Rogério De Paula
In the past 10 years or so, emerging markets have become the growth engine of major North American and European multinational organizations. Going after the untapped consumer market created by the "base of the pyramid" (referring to low-income populations), these organizations established local research labs, product teams, and design groups; shifted management oversees; and reallocated resources to best address the needs and desires of these populations. While we can list a number of successful products that cropped up from these efforts (in particular, those that were able to "trickle up" to the mature markets), I believe we have yet…
You must be a member of SIGCHI, a subscriber to ACM's Digital Library, or an interactions subscriber to read the full text of this article.
GET ACCESSJoin ACM SIGCHI
In addition to all of the professional benefits of being a SIGCHI member, members get full access to interactions online content and receive the print version of the magazine bimonthly.
Subscribe to the ACM Digital Library
Get access to all interactions content online and the entire archive of ACM publications dating back to 1954. (Please check with your institution to see if it already has a subscription.)
Subscribe to interactions
Get full access to interactions online content and receive the print version of the magazine bimonthly.