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Over the last half-decade, corporate interest in Bottom of the Pyramid (BOP) — strategies for profitably serving the world’s lowest income consumers—has dropped precipitously or migrated to the CSR (i.e., philanthropic) side of the business. We contend that these trends stem from a fundamental misalignment generated when BOP is framed and managed as a market-based solution to poverty alleviation rather than an internally competitive investment opportunity. Examining macro, meso, and micro dimensions of a company’s core operations, we argue that if corporations are to make BOP part of their investment portfolios, there needs to be four changes to management practice which ensure business fundamentals guide decision-making. First, proponents need to drop the development-infused term “Bottom of the Pyramid” and communicate in terms familiar to and used by the majority of business managers in emerging market country offices. Second, in framing the business case, managers need to leave behind exaggerated, emotionally-tinged claims in favor of concrete, bounded opportunities that address the objectives and investment parameters of a specific unit in the company. Third, at the field level, managers need to reorient their focus from co-creation and community engagement strategies to the business economic drivers of business unit profitability. Finally, to evaluate projects and investments, managers need to measure outputs that link directly to business performance and curtail the growing overemphasis on ”impact assessments.”