This book focuses on how companies are innovating with regard to the Bottom-of-the-Pyramid (BOP) − the lowest socio-economic segment, and the organizational conditions they need to be successful. The authors use several examples of disruptive innovations for this market, particularly in the Indian healthcare sector. Low-cost, specialty hospital chains like Aravind Eye Care and Narayana Hrudayalaya have brought down the cost of certain medical procedures significantly. The Indian conglomerate Tata Group and the American healthcare giant GE Healthcare have also developed affordable products targeted at the lowest-income segments in India. The authors present an in-depth analysis of these companies and present their insightful results on disruptive innovation and the ever-challenging BOP market.
Table des matières
Introduction.- Bottom of the Pyramid Concept: Taking Stock.- Disruptive Innovations Theory.- Methodology and Research Process.- Study 1: BOP as a Source for Disruptive Innovations.- Study 2: Lessons from GE Healthcare: How Incumbents Can Systematically Create Disruptive Innovations.- Study 3: Lessons from Tata: How Leadership Can Drive Disruptive Innovations.- Addendum: Linking Paradox Resolution and Disruptive Innovations for the Bottom of the Pyramid Markets.- Discussion of Findings and Conclusion.- Appendix.
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