Ted London has been a faculty member at the Ross School of Business at the University of Michigan since 2005. Prior to coming to the University of Michigan, London was on the faculty at the University of North Carolina, where he also received his Ph.D. in strategic management.

While his success as a thought leader is notable, London's focus on grooming tomorrow's leaders is equally impressive. Emphasizing action-based learning, he focuses on understanding and succeeding in base of the pyramid (BoP) markets. The promise here is enormous; there may be no greater opportunity for next-generation business leaders to enable shared prosperity in a sustainable and scalable manner.

London has won several awards that recognize his teaching excellence. His impact also extends beyond his own classroom. Over the years, he has created a robust portfolio of teaching cases, videos, and simulations that are now used by instructors in dozens of universities and colleagues across the globe. 


Exploring the intersection of business strategy and poverty alleviation offers the opportunity for students to gain a deep understanding of issues and challenges that are often far from their classrooms and prior experiences.  Specifically, through Business Strategies for the Base of the Pyramid, Ted London seeks to provide the core skills, stimulate the competitive imagination, and offer the mentoring that students need to become future leaders in this domain.  To do so effectively, he has emphasized innovative approaches to bringing the BoP context into the classroom (including through a rich set of teaching materials discussed below) and infusing these efforts with the opportunity to address real-time challenges faced by leading organizations operating in this domain.  

Teaching Awards: 

  • Responsible Research in Management/Inaugural IACMR Presentational Award (for The Base of the Pyramid Promise: Building Businesses with Impact and Scale), Co-sponsored by Community for Responsible Research in Business and Management/International Association for Chinese Management Research, 2017.

  • Aspen Institute Faculty Pioneer Award, Special Award Distinction for Field-Building, Aspen Institute, 2016.

  • International Education and Global Engagement Award, University of Michigan Council on Global Engagement, University of Michigan. 2014.

  • MBA Top Faculty Pick, GBR, Ross School of Business, University of Michigan. 2014.

  • Featured Course (for Business Strategies for the Base of the Pyramid), Business As Unusual: The Student Guide to Graduate Programs, Net Impact: San Francisco, 2013.

  • Grand Prize Winner, Annual Page Prize, Sustainability Issues in Business Curricula. 2012.

  • Best Teaching Case, 2nd place, Oikos Sustainability Case Writing Competition (with J. Doh and L. Kilibarda). 2012.

  • Best Teaching Case, 1st place, Oikos Sustainability Case Writing Competition (with M. Christiansen). 2008.

  • MBA Top Faculty Pick, GBR, Ross School of Business, University of Michigan. 2007.

  • Best Teaching Case, 1st place, Oikos Sustainability Case Writing Competition (with J. Buffington). 2005.

  • Hubert H. Humphrey Award for Teaching Excellence, University of North Carolina. 2004.


To facilitate action-based learning, London has led numerous Multidisciplinary Action Projects (MAPs) through the Ross School of Business at the University of Michigan. MAPs are 7-week immersion courses where first year MBA students, working in teams, tackle pressing business challenges for sponsor organizations.  His partners include MNCs, host country companies, entrepreneurial start-ups, and development sector organizations. 


These MAPs have taken students to a wide variety of countries in Africa, Asia, and Latin America including Bangladesh, Benin, Cambodia, El Salvador, Ethiopia, Ghana, Honduras, India, Indonesia, Jordan, Liberia, Mongolia Nicaragua, Mexico, the Philippines, Rwanda, South Africa, Tanzania, Uganda, and Zambia.

Teaching Materials:

Because of the lack of business school-oriented teaching materials in the BoP domain, London had the challenge – and opportunity – to develop his own materials, which includes an integrated set of cases, simulations, videos and teaching notes. 

Each case was developed with specific learning goals in mind.  These cases explore issues related to business model development, market entry strategies, capability development, non-traditional partnerships, smart subsidies, market creation, scaling, and assessing poverty alleviation impacts.  Over the past few years, he has developed more than 15 cases, all with detailed teaching notes. 

He has also created a number of 4-8 minute videos with key protagonists involved in these cases, including a number filmed in BoP markets. These videos are designed to complement the case material, as well as open up new avenues for discussion.  Seeing and hearing from these corporate leaders, non-profit managers, and development sector professionals helps drive home unique aspects of operating in the BoP context. 

For a BoP course to truly explore the opportunities and challenges that enterprise leaders face, bringing the context alive in the classroom is critical.  This does not just make the class more “interesting” but provides students with the necessary background that enables them to more productively engage in a mutual learning environment.

 Walmart and USAID: The Evolution of a Global Cross-Sector Partnership

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This case explores the evolution of the cross-sector relationship between Wal-Mart Stores, Inc., Walmart Foundation and the U.S. Agency for International Development (USAID) from 2000-2015. It focuses on partnerships that sought to build the capacity of smallholder farmers in the developing world. The case explores the ways in which this collaboration came about, how it was supported by the partners, and the level of success achieved as measured by the Wal-Mart Stores, Inc., Walmart Foundation, and USAID. The case dilemma is to identify learnings drawn from these partnerships and determine how they can be applied to a more ambitious approach to collaboration. From Walmart’s perspective, further collaboration with USAID could result in a partnership strategy that yields both significant social impact and important business outcomes. However, the partnership model had to enable innovation and flexibility, while maintaining efficiency, sustainability, and scalability.

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Learn more from articles at WDI and Next Billion 


Constructing a Base-of-the-Pyramid Business in a Multinational Corporation: CEMEX’s Patrimonio Hoy Looks to Grow

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This case describes CEMEX’s Patrimonio Hoy in 2012, which is a startup initiative designed to help low-income customers construct their own homes. Israel Moreno, Director of Patrimonio Hoy, must present his recommendations to CEMEX’s top management that outline a growth strategy for the initiative and its expansion into new markets.

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Movirtu’s Cloud Phone Service: Funding a Base-of-the-Pyramid Venture

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Before this start-up spends hundreds of hours pursuing venture capital (VC), Movirtu must decide whether a profit-oriented VC investment will fit its vision for both growth and social impact. Movirtu’s "Cloud Phone" software is designed for the nearly one billion people who cannot afford mobile phones and, as a result, borrow phones from friends and family. Movirtu provides phone sharers with a private number that sends and receives calls. Movirtu already secured two seed-round impact investors, Gray Ghost Ventures and Grassroots Business Fund. For its next round of financing, Movirtu was approached by TLcom Capital, an experienced VC. Students must decide: will having TLcom as an investor allow Movirtu to not only survive but achieve maximum financial and social impact?

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Building a Scalable Business with Small-Holder Farmers in Kenya: Honey Care’s Beekeeping Model

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Madison Ayer, Honey Care Africa (HCA) CEO, is looking to scale the business to generate more benefits for Kenyan small-holder farmers. He is seeking a better assessment of HCA’s impacts on farmer families, especially children age 8 and under, to attract investors for the expansion. Ayer is also attempting to reduce side-selling by building stronger relationships with farmer families and perhaps hiring brokers. Students are asked to identify opportunities to generate greater impact and enhance the enterprise’s value proposition.

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Cases available through WDI Publishing

Cases available through Harvard Business Publishing


London's teaching materials have been adopted for classroom use at leading universities across the globe including:

Arizona | Arizona State | Ashesi (Ghana) British Columbia | Boston University | BYU | Cairn | Carnegie Mellon | Case Western | Colorado (Boulder) | Columbia | Cornell | Coventry | Dickinson | Dominican | Duke | Emlyon (France) | Exeter (UK) | EGADE (Costa Rica) | ESMT (Germany) | Georgia Tech | Georgetown | George Washington | Goethe Universitat (Germany) | IIM-Bangalore (India) | IIM-Calcutta (India) | IIM-Jammu (India) | IIM-Lucknow (India) | IIM-Sirmaur (India) | INSEAD | Institut Africain de Management (Senegal) | Ivey/Western Ontario | Kedge (UK) | Laurentian University (Canada) | Lausanne (Switzerland) | Loyola (New Orleans) | Loyola Marymount (California) | Maryland | Michigan | MIT | National Univ. of Singapore | New South Wales (Australia) | New York University | North Carolina | Northeastern | Notre Dame | Pretoria (South Africa) | Ontario | Oral Roberts | Oregon | Oregon State | Ottawa | Oxford | Pepperdine | Rice | Rotterdam (Erasmus) | San Diego | Singapore Management University | South Florida | Santa Clara | S.P. Jain (India) | Santa Clara | St. Lawrence (Canada) | Stanford | Syracuse | Tel Aviv (Israel) | Temple | Texas (Austin) | Texas (El Paso) | Toronto | UCLA | UCSB | Universidad Francisco Marroquin (Guatemala) | USC | University of Pennsylvania | Virginia | Waterloo | Washington | Westchester | Wheaton (Illinois) | Yale | etc.