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Procter and Gamble PuR purifier of water (B): a second chance

Author: Hanson, Margaret INSEAD Area: Economics and Political SciencePublisher: Fontainebleau : INSEAD, 2006.Language: EnglishDescription: 9 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: PandG's PuR: Purifier of Water, a household water treatment sold in small sachets, was developed by PandG, in collaboration with the US Centers for Disease Control (CDC), and targeted 'bottom of the pyramid' (BOP) households, where water treatment facilities are often lacking. The product was a technological and public health success, but a commercial market failure (Case A). Internal stakeholders, however, believed in the effort. They re-positioned the initiative as a corporate social responsibility (CSR) venture, and found support within PandG's corporate organization, where it ultimately became a centerpiece of PandG's global CSR portfolio (Case B). The case chronicles the journey from product development for the commercial market, to CSR-supported BOP partnerships with the non-profit sector. A related case is available, exploring PandG's social marketing partnership with the global NGO, Population Services International (PSI): 'Procter and Gamble and Population Services International (PSI): Social Marketing for Safe Water'.Pedagogical Objectives: This case offers a rich setting in which to explore the management of CSR initiatives. It illustrates the challenges and opportunities that characterize partnerships between business sector and public sector actors in the context of a product development effort targeted at BOP markets. Unlike many BOP cases, however, it is not all sunshine and roses, as the company fails to meet its initial goals, in the face of a number of unexpected challenges. The case presents the ethical dilemma of a company's production of public health goods, which are not market sustainable. It discusses the aspirations that ultimately salvaged the initiative and the market model adjustments made to keep the product alive.
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Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>

This case offers a rich setting in which to explore the management of CSR initiatives. It illustrates the challenges and opportunities that characterize partnerships between business sector and public sector actors in the context of a product development effort targeted at BOP markets. Unlike many BOP cases, however, it is not all sunshine and roses, as the company fails to meet its initial goals, in the face of a number of unexpected challenges. The case presents the ethical dilemma of a company's production of public health goods, which are not market sustainable. It discusses the aspirations that ultimately salvaged the initiative and the market model adjustments made to keep the product alive.

PandG's PuR: Purifier of Water, a household water treatment sold in small sachets, was developed by PandG, in collaboration with the US Centers for Disease Control (CDC), and targeted 'bottom of the pyramid' (BOP) households, where water treatment facilities are often lacking. The product was a technological and public health success, but a commercial market failure (Case A). Internal stakeholders, however, believed in the effort. They re-positioned the initiative as a corporate social responsibility (CSR) venture, and found support within PandG's corporate organization, where it ultimately became a centerpiece of PandG's global CSR portfolio (Case B). The case chronicles the journey from product development for the commercial market, to CSR-supported BOP partnerships with the non-profit sector. A related case is available, exploring PandG's social marketing partnership with the global NGO, Population Services International (PSI): 'Procter and Gamble and Population Services International (PSI): Social Marketing for Safe Water'.

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