Using the Base of the Pyramid Lens to Catalyze Interdependence-Based Collaborations in Mobile Financial Services for Poor : Case of e-Masary in Egypt

Then a separate code has been developed in context-related data to show how other codes can be prioritized in relation to the Egyptian market as well as the mobile telecommunication industry.Findings & Contribution: The key inquiry of our research is not whether the market-based approaches work or not, but rather how to integrate them to get a sustainable impact. Both the donors and enterprises have adopted the value chain approach to finance the poor microentrepreneurs. However, each has its advantages and disadvantages as they go along the stages of design, implementation, and sustainability. Using the BoP perspective, we argue that the Interdependence-Based Collaboration (IBC) mixes up the relatively high start up capabilities of DLVCIs with the relatively wider impact of ELVCIs. It also requires that the partners develop a balanced scorecard to collect relevant and up-to-date information about economic returns, social benefits and local impact. In addition, partners have to balance between the balanced scorecard and staff incentives to sustain their engagement with the poor microentrepreneurs. We also found that BoP initiatives need to be more flexible in fulfilling long term financial commitments and building innovation value chain. For financial commitments during the introduction stage, donors may rely on building business intimacy with a larger set of enterprises and focus on sharing knowledge and resources. Then in later stages (long run) they may select a smaller number of partners who have access to more resources and willingness to provide greater financial support, extended interactions, and detailed technical assistance. Innovating business model needs trial and error, particularly in the design and implementation stages and also needs that long term financial and technical support to reduce the risk. We found that engaging the poor microentrepreneurs in the design and implementation stages reduces error and improve the sustainability. At the endline of this paper we think that the concept of IBC provides a new lens for the BoP approach and present it at a new version of "stakeholder Capitalism" (Freeman and Liedtka, 1997) that raised the quest for socially interact among multiple stakeholders to co-create better value rather than being self-interested and maximize their own benefit