As my son and I are working through DK Big Ideas Economics & Business we came across Marketing Myopia, Focus on the Future Market and Theodore Levitts Myopia, shortsightedness theory (1960) where he warns American companies to listen to customers and not focus to much on what they already do, the market & the competition. Big Ideas Business briefly mentions the protagonist written by marketing guru Philip Kotler & Ravi Singh (1980) without much explanation. Their Hyperopia, farsightedness theory warns for to much focus on the customer and not enough eye for the competition. It is part of Marketing as Warfare which describes different tactics to deal with the competition. Again I found myself intrigued by business management classics and it's potential relevance as a frame of thought for the rise of impact investing and especially my special interest: inclusive² impact investing. This mini thought piece is part of the online course Innovating for Impact which wil launch soon. It aims to guide Creatives 7 Innovators towards effective Impact Centered Innovation. The course offers; (1) Understanding Impact, Impact Types (2) Optimizing Impact, Impact Characteristics (3) The Impact Business Model, Markets seeking Impact (4) Investible Impact Innovations, Funding & Impact Metrics

1. Impact Investing: Myopia & Hyperopia
As my son and I are working through DK Big Ideas Economics & Business we came across Marketing Myopia,
Focus on the Future Market and Theodore Levitts Myopia, shortsightedness theory (1960) where he warns American
companies to listen to customers and not focus to much on what they already do, the market & the competition. Big
Ideas Business briefly mentions the protagonist written by marketing guru Philip Kotler & Ravi Singh (1980) without
much explanation. Their Hyperopia, farsightedness theory warns for to much focus on the customer and not enough
eye for the competition. It is part of Marketing as Warfare which describes different tactics to deal with the competition.
Again I found myself intrigued by business management classics and it's potential relevance as a frame of thought for
the rise of impact investing and especially my special interest: inclusive² impact investing. This is what I came up with:
I started with revenues & market size as
myopic/hyperopic factors in New Capitalism.
A term coined by Prof Eric Beinhocker & Venture
Capital investor Nick Hanauer in their though
piece on economic evolution (2014). In their
view all business will become Societal Solution
providers. As their only licence to operate using
(scarce) resources is their net impact on People,
Planet & Profit/Prosperity. (PPP=John Elkington).
New Capitalists, impact entrepreneurs & impact
investors can be too focused, optimistic & (C)old
Capitalists too focused, pessimistic about the
revenues, potential and scaling speed of new
markets. Add negative scaling effects and LCA:
Life Cycle Assessment issues & #FalseDichotomy
rules. ESG Environment Social & Governance in business, finance & investment has boosted awareness, data collection
and standardisation of many, not always relevant or material impact factors & themes. Net Impact assessment needs
robust methodologies based on core activities & transition towards basic needs, less on broad ESG management.
Drs Alcanne J Houtzaager MA, Inclusive² Impact Investing, Tools & Thought Pieces p.1