Initiated by Prahalad (2004), “Bottom of Pyramid (BOP) Strategies” need probably, one of the highest degrees of involvement if we consider the large range of corporate social responsibility and responsiveness practices in the last years (Martinet, Payaud, 2008a, 2008b, 2009). Such very complex projects require radical innovations and very deep attention and care to cope with territories and local communities specificities. The aim of this article is to formulate a conceptual framework and a set of interrelated propositions for the strategic management of “BOP” ambitious projects. Under these guidelines, it seems possible to achieve both the goals of the firm and the human communities development on the long run.