Social Business and Base of the Pyramid : Levers for Strategic Renewal

Cover -- Title Page -- Copyright -- Contents -- Foreword -- Preface -- Introduction -- PART 1: Review of Publications -- Chapter 1: From CSR to Business Models of Access to Goods and Services for All -- 1.1. Corporate social responsibility (CSR) -- 1.1.1. Origins and definitions -- 1.1.2. The question "why?": why should businesses adopt socially responsible behavior? -- 1.1.2.1. The business ethics trend -- 1.1.2.2. The business and society trend -- 1.1.2.2.1. Stakeholder theory -- 1.1.2.2.2. Neo-institutional theory -- 1.1.2.3. The strategic/opportunist approach: the so-called business case -- 1.1.2.3.1. Universal business case -- 1.1.2.3.2. Contingent business case -- 1.1.2.3.3. Business case and intangible assets -- 1.1.2.3.3.1. Stakeholder dialog -- 1.1.2.3.3.2. Learning -- 1.1.2.3.3.3. Innovation -- 1.1.2.3.3.4. Human capital -- 1.1.2.3.3.5. Reputation -- 1.1.2.3.3.6. Culture -- 1.1.2.4. What is in the purpose of business? -- 1.1.3. The question of "how?": how can businesses implement socially responsible behavior? -- 1.1.3.1. Analysis of trigger factors -- 1.1.3.2. Process analysis -- 1.1.3.2.1. From a defensive attitude to one of proactive commitment: description of the major stages -- 1.1.3.2.2. From a defensive attitude to proactive commitment: the levers implemented -- 1.1.4. Are we heading toward CSR 2.0? -- 1.2. Social models providing access for all - BOP/social business -- 1.2.1. Introduction to poverty and market approaches -- 1.2.2. The set of BOP themes -- 1.2.2.1. The opportunities and threats of BOP -- 1.2.2.2. Criticisms of the BOP approach -- 1.2.2.3. Toward new BOP ideas: BOP 2.0 -- 1.2.2.4. BOP and first mover advantage -- 1.2.2.5. BOP: the learning and innovation laboratory -- 1.2.2.5.1. Learning and innovation at the heart of BOP populations -- 1.2.2.5.1.1. Learning and new ways of thinking.