Corporate Social Responsibility

Risks
Sustainable
Development
& CSR

Sébastien Chantelot
Prof. Entrepreneurship & Innovation @GroupeESCPau
Ph. D in Economics
#sebchnt
Speaker

Sustainable Developement
Corporate Social Responsability
Social Responsible Investment
ISO 26000
Greenwashing
Greenwashing
ADEME
Responsible Management
Stakeholders
NGO
Green IT
Global Reporting Initiative
Triple Bottom Line
Grenelle 1 and 2
Environment
What’s the big deal with CSR?

Plan
Introduction
The world we are living in
Global indicators of
development
Preliminary notions
Corporate Social
Responsibility
Angel or Devil?
Stakeholder
management
Social Business Models
Conclusion

« It’s my turn » economy

1999 38millionpeople
2013 1.2billionpeople

Mobile data trafﬁc by application type (Monthly ExaBytes)

Pessures’increasing
Climate Change
Biodiversity’s collapse
Demographics

Limited resources vs. unlimited needs

Global inequalities
The
World
We are
Living in

>1billion
>100million
>50million
>25million
>10million
>1million
<1million

Population & Continents I 2010
1,000M
750M
650M
350M
4,200M
50M
7,000M
14%
11%
9%
5%
60%
1%
100%
53
46
12
23
44
24
202 countries

Trends of world population by continent until 2050, United Nations

( x 100) / 7,000,000,000 =
The village we are living in
Population 7 billion 100
Scale

20% own 80% of wealth
80% own 20% of wealth

< 8
< 7

MEDC ’ s
Manufacturing or in Services industries
Vast communication and transportation networks
Annual Capita Income > $7,620
Adequate food and housing
Many schools - High literacy rate
Low infant mortality rate
Long life expectancy
LEDC ’s
Mining, Farming or Forestry
Few natural resources for industry
Few communication & transportation networks
Few schools - Low literacy rate
Food and housing inadequate or poor
High infant mortality rate
Short life expectancy
The World is spiky

Global
Indicators of
Development
3.

This is a the value of all goods and services produced within a country, usually
over one year. This is useful to measure wealth. The GDP of a country divided by
the total population (GDP per capita or per person). It often use as a measure of
the relative income of people within different countries.
GDP per capita

The GDP of the poorest
48 nations (i.e. a quarter
of the world’s countries)
is less than the wealth of
the world’s 3 richest
people combined
GDP per capita

www.Gapminder.org
Hans Rosling
is a Swedish doctor
Director of
New insights on poverty
@

Hans Rosling
The Joy of Stats
BBC Four, 2010
The Joy of Stats

The HDI is a composite statistic used to rank countries by
level of ‘human development’ The statistic is composed from
data on life expectancy, education and per-capita GNI (as
an indicator of standard of living) collected at the national
level.
HD index

HD index
Very high
high
Medium
Low
Very Low
Data not available

PPI
The Purchasing Parity Index is a comparative of the
cost of a basket of goods in different countries. It contains
basic goods and services that are needed. The comparison
is often made between the numbers of hours needed to work
to make enough income to buy it in different countries.

UK
$.77
$3.61
$286
$139
$31,800
USA
$1
$3.29
$249
$90
$44,000
China
$.44
$1.31
$299
$89.93
$7,700
South
Africa
$.73
$2.30
$321
$181.59
$13,300
Russia
$1.41
$1.78
$299
$126.71
$12,200
PPI

The Ecological Footprint measurement provides an estimation per unit of surface area
and per inhabitant of the pressure that human activities exert on the planet’s ecosystems.
Bonus Ecological Footprint

“!Si l'humanité entière se
comportait comme les pays
du Nord, il faudrait deux
planètes supplémentaires
pour faire face à nos besoins
Ecological Footprint
Extrait du discours de Jacques Chirac, Président de la République Française
Sommet mondial du développement durable - Johannesburg - Afrique du Sud
Lundi 2 Septembre 2002

Ethics and Regulation
Human rights, Corruption, Maﬁas, etc.
International regulation
Relevant governance
Cultural
Identities
Quality of information
Transmission values and heritage
Education access
Financial
Solvability of institutions
Business Ethics
Debt management
Retirement funds
Risk prevention
Sanitary
Treatment and medicine access
Control of dangerous and toxic products
Disease eradication (AIDS, malaria, etc.)
Economy
Access to essential goods (energy,
water, etc.)
Poverty reduction
Economic and Job growth
Environment
Greenhouse gas emission (C02)
Global warming
Deforestation
Waste treatment
Water resources
Biodiversity
Social
Women
Work security
Well-being
Relocation
Disparities lead to new major Issues

Economic growth
Growth
“Sustainable increase of a volume indicator over a long period”
François Perroux, economist
GDP indicator
Measurement of the total G&S production in a country
over a year

A damaged or polluted environment
can contribute to GDP growth
Comments on GDP
A disaster can lead to an increase
of the GDP (war also)
Going further with externalities
GDP does not take into account
non-proﬁt economic activities

GDP Growth (Base 100 in 1991)
Antidepressant Sales (Base 100 in 1991)
Comments on GDP

Comments on GDP
Limit of
the Planet
Growth
Sustainable Development postulate
An inﬁnite growth is not conceivable in
a bounded world

Development means qualitative issue
Growth is different from development
Development means wealth creation &
progress for society
An inﬁnite growth is not conceivable in a bounded world
Growth means quantitative issue and aim
Useful insights

Sustainable Development
G.H. Bruntland, 1987
World Commission on Environment and Development
“!SD is a development
that meets the needs
of the present without
compromising the
ability of future
generations to meet
their own needs

Equality between generations
Present /future
Equality within a same generation
Between youth graduates, active adults,
retired, men/women
Equality between countries
North/South divide
Interactions
Environment-Economy-Society
Triple bottom line
= Equality

Overexploitation of
natural resources
Water resources
Climate change
Ethics?
Environment
D. Guggenheim, 2006
An inconvenient truth

Income inequality
Poverty
Market liberalization
Ethics?
Economic
O. Stone, 1987
Wall Street

Economic
M. Scorcese, 2013
The Wolf of Wall Street
J.C. Chandor, 2011
Margin Call
O. Stone, 2010
Wall Street, Money never sleeps
J. Dearden, 1999
Rogue Trader

Economic
M. Scorcese, 2013
The Wolf of Wall Street
J.C. Chandor, 2011
Margin Call
O. Stone, 2010
Wall Street, Money never sleeps
J. Dearden, 1999
Rogue Trader
C.H. Ferguson, 2010
Inside Job

Demography,
nutrition, health
Education,
technology access
Internal vs.
International conﬂicts
Ethics?
Social
M. Moore, 1997
The Big One

Equitable
Environment
Economic Social
BearableViable
Sustainable
Triple Bottom Line

1909
1949
1968
1972
1972
1972
1979
1980
1987
1989
1990
1991
1992
1994
1997
2002
2005
2009
Concept de géonomie en Europe
« Développement », Harry Truman
Club de Rome
Rapport Meadows
Rapport Brundtland
Premier Code de Conduite
Environnemental
Le Principe Responsabilité, Hans Jonas
La Stratégie Mondiale pour la Conservation
The Limits to Growth
Conférence des NU, Stockholm
GIEC : Réchauffement Climatique
Ministère dédié à l’Environnement en France
Sommet de la Terre, Rio :
Agenda 21, Convention
Charte d’Aalborg sur les villes durables
UE : Application Protocole de Kyoto
Conférence de Copenhague sur le Climat
Sommet de Johannesburg
Nations Unies : Protocole de Kyoto
2007Grenelle de l’Environnement
-Etc.
Key Dates

1972
Conférence des Nations
Unies sur
l’environnement
1987
Commission
Brundtland
1992
Sommet de
la Terre à Rio
2002
Sommet
mondial du DD à
Johannesburg
1970 1980 1990 2000
Evolution
des
Concepts
Evolution
des Acteurs
Scientiﬁques & ONG
Nations, Gouvernements
Entreprises
Triple Performance
RSE
DDEcodéveloppement
Key Dates

Corporate
Social
Responsibility
5.

Corporate Social Responsibility

Corporate Social Responsibility
The Past
The Business of the Business is the Business

Ad run in Fortune magazine
by Philippine President Ferdinand
Marcos's government in October 1975

To attract companies ...
like yours ... we have
felled mountains, razed
jungles, ﬁlled swamps,
moved rivers, relocated
towns, and in their place
built power plants,
dams, roads....
All to make it easier for
you and your business
to do business here
CSR

Basically, an
American
concept…
Corporate Social
Responsibility,
Bowen (1953)
Basically, roots of CSR
…based on
biblical
precepts…
Stewardship
principle &
Charity principle
…which
speciﬁcally
addresses U.S.
concerns.
Social, Cultural,
Institutional

Proﬁt ﬁrst, Philanthropy next

Industrial Revolution I First half of the XXth century
Paternalism and Patronage
Three main milestones

Diffusion of the Taylor-Ford model
Second half of the XXth century
Rise of the welfare state

1980’s
Companies are economic & political international
strengths

CSR in the past
“!Making proﬁt is fundamentally
incompatible with CSR {…}
The ﬁrst CSR in the future decade is
to create capital, which alone can
fund the jobs of tomorrow
Peter Drucker (1984)

“!
CSR in the past
There is one and only one
social responsibility of
business – to use its
resources and engage in
activities designed to
increase its proﬁts so long
as it stays within the rules of
the game, which is to say,
engages in open and free
competition without
deception or fraud
Milton Friedman I 1970

“!CSR in the past
There is no more
dangerous trend to the
foundations of our free
society as the
acceptance by corporate
executives of a CSR
conception different than
the one serving the best
interests of their
shareholders
Milton Friedman I 1970

Greed is good.
Greed is right.
Greed works.
Greed clariﬁes,
cuts through,
and captures the
essence of the
evolutionary
spirit.
CSR in the past

We have to accept that inequality is a way of
achieving greater opportunity and
prosperity for all
Lord Grifﬁths, Vice chairman, 2009
CSR in the past

Maximize
ﬁnancial
RETURN for
shareholders
ROA
ROE
ROICash-
ﬂow
EBITDA
Generate
TRUST on the
market
Marketing
Business
Model
Financial
results
Track
Record
Control
RISK
Payment
Risk
Debt/
Equity
ratio
Rating
CSR in the past

Ad run in Newsweek by Shell
in November 2003 within its campaign
“Proﬁts. Principles. Or both?”
“Somebody once said that a principle isn’t a
principle until it costs you money. So where does
this leave those companies which have
embraced a more responsible social and
environmental attitude? Does this make them a
risky investment? Or an investment you can’t risk
ignoring?
(…) All of which tends to suggest two things. A
company which cares as much about how it
makes money, as how much money it makes, will
make money. For its shareholders, its investors
and employees. And whoever coined that phrase
about principles was living in the past.
A past which grows dimmer and ever more
distant by the day.”
CSR now

CSR now
Triple Bottom Line
Economy, Environment, Social
Main document
Bottom Line of the P&L sheet
CSR is a concept deﬁning
ﬁrms’ voluntary integration of social and environmental
concerns in their business operations and their
relationships with stakeholders.

Justifying CSR
TNC + Government - NGOs +
Environment - Scandals + Stakeholders +

Environment Friendly?
Trend to green driving
Cars are the main polluting agents
Government incentives

Product
Lifecycle
Analysis
Angel or Devil ? Smartphones
Extraction of raw
material
Purchasing
production
Packaging
& distribution
disposal
Use
& maintenance

Impact
Greenhouse gas emission
Extraction of raw
material
Purchasing
production
Packaging
& distribution
disposal
Use
& maintenance

Extraction of raw
material
Purchasing
production
Packaging
& distribution
disposal
Use
& maintenance
Impact
70%

Impact
Extraction of raw
material
Purchasing
production
Packaging
& distribution
disposal
Use
& maintenance
70%
27%

Impact
Extraction of raw
material
Purchasing
production
Packaging
& distribution
disposal
Use
& maintenance
70%
27%
1,5%

Impact
Extraction of raw
material
Purchasing
production
Packaging
& distribution
disposal
Use
& maintenance
70%
27%
1,5%
1,5%

Other impacts
Social Economic Environment

Création de richesses
et élévation du niveau
de vie via l’exploitation
de mines
…mais probables
problèmes de santé dus
aux mauvaises conditions
de travail.
Source de devises
nécessaires au pays
…mais potentiellement à
l’origine d’instabilités
politiques.
Moins de matières
premières que pour le
ﬁlaire
…mais l’extraction d’or
génère beaucoup de
gravats.

Augmentation du
niveau de vie des
populations grâce aux
salaires versés…
…mais des substances
dangereuses pour la santé
sont encore utilisées
Source de richesses et
d’innovations, facteurs
de développement.
La phase la plus polluante

Conditions de travail des
vendeurs. Problème des
libertés individuelles et de
la géo-localisation
Un marché en forte
croissance en Asie, au
Moyen-Orient et en
Afrique
…mais concentration en
oligopole et spéculation
sur les nouvelles
technologies
Le transport contribue à la
destruction de la couche
d’ozone (10% de la
pollution)

Outil d’expression
démocratique
…mais aussi de cyber-
intimidation, d’atteinte aux
libertés publiques et
d’intrusion dans la sphère
privée
Essentiel dans les PVD
pour les contacts
professionnels et
sociaux
…mais connections et
astreintes illimitées, source
de stress due à la quasi-
immédiateté des
informations
1 à 19% des impacts selon
les indicateurs
environnementaux

Création de richesses
et élévation du niveau
de vie locale
…mais probables
problèmes de santé dus
aux mauvaises conditions
de travail
Source de devises
nécessaires au pays
…mais potentiellement à
l’origine d’instabilités
politiques
En France, 5 % des
portables sont recyclés
Des tonnes de déchets
européens sont exportés
en Inde, Afrique, et Asie

1. De nouvelles lois
internationales ?
•  Exploitation environnementale, sanitaires et
conditions de travail
•  Souffrance et stress au travail
•  Respect de la vie privée et des libertés
publiques
Quelles actions possibles pour le portable ?

internationales ?
2. De nouvelles
pratiques du
business ?
•  Notation « développement durable »
•  Professionnalisation des circuits de collecte et
de recyclage
•  Régulation des oligopoles
•  Adoption de transports moins contributeurs
de GES

internationales ?
3. Des innovations ? •  Eco-conceptions des appareils
2. De nouvelles pratiques
du business ?

internationales ?
2. De nouvelles pratiques
du business ?
3. Des innovations ?
4. L’évolution du
comportement de
chacun ?
•  Code d’usage du portable
•  Rapporter, échanger = Gestes civiques

•  pollution
•  Ressources naturelles
•  biodiversité
•  Gaz à effet de serre
•  Santé
•  Communication
•  Liens sociaux
•  Gouvernance
•  Education
•  Culture
•  Création de richesses
•  Source d’emplois
•  Innovations technologiques
360°

If efforts to be good become a distraction from the core
business they may actually be downright irresponsible
Putting technology into the hands of
the youth worldwide
Angel or Devil ? Microsoft

Angel or Devil ? Microsoft
Steve Kleynhans, Gartner, IT Specialist

Shell and Brent Spar (sea oil storage)
http://news.bbc.co.uk/onthisday/hi/dates/stories/june/20/
newsid_4509000/4509527.stm
Angel or Devil ? Shell

Angel or Devil ? Shell
Interactions between several
stakeholders
NGO, Governments, Private Company, Civil Society, Medias, etc.
Evidence that something changed
The power of New Stakeholders

Only 8 women are
top-models.
3 bn. are not
“!

Greenwashing
Greenwashing is a form of spin in which green
public relations or green marketing is deceptively
used to promote the perception that an
organization's products, aims or policies are
environmentally friendly

Stakeholder management
Freeman, R. Edward (1984)
Strategic Management: A stakeholder approach
Boston: Pitman
Stakeholders are
probably the main issue
of CSR.
A corporate stakeholder
is a party that can affect
or be affected by the
actions of the business
as a whole
Environmental, social, human, and civil-rights
values become included in the product.

Traditional Peripheral

Traditional
Stakeholders
Peripheral
Stakeholders
Shareholders Industrial Associations
Customers Minoritarian shareholders
Directors Governments
Employees Legislators
Syndicates Regulation agents
Business partners Medias and Press
Retailer Political Lobbying
Suppliers Customers associations
Co-contractors
Franchises
Competitors
Financial community

Traditional Peripheral Civil society

Traditional
Stakeholders
Peripheral
Stakeholders
New Stakeholders
Civil Society
Shareholders Industrial Associations Voters
Customers Minoritarian shareholders Public Opinion
Directors Governments NGOs
Employees Legislators Neighbors
Syndicates Regulation agents Churches
Business partners Medias and Press Associations
Retailer Political Lobbying Clubs
Suppliers Customers associations Activists
Co-contractors Hedge Funds
Franchises Scientists
Competitors Pressure Groups
Financial community

Stakeholders Examples of interests
Government taxation, VAT, legislation, low unemployment, truthful reporting
Employees rates of pay, job security, compensation, respect, truthful communication
Customers value, quality, customer care, ethical products
Suppliers
providers of products and services used in the end product for the customer,
equitable business opportunities
Creditors credit score, new contracts, liquidity
Community jobs, involvement, environmental protection, shares, truthful communication
Trade Unions quality, staff protection, jobs

Measurable
Value
Traditional Firm
Measurable
Value
XXIst century Firm
Goodwill
brand capital, strategic
position, alliances,
knowledge capital
New assets
Reputation, stakeholder
management, ethic
involvment, social
responsibility commitment
Goodwill
Brand capital, strategic
position, alliances,
knowledge capital

Financial Value
The ﬁnancial analysis only shows the head of the iceberg undervaluing. The strategic capacity of the
management team, Company’s ability to adapt to uncertainties, The durability of the competitive
advantages.
Environment
Resource use
Waste
Pollution
Product Cycle
Providers
Child Labor
Human Rights
Sustainable Value chain’
Corporate Governance
Accountability
Independence
Remuneration
Customers
Quality
Customer
Satisfaction
BusinessEthics
Bribery and Corruption
Employees
Workplace standards
Health/Security
Diversity
Community
Philanthropy
Involvement with Community
Intangible factors in the value creation

Reed, D. (2002)
Employing normative stakeholder theory in developing countries
Business and Society, 41(2), 32-45

3rd Layer
Integral and strategic relationship to obtain a
sustainable competitiveness
2nd Layer
Systematic relationship for the risk management
and the better understanding of the stakeholders
1st Layer
The pressure determines the impact of beneﬁts
that are minored. Most of the times, losses
bound with confrontation

Low
High
Low
High
Stakeholder’s
potentialforcooperation
Stakeholder’s Potential for Threat to Organization
Stakeholders Matrix
?
Mixed Blessing
Strategy I Collaborate
Supportive
Strategy I Involve
Marginal
Strategy I Monitor
Nonsupportive
Strategy I Defend

32,6%
35,7%
40,6%
25,1%
20,9%
20,8%
85,2%
43,1%
40,2%
80,5%
91,4%
Dans le cadre de la norme ISO 14001
Pour accroître la rentabilité de l'entreprise
Pour tirer un avantage concurrentiel
Intérêts économiques
Pour bénéficier d'aides ou de subventions
Pour bénéficier d'avantages fiscaux
Pour obtenir des marchés publics
Indication
Pour vous adapter à la légisalation en vigueur
Pour répondre à la pression des DO ou des clients
En raison de l'existence de sanctions
Obligation
Pour améliorer l'image de l'entreprise
Par conviction personnelle
Image de l'entreprise/engagement personnelFirm’s image/reputation & personal commitment
Through personal conviction
To improve the firm’s image
Obligation
Because of sanctions
To answer to ordering parties or customers
To conform to the legislation
Indication
To win invitation to tender
To benefit from fiscal advantages
To benefit from financial aids or subventions
Economical interests
To benefit from competitive advantage
To increase the return of the firm
In the framework of ISO 14001 norm
Why did firm involve in SD? (OSEO, 2012)

Origin of companies’ commitment (ACFCI, 2010)
CEO conviction
Respect or anticipation of the legislation
Risk control
Firm’s image
Firm’s project
Motivation of employees
Search for employees motivation
Customer’s incitation
New markets

Positive effects (ACFCI, 2010)
Reputation increasing
Links’ reinforcement with partners
Social climate increasing
Productivity gains

Moindres coûts
Plus de sécurité
Réponses aux exigences légales (env., santé,
sécurité, etc.)
Meilleure qualité du service ou des produits
Présence médiatique et notoriété accrue
Ouverture de nouveaux marchés ou nouveau
positionnement
Développement de relations de confiance et
meilleure intégration locale de l'entreprise
Motivation et fidélisation du personnel
Sentiement de pérennité de l'activité de l'entreprise
Image positive de l'entreprise auprès de sa clientèle,
ses fournisseurs, sa collectivité
27,0%
27,0%
28,9%
34,9%
40,8%
47,4%
53,3%
59,9%
61,2%
86,8%
Image positive de l'entreprise auprès de sa clientèle,
ses fournisseurs, sa collectivité

Sentiment de pérennité de l'activité de l'entreprise

Motivation et fidélisation du personnel

Développement de relations de confiance et
meilleure intégration locale de l'entreprise

Ouverture de nouveaux marchés ou nouveau positionnement

Présence médiatique et notoriété accrue

Meilleure qualité du service ou des produits

Réponses aux exigences légales (env., santé, sécurité, etc.)

Moindres coûts

Plus de sécurité

Positive image of the firm (stakeholders, clients, suppliers, community, etc.)
Durability feeling about firm’s activity
Motivation et loyalty of employees
Development of trust relationship and better local integration of the firm
New markets investigation or new position
Media presence and increasing reputation
Best quality of products or services
Answer to legal requirements (env., health, security, etc.)
Low costs
More security
Positive effects (OSEO, 2012)

Being socially responsible means not necessarily
respecting legal issues but going beyond their
application and investing more in human capital in
environment and in relationships with
stakeholders
Partial Conclusion

Anticipate norms’ evolution
Partial Conclusion
Afﬁrm a stronger role within the society
New Rules
Reinforce the dialogue with stakeholders
Answer to social demand
Gain in efﬁciency and control risks

Partial Conclusion
Includes stages/divisions/departments/functions
Main difficulty are temporal horizon & extra costs
SD is a strategic action within the firm’s general policy
Lies on BM (reinforcement, creation, change, etc.).
Impact on firm’s capacity to generate returns

Partial Conclusion
Enlargement of the ﬁrm’s horizon through its responsibility
An increasing global value creation and commitment
Transform constraints in opportunities in new market context
Cooperation with stakeholders
Make production and consumption modes evolve

Partial Conclusion
Anticipate in an evolving context, be reactive to risks, adapt,
convince, etc.
Aims: recent concept, rhythm to ﬁnd, listening and open
spirit, etc.
Managing innovation & change
Managing SD in time {LT vs. ST}

Social Business
Models
L’approche BoP
La notion de SBM
Classiﬁcation des SBM

There are a plethora
of business model
possibilities: some will
be much better adapted
to customer needs and
business environments
than others
“!
”! Teece, D. (2010)
Business Models, Business Strategy and Innovation
Long Range Planning, 43, 172-194

4 milliards
d’êtres humains
vivent avec moins de
5$ par jour

Base of the Pyramid
Rangan, V.K., Chu M., et D. Petkosk (2001)
Segmenting The Base of The Pyramid
Harvard Business Review, Juin, 113-117

Base of the Pyramid
C.K. Prahalad Stuart Hart

Base of the Pyramid
Prahalad, C. K. (2004)
The fortune at the BoP: Eradicating poverty with proﬁts
Philadelphia: Wharton Business Publishing

Low-income markets
present a prodigious
opportunity for the world’s
wealthiest companies to
seek their fortunes and
bring prosperity to the
aspiring poor
“!
”!Prahalad, C.K. et Hart, L.S. (2002)
The fortune at the bottom of the pyramid
Strategy+Business, Janvier, 54-67

Base of the Pyramid
Revenus

Base of the Pyramid
3 milliards d’individus
Personnes vivant dans les pays développés
Classes supérieures et moyennes des pays
émergents.
Tiers
supérieur

Base of the Pyramid
1,4 milliard d’individus
Personnes ayant une éducation secondaire.
Revenus relativement réguliers et compris
entre 3 et 5$ par jour.
Tiers
supérieur
Faibles revenus

Base of the Pyramid
1,6 milliard d’individus
Niveau d’éducation faible.
Revenus irréguliers compris
entre 1 et 3 $ par jour.
Pas d’accès au système bancaire
et au crédit.
Recours aux marchés informels.
Tiers
supérieur
Faibles revenus
Subsistance

Base of the Pyramid
1 milliard d’individus
Populations déplacées.
Revenus inférieurs à 1$ par jour.
Survie grâce au troc et aux ONG.
Tiers
supérieur
Faibles revenus
Subsistance
Extrême pauvreté

Besoins non
satisfaits
par le système
économique
traditionnel
Base of the Pyramid

Recours à
l’économie
informelle,
au troc et
aux ONG
Base of the Pyramid

Faible quantité
et faible qualité
des produits
consommés
Base of the Pyramid

Adaptation
Les marchés bop sont très différents les
uns des autres.
Les approches indifférenciées sont
vouées à l’échec.
Access
Les consommateurs peuvent avoir des
difficultés à accéder à l’offre (surtout s’ils
vivent en dehors centres urbains).
Affordability
Faire en sorte que les consommateurs
puissent s’offrir les produits ou les
services sans détériorer la qualité
(souvent lié à la question des volumes).
Availability
Assurer la continuité de l’offre permet
de fidéliser la clientèle qui ne peut
souvent pas différer ses achats.
Base of the Pyramid
Prahalad, C.K. et Hart, L.S. (2002), The fortune at the bottom of the pyramid
Strategy+Business, 54-67
Prahalad, C.K. (2011) Bottom of the Pyramid as a Source of Breakthrough Innovations
Journal of Product Innovation Management, 29(1), 6-12

Social
business
models
≠For profit
Business model
La notion de SBM

Social
business
models
≠Œuvres de
Charité
La notion de SBM

Approche
Approche
La notion de SBM

Alignement

Maximisation
financière
Approche 
SHAREHOLDERS
La notion de SBM

Alignement

Maximisation
financière
Approche 
SHAREHOLDERS
La notion de SBM
Approche 
STAKEHOLDERS
Parties prenantes

Maximisation
économique et sociale
vs.

Traits génériques des SBM
Yunus, M., Moingeon, B. et Lehmann-Ortega, L. (2010)
Building Social Business Models: Lessons From the Grameen Experience
Long Range Planning, 43 (2-3), 308-325
Partenariats
Entreprises-ONG
et/ou gouvernements

Partenariats
Entreprises-ONG
et/ou gouvernements
Double ﬁnalité
sociale et économique

Partenariats
Entreprises-ONG
et/ou gouvernements
Double ﬁnalité
Participation des
communautés locales à la
création de valeur

Partenariats
Entreprises-ONG
et/ou gouvernements
Double ﬁnalité
Participation des
communautés locales à la
création de valeur
Innovation de
produit et/ou de procédé

Maucuer, R. (2013)
Partenariats ONG-Entreprise et évolution du Business model de la Grande entreprise
Thèse de doctorat en Sciences de Gestion, Université Paris Dauphine
Business Models Responsables
Business Models Communautaires
Business Models Philantropiques

Maucuer, R. (2013)
adaptation de modèles traditionnels pour répondre à des
contraintes sociales et environnementales.

Partenariats avec des ONG
(WWF, Farm Africa, etc.)
Prévention de l’alcoolisme
(formation des employés)
Production responsable
(diminution de la consommation d’eau)
Partenariats avec des
petits producteurs locaux
Mécénat
(financement de programmes de
micro-crédit, lutte contre le SIDA, etc.)

Maucuer, R. (2013)
Remise en question plus profonde des modes de
fonctionnement traditionnels. « No loss / No dividend »

Maucuer, R. (2013)
Remise en question plus profonde des modes de
fonctionnement traditionnels. « No loss / No dividend »
Pas d’objectif immédiat de rentabilité économique

Maucuer, R. (2013)
Introduction
de pratiques
RSE
Business Models
RESPONSABLES
Business Models
PHILANTHROPIQUES
Business Model 
COMMUNAUTAIRES
Faible
adaptation
de l’offre
Maintien de
l’objectif de
rentabilité
économique
Mécénat
Diminution
du nombre
d’intermédiaires
No loss
No dividend
Bénéfices
réinvestis
Modification
drastique de
l’offre
Joint-venture
entreprise
et ONG
Forte implication
des communautés
dans la création
de valeur
Promotion de
l’entrepreneuriat
par le
micro-crédit
Pilotage des
projets par
une ONG
Pas d’objectif
de rentabilité
immédiate
Financement
par les activités
traditionnelles
de l’entreprise
Amélioration
de la
réputation
Entrée sur
des marchés
prometteurs
Dons
financiers ou
en nature

Types de SBM
Tiers
supérieur
Faibles revenus
Subsistance
Extrême pauvretéBusiness Models
PHILANTHROPIQUES
Business Model
COMMUNAUTAIRES
Business Models
RESPONSABLES

Pour aller plus loin…
Radjou, N., Prabhu, J. et S. Ahuja (2013)
L'innovation Jugaad
Diateino Eds

Ce qu’il faut retenir
Les SBM permettent de
répondre aux enjeux identiﬁés
par l’approche BoP
4 milliards de personnes vivant avec moins de
5$ par jour. Des populations aux niveaux de vie
et aux besoins différents.
Trois types de SBM (responsables,
communautaires, philantropiques)

Conclusion
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Corporate Social Responsibility

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