Cikautxo, Fagor Ederlan, Maier, Batz, Copreci July 2007CZECH R. Olomouc
Source: ex novo
MasterCook
Mondragon international clusters
Olomouc
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Case studies database
1) Orkli China
2) Irizar TVS
Production plants case studiesMondragon international clusters
3) Copreci CZ
5) Fagor MasterCook
4) Fagor EderlanBrasileira
Source: ex novo
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Mondragon plants best practices1) Orkli Ch (China): a proactive strategy as a response to the future threat of China, its
management model and commitment to quality control, as well as its innovative capacity in the combination of automated production at the parent co-operative with the manual and flexible of China.
2) Irizar-TVS (India): the international transfer and assimilation of a participative management model with a high commitment to communication, its own remuneration system and profit sharing schemes. This model features significant progress of success in productivity, quality, sales, innovation and financial results.
3) Copreci CZ (Czech Republic): a global organisational model has been formulated, involving international professional careers with internationally experienced managers at the parent co-operatives and local managers at the production plants abroad, thus commencing development of the figure of collaborator co-operative member.
4) Fagor Ederlan Brasileira (Brazil): a social equity with annual monitoring indicators at the subsidiary, its employee health and safety policy, its proximity to the local co-operative movement, and the fact that it is the sole Mondragon production plant abroad where the possibility of transforming it into a second level mixed co-operative has been studied.
5) Fagor MasterCook (Poland): stands out as the sole example that includes union representatives in the board of directors, the positive consequences of organisational change (towards a global model with local autonomy) on account of the acquisition of Brandt in 2005, as well as its process of adaptation-integration of business culture.
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Main best practices already implemented1) Business management that optimises the synergies between the global
and local dimensions of the co-operative
2) Working conditions: Social equity
3) Employee participation in management:
4) Employee participation in profits: 30%
5) Employee participation in ownership: “collaborator member”
6) Communication and awareness policy:
7) Inter-cooperation between subsidiaries: Mondragon international clusters
8) Commitment to the local region:
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Still many issues to be solved and implemented1) Dealing with the local-global socio-economic synergies
2) Replicate commitment with education within the factories
3) Explore further collaboration with local communities stakeholders on the location where the subsidiaries are placed
4) Increase profits at subsidiaries and keep on sharing them with local employees
5) Implement a common supplier ethical code among the whole group
6) Implement further experiences on employees ownership: from conventional to worker cooperative structures
7) Reinforce and replicate factories clustering abroad
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Fortune at the Bottom of the Pyramid strategy: new “bonsai”customers (Prahalad)-Readings: The Fortune at the bottom of the pyramid (Article &/or book) – PrahaladThe Fortune at the bottom of the pyramid- A Mirage - Karnani
Case studies: - Hindustan Lever (India)- Jaipur Foot
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
Eskerrik askoMuchas graciasThank you谢谢你
“Nuestra fortaleza no se traduce en lucha sino en cooperación”
P. JM Arizmendiarrieta - 1956
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009