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TABLE 9-4 Number of ITNs Sold by NetMark Formal Partners
2002 2003 2004 2005 2006 2007 2008
167,914 270,210 648,452 1,312,040 2,611,227 3,479,283 6,055,846

informal partners (those who benefited from the generic advertising and other
NetMark activities but were willing to report their sales to NetMark even though
they had no signed agreement; see Table 9-4).

S UMM A RY

There are many lessons to be learned from NetMark’s Nigeria experience. One of
the welcome surprises was discovering how well the commercial sector was already
reaching the poorest segments of the population. NetMark began with the premise
that it would see how far down the economic spectrum the commercial sector could
reach; it was pleasantly surprised to see that in most countries, the commercial sec-
tor was already getting nets to all economic levels. It was on the ground before the
public sector took on the challenge of malaria and hopefully will continue to serve
those markets when the current wave of donor funding inevitably shifts away from
ITNs to other emerging health problems or solutions (e.g., an HIV/AIDS or malaria
vaccine). One of the major limitations of local businesses, however, is finding the
capital and credit to serve a large and growing national market.
The Nigeria project once again reaffirmed the necessity of paying attention to
all components of the marketing mix: the 4Ps and beyond. Changes are bound to
happen and surprises are bound to occur—particularly in projects in developing
countries. Although a plan may be thorough, well reasoned, and optimal (at least at
launch time), program implementers need to be flexible and creative in responding
to changing conditions. These changes may be subtle ones detected by a good
monitoring system generating accurate data. Others may hit you in the face as
when a tariff increases from 5% to 75% overnight.
In developing public–private partnerships, there is an important need for a
catalyst that can bring the two sectors together and help them create a win–win sit-
uation in which both sides can achieve their goals. Oftentimes, there is a need for a
party that understands the motivations and capabilities of both sides and the in-
herent tensions of these relationships. The public sector is eager to move ahead to
address an urgent health problem where lives may be at stake. In a life-or-death sit-
uation, public officials are willing to take risks and not worry so much about cost
versus benefit. The commercial sector, however, plays with its own money—not