Expanding the Strategic Repertoire of Multinational Companies: Early Repurposing Business Models for the Bottom of the Pyramid

Abstract

This paper explores repurposing as a strategic entry for multinational companies (MNCs) into bottom-of-the-pyramid (BoP) markets, which encompass the poorest segments of the global population. The focus is on the development of ‘early business models’ – defined here as initial, adaptable frameworks for value creation and capture in nascent or uncertain market conditions – that integrate environmental sustainability with economic viability and social responsibility. The research addresses a significant gap by developing business models that utilize circular economy principles, particularly ‘repurposing’, to create affordable, accessible, and environmentally conscious solutions for BoP contexts. Drawing on literature from Strategic and Innovation Management, International Management and Circular Economy, a conceptual blueprint for such a sustainable early-stage repurposing business model is proposed. This blueprint is exemplified and refined through a multi-method study on repurposing used automotive batteries for solar energy storage in a remote Amazonian region in Brazil. The findings suggest opportunities for MNCs to enhance their standing in capital markets by enabling growth narratives, improving sustainability performance, and strengthening their position as ‘good corporate citizens’. This study aims to contribute to expanding the strategic repertoire of MNCs in three ways. First, it seeks to advance a comprehensive understanding of global sustainability that integrates economic, social, and ecological dimensions. Second, it promotes transdisciplinarity in approaching BoP market engagement. Third, it addresses the complex tension MNCs face between global standardization and the need for local adaptation to specific institutional and regulatory environments, rather than focusing narrowly on cultural differences.

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