Why Black Market Entrepreneurs Matter to the World Economy - Robert Capps via Wired

Robert Neuwith thinks 2/3 of the world’s workers will be part of ‘street economies’, operating in the gray or black markets.

Robert Capps via Wired

Not many people think of shantytowns, illegal street vendors, and unlicensed roadside hawkers as major economic players. But according to journalist Robert Neuwirth, that’s exactly what they’ve become. In his new book, Stealth of Nations: The Global Rise of the Informal Economy, Neuwirth points out that small, illegal, off-the-books businesses collectively account for trillions of dollars in commerce and employ fully half the world’s workers. Further, he says, these enterprises are critical sources of entrepreneurialism, innovation, and self-reliance. And the globe’s gray and black markets have grown during the international recession, adding jobs, increasing sales, and improving the lives of hundreds of millions. It’s time, Neuwirth says, for the developed world to wake up to what those who are working in the shadows of globalization have to offer.

Using the French term débrouillard — hustler — Neuwirth talks about System D:

Wired: The sheer scale of System D is mind-blowing.

Neuwirth: Yeah. If you think of System D as having a collective GDP, it would be on the order of $10 trillion a year. That’s a very rough calculation, which is almost certainly on the low side. If System D were a country, it would have the second-largest economy on earth, after the United States.

Wired: And it’s growing?

Neuwirth: Absolutely. In most developing countries, it’s the only part of the economy that is growing. It has been growing every year for the past two decades while the legal economy has kind of stagnated.

Wired: Why?

Neuwirth: Because it’s based purely on unfettered entrepreneurialism. Law-abiding companies in the developing world often have to work through all sorts of red tape and corruption. The System D enterprises avoid all that. It’s also an economy based on providing things that the mass of people can afford—not on high prices and large profit margins. It grows simply because people have to keep consuming—they have to keep eating, they have to keep clothing themselves. And that’s unaffected by global downturns and upturns.

Wired: Why should we care?

Neuwirth: Half the workers of the world are part of System D. By 2020, that will be up to two-thirds. So, we’re talking about the majority of the people on the planet. In simple pragmatic terms, we’ve got to care about that.

And the growth of the grey economies is being fueled by urbanism: as migrants move into denser larger cities, the easiest path to employment is often self-employment in the street economy. And large companies — P&G, for example — are increasingly finding ways to move product into these street distribution networks to capture market share cheaply.

And with so much entrepreneurial energy, the underground economies are a real source of innovation:

Wired: You also say that System D is a source of innovation.

Neuwirth: That’s true. Chinese phones were the first to offer dual-SIM-card capability, for example. It was a reaction to a need that wasn’t being met by the formal market. In many countries of the developing world, different mobile companies have the best service in different regions. So, if you’re in the big city but your mom is out in the country and your brother is in another city, you might need separate services to talk to both of them. With a dual-card phone, you can keep two SIM cards in your handset and switch services as easily as you answer call-waiting. There’s a big market for that, and the System D entrepreneurs figured this out long before the legit world did. Nokia makes one now, but the underground Chinese manufacturers had them back in 2007.

Wired: So System D companies can move faster than more formal businesses.

Neuwirth: System D merchants are the ones figuring out what people need. As I said, it’s these merchants who go to China and place the orders. Chinese manufacturers didn’t figure out that a dual-SIM-card phone would be a really good thing. Some folks from Africa and elsewhere said, “Hey, this would be a popular product. We want it.” And the Chinese were happy to make it.

Wired: Merchants drive the innovation?

Neuwirth: Yes. I’ll give you another example. In many places in Africa, there’s no municipal water system. You have to buy drinking water. In West Africa, System D came up with something called Pure Water, which is water in a baggie that’s filled and sealed by a special machine. You get half a liter of water for a minimal price on the street. This has become the way that people throughout West Africa get their drinking water. System D entrepreneurs produce it, and System D hawkers sell it. Together they’ve created a new kind of product that serves a vital need, and they make money doing it. The government in Nigeria even figured out a way to work with the unlicensed Pure Water companies to monitor the purity of their water without forcing them to get registered or regulated or to pay taxes. Every baggie now has a stamp showing it’s been approved by the Nigerian equivalent of the US Food and Drug Administration.

Innovation not just in consumer products, but as the Pure Water example shows, innovation in areas where government’s social policies fail because of lack of infrastructure or funding.

This is a great example of ambient innovation — societal, bottom-up, and distributed — taking place outside of large corporations, academic research, or government agencies. This is innovation happening at the edge

(Source: underpaidgenius)

Derek Powazek on Learning From Partnership Gone Bad

Derek Powasek has announced that he is no longer working with the company he co-founded, 8020, and that he will have no further involvement with JPG magazine. A business partnership slides off the tracks, and after the initial first aid, he offers some advice for entrepreneurs, or for anyone alive, really:

[from Derek Powazek – The Real Story of JPG Magazine]

If it’s any help to other entrepreneurs, here’s what I’ve learned.

  1. Make no assumptions when it comes to roles and responsibilities. Like my dad says: “Someone’s gotta call quittin’ time.”
  2. Communication between partners is mandatory. And you cannot communicate with someone who is not communicating with you.
  3. Decisions aren’t decisions if you have to keep making them. Set on the course and stick to it. If you keep talking about things that have already been decided, nothing will ever get done.
  4. When someone says one thing, but acts in a contradictory way, you have a choice between believing their words or believing their deeds. Believe their deeds.
  5. Never let anyone tell you what you want. When someone says, “You don’t want that,” what they really mean is, “I don’t want you to have that.”
  6. Don’t stay where you’re not wanted, respected, or happy. Even if it’s your company.

He manages six key learnings. Personally, I think you can boil it down to one: No Assholes.