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  • Preface

    Jacob Langvad Nilsson is a Danish photographer. His photographic work is based around commercial and editorial photography, as well as visual ethnography (more)

  • Popular Posts

    • Business Ethnography as a Key Strategy for International Brands
    • Qualitative Research Methods
    • Visual Ethnography Examples
    • Sharin Foo of The Raveonettes photographed for Eurowoman magazine
    • The Role of Mobile Internet in Emerging Markets
    • Man on Beach
    • Nike Football Culture in Latin America
    • Understanding The New Middle Class Consumer
    • What is Ethnography?
    • François Delort, Hotel Santa Teresa for Monocle
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Internet-enabled Mobile Phones Boost Health in Kenya

By Jacob Langvad Nilsson (email) — May 2nd, 2012

Huge health benefits have been achieved through clinical trials in Kenya with the use of Mobile phones at a fraction of costs, according to recent article in MIT’s Technology Review on Kenya’s startup boom. According to the article, the main challenge lies in maintaining the low-cost benefits of these clinical trials, and transforming them into normal daily procedures for the long term.

Implementing and maintaining new mobile technology based projects in health care is a huge potential business opportunity. It will also sustain a healthier population in Kenya, which is currently experiencing a huge growth in the emerging middle class segment, along with other African countries.

World Bank Grant

Mobile phones are omnipresent in Kenya, and internet usage is for the most part done through mobile devices. Within the decade, internet access is predicted to be done primarily accessed through mobile phones, exceeding the use of laptops and computers. The World Bank recognizes that Kenya can become the internet hub of Africa, which is why it awarded a $55 million grant to enhance accountability through web-based applications which can transform the economy.

The money will finance Kenya developers to create simple solutions to daily health and education problems and seek new ways to enhance government accountability while raising the economy through online job creation.

A World Bank statement noted that after Ghana, Kenya has the second-fastest broadband on the continent. This led to a 90% reduction in overall internet capacity prices, and raised internet penetration was from three to 37 percent. Even today, mobile phones are widely used for health enhancement – and that does not yet include the use of the internet.

AIDS, HIV and mobile phones

Consider Zuhura Hussein, 38, cited in MIT’s Technology Review article. Hussein is a community health worker in Kibera, a 170,000 population slum area. It reeks of poor sanitation and is a breeding ground for HIV, tuberculosis and other infectious diseases. Ironically, Kibera lies just one block away from Nairobi’s most posh mega shopping center.

Hussein is a community health worker. She urges Kibera residents to get medical check-ups and vaccinations. Through her Nokia 6070 mobile phone, she can daily reach patients with HIV and tuberculosis to remind them that it is time for them to take their medication.

The idea of using mobile phones for better health service in Kenya started five years ago. Richard Lester, a Canadian infectious-disesase specialist, saw that mobile phones were plentiful in Kenya. He also saw that there was on average one doctor per 6,000 citizens.

Lester’s group collaborated with three health centers to link up with HIV positive patients. Every week, they texted patients to ask if they needed antiretroviral (ARV) drugs or medical assistance. The results of Lester’s trial (published in the MIT 2010 report) revealed a higher percentage of regular drug intake among those who received reminders versus those who did not. Also, 57% of those reminded experienced suppression of drug loads versus 48% in the control group.

Lester believes that if all 410,000 Kenyans on ARVs use this system, HIV can suppressed the viral load of some 36,000, incurring a $17.4 million savings in healthcare costs that would otherwise go to the need for more expensive drugs, because AIDS onset was not forestalled.

A second clinical trial, Academic Model for Providing Access to Healthcare (AMPATH) was a collaboration of Indiana University School of Medicine and Kenya’s Moi University. By using mobile phones AMPATH maintained the medical records of 130,000 HIV-positive patients. This allowed them to run automated reminders to patients through Android phones. Also, some 55 clinics now have quick and easy access to the patients’ records to determine the medicines and tests they need.

A third clinical trial, called OpenMRS. was operated by Paul Biondich, research scientist of Indiana’s Regenstrief Institute. Through text message reminders, the incidence of the passage of the HIV-positive infection from pregnant mothers to their babies fell below 3%, compared to 15% in other areas where the reminder system was not applied.

Beyond Aids A Long Way to Go

With appropriate apps, other trials showed successes in other areas. In a country with an average one doctor per 6,000 people, an app like MedAfrica made a huge difference. People now had links to doctors an dentists, and could access advice for first aid care. Currently some 43,000 phones have this app. If a doctor is inaccessible, they can always be linked to storefront clinics that can also dispense of medical advice by phone.

Even more distressing is the quick spread of infectious diseases not only of AIDS but tuberculosis and others. The government of Kenya needed to have a quick and efficient tracking system to be immediately informed of disease outbreaks so that they could respond immediately and in a way that responded to specific immediate needs.

A cost friendly and efficient solution was delivered by a 21-year-old senior IT student at Strathmore, Erick Njenga and three of his classmates. Upon the instructions of their professor, they developed a program by which thousands of health workers can report and track spreads of diseases in real time throubh mobile phones. The program developed by these students is pivotal to Kenya where the HIV rate is 10 times that of the US, and other leading killer diseases like malaria and tuberculosis can now be addressed and lives saved.

Even more amazing, Njenga and his classmates developed the program at a slice of what the government would have paid if it has pushed through with an initial plan to hire a multinational contractor from Netherlands, at a contract that totaled $1.9 million. The project did not proceed because it relied on only one type of phone. Under the far less expensive program developed by Njenga and his classmates, the same can be achieved with any type of mobile phone.

Just as well, because Njenga and his classmates achieved all of this in the spring of 2011 and only received internship pay of some $150 per month. Their app permits disease reports to come in from any mobile. It went into operation last summer, and is called the Integrated Disease Surveillance Response system. Currently, they are also working on an new app that will enable the health ministry to track pharmaceuticals distribution to government hospitals and clinics to prevent waste and shortages.

Room for Improvement

While the success of these clinical trials are impressive, there are downsides. First, the sheer size of the problems of Kenya and second, the lack of financial commitment to successful clinical trials which inhibit their continuance and propagation.

Sub-Saharan Africa has the highest incidence of HIV, and the greatest need. But programs such as those mentioned above end as soon as funding dries up. Only a fraction of those in need benefit from the trials. There is still so much more to do, in the short term and long term. Lester, who started the use of mobile phones for improved health service in Kenya, ran out of funds in 2009.

The challenge is continuance, and this has to be accomplished by people who are committed to this because they themselves are the beneficiaries of it. With the World Bank grant, it is hoped that the finances will be geared towards a long term maintenance direction.

The Startup Culture is strong in Kenya. A number of homegrown technology cultures have come up, such as iHub, which in December 2007 enabled Kenyans to give first hand reports of ethnic violence, including the presidential election violence that ensued that year. iHub is also used in other countries — South Africa, Russia, Haiti and the USA where it was used to map flood problems in the Missouri River.

Kenya’s first mass-market Android, Safari.com, went on sale in 2010 with up to 600,000 phones of various types on their network. They expect to corner 80 percent of the market within two years. Another example is Shimba Technologies, led by University of Nairobi graduates Steven Kyalo and Kezia Mumo. They created MedAfrica, the software that lists government doctors and dentists, and first-aid menus and diagnostic information.

Local entrepreneurship is strong in Kenya. The World Bank grant can focus on these, have multiple achievements in health and economy at a fraction of the cost in the long term, if carefully handled.

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Russia Will Join the European Union, Predicts Goldman Sachs

By Jacob Langvad Nilsson (email) — December 5th, 2011

In his forecast for the next 10-40 years, Jim O’Neill of Goldman Sachs defies the critics of Russia’s continued membership of the Bric team and it’s future economic growth: Russia doesn’t need dramatic growth rates. It just needs to avoid crises.

Russia is often singled out as the Bric country that doesn’t belong in the Brics. Critics say that with its aging population, dependence on oil and gas and widespread corruption, it’s not in the same league as its dynamic rivals – Brazil, India and China

Jim O’Neill, the Brics’ inventor, disagrees. In The Growth Map, a book marking the 10th anniversary of his coining of the acronym, he rejects suggestions that Russia should be dropped from the team. He argues, in his characteristically forthright way, that in terms of GDP her head, Russia has the potential to beat not just the other Brics but “all other European countries” – and join the European Union.

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Democracy in China by 2017

By Jacob Langvad Nilsson (email) — December 1st, 2011

Few countries with per head incomes of more than $10,000 a year survives as autocratic/authoritarian/totalitarian nations except for oil exporters. Charles Robertson of Renaissance Capital boldly predicts China could be a democracy by 2017:

China, on about $7,500 and growing fast, is approaching the income level when democratic change often begins. There are powerful arguments about why both countries might be permanent exceptions to the democracy rule.

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Jim Was Right about Bric

By Jacob Langvad Nilsson (email) — December 1st, 2011

Ten years ago Jim O’Neill of Goldman Sachs predicted the four growth economies – Brazil, China, India and Russia together would lead the World’s economic development. And he was right:

A quick look at the MSCI indices for the four Brics since 2001 shows that they have comfortably outperformed the S&P 500. If you invested $100 at the time of O’Neill’s report in November 2001 in each of the four Brics, you would now have $674 from Brazil, $451 from China, $459 from India and $414 from Russia. Your 100 S&P bucks? Worth $112.

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The Massive Workforce in China & India

By Jacob Langvad Nilsson (email) — December 1st, 2011

The emerging world, long a source of cheap labour, now rivals the rich countries for business innovation, says S.D. Shibulal, CEO of Infosys:

In recent years China and India have led the way in becoming the new hubs for growth, innovation and talent. They produce close to 700,000 engineers every year. The availability of such a large pool of talent is the much needed fuel to power the growth of industries across sectors in these countries. This has been complemented by the presence of a large middle-class population (160m in India and 230m in China) with rising disposable incomes. China and India are also challenging Western domination as the global innovation and R&D hub, rubbing shoulders with historic giants in global innovation indices. The road ahead for the Bric countries looks extremely promising.

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Bric Acronym Turns 10

By Jacob Langvad Nilsson (email) — December 1st, 2011

The Bric acronym celebrates it’s 10th anniversary. The world as we know it today is quite different from what it was a decade ago. To sustain growth, the world’s poor must be included in the development, as S.D. Shibulal, CEO of Infosys puts it:

[...] the biggest challenge that faces the Bric countries is quite unique in that they are countries of contradiction. Countries like India and China in particular, despite leading the Bric growth story, are no different. Take a look at India. It has had average growth of 8 to 8.5 per cent in recent years – but over 300m people still live below the poverty line. It produces over 3m graduates every year from its pool of 480 universities and 22,000 colleges. Despite this, 35 per cent of the world’s illiterate people are in India. Furthermore, over 8m children are still out of school and 240m children are not a part of the schooling system. There are 100m internet users in a country where only 12.5m have broadband. There are also over 600m mobile phone subscribers in India. Despite this level of technology penetration, India ranks 50th in financial inclusion globally.

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Juliana, Porto Alegre, Brazil for BOX1824

By Jacob Langvad Nilsson (email) — September 4th, 2011

‘The Brazilian Dream‘ (O Sonho Brasileiro) is a qualitative study of the young generation Brazilians, with focus on their dreams and desires.

'O Sonho Brasileiro' (The Brazilian Dream) - Visual ethnography by Jacob Langvad for BOX1824

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Understanding The New Middle Class Consumer

By Jacob Langvad Nilsson (email) — September 1st, 2011

What does a modern, informed teenager from São Paulo have in common with his New York counterpart? Probably more than with another teenager from his own country but from a smaller city like Manaus, the capital city of the state of Amazonas and Brazil’s seventh largest city. Ethnographic studies show that culture and consumer behavior across the world capitals are more comparable than within a country’s capital and its second- and third-tier cities. This does not suggest that the average, middle class teenager from Manaus has everything in common with another from a place like Hyderabad (India), Chongqing (China), or Krasnoyarsk (Russia). However, it does imply that they are all witnessing an incredible economic development of their countries, and together, with the rest of their generation, they are in fact the driving force behind it.

visual ethnography example

During the past 10-15 years, the economic growth in emerging markets has lifted millions of people out of poverty and into a new, global middle class. The development is driven by both rural migration and urban population growth. As income and opportunities increase, the standard of living, lifestyle, and consumption patterns shift from basic necessities towards increased expenditure on discretionary products and services.

The rise of the new middle class consumer in emerging markets is not growing incrementally, but rather exponentially. It is the fastest-growing segment of the world’s population, and for the first time in history, the middle class now accounts for more than half the world’s population.

In the coming decade, the development will intensify as another 700 million people enter the new middle class. According to a 2009 report by the World Bank, the number of middle class households, defined as having an annual disposable incomes of US$5,000-15,000 as a percentage of total households, was estimated to be 31.7% in China, 14.6% in India and 35.7% in Indonesia. By 2020, these percentages are expected to reach 46.2% in China, 41.1% in India and 58.3% in Indonesia.

The growth in emerging market countries is significantly outpacing those of the developed countries such that in the next 15 years the global economic landscape will be completely altered.

Lessons Learned, At a Price

This rapid economic development has been called the world’s largest growth opportunity for international companies specializing in consumer goods. The new class of consumers have created a vast market, such that, for instance, in 2008 alone, the number of cars sold in emerging markets, for the first time, exceeded the number of cars sold in America. In a similar vein, by 2007, India had more mobile-phone users than America, with China having more than twice as many by comparison. By the end of April 2011, the number of Chinese mobile phone subscribers reached 900 million against 300 million in the US.

Traditionally, the strategy for multinationals to penetrate into emerging markets involved building a single presence in the capital city and offering existing or downscaled products at a reduced price to the local market. To simply transfer existing consumer goods from developed countries to new markets have proven an inadequate strategy, and for some, a costly lesson.

A classic example is Kellogg’s attempts to introduce its cereal products to India’s consumers. Kellogg’s launched Corn Flakes as a premium brand in India in 1995. But without the proper strategy, the product failed miserably. It achieved less than 20% of its initial sales target.

The predominant faux pas was the firm’s inadequate research and understanding of the local market and its insufficient knowledge of Indian consumption patterns and culture. Kellogg also underestimated the competition from domestic brands, as well as a misjudgment of consumers’ willingness to pay a premium price for an unknown, foreign product, particularly since as a culture, Indians were unfamiliar with the consumption of processed foods.

Additionally, Kellogg’s lack of cultural consideration prior to marketing its product meant they missed the mark with their consumers: Indians typically start the day with a hot meal, but by contrast, Kellogg’s Corn Flakes required cold milk – using hot milk the cereals turned soggy. In essence not a pleasant way to start the day and no one would be keen on eating it.

Because of the inadequate research into its consumer base behavior, Kellogg’s struggled in India for years. It was only after revamping its products and making a cereal suitable for hot milk that Kellogg’s became profitable in India. Today, Kellogg’s has a market share of over 75% in the breakfast cereal category in India, a success that can be partly attributed to knowing your consumer base behavior.

Managing Director of McDonald’s India, Vikram Bakshi clearly articulates the point that “When you go into any country, very clearly, you have to understand the culture; you have to understand how you intend to be relevant to the consumer in that country. I don’t think any brand, no matter how big it is, can take the market lightly. And I think the biggest mistake is when you think you have a big brand and that everyone is overwhelmed by it. Because whatever the brand, it has to be relevant to the consumer of that country”.

Pockets of Growth in Emerging Markets

Until recently, international brands concentrated their emerging market efforts in places where a metropolitan culture with western exposure prevailed – typically in the capital city. But it is becoming increasingly evident that a much bigger potential for growth is hidden in smaller areas among second and third tier cities. The sum of consumers in these areas far outnumber, without comparison, the number in capital cities. Today, 717 emerging market cities have populations of more than 500,000 and an additional 371 cities will reach this size by 2030. As a market, even though these second and third tier cities are relatively poor, the large population provides the incentive to offer consumer services cheaply but in also increased volumes of sales.

A successful retail innovation in emerging markets is Casas Bahia in Brazil. Due to careful research of its consumer base, it is now better aligned to its customer needs. It has made home appliances affordable to low-income consumers by having a large assortment of products, fast delivery services, convenient store locations, and a reasonable pricing scheme through installment plans that feature low payments over long periods of time. People who could previously not afford a washing machine, a refrigerator, or a flat-screen TV can now purchase it with no down payment, and pay back over a year’s installments with little or no interest rate. Proving hugely popular, the retail chain even ventured to open a store in Paraisópolis, one of São Paulo’s notorious favelas.

Consumer products giant Proctor & Gamble’s (P&G) CEO, Bob McDonald, also sees emerging markets as key growth areas. Last year, he announced his ambition to add another 1 billion consumers from emerging markets within five years. In a place like China, where they currently reach about 60 percent of the population, P&G’s goal is to reach 100 percent. The plan is to extend its distribution network and product offerings into rural areas where stores and economies don’t currently exist today. Some of their targeted consumers get by with as little as a couple of dollars a day. Furthermore, P&G is investing heavily in R&D, to understand consumer behavior among people with very limited discretionary income.

Some of the consumer studies commissioned by P&G include tenacious details of potential consumers. For instance, observing how a woman from a poor, rural family, washes her hair without having access to running water in the house. P&G has a large team of consumer behavior researchers who travel to distant locations to document this kind of insights. Understanding these new consumers is so crucial for a company like P&G, that sometimes even a high-ranking executive participates in a case study of new middle class consumers. Based upon their extensive studies, they innovate products specifically tailored to the new consumer group.

Reaching Consumers in Fragmented Markets

To sustain and accelerate growth in the emerging markets, companies have to respond well to fragmented regional cultures and sub-cultures by constantly launching new, customized offerings. They also need to understand perhaps subtlety, the dreams and aspirations of its consumers as these influence their behavior. In many ways, success in emerging markets will depend in large part to how quickly companies can understand and respond to differences in attitudes, spending behavior, and preferences among the increasingly affluent consumers.

When developing products for the potential consumer, international brands have for too long relied solely on macro-economic data, and simply offered existing products or services without considering the nuances of the local market.

In order to succeed in these new market economies, brands needs to use qualitative methods to discover what their customers think about their products and services. Qualitative techniques including focus groups and open-ended survey questionnaires, have proven to be valuable strategies to delve deeper into the relationship between the brand and those who buy or use their products. These techniques also allow potential customers to express their opinions using their own words, not the words of a brand executive. In an increasing competitive economic landscape, a hands-on approach, and face-to-face conversation with consumers is essential for becoming successful in emerging markets.

Posted in Articles, Business Ethnography, Visual Ethnography

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Thiago, São Paulo, Brazil for BOX1824

By Jacob Langvad Nilsson (email) — August 28th, 2011

Thiago in front of the community center Casa da Mulher (Women’s House) which also facilitates União Sampaio.’The Brazilian Dream‘ (O Sonho Brasileiro) is a qualitative study of the young generation Brazilians, with focus on their dreams and desires.

'O Sonho Brasileiro' (The Brazilian Dream) - Visual ethnography by Jacob Langvad for BOX1824

Posted in Business Ethnography, Visual Ethnography

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Regina, Recife, Brazil for BOX1824

By Jacob Langvad Nilsson (email) — August 27th, 2011

‘The Brazilian Dream‘ (O Sonho Brasileiro) is a qualitative study of the young generation Brazilians, with focus on their dreams and desires.

'O Sonho Brasileiro' (The Brazilian Dream) - Visual ethnography by Jacob Langvad for BOX1824

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Visual Ethnography in Emerging Markets


Jacob Langvad Nilsson continues to work persistently in a cross-field between editorial photojournalism and visual ethnography to tell stories about globalization and aspirations of individuals living in a changing world

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