Amy Christen, Cisco systems Tim Dubel, Microsoft Corporation James Farrar, SAP AG Marzyeh Ghassemi, Intel Corporation
Carla Hartwig, Microsoft Corporation Genelle King Heim, Cisco systems Jonas Moberg, Extractive Industries Transparency Initiative My Luu, IBM Corporation
Diana Pallais, Microsoft Corporation Fred Tipson, Microsoft Corporation Fay Hanleybrown and Adeeb Mahmud of FSG Social Impact
Advisors and Jennifer Nash of the CSR Initiative also provided thoughtful and useful comments on various drafts of this report
Rights and Permissions The material in this publication is copyrighted. Quoting copying, and/or otherwise reproducing portions or all of this
work is permissible using the following citation Kramer, William J.,Beth Jenkins, and Robert S. Katz. 2007
The Role of the Information and Communications technology Sector in Expanding Economic Opportunity. Corporate Social Responsibility Initiative Report No. 22.
Cambridge, MA Kennedy School of Government, Harvard university Disclaimer The findings, interpretations, and conclusions expressed herein
5. 1 Emerging Mobile Transactions Businesses 5. 1. 1 SMART Communications†SMART MONEY 5. 1. 2 Globe Telecom†S g-Cash
5. 1. 3 Vodafone and Safaricom†S m-PESA 5. 2 Microsoft†s Innovation Centers 5. 3 Microsoft†s Partnerships for Technology Access
5. 4 IBM and IFC€ s SME Toolkit 5. 5 Cisco Networking Academies†Least-Developed Country Initiative
5. 7 The United nations Global Alliance for Information technology and Development END NOTES 44 KEY REFERENCES 47
The research that has gone into this series also suggests that company efforts to expand economic opportunity can draw upon core
an acronym for the firms providing â€oepost, telephone, and telegraph†services. Smile, if you wish;
Data network capability was nonexistent. Technological innovation, to say nothing of business model innovation, was slow
Today, the sector includes hardware, software, the Internet, telephony, and content, application, and support service, provided by entities ranging from corporate giants to garage entrepreneurs to individual
and even users provide content, applications, and services, thereby increasing the value of their technologies. 1 This report,
•offer immediate connectivity †voice, data, visual †improving efficiency, transparency, and accuracy •substitute for other, more expensive means of communicating
level, various studies have shown significant, positive impact on GDP from information technology telecommunications, and mobile telecommunications investment, in both developed and developing
countries. 2 At the level of the firm, World bank surveys of approximately 50 developing countries suggest that
real-time access to market information and transaction capability through telephony and the Internet effectively increase competition, allowing consumers to maximize their incomes and driving reduction in prices over time
The Internet and mobile phones can give farmers, fishermen, and other local producers access to market information for multiple,
A mobile phone is no substitute for clear title to land, but a mobile phone with a camera can document that specific people
live in a particular place, and this can facilitate access to land title validation. We are also seeing water
mobile phone used to document and serve as proxy for legal status Political voice: Mobile phones, the Internet,
and text messaging are all now tools of knowledge acquisition and political empowerment Repressive governments are concerned deeply that these tools are in the hands of the disenfranchised,
as they are proving to be powerful means by which to organize, amplify, and transmit needs and demands, both domestically and internationally. 5
As Microsoft has pointed out, â€oein order to realize their potential, these technologies must be part of a mix of sound government policies
robust, accessible and affordable connectivity network, technical literacy, skilled users and support systems functional markets, and supportive regulatory and policy frameworks
available data are relatively old †on average, surveys are from 2002 or prior †so it is not inconceivable that the ICT market has
since the data were collected. Compounding the measurement challenge is the fact that much economic activity among the poor goes unmeasured by surveys,
generate new demand for hardware, software, and services Mobile telecommunications took 20 years to reach one billion users,
but only three years to reach two billion and, forecasts suggest, only two years to reach three billion. 12 Nine of the top 10 markets for new connections
â€oehp, Palm face off for smartphone SME market††Business News Americas, Mexico, August 28, 2007 â€oeibm pushes SME business locally††ITWEB, South africa, August 3, 2007
If the purchase in question is a physical product such as a computer or mobile phone, it must not only be affordable, reliable,
The One Laptop Per Child project, for example, is considering all of these factors in developing a computer that is â€oeultra low-cost. †20
Second, as local ICT ecosystems develop, local equipment manufacturers, software developers, content and service providers, and others †including users themselves †can also be sources of innovation,
either adding value to the technologies large companies are offering or informing innovation by those companies themselves
When Malcolm Gladwell dissected social epidemics in The Tipping Point, he could also have been describing
Google. Google†s users †made up of connectors, mavens, and salesmen, to use Gladwell†s typology †applied
its powerful search engine to functions and capabilities many of which the company itself had imagined never Rather than threatening Google, this external activity has made its product more essential and the company
more valuable †and, in the process, spawned hundreds of ventures building on top of the original technology
Another example of innovation arising outside the company in the wider ICT ecosystem can be found in the
evolution of text messaging in the Philippines, where high demand and limited ability to pay generated a series
Customers began to use text messaging units as currency transferring minutes among themselves. In short order, many Filipinos were using the new currency to â€oepayâ€
for items or services totally unrelated to telecommunications, such as taxi fares. The thousands of small retailers
Both major carriers, Globe Telecom and SMART Communications, now offer a wide, and growing, range of formal â€oem-transactions†services
estimates that over 80 percent of new subscribers added to global mobile networks will be in Africa, the Middle
as manufacturers, software developers, or retailers Large ICT companies are also engaging in human capital development on a significant scale.
In mobile telecommunications, for example, one could say it was a business model rediscovery that set the
wheels in motion for the developing world, in the form of Grameen Telecom†s shared-access Village Phone
Iqbal Quadir, founder of Grameen Telecom, successfully reinvented shared access, with the added attribute of enabling entrepreneurship among village women.
and incidentally highly profitable, mobile network. 28 Recognizing the volatility and uncertainty of income flows among low-income individuals and micro
-enterprises, Grameen Telecom introduced a pay-peruse system. This system reduced capital and maintenance costs and established the viability of non-subscription mobile services.
example in Vodacom†s phone shops in South africa or Ghana Telecom†s Areeba-to-Areeba stations and mobile
Other providers, including Globe Telecom and SMART Communications in the Philippines and Safaricom in Kenya, are now offering prepaid airtime
perennial cash flow problems smaller firms face. 29 Other companies, such as IBM in Argentina and HP in
For instance, mobile telephony, on its own, brings a host of potential benefits for users: it can substitute for
As research by Vodafone and others have shown, people are using mobile phones in a host of creative and resourceful ways. 31 This has accounted for much of the horizontal growth in
the market At the same time, however, mobile carriers are beginning to offer a range of formal services via cell phone
strengthening the value proposition of ownership. Most of these services currently fall into the mobile THE ROLE OF THE INFORMATION AND COMMUNICATIONS TECHNOLOGY SECTOR in Expanding Economic Opportunity14
EO ICT GREY: Layout 1 14/3/08 15:13 Page 14 transactions or â€oem-transactions†category, including deposits and withdrawals, cash and airtime transfers
services. 32 The availability of these services not only encourages more people to buy phones, but can also help
increase revenue per user While Globe Telecom in the Philippines has entered the m-transactions arena on its own,
most providers are currently partnering with banks to add these services to their value propositions. 33 For example, its main rival
supplies computers and connectivity to village-elected farmers who access market prices locally and around the
Technology Access initiative, Microsoft was able to construct a multi-party deal that offers entrepreneurs and small business
owner-operators training, software, and connectivity to the e-procurement portal, which increases their willingness to invest in PCS,
networks or ecosystems, spanning from component and equipment manufacturers to independent software developers and vendors to distributors and retailers to systems architects to technical support services.
example, network giant Cisco systems has 20,000 channel partners, from whom the company earns 90%of
its revenues. 38 SAP, the world leader in collaborative enterprise software with 50%of the market, employs
Intel, for example, uses more than 2, 000 small-and medium-sized suppliers in Malaysia alone. 40 Cisco has partnered with Citigroup, GE Capital Solutions, and Standard chartered Bank
•Microsoft Innovation Centers: Through 110 Innovation Centers in 60 countries, Microsoft works with local
universities, industry associations, government agencies, and NGOS to offer training, mentoring, and incubation services to help individuals
and entrepreneurs establish careers and businesses in the software industry †at the same time laying critical foundations for its own future growth
Mobile telecommunications carriers are also finding a great deal of scope for local partnering in developing countries.
In Kenya, Vodafone and Safaricom†S m -PESA mobile transactions service operates through a network of 600 agents based in gas stations
and recruit new users in low-income areas. 46 BOX 3 ICT FIRMS€ PHILANTHROPIC ARMS TAKE BUSINESS-BASED SME DEVELOPMENT APPROACHES
opportunity, leveraging the core competencies their parent companies to invest in SMES, spin off new ventures serving low-income individuals
ways we can make a difference. †Virgin Mobile and Virgin Money were launched in South africa in 2006 to offer simplified mobile phone
service and access to credit. Virgin Money is now exploring ways of offering banking and credit products in rural areas of the country. 47
Similarly, Google. org, the philanthropic arm of Google, is exploring approaches to economic development and poverty as one of three global
on theory, exhortations to corporate responsibility and a few early business cases rather than data. This is
Such data are a vital complement to business environment information collected by IFC, the private sector arm of the World bank, in its Investment Climate
environment data, an intimate feel for the target markets gained through firsthand, on-the-ground experience
Intel, for example, has established four Platform Definition Centers in major developing world cities staffed with ethnographers, designers, engineers,
to the end user rests on systemic, environmental factors such as the availability of affordable, consistent power
and †thanks to the network effect †users themselves The second challenge is business model innovation and implementation.
returns †were among the first to introduce information technology into low-income settings. Taking their cue
computers and other devices in one place, provide a bit of preliminary training, and wait for demand to
top-down creation with little collaboration, especially involving users; an over-reliance on the THE ROLE OF THE INFORMATION AND COMMUNICATIONS TECHNOLOGY SECTOR in Expanding Economic Opportunity18
and Microsoft Corporation jointly fund telecentre. org, a network facility linking and supporting telecenters around the world. 55 There are now at
corporate leaders including Cisco, HP, IBM Intel, Microsoft, and others have created robust education initiatives designed to contribute to a steady
pipeline of potential employees and business partners BOX 4 HUMAN CAPITAL DEVELOPMENT EFFORTS IN THE ICT SECTOR
Helping to grow the number of technology users †regardless of which technologies they are using †lays the groundwork for firms†own individual future
combinations of funding, curricula, hardware and software donations, employee volunteer time, and other resources according to local needs and goals.
In South africa, for example, Microsoft has partnered with the forest products company Sappi to THE ROLE OF THE INFORMATION AND COMMUNICATIONS TECHNOLOGY SECTOR in Expanding Economic Opportunity 19
Intel Teach to the Future Initiative Intel Science & Engineering Fairs Microsoft Partners in Learning
Microsoft Math and Science Education Technology Training and Entrepreneurship Support Cisco Networking Academies Microsoft Innovation Centers
Intel Higher education Program Intel Emerging Markets Development Group IBM-IFC SME Toolkit EO ICT GREY:
Layout 1 14/3/08 15:13 Page 19 train community members in Kwa-Dukuza. 75%of the program†s graduates go on to further education or
employment, mostly with Sappi. 56 3. 3 Building Institutional Capacity ICTS fundamentally create institutional capabilities.
Within companies, government agencies, and civil society organizations alike, they help â€oereorganize and speed up administrative procedures,
increase the volume and speed of information †and permit greater collaboration and sharing of experience. †57 These functions are
critical in the context of expanding opportunity because â€oethere is increasing evidence that a dense and complex
Information and communications technologies, including the Internet, can enable governments to deliver entitlements and public services with greater efficiency, transparency, and
equipment or software donations and training or support services in the form of pro bono time.
example, the Chinese hardware company Lenovo, through its Hope through Entrepreneurship Program supports microfinance institutions such as peer-to-peer lender Kiva. org with donations of laptops and other
hardware that allow these institutions to function more effectively in the office and in the field
•Enabling collaborative governance: Expanding economic opportunity requires collaborative action among the different stakeholders involved.
SAP AG, the market leader in collaborative enterprise software, is leveraging its core competence to help build the capacity for good governance in resource-rich developing
countries through the Extractives Industry Transparency Initiative. The company will be developing software solutions enabling mutual transparency and accountability among the companies and
governments involved THE ROLE OF THE INFORMATION AND COMMUNICATIONS TECHNOLOGY SECTOR in Expanding Economic Opportunity20 EO ICT GREY:
business investment and innovation †Intel†s low-cost devices and Wimax technology for rural connectivity
particularly those spanning traditional industry sectors, such as telecommunications and finance, and those in the developing world †institutional harmonization and oversight are often weak
pushback, as evidenced by the growing open-source software movement, Creative Commons licensing regimes, and †less constructively †blatant flouting of IP controls
among telecommunications regulators and import/export commissions around tariff and non-tariff barriers to new technology imports, for instance, can hinder experimentation and dissemination of technologies
Harmonization between telecommunications and financial regulators will be key to enabling innovation and experimentation with business models that cross
traditional industry lines (such as providing financial services via mobile phone, or storing health information on data cards
Even in developed countries, rapidly-changing technological opportunities may run well ahead of public sector capacity to understand
Vodafone, Nokia, and Nokia Siemens Networks are making a start at this kind of collective effort, jointly
engaging in research, publication, and dialogue on the enabling environment for m-transactions. Their 21
and telecoms regulators to work together. 60 Similarly, infodev, an initiative of the World bank Group, draws on the experience of a wide range of private
conferences providing policy-makers with data and good practices for encouraging innovation and broad -based ICT access. 61
or is happening now with GSM and CDMA. These are natural occurrences in environments of
spanning traditional industry sectors, such as telecommunications and finance, and those in the developing world †collaboration for effective, continuous standards-setting demands particular attention
information and communications technologies enable a widerange of economic opportunity benefits for users. Technological innovation is a key piece of the
partners need to upgrade, diversify, and scale. The ICT sector has an opportunity to play a similar role, both
5. 1 EMERGING MOBILE TRANSACTIONS BUSINESSES: SMART, GLOBE, AND M-PESA 26 5. 1. 1 SMART COMMUNICATIONS€ SMART MONEY 26
5. 1. 3 VODAFONE AND SAFARICOM€ S m-PESA 28 5. 2 MICROSOFT€ S INNOVATION CENTERS 29
5. 4 IBM AND IFC€ S SME TOOLKIT 35 5. 5 CISCO NETWORKING ACADEMIES€ LEAST-DEVELOPED COUNTRY INITIATIVE 37
5. 7 THE UNITED NATIONS GLOBAL ALLIANCE FOR INFORMATION TECHNOLOGY AND DEVELOPMENT 42 25 EO ICT GREY:
Telecommunications carriers are beginning to offer financial transactions via mobile phone in a number of places in the
Telecom are national companies in the Philippines that entered (and largely created) the m-transactions market using a
Vodafone is a multinational company that entered the m-transactions business in Kenya with its local affiliate, Safaricom, using more of a business experiment approach
Both SMART and Vodafone/Safaricom have partnered with local commercial banks, whereas Globe provides m-transactions services on its own.
Micro-Payment Systems and their Applications to Mobile Networks. An infodev Report. WASHINGTON DC: The International Bank for reconstruction and development/The World bank
SMART Communications, a leading national mobile telecommunications carrier in the Philippines, launched SMART MONEY in December, 2000, with two primary objectives:
Customers†mobile phones are their primary means of access. For a cost of P220 a year, BDO will provide a Mastercard debit card as well
SMART Communications two primary revenue streams in SMART MONEY are text messaging charges and commissions on SMART Padala remittances.
5. 1 EMERGING MOBILE TRANSACTIONS BUSINESSES: SMART, GLOBE, AND M-PESA 26 THE ROLE OF THE INFORMATION AND COMMUNICATIONS TECHNOLOGY SECTOR in Expanding Economic Opportunity
The average revenue per user for SMART MONEY users was approximately double that of non-users
In an interview, SMART Communications†chief executive cited two initial hurdles the company faced in getting
Micro-Payment Systems and their Applications to Mobile Networks. An infodev Report. WASHINGTON DC: The International Bank for reconstruction and development/The World bank
Globe Telecom, the other leading national mobile telecommunications carrier in the Philippines, launched its m
can also use their accounts to shop online via mobile phone Also like SMART MONEY, G-Cash enables customers to have their paychecks direct-deposited and receive
worked with the RBA to arrange microloans enabling some of its lowest-income customers to purchase phones
As of January 2006, Globe Telecom had 12 million subscribers, approximately one million of whom used G-Cash
Success factors cited include prior comfort levels with text messaging, unfulfilled demand for safe, reliable transactions services,
5. 1. 3 VODAFONE AND SAFARICOM€ S m-PESA Summarized from the comprehensive account of Hughes, Nick,
Turning Cellphones into 24-Hour Tellers in Kenya. †Innovations: Technology Governance Globalization 2 (1/2): 63-81
After a two-year pilot, Vodafone and its Kenyan affiliate Safaricom (which has participation from Vodafone and
Kenya Telecom) formally launched their M-PESA mobile transactions service in March 2007. M-PESA is operated
but owned by Vodafone through a dedicated trust company M-PESA has its origins in Vodafone efforts to â€oeunderstand its role in addressing international development
issues like the Millennium Development Goals. †66 The company†s logic was that mobile phones could facilitate
access to finance, which could in turn facilitate entrepreneurial activity, thus generating wealth through jobs and
Vodafone rightly viewed this as a costly process for borrowers in terms of time away from productive business activity
as their businesses had already been built on the basis of rapid mobile phone expansion in Kenya †this was just the next step
M-PESA menus on their mobile phones, which are available in English and Swahili. Safaricom provides regular
Vodafone has identified a way into the international remittance market. Vodafone has established a central corporate team to drive replication in other markets
and is also adding additional services to the platform These results have exceeded far the company†s expectations †though according to Vodafone†s Nick Hughes and
and industry associations, Microsoft is helping to catalyze the growth of local software economies through a network of 110 Innovation Centers in 60 countries †helping individuals and entrepreneurs
establish careers and businesses in the software industry and laying critical foundations for its own future growth
Drivers Microsoft sells platform technologies †the Windows operating system, the Office suite, MSN, and others. Its
model is to build 80-90%of the platform itself, and leave the rest †especially in enterprise computing †to a
vast network of partners who custom tailor final solution for particular markets. Today, this â€oepartner ecosystemâ€
software vendors (ISVS) to distributors to retail stores Microsoft occupies a unique position in its partner ecosystem.
On the one hand, its continued growth and success depend on the willingness of these and future partners to design products and services for its platforms
On the other hand, while Microsoft is highly dependent upon its partner ecosystem, it also plays an important enabling role within it.
Working with Microsoft technologies partners generate revenues, skills, jobs, and new business opportunities, all of which remain
For every dollar Microsoft generates, its partners generate $9-18, depending on the country. 70 In this context, Microsoft maintains
and strengthens its strategic advantage by driving the evolution of its partner ecosystem in ways that benefit it and the entire system at the same time †as business strategist Jim Moore put
As a producer of platform technologies, Microsoft has a vested interest in the development and success of all
Local Software Economy Group supports the development of new partners by fostering the growth of healthy
software ecosystems around the world. While the Enterprise Partner Group is a critical part of the company†s
near-term business strategy, the Local Software Economy (LSE) Group is part of a cluster of initiatives that helps
lay the foundations for longer-term success. In contrast with other Microsoft programs targeting individuals and
Microsoft subsidiaries build their own LSE strategies based on their particular contexts and needs Microsoft Innovation Centers (MICS) are becoming increasingly common features of subsidiaries†LSE strategies
These centers â€oeconnect people and organizations in the innovation ecosystem and give them access to
plan, research and develop new software products and services, †enabling them to start and grow businesses of
Microsoft then equips the facilities and runs their activities, usually in partnership with business or computer science professors who can ensure
pipelines of students. Government partners usually have money but no programs of their own; they will contribute
utilities and Microsoft pays for everything â€oefrom the walls in. †Often Microsoft will obtain hardware donations from
other large firms, such as Dell or Hewlett-packard, and sometimes international donors, such as the US Agency
MIC staff usually include Microsoft employees responsible for management and program development, along with student interns or other employees †which Microsoft can co-fund †responsible for administrative support
However, Microsoft†s local subsidiaries make staffing decisions according to their own opportunities and needs and so configurations vary
Microsoft Innovation Centers (MICS) help extend the edges of an already inclusive business model by developing
At the corporate level, Microsoft packages a wide range of activities in three areas †jobs enablement, innovation,
In mature countries, where local software economies already exist, MICS incubate start-ups and broker relationships between entrepreneurs and potential financial backers.
and Mexico, software ecosystems exist but often struggle with quality or limited local market size.
Soviet republics, for example, development skills are generally quite strong and fledgling software economies exist, but Microsoft has little on-the-ground presence †so the company has organized developers into
â€oecommunities of interest†around certain technologies, which work together for eight weeks. Along the way
they receive mentoring from Microsoft employees at headquarters and some of the larger subsidiaries 70%of the MICS are in emerging market countries.
and then post their resumes to business jobs portals where Microsoft partners pay to access them.
or wanting to kick-start local software economies will often pay internship wages or first year salaries for graduates that obtain jobs.
users don†t have to be Microsoft developers It is important to emphasize that, even in emerging market countries such as Nigeria, South africa, and Rwanda
Other Microsoft initiatives, such as the 29,000 center-strong Community Technology Skills Program, provide basic computer literacy training to individuals and communities as part of a longer-term strategy to broaden
digital inclusion MICS concentrate on early-stage partner development. Entrepreneurs who have established themselves with applications, customers,
its network of Microsoft Technology Centers (MTCS), which will help take them the rest of the way.
involves selling a license for platform software. The MICS, while considered business investments, do not
generate direct revenues for Microsoft Results There are currently 110 Microsoft Innovation Centers in 60 countries worldwide. 75 The company aims to open an
additional 200 centers in 25 more countries by 2009 Microsoft measures its success with the MICS according to a number of metrics,
including government perceptions; numbers of users and the activities they engage in; whether they get jobs or start their own
businesses; and if they start their own businesses, whether they employ other people Once a user has found a job,
Microsoft generally considers its work done and does not track that person further Alternatively, if a user starts his or her own business,
Microsoft moves that person as quickly as possible to the Enterprise Partner Program, which grows them from there.
However, the company does take â€oeproof points†of entrepreneurs around the world who have used the MICS to start
or grow their own businesses 31the ROLE OF THE INFORMATION AND COMMUNICATIONS TECHNOLOGY SECTOR in Expanding Economic Opportunity
Microsoft is creating market opportunity catalyzing â€oevirtuous cycles†in which ecitizens and egovernments interact to drive
Microsoft can Provide for Microsoft, egovernment is a sizeable business, and one the company would like to
a personal computer (PC) will be a significant purchase even at cost. That person will need financing options and
most importantly, a reason to make the financial sacrifice a PC purchase entails. He or she must see a clear
Microsoft has turned this classic â€oechicken and egg†scenario into a business opportunity through an operating
software, hardware, training, government services and technology support. In addition to Microsoft itself â€oetypical†partners include government agencies, financial institutions, independent software vendors, hardware
providers, and Internet service providers. Non-governmental organizations are often part of the PPPS as well Eight business development managers worldwide are responsible for identifying and building PTAS.
They are based in Beijing, Cairo, Johannesburg, Singapore, Mexico city, SãO Paulo, and Buenos aires and Moscow, with
and identify opportunities where Microsoft†s core competencies and technologies could be applied, in partnership with others,
leadership are perhaps the most valuable contributions that Microsoft makes. 77 Each PTA deal must meet three criteria
Are electricity and Internet connectivity available and accessible 3. Relevance. Finally, and most critically, what is the value proposition to the citizen?
Microsoft believes this makes them more sustainable, such that the â€oevirtuous circle†they create can continue even after Microsoft has exited from a
formal role. For Microsoft, the â€oewin†is the ability to tap new markets. For governments, it is the ability to provide
public services more efficiently and effectively, hopefully translating into political gains. Nongovernmental organizations typically have based mission incentives to participate.
Activities Government partnerships are at the core of the PTA model. Often the government partner is already
including within Microsoft, PTAS aim to place PCS into homes and small businesses. By the same token,
while many PC donation programs exist, PTAS involve citizens as paying customers. Embeddedness within a public policy objective helps to increase the relevance and value proposition
but for whom a PC purchase would nevertheless be out of reach without financing. Many have no credit histories or even bank accounts.
To secure financing for them, Microsoft has worked with public and private partners on a number of options to reduce risk, such as payment by payroll
value chain linkages with local hardware and software vendors and distributors. PTAS expand these partnersâ€
Microsoft invests in computer literacy and training, which are provided through an 33the ROLE OF THE INFORMATION AND COMMUNICATIONS TECHNOLOGY SECTOR in Expanding Economic Opportunity
particular, small and medium enterprises lacking access to computers or the Internet were locked out of the
entrepreneurs and small business owner-operators training, software, and connectivity to the e-procurement portal, which increases their willingness to invest in PCS,
Results PTA deals do not follow a typical Microsoft sales cycle; according to Pallais, they take a lot of time and a lot of
For Microsoft, the number one indicator of success for the Partnerships for Technology Access †as for the
By June 30, 2007, Microsoft had sold 500,000 PCS with genuine Windows operating systems through PTAS worldwide. 80 Microsoft expects to approach one million PC sales in fiscal year
2008 alone. PTAS are measured also according to conventional business metrics such as return on investment ROI) and revenues.
Even more important, Microsoft tries to ascertain whether each PTA succeeds in catalyzing the kind of â€oevirtuous
All else constant, Microsoft has found that the success of a PTA in catalyzing â€oevirtuous circles†of egovernment
adjustments in standard operations. 81 Microsoft bears an often disproportionate share of the difference, including
Through the SME Toolkit, IFC and IBM are helping to address critical barriers facing key players in their business strategies
or information technologies or scale up; difficulty obtaining contracts with larger firms; and more To help address some of these barriers,
In 2006 IBM and the IFC signed a formal agreement to co-develop the website.
IBM re-engineered the toolkit with innovative technology that made the platform more flexible and stable.
Additionally, web 2. 0 technologies such as online forums and live chats were added to foster the development of communities.
IBM is also contributing its marketing expertise to enhance the impact of the toolkit launches.
Most recently, successful launches in the U s.,South africa and India garnered nearly 100 media hits IBM has a comprehensive strategy for the SME marketplace encompassing specially designed offerings, Business
Partner programs, financing options, and local marketing and customer support capabilities. It is developing products, services,
for IBM to engage the SME marketplace at large and develop potential future customers via IBMERS€ core values of
â€oeinnovation that matters †for our company and the world†and â€oededication to every client†s successâ€.
market for information technology among SMES weighs in at about $465 billion worldwide, according to research firm IDC;
•Online and offline training, including CDS and classroom courses delivered by partner organizations •Market, trade, customs,
•Free website design and management software •Downloadable business forms 5. 4 IFC AND IBM€ S SME TOOLKIT
•Survey and quiz-building software •Business directories Entrepreneurs have very little time; the Toolkit is designed to allow them to access the resources they need with
offer content via mobile phone alert Building upon initial investment by IFC, IBM has invested nearly $2 million in rebuilding the SME Toolkit
technology platform and will continue its investment in 2008 Results Because the SME Toolkit is a freely available online platform,
One preliminary indicator of value to the user is the â€oebest in class†ranking the Toolkit has received
IFC and IBM aim to launch the Toolkit in additional countries and increase usage steadily over time.
intended users. In response, the partners plan to develop alternate means of access, such as mobile phones
based on user feedback. 85 36 THE ROLE OF THE INFORMATION AND COMMUNICATIONS TECHNOLOGY SECTOR in Expanding Economic Opportunity
EO ICT GREY: Layout 1 14/3/08 15:13 Page 36 Since 2000, Cisco Networking Academies†Least-Developed Countries Initiative has created opportunities for individual
made a donation of computers and networking equipment to a school near its corporate offices.
schools†computer networks, they were also able to leverage those skills in the job market after graduation
Cisco†s Networking Academy curriculum consists of Web-based instructor-led training; hands-on laboratory
advanced skills, covering subjects such as UNIX, Java, security, wireless, PC hardware and software, and networking operating systems.
It offers the possibility of obtaining industry-standard certifications, e g. Cisco Certified Network Associate (CCNA¢)and Cisco Certified Network Professional (CCNPÂ
and even prisons †provide classroom space, computers and other equipment, instructors, and students, often in partnership with other organizations, including funders
In 2001, the International Telecommunications Union (ITU) joined the partnership, volunteering to offer the Networking Academy curriculum in its Internet Training centers
ITC) in developing countries Drivers Cisco†s primary motivations for the Networking Academy program are social or philanthropic:
and the Internet are great equalizers, opening up possibilities for both individual and societal advancement. 86 The LDC Initiative†s theory of change reflects this philosophy:
build and maintain an Internet infrastructure, the initiative partners expect to accelerate the LDCS€ progress
they are likely to purchase the Cisco systems with which they are familiar. 89 5. 5 CISCO NETWORKING ACADEMIES€ LEAST-DEVELOPED COUNTRY INITIATIVE
Nations Information technology Service (UNITES), has sent more than 30 volunteers sponsored by UNDP, APDIP UNV, Cisco Learning Institute,
Academy Program in its Internet Training centers Results In its first year, the LDC Initiative reached 58 academies in 27 countries (including 7 non-LDCS in sub-Saharan
First, the core component of the model †the curriculum †is standardized. It can be
leverages the most valuable resource the company has †computer networking expertise. 99 Second, the model is rooted fundamentally in partnership.
SAP, the global leader in collaborative enterprise software, is leveraging its expertise in business network transformation to
Founded in 1972 by a number of ex-IBM employees, SAP AG has become the world†s largest business software
company, with over 50%market share worldwide. The company specializes in software solutions that enable
customers to improve their business performance †in particular, identifying and responding to risk and opportunity throughout the extended enterprise
With EITI, SAP€ s core contribution will be to connect participating companies and governments for transparency and mutual accountability,
Governments could also see value in adopting more SAP software. Further adoption would go beyond
The company†s core business approach is to work with thousands of small programmers and consultants around the world to spur â€oeinnovation via
ecosystem. †Now â€oeeiti is part of the ecosystem from which innovation can arise, †Farrar says
and reconcile the data yield reasonably accurate results SAP€ s Governance, Risk, and Compliance (GRC) team develops solutions that help customers collect and
document data to ensure compliance with regulatory requirements. Business transparency across the extended enterprise has unlocked value for SAP€ s customers by helping them identify risks and opportunities earlier and
and report on data to each other, †he says. 107 SAP is implementing one to two pilots that could help speed implementation in other countries.
The systems developed will offer users the capability to report at different levels and in different time frames †multiple companies, for example in a
The United nations Global Alliance for Information technology and Development is a platform or â€oenetwork of networksâ€
enabling companies such as Cisco, Intel, Google, Microsoft, and Visa to help shape policy environments that strengthen the
Background and The United nations Global Alliance for Information technology and Development (GAID) was founded in March Drivers 2006,
and reach agreements in the fields of Internet governance, financing mechanisms, and follow -up and implementation of the Geneva and Tunis documents. †110
The second is a 12-member Steering committee chaired by Craig Barrett, Chairman of Intel, which
including Cisco, Intel, and Talal Abu-Ghazaleh International GAID serve as a platform, a â€oenetwork of networks, †with no financial or operational role in on-the-ground projects
and spearhead a network according to procedures outlined on GAID€ s website •Flagship Partnership Initiatives.
connectivity and access in Africa (led by the International Telecommunications Union, the World bank, and Intel), enhancing and scaling the telecenter movement (led by Microsoft, the International Development
Research center, and The swiss Agency for Development and Cooperation), and creating a Cyber Development Corps based on south-south cooperation
technologies for persons with disabilities and free Internet accessibility for schools 5. 7 THE UNITED NATIONS GLOBAL ALLIANCE FOR INFORMATION TECHNOLOGY AND DEVELOPMENT
42 THE ROLE OF THE INFORMATION AND COMMUNICATIONS TECHNOLOGY SECTOR in Expanding Economic Opportunity EO ICT GREY:
and Expanding Financial services to the Un-Banked (Intel Corporation, Visa Microsoft, WRI, CGAP, Grameen Foundation, Mercy Corps
Expanding Financial services to the Un-Banked is one of the primary company-driven Coes to be established in
According to the Coe website, â€oethe inability to improve one†s living conditions or grow one†s
Intel, Visa, Microsoft, and their civil society partners are addressing this barrier through an initial two-year
such as the Development Gateway Foundation, Global Knowledge Partnership, Google, Inter -American Development Bank, Peace corps, UN Foundation, US Agency for International Development, and World
of Telecoms on Economic growth in Developing Countries. †In Vodafone 2005. Africa: The Impact of Mobile phones.
Vodafone Moving the Debate Forward Policy Paper Series, No. 3. London: Vodafone 3. Khalil, Mohsen and Charles Kenny. n d. The next Decade of ICT
Development: Access, Applications and the Forces of Convergence WASHINGTON DC: The World bank Group. Page 7 4. WRI calls this the â€oebop Penaltyâ€;
see Hammond, Allen L.,William J Kramer, Robert S. Katz, Julia T. Tran, and Courtland Walker. 2007.
6. Microsoft. n d. Developing Knowledge Economies: A Microsoft Perspective on †ICT for Development. â€
7. Hammond et al 2007, p. 3. This figure is in current US dollars. In purchasing power parity terms,
12. cellular-news. 2006.2.5 Billion Mobile phones In use. http://www. cellular -news. com/story/19223. php (accessed September 16, 2007
13. Ibid 14. See, for example, Beck, Thorsten et al. 2003. SMES, Growth and Poverty Cross-country Evidence.
http://www. worldbank. org/research/bios/tbeck/sme. pdf (accessed September 17, 2007 15. United nations Commission on the Private Sector and Development. 2004
http://rru. worldbank. org/Documents/Paperslinks/informal economy. pdf accessed September 17, 2007 17. World bank. 2007. Doing Business 2008:
-overview. pdf (accessed September 26, 2007. Page 1 18. Ibid. p. 3 19. Anthony, Regina. 2007. â€oecisco, Nortel target small, medium firms. †Mint
One Laptop Per Child. n d. One Laptop Per Child Website. http://laptop. org /accessed September 16, 2007
Tipson, Frederick, Senior Policy Counsel, Microsoft Corporation. 2007 Personal communication (telephone interview), July 2 28. For more on the Grameen Phone model, see Sullivan, Nicholas. 2007.
You Can Hear Me Now: How Microloans and Cell Phone are Connecting the World†s Poor to the Global economy.
San francisco: Jossey-Bass 29. Indian Business Insight. 2007. â€oereliance Communications, Cisco launch services for SMES (at Rs1, 200-10,000 per month on a pay-peruse
See Vodafone. 2007. The Transformational Potential of M-Transactions Vodafone Moving the Debate Forward Policy Paper Series, No. 6. London
Vodafone. Also Vodafone. n d. â€oethe impact of mobile phones in the developing world. †http://www. vodafone. com/etc/medialib/attachments/cr downloads.
Par. 975 34. File. tmp/SIM PROJECT DOWNLOAD 3. pdf (accessed September 26 2007 32. Wishart, Neville A. 2006.
Micro-Payment Systems and their Applications to Mobile networks. An infodev Report. WASHINGTON DC: The International Bank for reconstruction and development/The World bank
33. Ibid ï¿End Notes 44 THE ROLE OF THE INFORMATION AND COMMUNICATIONS TECHNOLOGY SECTOR in Expanding Economic Opportunity
EO ICT GREY: Layout 1 14/3/08 15:13 Page 44 THE ROLE OF THE INFORMATION AND COMMUNICATIONS TECHNOLOGY SECTOR in Expanding Economic Opportunity 45
34. Ibid, p 10 35. Nweke, Remmy. 2007. â€oeceltel Targets N379bn Investment. †Daily Champion, Lagos, Nigeria, August 29
Microsoft. 2007b. Microsoft†s Public-Private Partnerships Empower Underserved People Around the World. Press release dated March 20
http://www. microsoft. com/presspass/features/2007/mar07/03 -20glfamericas. mspx (accessed May 15, 2007 38.
Cisco systems. n d. Corporate Overview http://newsroom. cisco. com/dlls/company overview. html (accessed September 16, 2007 39.
Farrar, James, Vice president, Corporate Citizenship, SAP AG. 2007 Personal communication (telephone interview), August 16 40. Business times. 2006. â€oedoing its bit to boost SMBS. †Business times, July
Ghassemi, Marzyeh, Intel Corporation. 2007. Personal communication telephone interview), August 13, 2007 44. Beshouri, Christopher P. 2006. â€oea Grassroots Approach to Emerging
Turning Cellphones into 24-Hour Tellers in Kenya. †Innovations: Technology Governance Globalization 2 (1/2): 63-81.
Mobile phones Revolutionise Banking. Article dated May 23 http://www. wbcsd. org/plugins/Docsearch/details. asp? type=Docdet&object
Google. org. n d. Global Economic Development http://www. google. org/development. html (accessed September 21, 2007
49. Hammond et al 2007 50. United nations Development Programme (UNDP. Forthcoming. Growing Inclusive Markets: Business for Development and Development for
IBM Corporation (IBM. 2006. Expanding the Innovation Horizon: The Global CEO Study 2006. Somers, NY:
IBM http://www. ibm. com/ibm/ideasfromibm/us/enterprise/mar27/ceo study. ht ml (September 15, 2007.
Page 12 53. IBM 2006, p. 21 54. Principal Voices. 2005. Business Innovation †Changing Companies for a
Changing World. Time, Fortune, CNN, and Shell http://www. principalvoices. com/business. html (accessed September 17
2007 55. Telecentre. org. n d. Telecentre. org. http://www. telecentre. org (accessed September 17, 2007 56.
Microsoft. n d. Community Opportunity: A Digital Village in South africa is making a difference for local residents and area schools.
Microsoft 57. Mcnamara, Kerry S. 2003. Information and Communication Technologies Poverty and Development: Learning from Experience.
Mortimer-Schutts, Ivan. 2007. â€oethe regulatory implications of mobile and financial services convergence. †The Transformational Potential of M
Vodafone Moving the Debate Forward Policy Paper Series No. 6. London: Vodafone. See also Nokia. 2007.
Call for new regulatory framework to allow greater access to financial services via mobile phones in developing countries.
Press release dated July 4 http://www. csrwire. com/Pressreleaseprint. php? id=9100 (accessed July 12,2007 61. infodev. n d. infodev:
Information for Development Program http://www. infodev. org/en/index. html (accessed September 26, 2007 62.
See, for example, Balto, David A. 2000. Standard Setting in a Network Economy. Presentation to the Cutting edge Antitrust law Seminars
International, February 17 http://www. ftc. gov/speeches/other/standardsetting. shtm (accessed September 17, 2007 63. IBM 2006, p. 23
64. IBM 2006, p. 23 65. Wishart 2006, p. 24 66. Hughes, Nick, and Susan Lonie. 2007. â€oem-PESA:
Mobile Money for the †Unbankedâ€: Turning Cellphones into 24-Hour Tellers in Kenya. â€
Innovations: Technology Governance Globalization 2 (1/2): 63-81. Page 65 67. Ibid. p. 66
Affairs, Microsoft Corporation. 2007. Personal communication (telephone interview), August 3 71. Moore 1996, p. 12 72.
Microsoft. n d. Local software economy case study: Microsoft Innovation Centers. http://download. microsoft. com/download/6/9/f/69f8c76b-198e
-4114-9c12-f0b13e4d7e4e/innovation center. pdf (accessed May 15 2007). ) Page 1 73. Microsoft. 2007c. Microsoft Unlimited Potential:
Enabling Sustained Social and Economic Opportunity for The next Five Billion People. Company White Paper. Page 6
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74. Harting, Carla, Microsoft Innovation Centers, Microsoft Corporation. 2007 Personal communication (telephone interview), August 10 75. Microsoft. 2007a.
Microsoft Announces Commitment to Promote Sustained Social and Economic Opportunity for The next 5 Billion People.
Press release, April 19 http://www. microsoft. com/presspass/press/2007/apr07/04 -19uplaunchpr. mspx? pf=true (accessed May 15, 2007
76. Pallais, Diana, Managing director, Partnerships for Technology Access Microsoft Corporation. 2007. Personal communication (telephone interview), August 21
77. Ibid 78. Microsoft 2007b 79. Pallais 2007 80. Microsoft 2007b 81. Pallais 2007 82.
Singh, Karamjit. 2006. â€oesmes Going Global: Need for SME strategic partnerships. †The Edge Financial Daily, December 18.
Data from AMI Partners Research 83. International finance corporation (IFC. n d. SME Toolkit http://www. smetoolkit. org (accessed September 27, 2007
84. ICICI Bank. 2007. ICICI Bank, IFC and IBM launch SME Toolkit in India Press release dated August 7
85. IFC. 2007. IBM and IFC Launch a Small Business Toolkit to Create Jobs and Fuel Growth in Underserved and Emerging Markets.
Press release dated July 26 http://www. smetoolkit. org/smetoolkit/en/content/en/1189/IBM-and-IFC
-Launch-a-Small-Business-Toolkit-to-Create-Jobs-and-Fuel-Growth-in -Underserved-and-Emerging-Markets (accessed September 27, 2007
86. GCR. 2007. Africa Least Developed Countries Initiative Independent Impact Assessment: Final Report. Study commissioned by Cisco systems, Cisco
Learning Institute, the International Telecommunications Union, United Nations Development Programme, and US Agency for International
Development. http://www. itu. int/ITU-D/hrd/publications/reports/2007/itci/fr -LDC IMPACT ASSESSMENT. pdf (accessed August 31, 2007
87. Cisco. n d. About the Initiative http://www. cisco. com/web/learning/netacad/digital divide/ldc/Initiative. htm
l (accessed September 21, 2007 88. Porter, Michael E. and Mark R. Kramer. 2002. â€oethe Competitive Advantage
of Corporate Philanthropy. †Harvard Business Review 12 (80): 56-68 89. King Heim, Genelle. n d. A Tale of Two Partnerships:
Networking Academies vs. Netaid: How to create public private partnerships with NGOS that work in emerging markets.
Cisco systems Internal White paper 90. Christen, Amy, Vice president of Operations, Corporate Affairs, Cisco Systems. 2007. Personal communication (telephone interview), September
20,2007 91. GCR 2007 92. Cisco systems. n d. Gender Fact Sheet †Cisco Networking Academy Program, European and Emerging Markets
93. GCR 2007 94. Ibid 95. Ibid 96. Ibid 97. King Heim, Genelle, Senior Manager, Public sector Sales, Emerging
Markets, Cisco systems. Personal communication (telephone interview September 4, 2007 98. GCR 2007 99. King Heim n d 100.90%of Cisco†s revenues come from these partners.
Cisco systems. n d Corporate Overview http://newsroom. cisco. com/dlls/company overview. html (accessed September 16, 2007 101.
Christen 2007 102. EITI. n d. About EITI. http://www. eitransparency. org/section/abouteiti accessed September 5, 2007
sibility/corporate-citizenship-3. html (accessed August 29, 2007 106. Extractive Industries Transparency Initiative (EITI. 2006.
http://www. eitransparency. org/files/document/eiti iag report english. pdf accessed December 11, 2007. Also see Leipprand and Rusch 2007, p
Personal communication (telephone interview), August 16 108. Chatterjee 2007 109. International Telecommunications Union. n d. Basic Information:
About WSIS. http://www. itu. int/wsis/basic/about. html (accessed September 29 2007 110. Ibid
111. United nations Economic and social council (ECOSOC. 2007. First annual report of the Global Alliance for Information and Communication
http://www. worldbank. org/research/bios/tbeck/sme. pdf (accessed September 17, 2007 Beshouri, Christopher P. 2006. â€oea Grassroots Approach to Emerging Market
cellular-news. 2006.2.5 Billion Mobile phones In use. http://www. cellular -news. com/story/19223. php (accessed September 16, 2007
Cisco systems. n d. Corporate Overview http://newsroom. cisco. com/dlls/company overview. html (accessed September 16, 2007 Community Research and development Information Service (CORDIS.
n d Innovation Policy in Europe: Innovation Communications http://www. cordis. lu/innovation/en/policy/communications/communication
s1. htm (accessed September 15, 2007 Economist Intelligence Unit. 2006. Latin america: IBM goes for growth Economist Intelligence Unit, Country Monitor, August 7
Extractive Industries Transparency Initiative (EITI. 2006. Report of the International Advisory Group http://www. eitransparency. org/files/document/eiti iag report english. pdf
accessed December 11, 2007 n d. About EITI. http://www. eitransparency. org/section/abouteiti accessed September 5, 2007
Farrar, James, Vice president, Corporate Citizenship, SAP AG. 2007. Personal communication (telephone interview), August 16 GCR. 2007. Africa Least Developed Countries Initiative Independent Impact
Study commissioned by Cisco systems, Cisco Learning Institute, the International Telecommunications Union, United Nations Development Programme,
and US Agency for International Development. http://www. itu. int/ITU -D/hrd/publications/reports/2007/itci/fr-LDC IMPACT ASSESSMENT. pdf
accessed August 31, 2007 Gladwell, Malcolm. 2000. The Tipping Point: How Little Things Can Make a Big
Google. org. n d. Global Economic Development http://www. google. org/development. html (accessed September 21 2007
Hammond, Allen L.,William J. Kramer, Robert S. Katz, Julia T. Tran, and Courtland Walker. 2007.
Turning Cellphones into 24-Hour Tellers in Kenya. †Innovations: Technology Governance Globalization 2 (1/2): 63-81
IBM Corporation (IBM. 2006. Expanding the Innovation Horizon: The Global CEO Study 2006. Somers, NY:
IBM http://www. ibm. com/ibm/ideasfromibm/us/enterprise/mar27/ceo study. ht ml (September 15, 2007
ICICI Bank. 2007. ICICI Bank, IFC and IBM launch SME Toolkit in India. Press release dated August 7
Indian Business Insight. 2007. â€oereliance Communications, Cisco launch services for SMES (at Rs1, 200-10,000 per month on a pay-peruse
http://www. infodev. org/en/index. html (accessed September 26, 2007 International finance corporation (IFC. 2007. IBM and IFC Launch a Small
Business Toolkit to Create Jobs and Fuel Growth in Underserved and Emerging Markets. Press release dated July 26
http://www. smetoolkit. org/smetoolkit/en/content/en/1189/IBM-and-IFC -Launch-a-Small-Business-Toolkit-to-Create-Jobs-and-Fuel-Growth-in
Le Gras, Gilbert. 2006. â€oeworld Bank, IBM draft Web tipsheet for small firms. †Reuters News, September 27
-miskolc. hu/uni/res/kozlemenyek/2005/pdf/lukacs. doc (accessed September 17, 2007 47the ROLE OF THE INFORMATION AND COMMUNICATIONS TECHNOLOGY SECTOR in Expanding Economic Opportunity
Microsoft. 2007a. Microsoft Announces Commitment to Promote Sustained Social and Economic Opportunity for The next 5 Billion People.
Press release, April 19 http://www. microsoft. com/presspass/press/2007/apr07/04 -19uplaunchpr. mspx? pf=true (accessed May 15, 2007
2007b. Microsoft†s Public-Private Partnerships Empower Underserved People Around the World. Press release dated March 20
http://www. microsoft. com/presspass/features/2007/mar07/03 -20glfamericas. mspx (accessed May 15, 2007 2007c.
Microsoft Unlimited Potential: Enabling Sustained Social and Economic Opportunity for The next Five Billion People. Company White
A Microsoft Perspective on †ICT for Development. †n d. Local software economy case study: Microsoft Innovation Centers
http://download. microsoft. com/download/6/9/f/69f8c76b-198e-4114 -9c12-f0b13e4d7e4e/innovation center. pdf (accessed May 15, 2007
Mobileactive. org. n d. Mobileactive. org: A Resource for Activists using Mobile Technology Worldwide. http://www. mobileactive. org (accessed September
16,2007 Moore, Gordon E. 1965. â€oecramming more components onto integrated circuits. †Electronics 38 (8 Moore, James F. 1996.
The Death of Competition: Leadership and Strategy in the Age of Business Ecosystems. New york, NY:
Harpercollins Mortimer-Schutts, Ivan. 2007. â€oethe regulatory implications of mobile and financial services convergence. †The Transformational Potential of M
-Transactions. Vodafone Moving the Debate Forward Policy Paper Series No. 6. London: Vodafone Nweke, Remmy. 2007. â€oeceltel Targets N379bn Investment. †Daily Champion
Lagos, Nigeria, August 29 One Laptop Per Child. n d. One Laptop Per Child Website. http://laptop. org
/accessed September 16, 2007 Porter, Michael E. and Mark R. Kramer. 2006. â€oestrategy and Society: The Link
Between Competitive Advantage and Corporate Social Responsibility. †Harvard Business Review 84 (12): 76-92
http://www. principalvoices. com/business. html (accessed September 17 2007 SAP. 2006. SAP Annual Report 2006
nsibility/corporate-citizenship-3. html (accessed August 29, 2007 Schneider, Friedrich. 2002. Size and Measurement of the Informal Economy in
http://rru. worldbank. org/Documents/Paperslinks/informal economy. pdf accessed September 17, 2007 Seely Brown, John, and John Hagel III. 2005. â€oeinnovation Blowback:
Tipson, Frederick, Senior Policy Counsel, Microsoft Corporation. 2007. Personal communication (telephone interview), July 2 United nations Development Programme (UNDP.
Vodafone. 2007. The Transformational Potential of M-Transactions. Vodafone Moving the Debate Forward Policy Paper Series, No. 6. London:
Vodafone Vodafone. 2005. Africa: The Impact of Mobile phones. Vodafone Moving the Debate Forward Policy Paper Series, No. 3. London:
Vodafone Waverman, Leonard, Meloria Meschi, and Melvyn Fuss. 2005. â€oethe Impact of Telecoms on Economic growth in Developing Countries. †In Vodafone
2005. Africa: The Impact of Mobile phones. Vodafone Moving the Debate Forward Policy Paper Series, No. 3. London:
Vodafone Wishart, Neville A. 2006. Micro-Payment Systems and their Applications to Mobile networks. An infodev Report.
WASHINGTON DC: The International Bank for reconstruction and development/The World bank World bank. 2007. Doing Business 2008: Comparing Regulation in 178
Economies. Overview. http://www. doingbusiness. org/documents/DB -2008-overview. pdf (accessed September 26, 2007 Xinhua News agency. 2007.
IBM expands footprints in India for more SMB clients. Xinhua News agency, September 6 EO ICT GREY:
Layout 1 14/3/08 15:13 Page 48 ï¿Publications in the CSR Initiative†s Economic Opportunity Series
2007 Expanding Economic Opportunity: The Role of Large Firms Beth Jenkins The Role of the Automotive Sector in Expanding Economic Opportunity
Forthcoming The Role of the Extractive Sector in Expanding Economic Opportunity Holly Wise and Sokol Shtylla
The Role of the Financial services Sector in Expanding Economic Opportunity Christopher N. Sutton and Beth Jenkins
The Role of the Food and Beverage Sector in Expanding Economic Opportunity Marc Pfitzer and Ramya Krishnaswamy
The Role of the Health care Sector in Expanding Economic Opportunity Adeeb Mahmud and Marcie Parkhurst
web site and blog about enterprise and development. As a principal analyst of household survey data and co-author for The next 4 Billion
Market Size and Business Strategy at the Base of the Pyramid (March, 2007), he studied BOP market structure
The program encourages the private sector to incorporate environmental and social opportunities into core business
Systems, Inc.,Inbev, Intercontinental Hotels Group, Microsoft Corporation, Pfizer, Shell Exploration and Production, and the United nations
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