Linked to the institutional rise of CSR (Corporate Social Responsibility)(Dejean and Gond 2004), the prospect of the Bottom of Pyramid as a model of a ³moral market² (Fourcade and Kieran 2007) has recently emerged as a strategy of multinational corporations. Based on an empirical research study in a French MNC investigating a BOP business, this paper proposes an analysis of managers, technical and cultural efforts to build the cognitive, normative and material framework of this market innovation². The paper draws upon the case of a BOP electricity market - off-grid electrification of rural areas - to empirically analyse how an MNC deals with these market/politics interaction dimensions.