176
Another mechanism for increased impact is replication. Overall, the second
phase will have a stronger focus on sector transformation, ensuring that the impact
of 2SCALE goes beyond individual partnerships and transforms entire sectors. For
instance, building BoP market propositions around the processing of soybeans in
Nigeria should not only positively impact the business champion with whom this
work is undertaken, but ideally it should impact the entire soybean production sector in Nigeria and even beyond, inspiring like-minded entrepreneurs in other countries where 2SCALE is active.
There will also be more room in the program to work on BoP marketing. During
the first phase of 2SCALE, BoP marketing was delivered in a limited, pilot format –
working with short timeframes and minimal budgets. Marketing pilots were also
undertaken in less than half of the 53 partnerships that were mobilized. In the second phase of 2SCALE, the target is to have a BoP marketing component in at least
40 of the anticipated 60 partnerships and to have at least five of these 60 partnerships primarily focused on BoP markets. For this, the in-country expertise on BoP
marketing across all eight 2SCALE countries will be expanded.
The focus also will increase on nutrition. The program will further involve nutrition experts to help assess the nutritional value of the different products developed
under the BoP marketing approaches, to ensure all products developed under BoP
marketing activities are more nutritious than the current alternatives in the market.
From the demand point of view, in close synergy with market activations to be
undertaken, 2SCALE will look at the opportunity to develop activities that focus on
behavioral change in nutrition to help create more awareness with BoP consumers
on the importance of nutrition and to influence their purchasing and consumption
behavior for the better when it comes to food products. This will not only have a
potentially positive impact on the health of consumers, it will also create demand
for the food products that are developed under BoP marketing activities, creating
new market opportunities for our business champions.
Finally, the importance of partnerships with other programs, organizations, or
companies must not be forgotten here. The new and ambitious target of providing
access to a more nutritious and affordable diet for one million BoP consumers will
need smart collaborations. This way, 2SCALE can share its lessons learned on BoP
marketing and, at the same time, leverage the networks of other organizations and
programs that also work on the implementation of business-led approaches to marketing and distributing nutritious food to the BoP.
6.7 Concluding Remarks
As mentioned in the last section, the 2SCALE program is extended with 4 years and
will run until 2023. The approach and lessons learned will be leveraged with the
agribusinesses that will be part of the second phase of 2SCALE. Apart from that, it
is our wish that this chapter will be useful for other agribusiness and incubator
N. van Dijk et al.
Another mechanism for increased impact is replication. Overall, the second
phase will have a stronger focus on sector transformation, ensuring that the impact
of 2SCALE goes beyond individual partnerships and transforms entire sectors. For
instance, building BoP market propositions around the processing of soybeans in
Nigeria should not only positively impact the business champion with whom this
work is undertaken, but ideally it should impact the entire soybean production sector in Nigeria and even beyond, inspiring like-minded entrepreneurs in other countries where 2SCALE is active.
There will also be more room in the program to work on BoP marketing. During
the first phase of 2SCALE, BoP marketing was delivered in a limited, pilot format –
working with short timeframes and minimal budgets. Marketing pilots were also
undertaken in less than half of the 53 partnerships that were mobilized. In the second phase of 2SCALE, the target is to have a BoP marketing component in at least
40 of the anticipated 60 partnerships and to have at least five of these 60 partnerships primarily focused on BoP markets. For this, the in-country expertise on BoP
marketing across all eight 2SCALE countries will be expanded.
The focus also will increase on nutrition. The program will further involve nutrition experts to help assess the nutritional value of the different products developed
under the BoP marketing approaches, to ensure all products developed under BoP
marketing activities are more nutritious than the current alternatives in the market.
From the demand point of view, in close synergy with market activations to be
undertaken, 2SCALE will look at the opportunity to develop activities that focus on
behavioral change in nutrition to help create more awareness with BoP consumers
on the importance of nutrition and to influence their purchasing and consumption
behavior for the better when it comes to food products. This will not only have a
potentially positive impact on the health of consumers, it will also create demand
for the food products that are developed under BoP marketing activities, creating
new market opportunities for our business champions.
Finally, the importance of partnerships with other programs, organizations, or
companies must not be forgotten here. The new and ambitious target of providing
access to a more nutritious and affordable diet for one million BoP consumers will
need smart collaborations. This way, 2SCALE can share its lessons learned on BoP
marketing and, at the same time, leverage the networks of other organizations and
programs that also work on the implementation of business-led approaches to marketing and distributing nutritious food to the BoP.
6.7 Concluding Remarks
As mentioned in the last section, the 2SCALE program is extended with 4 years and
will run until 2023. The approach and lessons learned will be leveraged with the
agribusinesses that will be part of the second phase of 2SCALE. Apart from that, it
is our wish that this chapter will be useful for other agribusiness and incubator
N. van Dijk et al.