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...rstsgeneration of Bottom of the Pyramid approaches (BOP 1.0), there was active encouragementsof corporates to seek their ‘fortunes at the bottom of the pyramid’ where they could alsosassist the poor (=-=Prahalad 2006-=-). Poverty impact consisted of meeting the consumption needssand wants of the poor, supplying innovative products at lower costs and widening consumerschoices. The quintessential example given of bott...

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...King 2013: 9). It is also a way to deflect perceived competitivespressures, as private channels are both growing faster than traditional aid financing and aresseen to be more efficient and effective (=-=Kharas and Rogerson 2012-=-: 10, 22).4 The softsfunding of aid donors can serve long-term patient-capital needs as it tolerates lower thansmarket returns and cushions enterprises as they develop business models to service duals...

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...environmentalsproblems’ (Yunus 2007: 21). Social business blurs the lines between the traditional for-profitscorporate sector and the non-profit third sector and represents a potential fourth sectors(=-=Tracey and Phillips 2007-=-). This is because a ‘non-loss, non-dividend’ business, profits arestypically reinvested into the business such that benefits are passed onto the target group ofsbeneficiaries via lower prices, better...

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.... By contrast, impact evaluation assesses the longer-term holistic impacts of a programme.5sToo often however, when development impact is traced, it is framed in terms of anecdotessnarrating success (=-=London 2009-=-: 107). For this reason, multidimensional qualitative analysissand randomized controlled trials are identified as the new frontier in assessing thesdevelopment additionality of business (Roll 2012).sM...

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...a poorssusceptible to aggressive marketing campaigns, limited value creation as consumptionsdiverted to non-essential items and the preservation of inequalities between labour andscapitalist classes (=-=Karnani 2006-=-; Karnani 2009; Munir et al. 2010). The consensus becamesthe first generation of corporate BOP initiatives had under-performed, both commercially andsdevelopmentally.sThese weaknesses opened up a disc...

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... the poor.sNevertheless, BOP 1.0 was rightly criticized as a business model ‘selling to the poor’, even assthe size and purchasing power of this market remained a matter of some debate (Karnanis2006; =-=Karnani 2009-=-; Munir et al. 2010). Development impact was largely viewed as asproblem of satisfying basic needs through market-based systems, for example by providingssafe drinking water or access to sanitation sy...

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...d donors can serve long-term patient-capital needs as it tolerates lower thansmarket returns and cushions enterprises as they develop business models to service dualssocial and financial imperatives (=-=Karamchandani et al. 2009-=-: 124). On the normative side,spublic private partnerships potentially introduce business-like practices and thinking into thesworld of aid. Although this is presented as an effort to improve efficien...

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...t, asnumber of potential modifications could, however, take place. Donors could pay greater heedsto the manner in which their gender policies are embedded within their markets for povertysstrategies (=-=Lindahl 2005-=-: 56-57; Jones 2012). They need to reassert their commitments tosgender horizontally across all areas of programming, including private sector development.sDonors could specify what their gender objec...

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...ends, with the profit motive assuring the sustainability andsindependence of the venture rather than excessive net revenue gain. Social business willsalways accept less profit to do more social good (=-=Edwards 2009-=-: 18), and for this reason maysbe more aligned to BOP 2.0 than BOP 1.0. While inclusive and social businesses may bothsact as development agents, social business denotes corporate attempts to generate...

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...is also based on a strong institutionalized perception that corporate-managerial logics are theskey to unlocking better performance as public bureaucracies are increasingly seen to besneeding reform (=-=Gulrajani 2011-=-). Engagement with the corporate sector can thus lendscredibility to aid donor commitments to improve and achieve results. Partnerships with aidsdonors may also lend legitimacy to businesses seeking t...

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...BIF investments including direct output measures like profit and thesnumber of beneficiaries reached (segmented by gender), project-specific indicators are alsoschosen to monitor development results (=-=Ashley and Schramm 2012-=-). These indicators areslargely quantitative output measures, not a surprise given the BIF’s focus on large-scalesdevelopment impacts where quantitative scope is highly prized. Aggregated estimates of...

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...maternal access to health services and reproductive rights,6 removing femalesinequality under the law and addressing societal factors that continue to place women at asdisadvantage in labour markets (=-=Byron and Örnemark 2010-=-: 22).s5 Introducing DfID and Sida gender policies and challenge fund modalitiessIn order to examine the possibilities for advancing donor gender and development objectivessthrough donor-corporate par...

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... in development has been celebrated for generating greatersefficiency, cutting-edge innovation, enhanced accountability and transparency, betterstargeting of recipients and more sustainable outcomes (=-=Little 2010-=-; Kapur and Whittle 2010).sThere is considerable optimism among aid skeptics that corporate engagement can overcomesthe inherent weaknesses of Overseas Development Assistance (ODA), while even those w...

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...nt and scaling up into additional communitiess(Simanis et al. 2008: 66, 81). The BOP 2.0 required business models that could involve andsempower the poor as venture entrepreneurs and value producers (=-=Arora and Romjin 2009-=-:s15). Importantly however, the question of whether doing so required trading off the goal ofsprofitability to achieve development benefits was left unexamined, even though thesliterature’s most cited...

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...t lacked the capacitysto develop a business case and an operational plan that could successfully monetize the RSPsprogramme and stay true to its values and commitments to female economic empowerments(=-=Chou and Ritchie 2012-=-). Interestingly, as an NGO, CARE was not an obvious target for thesBIF’s focus on business. After some internal debate in the Facility, a decision was made thatscommercializing an NGO and turning it ...

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...elopmentsresults (Kindornay 2011: 33). Some suggest that the lack of effort to capture complexsdevelopment effects like those related to gender is because most initiatives are still in theirsinfancy (=-=Cooney and Shanks 2010-=-). This seems somewhat disingenuous, however, givensdonors’ long engagement with the horizontal crosscutting agendas of private sectorsdevelopment and gender and development. It may, however, also be ...

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...and developmentsDfID has a long-standing commitment to pursue gender equality, women’s economicsempowerment and to mainstream gender issues within all of its development programmessand interventions (=-=DfID 2009-=-: 3). Nevertheless, DfID has been criticized in the past for itsscommitments exceeding the reality of gender integration across the organization. In a 2006sevaluation, DfID’s gender policies were said...

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...ay that ‘engages the poor as employees, suppliers orsdistributors across the value chain, or as customers through the development of affordablesproducts and services that meet the needs of the poor’ (=-=DfID 2010-=-). The BIF’s definition ofsdevelopment is not specified, though on its website it is stated that inclusive business willshave ‘innovative ways to do business’ that can generate ‘new opportunities for ...

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...revent violence against girls and women. There is explicit mention ofswanting to encourage ‘innovative approaches’ to tackling these issues to delivers‘transformational outcomes for girls and women’ (=-=DfID 2011-=-). Nevertheless, there have beensseveral critical responses to DfID’s latest strategy. The Gender and Development Networkssuggests the strategy takes an overly instrumental view of gender, where inter...

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...ality. Analysis of the entire BIF project portfoliosat the end of Year 2 confirmed that the majority of supported companies are medium or large,sas determined by employee numbers (Business Innovation =-=Facility 2012-=-). This quantitative,sas opposed to qualitative approach to understanding development impact is an acknowledgedsweakness in the BIF, attributed by some to the fact that the limited seed funding for th...

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...nt has been celebrated for generating greatersefficiency, cutting-edge innovation, enhanced accountability and transparency, betterstargeting of recipients and more sustainable outcomes (Little 2010; =-=Kapur and Whittle 2010-=-).sThere is considerable optimism among aid skeptics that corporate engagement can overcomesthe inherent weaknesses of Overseas Development Assistance (ODA), while even those withsaid sympathies sugge...

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...ed the resultsssought from their CF investments. Development additionality is the term given to evaluatesthe degree to which business ventures sponsored by donors achieve desired developmentsresults (=-=Kindornay 2011-=-: 33). Some suggest that the lack of effort to capture complexsdevelopment effects like those related to gender is because most initiatives are still in theirsinfancy (Cooney and Shanks 2010). This se...

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... of ventures are measured usingscommon metrics like profits, price, cost, margin, profit, revenue, market penetration, customer-base growth,snumber of customers, dividends, and market capitalization (=-=Kolk et al. 2013-=-: 20). A better understanding of thestrade-offs between profitability and social impacts is a crucial area for future research.s2 At the UN Millennium Summit in 2010, 11 bilateral donors issued the Bi...

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...lopment agency works with a corporate entity, with each contributingsresources (cash or in-kind but generally no debt or equity investment) to achieve a sharedsobjective that has development benefit (=-=Lawson 2011-=-: 1). These ‘development partnerships’sare unique in that the corporate actor is not a vendor, contractor, grantee or governmentfunded implementer. Rather, they are equal partners with public sector a...

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...ertheless, BOP 1.0 was rightly criticized as a business model ‘selling to the poor’, even assthe size and purchasing power of this market remained a matter of some debate (Karnanis2006; Karnani 2009; =-=Munir et al. 2010-=-). Development impact was largely viewed as asproblem of satisfying basic needs through market-based systems, for example by providingssafe drinking water or access to sanitation systems or sustainabl...

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... (London 2009: 107). For this reason, multidimensional qualitative analysissand randomized controlled trials are identified as the new frontier in assessing thesdevelopment additionality of business (=-=Roll 2012-=-).sMultidimensional qualitative analysis is the more common form of impact assessment andscan take two routes. The first details how inclusive ventures affect the well-being ofsindividuals and communi...

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...rofitability’ prevalent within corporate entities. Capitalistsinterventions thus turn the plight of poverty into ‘a frontier of profit and accumulation’ basedson increased consumption by the poorest (=-=Roy 2012-=-: 110). At best, BOP 1.0 offeredsadditional income-generating potential, providing goods more cheaply, employing (directlysor indirectly) poor people to produce and sell products and services to the p...

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...ial number of poor and disadvantaged people, particularly women,seither through direct benefits arising from the business or from less direct improvement to thesenvironment or from systemic changes’ (=-=Sida, 2012-=- #1630). The selection process thussappears to at least have some orientation to gender concerns, both in terms of accomplishingssocial aims as well as generating socio-political transformation. Sub-c...

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...development impacts. This involves understanding whether the root cause of the developmentsproblem is solved by the business idea at hand, keeping in mind any negative impacts thatsmight also result (=-=Wach 2012-=-: 10-13). A key issue is to consider who determines howspositive impacts weigh against the negative impacts and how they go about making thissrelative assessment. In most cases, development agencies, ...