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Emerging Markets,

Emerging Models
MARKET-BASED SOLUTIONS TO THE CHALLENGES OF GLOBAL POVERTY
Ashish Karamchandani Michael Kubzansky Paul Frandano
March 2009

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FOR MORE INFORMATION PLEASE CONTACT:

Michael Kubzansky
mkubzansky@monitor.com
+1.617.252.2486

Ashish Karamchandani
akaramchandani@monitor.com
+91.22.6658.2000

www.mim.monitor.com
www.monitor.com
Emerging Markets,
Emerging Models
MARKET-BASED SOLUTIONS TO THE CHALLENGES OF GLOBAL POVERTY

Ashish Karamchandani Michael Kubzansky Paul Frandano


with the assistance of Victoria Barbary, Anamitra Deb, Davis Dyer,
Nishant Lalwani, Varad Pande, and Suchitra Shenoy

Executive Summary ............................................................. 2


Introduction .......................................................................... 8
New Approaches to Low-Income Markets .......................... 16
Business Models That Work .............................................. 34
PAY-PER-USE .................................................................................................. 40
NO FRILLS SERVICE ..........................................................................................47
PARASKILLING ................................................................................................. 55
SHARED CHANNELS .........................................................................................64
CONTRACT PRODUCTION.................................................................................. 77
DEEP PROCUREMENT...................................................................................... 86
DEMAND-LED TRAINING ...................................................................................95

What the Models Teach .................................................... 102


Recommendations and Concluding Thoughts ................... 120
APPENDIX: OVERVIEW OF THE INDIA STUDY .............................................. 131

ACKNOWLEDGEMENTS ............................................................................ 135

NOTES .................................................................................................... 136


Appendix
Executive Summary
EMERGING MARKETS, EMERGING MODELS 3
Executive Summary

THIS REPORT INVESTIGATES “MARKET-BASED SOLUTIONS”!


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READING BY SOLAR LANTERN


The poor participate daily in markets, whether for livelihoods, food,
social services, or basic products like lamps and stoves. But these
markets are often informal and provide low quality goods and services
at a penalty. Market-based solutions are delivering better outcomes.

© MONITOR COMPANY GROUP, L.P. 2009


4 EMERGING MARKETS, EMERGING MODELS
Executive Summary

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 5
Executive Summary

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© MONITOR COMPANY GROUP, L.P. 2009


6 EMERGING MARKETS, EMERGING MODELS
Executive Summary

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 7
Executive Summary

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© MONITOR COMPANY GROUP, L.P. 2009


Introduction
EMERGING MARKETS, EMERGING MODELS 9
Introduction

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A SELF-HELP GROUP IN ANDHRA PRADESH


Village women meet regularly to manage credit and savings for
purchases of dairy cows and other income-generating assets.

© MONITOR COMPANY GROUP, L.P. 2009


10 EMERGING MARKETS, EMERGING MODELS
Introduction

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 11
Introduction

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married to a noble mission
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is rarely enough to make
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%11(,'4!M)%!,%#%",2)!-&6(*6%.!#2(,%#!(1 !#-'%!6-#-'#!"&.!)8&: impoverished conditions.
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#2"*%9!-&!*(<:%&.!$",;%'#4!aH%%!3D/@,(,:#(>,@054b

© MONITOR COMPANY GROUP, L.P. 2009


12 EMERGING MARKETS, EMERGING MODELS
Introduction

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 13
Introduction

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© MONITOR COMPANY GROUP, L.P. 2009


14 EMERGING MARKETS, EMERGING MODELS
Introduction

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 15
Introduction

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© MONITOR COMPANY GROUP, L.P. 2009


New Approaches to
Low-Income Markets
EMERGING MARKETS, EMERGING MODELS 17
New Approaches to Low-Income Markets

NEARLY HALF OF THE WORLD!*-6%#!(&!*%##!')"&!FC!"!."34!O)"'!$(#'!


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GRINDING FLOUR
Among low-income families, food preparation is often laborious and
time-consuming. Today, market-based solutions offer better ways to
simplify traditional chores like cooking or securing clean water.

© MONITOR COMPANY GROUP, L.P. 2009


18 EMERGING MARKETS, EMERGING MODELS
New Approaches to Low-Income Markets

+%,2%&'4I!M)%!$",;%':.,-6%&!%2(&($-2!/,(<')!(1 !.%6%*(+-&/:2(8&',3!_YE#!"&.!
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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 19
New Approaches to Low-Income Markets

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© MONITOR COMPANY GROUP, L.P. 2009


20 EMERGING MARKETS, EMERGING MODELS
New Approaches to Low-Income Markets

The Poor as Economic Actors

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 21
New Approaches to Low-Income Markets

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Business Models in Low-End Markets

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© MONITOR COMPANY GROUP, L.P. 2009


22 EMERGING MARKETS, EMERGING MODELS
New Approaches to Low-Income Markets

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Where the Formal Economy Reaches…and Doesn’t.

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 23
New Approaches to Low-Income Markets

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Just How Big, Really, is the Opportunity?

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© MONITOR COMPANY GROUP, L.P. 2009


24 EMERGING MARKETS, EMERGING MODELS
New Approaches to Low-Income Markets

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Education in India: Market Size Comparison (US$B)

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 25
New Approaches to Low-Income Markets

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whether large companies
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© MONITOR COMPANY GROUP, L.P. 2009


26 EMERGING MARKETS, EMERGING MODELS
New Approaches to Low-Income Markets

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Whom Can We Expect to Find in These Markets?

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0%!/"-&%.!1,($!<(,;-&/!<-')!/,(8+#!(1 !.-#+%,#%.!*(<:-&2($%!+,(.82%,#4!

© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 27
New Approaches to Low-Income Markets

The Imperative to Scale

H2"*%!-#!"!2%&',"*!2(&2%,&!1(,!$",;%':0"#%.!#(*8'-(&#!-&'%&.%.!'(!#%,6%!')%!+((,!0%:
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#%,6%.!"'!0%#'!"!1%<!')(8#"&.!28#'($%,#!(,!%$+*(3%.!"! The majority of ventures
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$8#'!(+%,"'%!K!(,!)"6%!.%$(&#',"'%.!+('%&'-"*!'(!(+%,"'%!K!"'!*",/%!#2"*%4!

© MONITOR COMPANY GROUP, L.P. 2009


28 EMERGING MARKETS, EMERGING MODELS
New Approaches to Low-Income Markets

!"#$'(&'9&8#5+:,

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 29
New Approaches to Low-Income Markets

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© MONITOR COMPANY GROUP, L.P. 2009


30 EMERGING MARKETS, EMERGING MODELS
New Approaches to Low-Income Markets

Four That Scaled


COMPANY KEY INFORMATION OBJECTIVE AND STRATEGY
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#'"'%:*%6%*#4!

© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 31
New Approaches to Low-Income Markets

COMPANY KEY INFORMATION OBJECTIVE AND STRATEGY


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$-&-$-N%!,%#-#'"&2%!1,($!%7-#'-&/!,8,"*!"*'0&!#',82'8,%#4

© MONITOR COMPANY GROUP, L.P. 2009


32 EMERGING MARKETS, EMERGING MODELS
New Approaches to Low-Income Markets

Less Diversified MFIs Have Grown the Fastest

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 33
New Approaches to Low-Income Markets

.%$"&.:*%.!$(.%*!'",/%'%.!"'!*(<:-&2($%!$",;%'#!-#!*-;%*3!'(!#2"*%!-&!*%##!
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Most Scale Examples in India Took Well Over Ten Years to Get There

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© MONITOR COMPANY GROUP, L.P. 2009


Business Models That Work
EMERGING MARKETS, EMERGING MODELS 35
Business Models That Work

GETTING THE BUSINESS MODEL RIGHT!-#!"!0"#%*-&%!',8-#$!1(,!"**!


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MARKET-BASED SOLUTIONS IN PRACTICE


Market-based solutions using effective business models are mak-
ing a difference in education, agriculture, water purification, health
care, and other sectors.

© MONITOR COMPANY GROUP, L.P. 2009


36 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

O%!.(!&('!#8++(#%!')"'!')%!#%6%&!08#-&%##!$(.%*#!<%P6%!#%''*%.!(&!",%!')%!(&*3!
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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 37
Business Models That Work

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(&!+,-6"'%!)%"*')!"&.!%.82"'-(&!#%,6-2%#4!X(,!')%!+((,!"#!1(,!"&3(&%!%*#%9!)%"*')!-#!"!
&%2%##-'3!/((.4!5&.!%.82"'-(&9!"#!(')%,#!)"6%!1(8&.!"&.!L(&-'(,!28#'($%,!,%#%",2)!
2(&!!,$#9!-#!"&!"#+-,"'-(&"*!/((.!1(,!<)-2)!')%!+((,!<-**!$";%!#"2,-!!2%#4!>&.%%.9!*(<:
-&2($%!/,(8+#!-&!$"&3!2(8&',-%#!,%".-*3!(+'!1(,!+,-6"'%!#%,6-2%#!(6%,!')(#%!+,(6-.%.!

© MONITOR COMPANY GROUP, L.P. 2009


38 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

&.8(#5'-+)+7($';&<'&$(83+2'=2(8+'>' ')-#!K!#$"**!%&'%,+,-#%9!Z8#'!#'",'-&/9!)"#&P'!3%'!
$"+')+&$'#(&"!#21#'&.5#2'5#)$+2) =8-'%!!!/8,%.!(8'!-'#!$",;%'!"&.!+,(.82'9!"&.!
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>&.-"9!L,4!Y4M4!Q",;-!K!<)(#%!#%*1:.%#2,-0%.!
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$%&'!0"''%,-%#4!>'!-#!$",;%'%.!"#!"!#80#'-'8'%! +%%#!Z8#'!'(!#+%&.!(&!"!*"$+eV!<"#!"!2($$(&!
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-'#%*1 !-&!C:G!3%",#9!.%+%&.-&/!(&!8#"/%4!`&!"! "*'%,&"'-6%#4!L(#'!,8,"*!'",/%'!28#'($%,#!
2(#'!+%,!*8$%&!0"#-#!-'!-#!1",!#8+%,-(,!'(!"&3! )"6%!-,,%/8*",!"&.!/%&%,"**3!*(<!2"#)!"!(<#9!
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'-(&!-&!CJJB4!H%6%,"*!,%"#(&#!$-/)'!%7+*"-&!

NEST Lanterns Have Sold Slowly Despite Superior Price/Cost Performance


Comparison of Cost/Lux hr of Various Lighting Technologies

()*+),-.*-)/0!12%3045+.65786/0 &K12#
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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 39
Business Models That Work

1(,!1,%%!03!/(6%,&$%&'!K!-&!>&.-"9!]J!+%,2%&'!(1 !')%!*(<%#'!-&2($%!.%2-*%!+"3!1(,!
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$8#'!0%!,%*%&'*%##*3!.,-6%&!*(<%,4!

© MONITOR COMPANY GROUP, L.P. 2009


40 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

Pay-Per-Use *.0+5'?

8.2+'*.0+5'+5+*+)$&
$:';<=8;>?8@A>'BCD>EAF'G@AHCB>?A'H=;IG<EE=';<='JC?'><GK'@A>'I:AH><D'CJ'CL:I:M'
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+C?'B<='A@QAG?IQ>'JC?'<'A>H'R@<:HIH='CJ';?CD@GH'C?'A>?PIG>4'<:D'B<='GCEE>GH'
HK>';?CD@GH'C?'A>?PIG>'<H'G>:H?<EIS>D'DIAH?IQ@HIC:';CI:H'C?';<='A@?GK<?M>'
JC?'D>EIP>?=N'6?CD@GHA'G<:'Q>'B>H>?>DF';?>8;<IDF'?>:H>DF'ACED'I:'I:DIPID@<E'
;C?HIC:AF'>HGN

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D<='C;>?<HIC:A'CJ'J<GIEIHI>AF'DIAH?IQ@HIC:F'<GGC@:HAF'>R@I;B>:H'B<I:H>:<:G>'
+>:M<MI:M'>R@I;B>:H'A@;;EI>?AF'?>;<I?B>:4F'>HGNF'<:D'<'GCEE>GHIP>'ECG<E'>:HIH='
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I:DIPID@<EF'!'?BF'%V.F'PIEE<M>'GC:AC?HI@B'T'@:D>?H<W>A'HC'C?M<:IS>'<:D'
;?CPID>'A>?PIG>A'C?';?CD@GHA'HC'<'ECL8I:GCB>'B<?W>H'+H=;IG<EE='<'PIEE<M>'C?'
M?C@;'CJ'PIEE<M>A4F'Q?I:MI:M'?>R@IAIH>'<DBI:IAH?<HIP>F'C;>?<HIC:<EF'!':<:GI<EF'
B<?W>HI:M'>U;>?HIA>X>U;>?I>:G>XA@GG>AAN'

© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 41
Business Models That Work

S&'%,+,-#%#!')"'!)(+%!1(,!#(2-"*!,%'8,&#!"#!<%**!"#!!!&"&2-"*!(&%#!(1'%&!.%6%*(+!)%*+18*!
*(<:2(#'!.8,"0*%#!"&.!2(&6%&-%&2%#!1(,!')%!+((,!K!#(*",!*"&'%,&#9!<"'%,!!!*'%,#9!',%".*%!
+8$+#9!2((;!#'(6%#9!"&.!')%!*-;%4!Y%#+-'%!')%!(+%,"'-(&"*!-$+%,"'-6%!'(!+,-2%!#82)!-'%$#!
"#!*(<!"#!+(##-0*%9!"!+,(.82'P#!$(#'!#-/&-!!2"&'!0",,-%,!'(!"''"-&-&/!0-/!#"*%#!&8$0%,#!-#!
(1'%&!-'#!+,-2%4!M)%!"$(8&'!(1 !2"#)!'3+-2"**3!"6"-*"0*%!'(!+%(+*%!-&!*(<:%&.!$",;%'#!-#!
#-$+*3!'((!*-''*%!1(,!')%!&%2%##",3!8+1,(&'!*8$+!#8$!+"3$%&'4!
A8#'($%,#!",%!')8#!1(,2%.!'(!0(,,(<?!1,($!1"$-*3!(,!1,-%&.#! Many offerings
-1 !+(##-0*%9!(,!1,($!$(&%3*%&.%,#!"'!#'%%+!,"'%#4! are essentially “push”
products and services,
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$"&3! ",%"#! )"6%! $(,%! 2,%.-'! (+'-(&#! "'! ,"'%#! #-/&-!!2"&'*3! educate and persuade
*(<%,!')"'!')(#%!(1 !',".-'-(&"*!$(&%3*%&.%,#4!Q8'!%6%&!2,%.: potential customers.
-'!"'!,%"#(&"0*%!,"'%#!,%.82%#!a'),(8/)!"..%.!%7+%&#%b!')%!
%2(&($-2!0%&%!!'!(1 !*(<:2(#'!+,(.82'#9!"&.!$"&3!+('%&'-"*!28#'($%,#!,%$"-&!<",3!
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"6"-*"0*%!2"#)4!

© MONITOR COMPANY GROUP, L.P. 2009


42 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

Q3,,"Z8!)"#!08-*'!Dh!<"'%,!!!*',"'-(&!+*"&'#9!#%,6-&/!]DJ9JJJ!+%(+*%!-&!')%!#(8')%,&!
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Half of the non-users 1(,!&%<!2",',-./%#!(,!(6%,*((;!2*%"&-&/!')%!(*.!(&%#4
Monitor surveyed preferred
the taste of their unfiltered
Commercial Viability
water, even though they
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"11(,."0*%!%6%&!'(!')(#%!%",&-&/!"#!*-''*%!"#!^#4!\J:hJ!aFB4GJb!+%,!."34!5'!')-#!+,-2%!
+(-&'9!L(&-'(,P#!28#'($%,!,%#%",2)!#)(<#!2(&#-.%,"'-(&#!#82)!"#!'"#'%!'(!0%!$(,%!
#-/&-!!2"&'!"#!0",,-%,#!'(!".(+'-(&!')"&!2(#'4!c"*1 !(1 !')%!&(&:8#%,#!L(&-'(,!#8,:
6%3%.!+,%1%,,%.!')%!'"#'%!(1 !')%-,!8&!!*'%,%.!<"'%,9!%6%&!')(8/)!')%3!)".!#"$+*%.!
')%!Q3,,"Z8!<"'%,!#%6%,"*!'-$%#4

© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 43
Business Models That Work

!"#$'8/&$.*+2&'&#1

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© MONITOR COMPANY GROUP, L.P. 2009


44 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 45
Business Models That Work

Pay-Per-Use Challenges

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© MONITOR COMPANY GROUP, L.P. 2009


46 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 47
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


48 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 49
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


50 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 51
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


52 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 53
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


54 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 55
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


56 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 57
Business Models That Work

Gyan Shala Students Outperform Public School Children in Every Subject, Except Copying

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© MONITOR COMPANY GROUP, L.P. 2009


58 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 59
Business Models That Work

Gyan Shala Schools’ Teaching Costs Are Only 30 Percent of Informal Private Schools
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© MONITOR COMPANY GROUP, L.P. 2009


60 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 61
Business Models That Work

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Gyan Shala Addresses Two of the Top Four Reasons That Girls Drop Out —
School Fees and Distance to School

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© MONITOR COMPANY GROUP, L.P. 2009


62 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 63
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


64 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

Shared Channels'*.0+5']

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!'>ED'JC?G>AN

© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 65
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


66 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

+,(+,-%'",3!.-#',-08'-(&!2)"&&%*#!"..!'(!'-2;%'!+,-2%!"&.!')8#!.-$-&-#)!')%!+('%&'-"*!
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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 67
Business Models That Work

LX>#!#',-;%!$"&3!+,(.82%,#!"#!"&!%#+%2-"**3!"'',"2'-6%!2)"&&%*?!$(#'!,%*3!(&!"!+,(:
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© MONITOR COMPANY GROUP, L.P. 2009


68 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

H($%! $"&81"2'8,%,#! )"6%! #'",'%.! %7+%,-$%&'-&/! <-')! "! 2*"##! (1 ! U#%$-:,8,"*!


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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 69
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


70 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 71
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


72 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

THE POOR AS SUPPLIERS, PRODUCERS, WORKERS

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 73
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


74 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

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"/,-28*'8,"*!<",%)(8#%#!(,!'%,$-&"*!$",;%'#b4![%,3!1%<!#82)!-&'%,6%&'-(&#!#'8.-%.!
03!')%!+,(Z%2'9!)(<%6%,9!,%#8*'%.!-&!#-/&-!!2"&'9!#2"*"0*%!%11%2'#!(&!*-6%*-)((.#4!c%,%!
$(,%!')"&!-&!"&3!(')%,!",%"!<%!1(8&.!"!&8$0%,!(1 !08#-&%##!$(.%*#!$82)!/,%"'%,!
')"&!')%!'),%%!<%!#%%!"#!0%-&/!6-"0*%4

© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 75
Business Models That Work

!"#$'0.+&)%$'!.23'()'+)6#6()6'0(&$2(-/$+0'&/==5(+2&T'7"+5%&'+S=+2(+)8+

M)%!.%6%*(+$%&'!<(,*.!)"#!+,(.82%.! (1 !')%!A(&'"-&%,!A(,+(,"'-(&!(1 !>&.-"!


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",(8&.!2(&6-&2-&/!#$"**9!$",/-&"*!"/: H%%-&/!')"'!GJ!+%,2%&'!(1 !')%!1,8-'!"&.!
,-28*'8,"*!+,(.82%,#!'(!#<-'2)!1,($!*(<! 6%/%'"0*%#!-&!>&.-"!",%!*(#'!.8%!'(!+((,!
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+,(2%%.#!1,($!')%!,%2(/&-'-(&!')"'!"/: '(!')%!#'";%)(*.%,#!-&!')-#!",%"4!
/,%/"'-(&!-#!/%&%,"**3!0%&%!!2-"*!'(!#$"**!
+,(.82%,#!08'!'";%#!"!<,(&/!'8,&!03!,%*3: XcSR!(+'%.!'(!+,(28,%!"&.!$",;%'!
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+,($-#-&/!'(!)%*+!!!&.!$",;%'#!1(,!')%-,!
+,(.82'4!Q8'!<)%&!')%!$",;%'#!1"-*!'(! @! _8-."&2%!(&!+,(+%,!28*'-6"'-(&!'(!
$"'%,-"*-N%9!%6%,3(&%!*(#%#4 %&#8,%!0%''%,!=8"*-'3!1,8-'!"&.!0%''%,!
3-%*.#4
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*8#',"'%.!03!X,%#)!"&.!c%"*')3!S&'%,+,-#%! @! M%#'-&/!(1 !$"'8,-'3!"&.!2(*(,!(1 !
R-$-'%.!aXcSRb!-&!>&.-"9!<)-2)!',-%.!"! "++*%#!03!',"-&%.!+%,#(&&%*4
U$-..*%!(1 !')%!#8++*3!2)"-&V!-&'%,6%&:
@! E-2;-&/!"'!"++,(+,-"'%!'-$%4
'-(&4!XcSR!-#!"!18**3!(<&%.!#80#-.-",3!

© MONITOR COMPANY GROUP, L.P. 2009


76 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

E(#':)",6%#'!"##-#'"&2%!-&2*8.%.? 0%/-&&-&/4!A(&#-.%,-&/!')%!)3+%!(6%,!')%!
)8/%!>&.-"&!$",;%'!1(,!1,%#)!1,8-'!"&.!
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"&.!#)-++-&/4 0%!"$+*%!&8$0%,#!(1 !083%,#4!

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')%-,!(,-/-&"*!083%,#!'(!XcSRK08'!
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',"-&-&/9!')%!1",$%,#!$"3!&(<!0%!$(,%!
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"&.!')%-,!*-6%#!)"6%!0%%&!.-#,8+'%.4
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')%:#8++*3:2)"-&!-##8%#!1,($!')%!6%,3!

© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 77
Business Models That Work

Contract Production *.0+5'b

8.2+'*.0+5'+5+*+)$&
!'H=;IG<E'<M?IG@EH@?<E'GC:H?<GH';?CD@GHIC:'<??<:M>B>:H'K<A'!'P>'J><H@?>AO

@' #IKJJCJHF'FB'PNFNKJ'ONKAQELJF'@A@<EE='<H'<';?>D>H>?BI:>D';?IG>N'6<=B>:H'IA'
H=;IG<EE='B<D>'<H'HK>'HIB>'CJ';@?GK<A>F'C:'HK>'A;CHN

@' =KBVGLGBH'BP'GHONFL'EHD'BFQJK'KJLBNKAJL'A@GK'<A'A>>DAF'J>?HIEIS>?AF'<:D'
;>AHIGID>A'T'C?F'I:'HK>'G<A>'CJ';C@EH?=F'GKIGWA'<:D'J>>D'T'C:'G?>DIH'HC'><GK'
GC:H?<GH>D'J<?B>?F'@A@<EE='<H'HK>'PIEE<M>N'/>GK:IG<E'<DPIG>'<:D'<AAIAH<:G>'B<='
<EAC'Q>';?CPID>DN

@' $JAQHGAEX'LOJAG!'AEFGBHL'HK<H'I:GE@D>'?>R@I?>B>:HA'<:D'AH<:D<?DA'JC?'
J<?B>?A['@A>'CJ'I:;@HAF'R@<EIH='<AA@?<:G>F';>?BIAAIQE>'P<?I>HI>AF'G@EHIP<HIC:'
<:D'K<?P>AHI:MF'<:D'ACB>HIB>A'>P>:';<GWI:M'<:D'AKI;;I:MN

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HK>';?CD@G>?AN

@' .H`EKD'LEXJ'EHD'PNX!'XXCJHFF'I:'LKIGK'HK>'GC:H?<GHI:M'>:H>?;?IA>'B<I:H<I:A'
HK>'B<?W>H'?>E<HIC:AKI;'<:D'M?<D>AF';?CG>AA>AF';<GWAF'<:D'AKI;A'HK>'
K<?P>AH>D'GCBBCDIH=N

© MONITOR COMPANY GROUP, L.P. 2009


78 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

5!2(&',"2'!+,(.82'-(&DI!.%"*!-#!/%&%,"**3!"!#-$+*%!"##8,%.!083:0"2;!",,"&/%$%&'!
a(1'%&! <-')! +,%:&%/('-"'%.! +,-2-&/b! 0%'<%%&! "&! %&'%,+,-#%! "&.! ')%! #8++*-%,4! M)%!
2(&',"2'(,!8#8"**3!18,&-#)%#!"!,"&/%!(1 !-&+8'#!"&.!*"'%,!2(**%2'#!(8'+8'#9!%##%&'-"**3!
(8'#(8,2-&/!"**!+,(.82'-(&!'(!')%!#8++*-%,4DD!A(&',"2'!+,(.82'-(&!-#!"&!"++%"*-&/!
$(.%*!1(,!%&/"/-&/!*(<:-&2($%!#%/$%&'#!-&!#8++*3!2)"-&#!0%2"8#%!-'!$";%#!8#%!(1 !
')%-,! 2($+","'-6%! ".6"&'"/%#?! *(<:2(#'! *"0(,! "&.! *"&.4! O)%&! <%**! -$+*%$%&'%.9!
')%!$(.%*!08-*.#!#'"0*%!&%'<(,;#!(1 !#8++*-%,#!-&!"!<"3!')"'!2,%"'%#!2(#'!"&.!=8"*-'3!
".6"&'"/%#!1(,!')%!2(&',"2'(,4!

Role of the Supply Chain Organizer in Managing Contract Production

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 79
Business Models That Work

@! E,(6-.%#!"!#'%".3!2"#)!"!(<!'(!2(&',"2'!1",$%,#!"&.!%&2(8,"/%#!
')%$!'(!#'"3!<-')!')%!2(&',"2'!+,(6-.%,4!

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/-&!2($$(.-'3!2,(+#4

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#8++*3!2)"-&!%&.:'(:%&.!'(!/,(<9!+,(2%##9!+"2;9!"&.!%7+(,'!+,(2%##%.!1((.#!#82)!"#!
/)%,;-&#!a+-2;*%#b9!+-&%"++*%#9!"&.!#<%%'!2(,&9!$(#'*3!1(,!S8,(+%"&!$",;%'#4!M)%!
2($+"&3!<(,;#!<-')!"0(8'!D9JJJ!1",$%,#9!+,-$",-*3!(&!"!2(&',"2'8"*!0"#-#9!"&.!-#!
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-&!CJJh4!

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>&.-"4! M)%! 2(&',"2'! 1",$-&/! ",%"! -#! .-6-.%.! 03! A"*3+#(! -&'(! #-7! U2*8#'%,#9V! %"2)!
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A*8#'%,#!",%!,8&!03!"&!",%"!$"&"/%,!"&.!#-7!!!%*.!#8+%,6-#(,#!<)(!",%!%"2)!,%#+(&:
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2($+(#-'-(&9!"&.!+",'-2-+"'-(&!-&!')%!#8++*3!2)"-&!,%=8-,%#!%"2)!1",$%,!'(!"**(2"'%!
8+!'(!)"*1 !"&!"2,%!1(,!/)%,;-&!28*'-6"'-(&4!X",$%,#!$8#'!"*#(!)"6%!"22%##!'(!-,,-/":
'-(&W!-&!#($%!2"#%#9!')-#!$"3!$%"&!<-**-&/&%##!'(!-&#'"**!.,-+!-,,-/"'-(&9!1(,!<)-2)!
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2)"-&4!X-,#'9!-'!+,(6-.%#!-&+8'#9!$";-&/!#%%.#9!1%,'-*-N%,#9!"&.!+%#'-2-.%#!"6"-*"0*%!'(!

© MONITOR COMPANY GROUP, L.P. 2009


80 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

2(&',"2'!1",$%,#!(&!"11(,."0*%!2,%.-'4!>'!"*#(!+,(6-.%#!'%2)&-2"*!"##-#'"&2%!'),(8/)!
!!%*.!#8+%,6-#(,#!<)(!6-#-'!%"2)!1",$%,!'<-2%!"!<%%;4!

X",$%,#!",%!+"-.!-&!-&#'"**$%&'#!%6%,3!'<(!<%%;#!'(!/8","&'%%!2"#)!"!(<4!5'!')%!
)",6%#'9!"!A"*3+#(!083-&/!'%"$!2(**%2'#!2,(+#!"'!"!.%+('!-&!%"2)!6-**"/%4!M)%!#"$%!
+*('!(1 !1",$*"&.!2"&!3-%*.!'<(:'),%%!)",6%#'#!"!3%",9!08'!1(,!"!#-&/*%!1",$%,9!2,(+!
,('"'-(&!2"&!-&2,%"#%!')-#!&8$0%,4!X-&"**39!/)%,;-&#!",%!/,".%.9!+,(2%##%.9!+"2;%.9!
*"0%**%.!"&.!%7+(,'%.!'(!%&.!.-#',-08'(,#4

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')"'!-#!*%##!%7+%&#-6%!'(!"2=8-,%!')"&!-1 !-'!)".!'(!+8,2)"#%!(,!*%"#%!')%!*"&.9!)-,%!')%!
<(,;%,#9!"&.!2%&',"**3!$"&"/%!+,(.82'-(&!K!A"*3+#(!2"*28*"'%#!-'#!2(#'#!<(8*.!,-#%!
03!#($%!GJ:IJ!+%,2%&'!+%,!;-*(!(1 !/)%,;-&!'(!.(!#(4!

The benefit to Calypso of M)%!A"*3+#(!$(.%*!"*#(!2*%",*3!0%&%!!'#!')%!1",$%,#9!<)(!


this form of sourcing is #%%! 8+! '(! "! BCD! +%,2%&'! -&2,%"#%! -&! &%'! "&&8"*! -&2($%9!
an assured supply that is "#!<%**!"#!#;-**#!8+/,".%#!'),(8/)!".(+'-(&!(1 !_5E:'3+%!
less expensive to acquire +,"2'-2%#D\!-&!28*'-6"'-(&!"&.!)"&.*-&/!'(!#8-'!S8,(+%"&:
than if it had to purchase #8+%,$",;%'!+,(28,%$%&'!#'"&.",.#4
or lease the land, hire the
workers, and centrally
manage production

© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 81
Business Models That Work

Gherkin Cultivation Accounts for a 125 Percent Increase in a Farmer’s Income


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© MONITOR COMPANY GROUP, L.P. 2009


82 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

Downside Risks

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 83
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


84 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 85
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


86 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

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H?<I:I:M'JC?G>N

© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 87
Business Models That Work

5! ,%28,,-&/! ')%$%! -&! %&/"/-&/! *(<:-&2($%! #%/$%&'#! "#! #8++*-%,#! -#! ')%! &%%.! '(!
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Costs of Intermediation and Wastage Represent Significant


Opportunities to Increase Incomes of Tomato Farmers

SYSTEM COSTS OPPORTUNITY

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© MONITOR COMPANY GROUP, L.P. 2009


88 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

')%!>&'%,&%'9!"&.!-'#!(<&!2(**%2'-(&!+(-&'#!'(!03+"##!*(2"*!"*'0&-!1(,!2,(+#!#82)!"#!
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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 89
Business Models That Work

",%! 8#8"**3! $%$0%,#! (1 ! #%*1:)%*+! /,(8+#9! #'"11 ! ')%! 2%&'%,#9! +,(28,%! ')%! 2,(+#! "'!
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$%&'!2%&'%,#!!!&.!+,(.82'-6%!%$+*(3$%&'4! on their per-sale
transaction costs
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© MONITOR COMPANY GROUP, L.P. 2009


90 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 91
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


92 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 93
Business Models That Work

M)-,.9!-'!-#!2,-'-2"*!'(!!!&.!"!083%,!"'(+!')%!#8++*3!2)"-&!'(!/8","&'%%!')"'!(8'+8'#!
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© MONITOR COMPANY GROUP, L.P. 2009


94 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 95
Business Models That Work

Demand-Led Training *.0+5'h

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© MONITOR COMPANY GROUP, L.P. 2009


96 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 97
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


98 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 99
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


100 EMERGING MARKETS, EMERGING MODELS
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 101
Business Models That Work

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© MONITOR COMPANY GROUP, L.P. 2009


What the Models Teach
EMERGING MARKETS, EMERGING MODELS 103
What the Models Teach

AROUND THE WORLD '(."3! $"&3! $",;%':0"#%.! -&-'-"'-6%#! ",%! <(,;-&/!


"'!')%!0"#%!(1 !')%!%2(&($-2!+3,"$-.4!k&1(,'8&"'%*39!1%<!(1 !')%#%!<-**!.%*-6%,!')%!
.%#-,%.!-$+"2'!-&!"!2($$%,2-"**3!#8#'"-&"0*%!$"&&%,!(,!"2)-%6%!*",/%!#2"*%4!M)-#!
#)(8*.!&('!0%!#8,+,-#-&/?!#-$8*'"&%(8#!"2)-%6%$%&'!(1 !"$0-'-(8#!#(2-"*!"&.!2($:
$%,2-"*! (0Z%2'-6%#! -#! -&)%,%&'*3! .-1!!28*'4! >&.%%.9! ')%! '<(! /("*#! )"6%! (1'%&! 0%%&!
2(&#-.%,%.!-&2($+"'-0*%4!5&.!3%'!')%!'<(!2"&!0%!,%2(&2-*%.9!"#!')%!#822%##18*!$",:
;%':0"#%.!#(*8'-(&#!<%P6%!Z8#'!.%#2,-0%.!",%!+,(6-&/4!

`')%,!+",'-%#!K!-&6%#'(,#9!%&',%+,%&%8,#9!T_`#9!+80*-2!+(*-23!$";%,#!K!')"'!<-#)!
'(!,%+*-2"'%!#822%##18*!08#-&%##!$(.%*#!<(8*.!.(!<%**!'(!'";%!"22(8&'!(1 !')%!/%&%,"*!
*%##(&#!')%3!'%"2)4!c%,%!",%!#($%!,(8'%#!'(!2($$%,2-"*!6-"0-*-'3!"&.!*",/%!#2"*%4

ROUTES TO COMMERCIAL VIABILITY

X(,!%6%,3!1(,$"*!&%<!+,(.82'!(,!#%,6-2%!*"8&2)%.!*(<:%&.!$",;%'#9!"&!-&1(,$"*!
+,(.82'!(,!#%,6-2%!"*,%".3!%7-#'#!')"'!)"#!%6(*6%.!-&!"!*(<%,!=8"*-'39!$(,%!%7+%&#-6%9!
08'!1,%=8%&'*3!0%''%,!'"-*(,%.!'(!')%!&%%.#!(1 !')%!+((,4!M)-#!#%'#!"!0",!1(,!$",;%':
%,#!'(!')%#%!#%/$%&'#!')"'!-#!(1'%&!-&6-#-0*%!(,!-/&(,%.9!"&.!#%6%,"*!*%##(&#!<%P6%!
(0#%,6%.!$"3!)%*+!/%'!+"#'!-'4!

Lessons in Serving the Poor as Customers

4$&9#( 8$/0@9,-( ,/( "*,9:( 9@-,/"#$( 9*-:( "(/2-I( A"#)! "!(<! -#! ;-&/?! 08#-&%##! $(.%*#! ')"'!
-/&(,%!')%!-,,%/8*",-'-%#!(1 !2"#)!"!(<#!-&!*(<:-&2($%!#%/$%&'#!",%!8&*-;%*3!'(!#82:

TEACHING AND LEARNING IN UTTAR PRADESH


Education is highly valued in India, where many low-income
people are willing to pay for private schools to help their children.

© MONITOR COMPANY GROUP, L.P. 2009


104 EMERGING MARKETS, EMERGING MODELS
What the Models Teach

2%%.4!M)%!-##8%!)%,%!-#!&('!Z8#'!')"'!')%!+((,!)"6%!*-$-'%.!"$(8&'#!(1 !2"#)4!>'P#!')"'!
')%3!)"6%!8&+,%.-2'"0*%9!*8$+3!2"#)!"!(<#4!M)-#!-&!'8,&!.,-6%#!"!/%&%,"*!"6%,#-(&!
'(! +"3-&/! )-/)%,! +,-2%#9! %6%&! 1(,! +,(.82'#! "&.! #%,6-2%#! ')"'! +"3! 1(,! ')%$#%*6%#!
,%*"'-6%*3!=8-2;*34!k&*%##!')%!'-2;%'!+,-2%!-#!#81!!2-%&'*3!*(<!"&.!')%!+"30"2;!+%,-(.!
#81!!2-%&'*3!0,-%19!')%,%!<-**!0%!&(!#"*%4!

4$/=&0#(,*&1/$#0(8$/0@9,-(,:#(8//$(%#'@&'#15(2*',I(5#!(')%,#!+(-&'!(8'9!<-')!"!1%<!%72%+:
'-(&#9! +,(.82'#!K!Z8#'! *-;%! 08#-&%##! $(.%*#!K!&%%.! '(! 0%! '"-*(,%.! #+%2-!!2"**3! 1(,!
*(<:-&2($%! $",;%'#4hh! >YS! 1(8&.! ')-#! (8'! +"-&18**3! "1'%,! .%6%*(+-&/! "! #8+%,-(,!
',%".*%!+8$+!1(,!#$"**!1",$%,#!08'!#%**-&/!*%##!')"&!\JJ9JJJ!8&-'#!-&!B\!3%",#4!M)%!
,%"#(&e!R(<:-&2($%!1",$%,#!+,%1%,!.-%#%*!+8$+#!0%2"8#%!')%3!<(,;!<%**!%&(8/)!
"&.!')%!'%,$#!1(,!8#-&/!')%$!",%!1"$-*-",9!"!%7-0*%9!"&.!%"#-%,!'(!$"&"/%4!L",;%'-&/!
1(,!>YS!,%$"-&#!-'#!0-//%#'!2)"**%&/%9!"#!')%3!!!&.!&%<!<"3#!2($$8&-2"'%!<)3!-'#!
+8$+#!",%!0%''%,!"&.!(11%,!2($+%'-'-6%!'%,$#!1(,!(0'"-&-&/!')%$4h]

E#(2*$5(/F (D@&10&'%(*(8$/8$&#,*$5(0&-,$&D@,&/'(9:*''#1I(S6%&!"#!"!+,(.82'!$8#'!0%!'"-*(,%.9!
%&',%+,%&%8,#!&%%.!'(!,%2(/&-N%!')"'!08-*.-&/!"!+,(+,-%'",3!.-#',-08'-(&!2)"&&%*!-#!
'-$%:2(&#8$-&/!"&.!%7+%&#-6%4!M)%!;%3!-#!'(!%7+*(-'!')%!%7-#'-&/!2)"&&%*#!(1 !('):
%,#4!L(#'!*(<:-&2($%!$",;%'#!1(,!#(2-"**3!0%&%!!2-"*!+,(.82'#!"&.!#%,6-2%#!#-$+*3!
2"&&('!#8++(,'!')%!2(#'!(1 !%#'"0*-#)-&/!"&.!,8&&-&/!"!#%+","'%!2)"&&%*!"'!"&3!#2"*%9!
"#!TSHM!"&.!(')%,#!)"6%!.-#2(6%,%.!'(!')%-,!+,(1(8&.!,%/,%'4!Y%#+-'%!')%!(06-(8#!
(0#'"2*%#9!$"&3!#(2-"*!%&'%,+,-#%#!2(&'-&8%!'(!"''%$+'!
Cash flow is king: business 08-*.-&/!')%-,!(<&!"&.!')8#!.%#',(3!')%!%2(&($-2#!(1 !
models that ignore the ')%-,!(11%,-&/4
irregularities of cash flows
in low-income segments JB/269/-,(8$/=&0#$K(&-(,:#(/'15(=&*D1#(-,$*,#%&9(8/-&,&/'I(M)-#!
are unlikely to succeed. -#!"!2*(#%!2(,(**",3!(1 !')%!'<(!+,%2%.-&/!(0#%,6"'-(&#4!
L(#'!%&'%,+,-#%#!'",/%'-&/!')%!+((,!*"2;!')%!*878,3!(1 !
U%",*3!".(+'%,#V!<)(!<-**!+"3!)-/)!+,-2%#!'(!0%!*=*',(%*$0#!"&.!<)(!/%&%,"'%!U08NNV!
03!+,(Z%2'-&/!')%!+,(.82'P#!"++%"*!a"&.!2,(##:#80#-.-N%!%11(,'#!'(!"2)-%6%!%2(&(:

© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 105
What the Models Teach

$-%#!(1 !#2"*%!-&!+,(.82'-(&!')"'!<-**!*(<%,!2(#'#b4!X(,!')(#%!<(,;-&/!-&!*(<:%&.!
$",;%'#9!')%!(&*3!6-"0*%!#',"'%/-2!+(#-'-(&!-#!"!2*"##-2!U*(<!2(#'!+,(6-.%,V!+(#'8,%9!
*%".-&/! '(! ')%! *(<%#'9! (,! &%",:*(<%#'9! +,-2%4! 5! *(<:2(#'! +,(6-.%,! )"#! *-''*%:'(:&(!
$",/-&!1(,!'%#'-&/!2(&2%+'#!<-')!$(,%!"1"!8%&'!28#'($%,#9!<)-*%!')%!*"2;!(1 !%",*3!
".(+'%,#!-&2,%"#%#!+,%##8,%!'(!U/%'!-'!,-/)'!')%!!!,#'!'-$%4V!

W@-,(D#9*@-#(,:#5('##0(&,(0/#-'X,("#*'(,:#5(2*',(&,I!M(!"##8$%!(')%,<-#%!-#!"!',"+!1(,!')%!
0%&%6(*%&'!"&.!"!2*"##-2!0*8&.%,!(1 !.%6%*(+$%&'!"##-#'"&2%4!M(!#80#'-'8'%!"&!(+-&:
-(&!"0(8'!U<)"'!)%*+#!')%$!$(#'V!1(,!<)"'!*(<:-&2($%!+%(+*%!"2'8"**3!#"3!')%3P,%!
<-**-&/!'(!083!"!(8'#!0"#-2!'%&%'#!(1 !08#-&%##!"&.!$",;%'-&/4!g%'!(8,!#'8.3!1(8&.!
$"&3! %7"$+*%#! (1 ! %&'%,+,-#%#! "&.! -&6%&'(,#! <)(! 1(28#! (&! ')%! .%6%*(+$%&'! (1 !
&(6%*!'%2)&(*(/-%#9!+,(.82'#9!"&.!#%,6-2%#!')%!+((,!",%!+,%#8$%.!'(!&%%.!"&.!<"&'4!
R-;%!')%!TSHM!#(*",!*"&'%,&!(,!')%![%&8#!08,&%,9!+,(.82'#!<%**:.%#-/&%.!1(,!*(<:
-&2($%!$",;%'#!(1'%&!#'-**!1"-*!'(!#%**!-&!#-/&-!!2"&'!6(*8$%9!"!(8'-&/!Q8#-&%##!BJB!
-&!(06-(8#!<"3#?!03!$-#+%,2%-6-&/!<)"'!*(<:-&2($%!2(&#8$%,#!<"&'!'(!083!<)%&!
')%3!2"&!"11(,.!-'!(,!)"6%!"22%##!'(!2,%.-'W!"&.!03!$-#8&.%,#'"&.-&/!')%-,!2"#)!"!(<#9!
(,!"0#(*8'%!"0-*-'3!'(!+"34!

!"#$'8/&$.*+2&'&#1

“I know I pay a lot for renting the diesel pump, but I can pay it back much later — even up
to a year later. I know the dealer very well.”

“I can only afford cattle because I have a dairy loan. I want other products to be offered in
the same way.”

“We want gold on credit. Everyone in our village does.”

H(8,2%?!L(&-'(,!X(28#!_,(8+#9!5&.),"!E,".%#)!"&.!k''",!E,".%#)9!X%0:L"3!CJJ]4

© MONITOR COMPANY GROUP, L.P. 2009


106 EMERGING MARKETS, EMERGING MODELS
What the Models Teach

As Suppliers Or Producers

>@99#--(-,*$,-(*,(,:#(,/8(/F (,:#(-@8815(9:*&'I(M)%!$(#'!#822%##18*!"&.!#2"*"0*%!08#-&%##!
$(.%*#!"**!1%"'8,%.!"!#-$-*",!"'',-08'%?!')%3!<%,%!#%'!8+!'(('):'(:'"-*!03!"&!(,/"&-N":
'-(&"*!U0,"-&V!"'!(,!&%",!')%!)%".!(1 !')%!#8++*3!2)"-&4!X(,!')%!+((,9!')-#!#)-1'#!')%!
"*-/&$%&'!(1 !,-#;!'(!')%!+",'3!0%#'!"0*%!'(!0%",!-'4!X(,!')%!%&'%,+,-#%!(6%,"**9!')%!'(+!
)"#!')%!2*%",%#'!"22%##!'(!$",;%'!#-/&"*#!(&!+,-2-&/9!=8"*-'39!',%&.#9!"&.!#(!(&9!"&.!
-#!"0*%!'(!',"&#*"'%!$",;%'!&%%.#!.-,%2'*3!.(<&#',%"$!'(!#$"**!+,(.82%,#4!M)%!'(+!
2"&!"*#(!"*-/&!-&2%&'-6%#!.(<&!')%!2)"-&9!+,(6-.%!=8"*-'3!"##8,"&2%9!(11%,!-&'%,$%.-:
"'%!-&1,"#',82'8,%!8&"6"-*"0*%!-&!+80*-2*3!#)",%.!#3#'%$#9!"&.!%6%&!+,(6-.%!',"-&-&/4!
>&! 2(&',"2'! +,(.82'-(&9! 1(,! %7"$+*%9! A"*3+#(! X((.#!
The most successful and +,(6-.%#! 2,%.-'9! 2(6%,#! #<-'2)-&/! 2(#'#9! "&.! #8++*-%#!
scalable business models %##%&'-"*! %=8-+$%&'4! H82)! $(.%*#! )"6%! -$+*-2"'-(&#!
all featured a similar 1(,!+(*-23:$";%,#!"&.!.(&(,#!;%%&!'(!)%*+!')%!+((,!
attribute: they were set /"-&!"22%##!'(!$",;%'#?!-'!#8//%#'#!')"'!-&'%,6%&'-(&#!
up tooth-to-tail by an $"3!.(!<%**!'(!'",/%'!')(#%!<)(!",%!2"+"0*%!(1 !%11%2:
organizational “brain” at '-6%*3!"&.!%2(&($-2"**3!(,/"&-N-&/!#8++*3!2)"-&#!"'!')%!
or near the head of '(+!-&!"..-'-(&!'(!<(,;-&/!.-,%2'*3!<-')!+((,!+,(.82:
the supply chain.
%,#!<%**!.(<&!')%!*-&%4!

C*+#( *99/@',( /F ( -&H*D1#( 8/,#',&*1( -2&,9:&'%( 9/-,-I! X,($! &8$%,(8#! ,8,"*! #8++*-%,! 1(28#!
/,(8+#9! <%! &('%.! "! #',(&/! "6%,#-(&! '(! U#<-'2)-&/V! -&! /%&%,"*9! "&.! '(! #<-'2)-&/!
2,(+#9! +,(.82'#9! "&.! +,-$",3! *-6%*-)((.! -&! +",'-28*",4! L(#'! +((,! +,(.82%,#! *-6%!
)"&.:'(:$(8')9!"&.!",%!')%,%1(,%!(1'%&!.%%+*3!"6%,#%!'(!&%<!8&2%,'"-&'3!K!,%/",.:
*%##!(1 !')%!+('%&'-"*!+"3(11 !-&!'%,$#!(1 !-&2($%!.(<&!')%!*-&%4!_%''-&/!*(<:-&2($%!
#8++*-%,#!'(!$";%!"!#<-'2)!K!<)%')%,!'(!"!&%<!2,(+!(,!"!&%<!*-6%*-)((.!K!<-**!0%!
"!*",/%!%7+%&#%!1(,!')%!%&'%,+,-#%!"&.!+(#%#!"!#-$-*",*3!#-N"0*%!,-#;!.8%!'(!+,(0*%$#!
-&!,%'"-&-&/!',"-&%.!<(,;%,#!-&!*(<:%&.!$",;%'#4!

V#,#',&/'(/F (,$*&'#0(2/$+#$-(&-(*(8/,#',&*1(J"*+#(/$(D$#*+K(&--@#I!M)%!"!-+!#-.%!(1 !#<-'2):


-&/!2(#'#!-#!,%'%&'-(&4!Q%2"8#%!#822%##18*9!-&'%/,"'%.!$(.%*#!*%.!1,($!')%!'(+!(1 !

© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 107
What the Models Teach

')%!#8++*3!2)"-&!(1'%&!,%*3!(&!)%"63!-&6%#'$%&'#!-&!,%2,8-'$%&'9!',"-&-&/9!#<-'2)-&/!
2(#'#9!"&.!-&+8'#9!%&'%,+,-#%!%11(,'#!'(!,%'"-&!#8++*-%,#!0%2($%!2,-'-2"*4!5!<%";!,%'%&:
'-(&!2"+"0-*-'3!K!"&.!')%!,%#8*'-&/!&%%.!'(!(6%,#+%&.!(&!',"-&-&/!&%<!)-,%#!K!$-/)'!
%"#-*3!.%#',(3!')%!%2(&($-2#!(1 !"&3!*(<:%&.!#8++*-%,:#-.%!08#-&%##!$(.%*#4

?$#0&,(&-(9#',$*1(,/(#'%*%&'%(,:#(8//$($*,:#$(*'0('/,(Y@-,(*(D/1,6/'(#S,#$'*1&,5I(>&!#($%!",%"#!
"!$",;%':.,-6%&!$(.%*!$-/)'!#822%%.!<-')(8'!"..,%##-&/!')%!2,%.-'!,%=8-,%$%&'#!
(1 !"!*(<:%&.!$",;%'!#8++*-%,4!Q8'!"'!*%"#'!-&!>&.-"9!$"&3!#82)!#8++*-%,#!",%!"*,%".3!
-&.%0'%.!'(!-&1(,$"*!#%2'(,!$(&%3*%&.%,#!(,!"/,-28*'8,"*!$-..*%$%&9!)"6%!*-$-'%.!
,-#;! '(*%,"&2%!1(,!#<-'2)-&/9!"&.!')8#!&%%.!"!08#-&%##!$(.%*!')"'!-&2*8.%#!#($%!
'3+%! (1 ! -&:)(8#%! 2,%.-'9! (,! 2(6%,#! #<-'2)-&/! 2(#'#9! (,! 0(')4! X(,! "**! ')%! "''%&'-(&!
$-2,(2,%.-'! )"#! ,%2%-6%.! -&! ,%2%&'! 3%",#9! 2,%.-'! ,%$"-&#! -&! #)(,'! #8++*3! -&! $(#'!
%$%,/-&/!$",;%'#4!>&!5&.),"!E,".%#)9!1(,!%7"$+*%9!L(&-:
Aggregation can transform
'(,!1(8&.!')"'!$(,%!')"&!]D!+%,2%&'!(1 !"**!0(,,(<%,#!1,($! poor people into viable
$-2,(!!&"&2%!-&#'-'8'-(&#!"&.!#%*1:)%*+!/,(8+#!)".!$8*'-+*%! economic entities and thus
#(8,2%#!(1 !.%0'4!S6%&!#(9!0(,,(<%,#!,%+(,'%.!')%3!<"&'%.! worthwhile to involve in a
$(,%!2,%.-'9!<)-2)!')%3!#"3!')%3!2"&!"11(,.4! supply chain or to target for
infrastructure or finance.
As Both Customers And Suppliers

3%%$#%*,&'%(9/'-@"#$-(/$(-@881&#$-("*5(D#(,:#(+#5(,/("*+&'%(*("*$+#,I!H%6%,"*!(1 !(8,!08#-:
&%##! $(.%*#! 8#%! "//,%/"'-(&! <-')! /,%"'! #822%##!K!'(! "2)-%6%! #2"*%9! ,%.82%! 2(#'9!
,%.82%!,-#;9!(,!#($%!2($0-&"'-(&!(1 !"**!')%#%4!>&.%%.9!"//,%/"'-(&!-#!&('!"!&%<!
-.%"!K!2(:(+%,"'-6%#! )"6%! 0%%&! -$+*%$%&'-&/! -'! 1(,! 2%&'8,-%#4! Q8'! &%<! 08#-&%##!
$(.%*#! ",%! "//,%/"'-&/! -&! &(6%*! <"3#!K!'";%9! 1(,! -&#'"&2%9! X"0-&.-"P#! A`A! #8+:
+*-%,!/,(8+#4!L-2,(!!&"&2%!+((*#!/,(8+#!(1 !28#'($%,#!'(!.-$-&-#)!,-#;!"&.!,%.82%!
',"&#"2'-(&!2(#'#!'),(8/)!/,(8+!2,(##:/8","&'%%#4!H-$-*",*39!-&!#($%!&%<!"##8,%.!
.%$"&.!$(.%*#!a#%%!'%7'!0(7!0%*(<b9!')%!".6"&2%!"//,%/"'-(&!(1 !#81!!2-%&'!28#:
'($%,#!1(,!)(8#-&/!18&."$%&'"**3!2)"&/%#!')%!%2(&($-2#!(1 !2(&#',82'-(&!1(,!')%!
.%6%*(+%,9!*(<%,-&/!')%!2(#'!"&.!$";-&/!!!&"&2-&/!"6"-*"0*%4!M)%!+"3:+%,:8#%!$(.%*!

© MONITOR COMPANY GROUP, L.P. 2009


108 EMERGING MARKETS, EMERGING MODELS
What the Models Teach

#662+6#$(.)'()'#8$(.)T'#&&/2+0'0+*#)0'()'/2-#)'"./&()6'

M)%!+"82-'3!(1 !-&.-6-.8"*!+8,2)"#-&/!+(<%,! (1 !/,"-&9!"!+-%2%!(1 !1",$!%=8-+$%&'9!"!0,-./%!


"'!')%!0(''($!(1 !')%!+3,"$-.!)"#!*%.!'(! ')"'!#+"&#!"!#%"#(&"*!"!((.<"39!(,!)(8#-&/4
&(6%*!')-&;-&/!"0(8'!"//,%/"'-&/!.%$"&.9!
"&.!')8#!#<%%'%&-&/!*(<:%&.!$",;%'#!"#! O(,;-&/!<-')!"!,"&/%!(1 !2(&#'-'8%&2-%#9!
%2(&($-2!(++(,'8&-'-%#!1(,!#"663!%&',%: L(&-'(,!)%*+%.!'(!.%6%*(+!$(,%!2($+*%7!
+,%&%8,#4!Q8'!'((!*-''*%!+8,2)"#-&/!+(<%,! "##8,%.:.%$"&.!$(.%*#!-&6(*6-&/!8,0"&!
-#&P'!')%!(&*3!.-#-&2%&'-6%!'(!08#-&%##!"'!')%! )(8#-&/!2(&#',82'-(&!"&.!!!&"&2%4!M)%#%!
0(''($!(1 !')%!+3,"$-.4!E('%&'-"*!$",;%'! ,%=8-,%!')%!-&2*8#-(&!(1 !"'!*%"#'!"!')-,.!
%&',"&'#!"*#(!+%,2%-6%!'((!$82)!,-#;!"&.!'((! +",'3!K!"!!!&"&2-%,!K!"&.!(1'%&!"!1(8,')9!')%!
)-/)!"!2(#'!'(!#%,6%4! %$+*(3%,j/8","&'(,!(1 !')%!"//,%/"'%.!-&.-:
6-.8"*!28#'($%,#9!<)(!1"2-*-'"'%#9!"&.!6(82)%#!
5&!%$%,/-&/!08#-&%##!$(.%*!')"'!+,($-#%#! 1(,9!')%-,!"0-*-'3!'(!$";%!+"3$%&'#4!>&!')%!
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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 109
What the Models Teach

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© MONITOR COMPANY GROUP, L.P. 2009


110 EMERGING MARKETS, EMERGING MODELS
What the Models Teach

.%#2,-0%.!)%,%!+((*#!%&(8/)!28#'($%,#!'(!2"+-'"*-N%!"!2($$8&-'3!1"2-*-'3!"&.!/%&:
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that entrepreneurs, M)%#%!'<(!2(&#-.%,"'-(&#!"*(&%!2($+*-2"'%!"&.!#*(<!
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ROUTES TO SCALE

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 111
What the Models Teach

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© MONITOR COMPANY GROUP, L.P. 2009


112 EMERGING MARKETS, EMERGING MODELS
What the Models Teach

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Size of Participants

M)%!#%2(&.!1"2'(,!"11%2'-&/!'-$%!'(!#2"*%!-#!')%!#-N%!(1 !')%!%&'%,+,-#%!-$+*%$%&'-&/!
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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 113
What the Models Teach

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© MONITOR COMPANY GROUP, L.P. 2009


114 EMERGING MARKETS, EMERGING MODELS
What the Models Teach

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 115
What the Models Teach

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© MONITOR COMPANY GROUP, L.P. 2009


116 EMERGING MARKETS, EMERGING MODELS
What the Models Teach

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 117
What the Models Teach

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© MONITOR COMPANY GROUP, L.P. 2009


118 EMERGING MARKETS, EMERGING MODELS
What the Models Teach

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 119
What the Models Teach

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L(&-'(,!>&#'-'8'%!,%+(,'9!<-')!*%".!#+(&:

© MONITOR COMPANY GROUP, L.P. 2009


Recommendations
and Concluding Thoughts
EMERGING MARKETS, EMERGING MODELS 121
Recommendations and Concluding Thoughts

THE SUCCESS TO DATE! (1 ! $"&3! $",;%':0"#%.! #(*8'-(&#! -&! )%*+-&/! ')%!


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FRUIT AND VEGETABLE MARKET IN AURANGABAD, MAHARASHTRA


New business models that aggregate low-income farmers in efficient supply chains
can improve livelihoods dramatically.

© MONITOR COMPANY GROUP, L.P. 2009


122 EMERGING MARKETS, EMERGING MODELS
Recommendations and Concluding Thoughts

For Commercial and Impact Investors

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 123
Recommendations and Concluding Thoughts

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')%!(++(,'8&-'3e

© MONITOR COMPANY GROUP, L.P. 2009


124 EMERGING MARKETS, EMERGING MODELS
Recommendations and Concluding Thoughts

0(')!!!&.-&/!"&.!$";-&/!,%*"'-6%*3!#$"**!2($$-'$%&'#!%1!!2-%&'*34!>&!#($%!2"#%#9!
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For Donors, Philanthropists, and Sources of Soft Funding

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 125
Recommendations and Concluding Thoughts

C4! >@88/$,&'%(#FF/$,-(,/($#*9:(,:#(1/2#-,(&'9/"#(-#%"#',-I!X(,!"**!')%!+,($-#%!(1 !')%!


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')%!8,0"&!"&.!,8,"*!+((,4!

© MONITOR COMPANY GROUP, L.P. 2009


126 EMERGING MARKETS, EMERGING MODELS
Recommendations and Concluding Thoughts

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to reform specific
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policies and regulatory
(,!$";%!"!+,(!!'4
restrictions that inhibit
market-based ventures.

© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 127
What the Models Teach

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© MONITOR COMPANY GROUP, L.P. 2009


128 EMERGING MARKETS, EMERGING MODELS
Recommendations and Concluding Thoughts

CONCLUDING THOUGHTS

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$"&3!#%2'(,#!'(!"'',"2'!*",/%!2(,+(,"'-(&#9!%#+%2-"**3!-&!0-//%,!%$%,/-&/!$",;%'#!
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')%! (++(,'8&-'-%#!K!!!&"&2-"**3! "&.! (')%,<-#%!K!<-**! 2%,'"-&*3! 0%! *",/%! %&(8/)! '(!
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+,-#%#4!M)-#!#%/$%&'!(1 !#$"**%,!+,($('%,#!<-**!.,-6%!')%!!!%*.!-&!')%!2($-&/!.%2".%9!
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Whatever doubt there is about
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financial returns and opportunity
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size, the vast potential to
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should elicit no doubt.
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')%!+((,%#'!"'!)-/)!=8"*-'3W!(1 !+"3:+%,:8#%!$(.%*#!'(!+,(6-.%!#"1%!<"'%,!"&.!,%*-:
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.,"$"'-2"**3!-$+,(6%!-&2($%#!K!')%#%!",%!&('!')%!#'811 !.,%"$#!",%!$".%!(1 !08'!
",%!,%"*-N"0*%!(++(,'8&-'-%#4!L",;%':0"#%.!#(*8'-(&#!#)(8*.&P'!#80#'-'8'%!<)(**3!1(,!
(')%,!%11(,'#!-&!/(6%,&$%&'!"&.!2-6-*!#(2-%'39!08'!')%3!2"&!#8++*%$%&'!')%$!'(!-$:
+,(6%!"11(,."0-*-'39!=8"*-'39!"22%##9!"&.!-&2($%#!1(,!')%!+((,4

© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 129
Recommendations and Concluding Thoughts

M)%!;%3!<-**!0%!'(!1(28#!(&!')%!.%6%*(+$%&'!(1 !+,($-#-&/!08#-&%##!$(.%*#!')"'!2"&!
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+,($-#%!,%$"-&#!*",/%!"&.!0,-/)'4!

© MONITOR COMPANY GROUP, L.P. 2009


Appendix,
Acknowledgements & Notes
EMERGING MARKETS, EMERGING MODELS 131
Appendix, Acknowedgements & Notes

Appendix: Overview of the India Study


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Description of the Sample

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HOUSING IN MUMBAI
New assured demand business models promise improved
affordable housing for urban low-income renters.

© MONITOR COMPANY GROUP, L.P. 2009


132 EMERGING MARKETS, EMERGING MODELS
Appendix, Acknowedgements & Notes

Number of Initiatives Profiled by Sector


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BASIX Loan Officer interviews, Andhra Pradesh SERP Self-Help Group research, Andhra Pradesh

© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 133
Appendix, Acknowedgements & Notes

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© MONITOR COMPANY GROUP, L.P. 2009


134 EMERGING MARKETS, EMERGING MODELS
Appendix, Acknowedgements & Notes

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 135
Appendix, Acknowedgements & Notes

Acknowledgements
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© MONITOR COMPANY GROUP, L.P. 2009


136 EMERGING MARKETS, EMERGING MODELS
Appendix, Acknowedgements & Notes

Notes
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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 137
Appendix, Acknowedgements & Notes

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© MONITOR COMPANY GROUP, L.P. 2009


138 EMERGING MARKETS, EMERGING MODELS
Appendix, Acknowedgements & Notes

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© MONITOR COMPANY GROUP, L.P. 2009


EMERGING MARKETS, EMERGING MODELS 139
Appendix, Acknowedgements & Notes

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<<<4*-6%$-&'42($jCJJ]jBJjBCCGJ\DGj5&.),":*%".#:')%:<"3:<-'):#"*%4)'$*e.yB9!"22%##%.!Y%24!B\9!CJJ]4
hC! M%"$R%"#%!A(&',"2'!H%,6-2%!aMRAHb!<"#!1(8&.%.!-&!CJJ\4!UM%"$R%"#%!'(!2,%"'%!C9JJJ!0*8%:2(**",!Z(0#9V!E@-&'#--(>,*'6
0*$09!L",2)!C]9!CJJh!

© MONITOR COMPANY GROUP, L.P. 2009


140 EMERGING MARKETS, EMERGING MODELS
Appendix, Acknowedgements & Notes

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.%2"3!"&.!=8"*-'3!(1 !*-1%4V!L"&-#)!H"0)",<"*9!US&.-&/!')%!`6",-"&!R(''%,39V!C:#(!9/'/"&9(C&"#-.!L"3!C]9!CJJ]4
hI! H%%9!1(,!%7"$+*%9!UM%"$*%"#%!"&.!^"Z"#')"&!/(6%,&$%&'!+*"2%!D9JJJ!2"&.-."'%#!"'!zR-6%*-)((.!L%*"PV!L",2)!Bh9!CJJ]W!
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+%&%',"'-(&!(1 !-'#!',%".*%!+8$+#9!<)-2)!)"#!"&!"..,%##"0*%!$",;%'!(1 !GD:DJ!$-**-(&!1",$%,#4
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,%2%-6%.!>E`9!+,($+'-&/!"&!-&'%,&"'-(&"*!.%0"'%!-&!')%!$-2,(!!&"&2%!"&.!.%6%*(+$%&'!2($$8&-'-%#!(6%,!)(<!1",!
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]C! Y"'"!#(8,2%#?!H)(,%A"+?!i%"&!E(//%9!US"#3!Y(%#!>'?!H(8,2-&/!Y%"*#!M),(8/)!A(**"0(,"'-(&9V!E^>!L";%,#!T%'<(,;9!
i"&8",3!CJJ]9!+4!\!<<<4+,-$";%,#4&%'j!!*%#jS"#3Y(%#>'4++'9!"22%##%.!i"&8",3!BI9!CJJfW!i%"&!:E)-*-++%!.%!H2),%6%*9!
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2$w."'"ji%"&:E)-*-++%w.%wH2),%6%*4+.19!"22%##%.!i"&4!BI9!CJJfW!E"8*!Y-R%(!"&.!Y"6-.!X-'Nc%,0%,'9!M)%!>&6%#'$%&'!
`++(,'8&-'3!-&!L-2,(!!&"&2%9!_,"##,(('#!A"+-'"*!L"&"/%$%&'9!RRA9!i8&%!CJJh9!+4!CI4
]G! Y-R%(!"&.!X-'Nc%,0%,'9!M)%!>&6%#'$%&'!`++(,'8&-'3!-&!L-2,(!!&"&2%4
]I! L(&-'(,!<-**!-##8%!"!<)-'%!+"+%,!(&!')-#!'(+-2!*"'%,!-&!CJJf9!UM)%!^(*%!(1 !H(1'!X8&.-&/!"&.!_(6%,&$%&'!-&!L",;%':
Q"#%.!H(*8'-(&#V!(&!-'#!<%0#-'%!<<<4$-$4$(&-'(,42($4
]D! T('%!')"'!')%!_*(0"*!>$+"2'!>&6%#'-&/!T%'<(,;!)"#!')-#!'"#;!)-/)!(&!-'#!"/%&."4
]\! d%&3"?!)''+#?jj<<<42-"4/(6j*-0,",3j+80*-2"'-(&#j')%:<(,*.:1"2'0((;j/%(#j;%4)'$*!
R"(#?!)''+#?jj<<<42-"4/(6j*-0,",3j+80*-2"'-(&#j')%:<(,*.:1"2'0((;j/%(#j*"4)'$*4

© MONITOR COMPANY GROUP, L.P. 2009


B9&'F&3(5$'G/#%("'4/'."$(/"0'(3'4'50429(;'%&3(5$'!'08'743&%'($'H4870(%5&-'.4334;9#3&//3'@(/9'4'
32&;(46(/>'($'($<"084/("$'%&3(5$A'G($;&')**+-'/9&'%&3(5$&03'94:&'@"0C&%';6"3&6>'@(/9';6(&$/3'/"'#$%&0I
3/4$%'/9&(0'8&3345&'4$%';"$/&$/'($'"0%&0'/"'20":(%&'3840/'4$%';0&4/(:&':(3#46'3"6#/("$3A'J6&43&':(3(/'
@@@A%&3(5$3/#%("4/8"$(/"0A;"8'<"0'8"0&'($<"084/("$'4$%'20"K&;/'34826&3A

Cert no. XXX-XXX-000


Michael Kubzansky
mkubzansky@monitor.com
+1.617.252.2486

Ashish Karamchandani
akaramchandani@monitor.com
+91.22.6658.2000

www.mim.monitor.com
www.monitor.com

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