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Campaign Strategies (4Ps), Implementation, and Evaluation 213

NetMark countries were involved in the development of these materials and
pretested them in their countries. While the TV commercials (in English and
French) were fixed, the radio spots were meant to be translated into local lan-
guages and adapted to suit local situations. Affiliates produced additional radio
spots in local languages. Point-of-sale materials were common across countries;
however, generic materials were gradually replaced by brand materials. Signs for
shops selling NetMark ITNs were sized according to local standards. A large
pricing chart for group discussions was used to illustrate the annual cost of us-
ing coils, aerosols, and ITNs. For voucher programs, malaria counseling cards
were produced for clinic staff to educate women about malaria, ITNs, and the
voucher process.

Other Strategies and Implementation
Policy
NetMark did not initiate commercial activities in Nigeria until April 2002,
mainly because the tariff on imported nets was more than 25%. In 2000, Nigerian
President Obasanjo convened an Africa Summit on Roll Back Malaria attended
by 17 heads of state from the 49 malaria-affected countries and territories in
Africa. High-ranking officials from 26 other countries attended, along with rep-
resentatives from the major donor agencies. The summit endorsed RBM’s goals
for reducing malaria and most countries signed the Abuja Declaration with its
resolution to “reduce or waive taxes and tariffs for mosquito nets and materials,
insecticides, anti-malarial drugs and other recommended goods and services that
are needed for malaria control strategies” (RBM, 2000). Some countries like
Tanzania and Zambia immediately acted on this commitment, but Nigeria was
slower to do so. It finally cut its tariff from 25% to 5% in 2002, thereby paving the
way for NetMark’s commercial partners to launch activities.

Partners

In Nigeria, NetMark started with Bayer, Aventis, Vestergaard Frandsen,
Siamdutch, and A-Z Textiles as the multinational suppliers, which then re-
cruited national distributors. As the program grew and adapted to changes in
the environment, other distributors and brand owners were added. They varied
in size and type of core business (including pharmaceuticals, foodstuffs, agro-
chemicals, and textiles). One of the smaller distributors ultimately outsold all
the others because it focused much of its energy and investment on its ITN busi-
ness while the larger companies divided their time and attention among a num-
ber of product lines that brought in larger profits than ITNs.