Why biomass charcoal cooking stoves are saving lives, with Ziwa Hillington from Green Bioenergy

Overview

Cooking is an everyday activity that most people engage in.

In places where you don’t have gas, charcoal is often used to fire up a stove.

Whilst people have been doing this for years, it is not very environmentally friendly, and it generates smoke in often confined areas of a home.

Green Bioenergy is a social enterprise all about creating a clean cooking environment.

Their two products are an improved cooking stove and smokeless charcoal briquettes.

Ziwa and I discuss how they sell briquettes through rural agents, how they keep the complete supply chain produced in Uganda, and the prospects for taking this approach internationally.

We conducted the interview in the garden of the Green Bioenergy office/ house and so there might be the odd bird tweeting in the background.

Either way, I hope this doesn’t distract you from the interesting chat that we have.

 


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Here are the key quotes:

“It was founded in 2011 by two French expats”

The foundations were around finding environmentally friendly solutions.

“Green Bioenergy (GBE) is inclusive”

All of it is around involving the local Ugandan community in the complete supply chain.

“Our two products are charcoal briquettes and improved cookstoves”

The cookstoves have 40% less emissions. They are durable and help people save money by using it.

“Cleanliness comes too”

It’s not just financial savings. By using the cookstove and briquettes, they are smoke free and so users get health benefits in cooking in a clean environment.

“Briquettes are made from recyclable waste”

They are produced through a carbonisation process which removes carbon, and therefore smoke becomes absent when it’s burnt.

“Everything is done locally”

Stoves and machines are produced locally as is the whole value chain.

“People take time to adapt to briquettes”

We need to undertake internal activities and work with the government to help promote the benefits of using the charcoal briquette product. People have used charcoal for a long time, and so it takes time to change their mind.

“… but once they start, they don’t stop”

It’s healthy, harm free and people have been using it for years.

“We sell through agents”

They’re like community ambassadors. They are entrepreneurs who go to villages and sell via a micro-enterprise. They find GBE through conferences they attend.

“The agents cover 50 households”

There shouldn’t be any reason why customers who talk with an agent should not start using the briquettes.

“This can exist internationally”

The requirements are getting the machinery and passing on the training. Our founders worked with local engineers and academic research.

“Our roles a social enterprise to create employment”

We currently have 70 people and when we look at the mandate for expansion, adding more jobs is critical.

“The biggest surprise has been externally”

Such as trying to understand why people would not use a briquette. The other factors include whether policy will support the business.

“Biomass is the biggest resource for the next 20 years”

People will still be using these cookstoves for many years, even with developents in gas and electricity over time.

“GBE wants to grow beyond Uganda”

They can grow to other countries which are very keen to use this in their communities around the world.

“There’s no fundamental reason why it can’t be done elsewhere”

So long as there are banana skins, it should be possible to do this process. And if it’s not straightforward, then the R&D team are always developing ways to do this.

Links etc.

MIT D Lab

Biomass review report

Green Bioenergy

Products: Briketi and Cookstoves

Website: www.greenbioenergy.org

Facebook: Green BioenergyBriketi

Email: [email protected]

Phone: (+256)0393-514-710

Pictures from the interview

Green Bioenergy Charcoal Briketi

Green Bioenergy Charcoal Briketi

Green Bioenergy Cookstove

Green Bioenergy Cookstove

Coworking Space: giving entrepreneurs in Uganda a collaborative place to work

Overview

When people start on a business idea, they typically go and work out of a co-working space so they can be amongst like-minded individuals, and also get support in starting their venture.

The first of these hubs in Uganda was called Hive Colab, and I speak with Gilbert, the programme manager about his view of the interesting businesses coming out of the space.

He really has his finger on the pulse of innovative companies being created in Uganda, and we speak about plenty, including how and why Hive Colab are looking to attract the top university graduates in the country, the exorbitant cost of internet access, and how he sees opportunities for the government to help promote what they are doing.

 


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Here are the key quotes:

“Hive Colab is a tech innovation hub and coworking space”

We’re the first of our kind in the country (started in 2010) and we’re all about using tech to help the development of the country

“We have 27 start ups in the hub”

With 25 more coming in by the end of the year, mostly from universities

“University students have final year projects which could be start ups”

But currently they leave it and instead go out job hunting. Hive Colab want to change this by encouraging more to start their own company

“… but most just want the grades”

Students are researching innovative areas in health and education, but just to get a good grade to then get a job in a bank

“GPS for chickens probably won’t work”

This is a type of project which might get good grades, but wouldn’t be a viable business. Ugandans are still trying to adopt GPS systems for their cars.

“Most help is needed with start up road maps”

We come in and help start ups with the business development bit and ensuring they are designing it for the right clientele.

“Hive Colab gives training, space, mentors, and reliable internet”

We offer a whole package. Our mentors keep monitoring the progress of the businesses and also link them up with potential investors.

“Hive is not the only option”

There are other hubs that offer services like Hive Colab in and around the city (links at bottom).

“One start up offers malaria testing on smart phone”

Another successful start up was a company called Done Deal that did group offer deals that got bought out.

“There’s a big opportunity in the governance and justice system”

A lot to do with citizen engagement and to get leaders to be accountable. It could be around removing the vices in government.

“Demand for health innovations will always be there”

There are some things which always have demand for ideas. Also education and agriculture.

“More university students will come to Hive”

Once they understand the value that Hive Colab comes, we can help most so long as they have an interest in tech.

“It’s likely that Kenyan start ups will come too”

It won’t just be homegrown companies that thrive here, we are very open for good ideas to start here as well.

“Ugandans are very welcoming people”

They try out everything that comes their way. If you give value for money and support, they will use your product and catch up fast.

“Our internet bill is $1,000 per month”

It’s really high. Also rent and other costs are meaning that it’s difficult for us to stay in operation.

“We don’t have support from government”

In Rwanda hubs like kLab have much more help. If we get more help, we can provide a better service.

**Note: you can listen to interview with the head of kLab here.**

Links etc.

Other innovation hubs in Uganda

Outbox

Innovation Village

Venture Labs

Start ups in Uganda

Access Mobile

Matibabu (malaria testing with no skin prick)

Done Deal (Groupon)

Yoza (Laundry service)

Mdundo (music service from Kenya)

Social media follows etc.

Facebook: Hive Colab

Twitter: @HiveColab

Website: www.hivecolab.org

Email: [email protected]

Why Ugandans are demanding “masculine” motorbikes, with Pankaj Tiwari from Miracle Motors

Overview

Arriving in Kampala (the capital city of Uganda) one of the first thing people notice are how many motorbikes there are.

It’s the de facto mode of transport for getting taxied around the city, in a place where car congestion is heavy.

Near where I was staying was a showroom for Miracle Motors, a subsidiary of the larger Indian conglomerate Mahindra Group.

After walking in, the head of the office Pankaj agreed to an interview, and we spoke about the many customer types of motorbikes, considerations of importing unfinished goods, and the evolution of the personal transport market in the region.

 


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Here are the key quotes:

“We are the sole distributor of Miracle Motors in Uganda”

Mahindra Group is an Indian conglomerate that manufactures many types of vehicles. We are concerned with motorbikes in Uganda.

“85% of Uganda is unemployed”

They are getting their employment through being motorcycle taxi drivers

“We have different types of customers”

Direct buyers, finance customers through banks, fleet owners and we provide spare parts across the country.

“Bikes are assembled in Uganda”

Bikes come in a box from India and are put together in Uganda. This is because there are lower tariffs when it comes to importing goods.

“Competition is tough”

There are many options in the motorbike market in Uganda. Around 5,000 bikes are sold per month.

“We offer a part exchange”

Customers can bring in an old bike and receive up to a 40% discount on a Miracle Motor.

“‘Two wheeler’ market is different to other vehicles”

It has many applications and uses which mean that there are lots of different customer types

“Our dealership networks exists upcountry”

People can come to us to get bikes and then sell them locally. We interview them, send 10 bikes, and go from there.

“Motorbike taxis used to be bicycles”

This was the main reason for starting in East Africa. People were already being used transported on two wheels, motorbikes gave more power and so it was something people wanted.

“Most customers are unaware of the benefits of our bike”

Our sales and service teams communicate to the customers the benefits of using Miracle Motors and how

“Miracle Motors are only in Uganda”

In East Africa at least. They may look to expand elsewhere.

“People need a more masculine vehicle”

Which means that the type of two wheeler that is sold has a higher CC as the market evolves. This type of vehicle upgrading is what we’re seeing in Asia.

“Even with a car, people keep two wheelers”

This is to avoid traffic that is inherent in congested cities. People will get cars, but still benefit from the time and cost savings of using a motorbike.

“Corporates buy two wheelers as a ‘company car’”

It makes economical sense for bigger customers to buy two wheelers for their employees to be driven around in.

“All motorbikes in Uganda are Indian, Japanese and Chinese”

They all send over boxes of parts and assemble them in Uganda. There are no Ugandan made motorbikes on the market.

“We do 360 degree marketing”

Billboards, TV adverts, telephone calls, test drives. The lot. It’s a huge operation that keeps the sales team busy. We have a mutual agreement with the larger Mahindra Group.

“There’s a social side to business here”

Not only are you selling them a bike, you are providing them employment.

“We teach drivers how to drive safely”

We check their driving permit, give them a free helmet, give them insurance, and go through how the bike works.

“We sponsored a football tournament”

Boda boda drivers get together an organise a football tournament. Miracle Motors sponsored it and also submit a team.

Social Media Follows

Website: http://www.miraclemotors.org/

Facebook: https://www.facebook.com/miraclemotorscoltd/

Twitter: @MiracleMotors

The exciting ways brands can engage with a growing youth market in Uganda, with Belguin Prosper

Overview

Uganda has the world’s youngest population.

Brands are waking up to the idea that if they can create loyalty amongst this large section of society, they will reap the rewards for years to come.

But how?

Well a lot of them are going to Belguin, who started Young & Free International, an organisation that helps brands engage with the youth of Uganda.

Belguin gives an excellent overview of his journey so far, what campaigns he has seen work best, and what he learned from hosting a cultural exchange with students from Somalia…

 


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Here are the key quotes:

“We are a youth engagement company”

We link exciting brands with young people in Uganda.

“The youth of Uganda needed a lot of things…”

Talent, academics and business. And we get brands to help sponsor these activities through engaging them in marketing activities.

“We’re sort of a marketing agency”

However we don’t do the field work, instead we do the brain work

“For the university we organised events”

In order to unify the cultures of people from China, Somalia, Nigeria we created the Annual Dinner to showcase different cultures.

“I found the Somali culture most interesting”

It’s very communal. Everything they do, they do it as a group: eating, even talking. I learned that you are stronger if you do something as a group.

“Our most recent event was a pool party”

Youth from around the country come and party with their celebrity idols by the poolside.

“It raises funds to support the youth”

Such as the studio we are recording this episode from. The next events will be going towards building a hostel for homeless youth.

“The music studio is called M-Rod”

It means Moses’ Rod, which was used to separate the sea. This will be the pathfinder for the youth of Uganda.

“There’s brand recognition and brand appreciation”

Brands not only want to be recognised, but also appreciated. When the youth use things like the music studio for free, they will remember the brands there who helped to pay for it.

“Uganda has the youngest population”

The youth of today are the market of tomorrow. Brands want to engage with the youth.

“The main products are…”

Lots of products. Beverages, banking institutions, telcos.

“The youth of Uganda and Rwanda are very close”

At the weekend, all the Rwandans go to Uganda to go have fun. We’ll be expanding to Rwanda next due to the similarities.

“Be fun, the youth will be there”

This is how we’re attracting young people in the region. In Rwanda, clubs close at 10pm whereas Uganda goes til the morning. This is a competitive advantage for us.

“The best campaigns are persuasive, not just informative”

Understanding this, and being able to implement it, are why Young and Free is prospering. They push a person to act, not just get aware of the product.

“People aged 18-35 the interests are food and entertainment”

Most of our brands are related to these industries. Otherwise we use these means to engage other types of industries.

“We haven’t yet felt the pressure of competition”

For now at least we seem to be going well. We research our clients before approaching them. We show them what they should want before they have thought of it.

“Preparing for one meeting takes three weeks”

We do lots of research to understand their needs and ensure we go into knowing as much as possible.

“Customer goals are to penetrate the market”

They come to Young and Free International to understand how to achieve this goal.

“Brands also want sales”

We work with the sales teams of the brands we have to reach their annual sales through the events we hold.

“Our biggest challenge is…”

That brands don’t want to expose that we are the people responsible for their successful marketing efforts. This hinders with building our reputation.

“We will understand youth better than anyone else”

What we do best is study youth behaviour. Understand their pains, pleasures and be able to direct other brands towards them.

Links etc.

Pyramid Italia

Kampala International University

Club beer

Social Media Follows

Twitter: YoungNFreeIntl and Belguin Prosper

Facebook: Young and Free International

Website: www.youngandfreeinternational.webs.com

Make up for African women – why imported cosmetics don’t work and no-one trusts the Chinese

Overview

Make up is not an industry that I can profess to know much about, but after speaking with Sylvia, the founder of Paramour Cosmetics, I feel I know a lot more

In this episode we talk about how Western make up is unsuitable for African women, the way that Sylvia trains her staff to help customers with their mental wellness, and how the business is looking to expand in the US after Sylvia was accepted onto a programme designed by President Obama to find the next 1000 African leaders who will make an impact.

Sylvia was also the person who introduced me to Gloria (the founder of Kampala Fashion Week) and so if you’re interested in more about East African beauty and fashion, be sure to give that episode a listen too.

For now at least I hope you enjoy Sylvia and I’s conversation all about make up.

 


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Here are some of the key quotes

“We are a cosmetic range designed for the beauty needs of African women”

After working as a make up artist for 10 years I noticed a gap in the market and so started Paramour Cosmetics.

“Chinese products don’t work well in Africa”

It’s designed for a lighter complexion, and the products don’t work well in the climate or the heat. Quality and importantly perception of quality isn’t the highest too.

“We design products so African women can feel beautiful”

They can feel comfortable in their skin and learn how to use the products. Globally, women of darker skin wouldn’t be able to find make up that isn’t for lighter tones.

“It was tough to convince resellers that the customer would sell…”

There were difficulties with initially selling to resellers, having celebrity endorsements, or having a presence in expensive malls

“… the winning strategy was starting our own make up studio”

10 months ago we opened a studio and have now had over a thousand customers come through our doors.

“We haven’t been able to produce in Uganda”

Our products are brought in from California because the infrastructure isn’t in place to manufacture the make up in Uganda. The US has women of dark complexion and expertise in creating make up.

“There are multiple routes to market”

We try to get to them directly. Free testing at the make up studio. Free deliveries to customers in Kampala. Online sales.

“The 1% are our main customers…”

It’s a high end product, so the customers are the middle class and income generaters.

“… but for interest, it’s the young people”

We have 40,000 followers on Facebook most of which are young people who are understanding the market and enjoying the promotions

“Ugandans don’t really trust online shopping”

It’s rare for customers to have a Visa or Mastercard, and even when they do, they prefer other means of payment. Most of our online sales come from Kenya.

“Employing people is energy consuming”

You need to care for people and believe in them when you hire people. We have 12 people who are mainly young, single women. But I enjoy it!

“‘What’s your real job?’”

Make up is a new industry. Most people don’t believe that it’s a feasible business for people to be doing in Uganda.

“It’s hard to convert customers who use Maybelline”

The biggest customer is a Ugandan lady who wants to look good for their husband and feel beautiful and confident. Most have never worn make up before.

“We’re mid-market”

Not as expensive as the imported products, but not as cheap as lower quality goods. Roughly $35 for a product.

“We’ve had to create a new market”

It takes time to combine tradition with modernity and create the market in Uganda.

“Paramour will be selling on Amazon soon”

There is demand in the US for our cosmetics, and so we will be selling our products over Amazon there.

“I was part of Obama’s African Leadership programme”

It was a 6 week cultural and business exchange for 1,000 potential leaders from Africa. This led to connections with Amazon and other businesses. There is also help for Africans to set up a business directly in the US.

“Individualism is what I learnt most from being in America”

In Uganda they come to learn about what the right make up product is for them. In the US though, people go to make up shops to just buy what’s right for them.

“Africa is the way to go”

Africa is the next America. We’re young, and willing to work harder than elsewhere and then spend that money on products.

“It’s time for the creatives”

People are used to doctors and lawyers being the respectable professions. I’m seeing that more and more people in the creative industry earning a living.

“If I wasn’t a make up artist, I’d be a psychologist”

It’s something that doesn’t happen much in Uganda, but by being a make up artist I speak with women about their problems when they come into the studio. That’s often the main reason they come.

“I think mental wellness is a business opportunity”

It’s not really done in Uganda and I see a lot of it when people come to buy new lipstick. I’d also do something that utilises young people.

“University graduates were too demanding”

I mainly hire people who haven’t been to university, and instead work with single mothers. They come from a social enterprise that I work with and have been amazing.

“There’s a 3 month probation period”

We pay someone to see if they’re up to being a make up artist. When they are, they go and train other artists to join.

“A good make up artist needs to be…”

… able to change a life. It’s not just about pasting, but instead it’s a about personality and ensuring someone can be confident and comfortable in what they do.

“We just talk to people”

Make up is just part of it. Our training is about building trust between the customer and the artist and once they do, people feel better about themselves and buy again and again.

“We want to set up an example”

If others move into the market then that will help us keep our standards high. But it’s a difficult type of company to build!

“Paramour means ‘true love’”

By being true to ourselves we are trying to instill in people that it should be celebrated for people to express their own beauty.

Links etc.

KiliMall Kenya

Jumia Market

Young African Leaders Initiative

Social Media Follows

Website: http://paramourcosmetics.com/

Facebook: https://www.facebook.com/ParamourCosmetics

Instagram: ParamourCosmetics

Twitter: @ParamourBeauty

Sylvia Kawalya: LinkedIn profile

How a credit marketplace can unlock the potential in SMEs, with George Bakka from Patasente

Overview

Interest rates in Uganda, and indeed the whole East Africa region, are by Western standards, very high.

A small business looking for a short term loan from a bank will be expected to pay in the region of 10% interest per month.

In an economy where payment is often made upon delivery, this causes problems in terms of getting access to working capital.

In this episode, Bakka and I discuss Patasente, the platform he has started to essentially crowdfund credit agreements for small businesses so that they can raise funds to take on new contracts that come in, and grow their business.

 


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Here are the key quotes

“I’m passionate about what finance can do to develop entrepreneurship”

Patasente is a credit marketplace to allow people to guarantee or loan growing businesses in Africa

“We use crowdfunding to raise working capital”

Local businesses list purchasing orders on Patasente. Patasente fronts the cash once enough people have agreed to buy parts of the contract.

“Small & Medium Enterprises are the main recipients”

These companies have the ability to get new orders and customers, but have issue with getting capital and so they are the main customer for us.

“Alternatives are: to avoid big orders…

Not engaging with buyers who have payment terms of 30-90 days means working capital is retained, but typically the business stays stagnant.

“… or go to money lenders”

Other informal lenders charge up to 20% per month. These require fixed assets which often they do not have.

“We don’t require collateral for our financing”

Because it is all based off the Local Purchasing Order (LPO) we validate the creditworthiness of the trade buyer, rather than requiring a fixed asset like the banks.

“There are many moving parts to giving this type of financing”

Understanding the contract type, payback time, buyer reputation, product monitoring etc. Because of this, banks have not entered the market for this type of financing.

“Developed markets have credit scoring”

This sophisticated market means that banks are much more comfortable offering credit in such an environment.

“We research buyers before accepting the contract”

There are some ‘big names’ in Uganda who already have a good reputation. We research whether they pay on time etc.

“We research recipients before accepting the contract”

Is the person receiving the money actually going to be able to fulfil the order and receive the payment in due course. Have they got experience in the industry they are operating in.

“What’s the worst case scenario”

Does the underlying asset have inherent value if everything goes wrong? Is the good perishable/ will it be possible to resell.

“We have an internal list of approved buyers”

If a borrower brings an LPO from a buyer Patasente has used before, it’s a matter of hours before the cash is approved.

“Otherwise our ground work takes 48 hours”

We send people out on the ground to assess the company asking for the money, often undertaking an alter ego.

“SME typically pay 5-10% of lump sum”

Most occasions SMEs get paid back within 90 days and so it looks like 1.5-3.5% per month

“Typical investors are local Ugandans with a bit of cash”

They need to happy with the level of risk, and also are looking to invest.

“We recommend establishing a portfolio”

Most investors are asked to buy a range of loans to diversify their risk.

“Investors choose loans from the Patasente”

We tested it in person first, and then decided to build a website once we saw the idea was working.

“We also do due diligence on the lender”

When the person registers they give over information (bank statement, ID, where they stay) to verify they are a real person.

“Investors use mobile money when they live far away”

Patasente has a transaction account that people who can’t meet in person use to send mobile money.

“We finance 50% of the loan that we list”

This shows the investor that they are invested as well. We typically get a good return on this part of the financing.

“There’s little regulation on how much we can lend out”

We assess how much capital we have and therefore how much we can lend out.

“An equity investor provided our initial capital”

This is the money that we use for lending out as part of the loan.

“Payment infrastructure is our biggest challenge”

Transaction fees take up a lot of the cost of moving money around, both nationally and internationally.

“Data is needed to evaluate creditworthiness”

Both from the borrower and the buyer. Getting more information on who is receiving the LPO and issuing it.

“Our vision is to make Africa’s number one credit marketplace”

It’s a big market, and by laying strong foundations we can expand to make this the de facto way for SMEs to raise finance.

“Patasente means: “find/get” “money”

A combination of Swahili and Luganda

Social Media Follows etc.

Company website: Patasente

Bakka on Twitter: @GeorgeBakka

Company profile: VC4Africa

Glass half full: how Jibu’s innovative franchise provides clean, affordable water across East Africa

Overview

If you consider businesses that solve Tier A problems, safe drinking water is pretty much top of the list.

Across East Africa people are unable to drink from the tap, and so are left to either boil their own, or buy expensive water in a bottle.

Galen started Jibu to address the need, creating a franchise where local entrepreneurs could treat tap water at source and sell it in reusable bottles to people in their neighbourhood.

We discuss how the business started, the benefits and challenges that come from the franchise model, and Jibu’s vision to provide convenient safe drinking water for all.

 


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Here are some of the key quotes

“Jibu equips entrepreneurs to start their own water treatment businesses”

We finance them to provide safe drinking water to their community and also generate income for themselves

“We have worked across East Africa from the start”

Jibu have operations in Uganda, Rwanda and Kenya, and started in DR Congo. We went for three at once which worked as a good strategy for us – it meant we weren’t overpampering any particular business and didn’t lead to false confidence that we would succeed.

“They’re all different”

In Rwanda, customers go directly to the shops. Uganda are much more geared towards delivery and convenience. DR Congo was difficult to find partners.

Trust and infrastructure

Owing to the strong law environment there is much more trust in new products, the assumption is that if it’s on the market, it’s safe. In Kenya and Uganda however, there are more rip off products and so people are more weary and Jibu needs flashier marketing.

The end consumer is “the middle 70%”

The bottom 20% can’t afford Jibu water and the top 10% choose bottled water. Jibu has the middle of the market.

“We’re 5x cheaper than bottled water”

It opens up a massive market for the Average Joe.

“Each franchisee serves a 1km radius”

They know their community well and engage in direct marketing to increase sales. Jibu Corporate doesn’t market directly.

“To get started, they become a micro-franchisee”

This is a franchisee business selling directly to another business that does the final sales. Once a micro-franchisee has got good numbers, they can apply to become a franchisee. This is a way to know the person and test a new territory.

“Main resistance has been regulatory authorities”

Not so much in Rwanda and Kenya, but in Uganda, there is an incentive for the government to keep the existing water companies in business. It has therefore been slower than hoped for to get authorised etc. Consumer acceptance however has been high.

“Nowhere had safe tap water”

All across the region, the water quality was so poor that the only option other than bottled water was to boil it, which is expensive, fumey and takes time. It also doesn’t remove impurities.

“I came out of NGO work to do business”

I felt that setting up a business with a sustainable backbone was the key to making a difference in the region after spending time working in the Peace Corps.

“Jibu works eye to eye with entrepreneurs”

It was important for me to not patronise the people I was working with.

“We launched the first pilot in 2013”

We’re now opening a new franchise every week. Entrepreneurs are making money and their businesses are growing, led by the entrepreneurs who know the end consumer better than Jibu Corporate.

“In terms of infrastructure, Jibu is the stepping stone”

We work in environments where the infrastructure isn’t mature enough to have a centrally treated system for clean tap water. The problem is pipe contamination rather than with it being centrally treated.

“Ownership is the secret sauce to scalability and innovation”

The fact that Jibu franchisees own their business mean they are much more likely to find creative solutions to meet customer needs. This is less so if you set financial targets and other employer-employee incentives.

“People aspire to own their business”

Ownership is what people strive for, especially if it’s behind a profitable business. We have an oversupply of qualified entrepreneurs.

“We have a thorough onboarding process”

Beginning with being a micro-franchisee, background checks, and an upfront cost of ~$1000 which is mainly to demonstrate commitment and provide working capital. Break even typically comes within 4 months.

“17 year old girls are running their own business”

Our entrepreneurs have a wide variety of backgrounds. Most have had previous jobs or tried ventures before starting with Jibu. Our youngest is a 17 year old girl.

“The water is just for drinking”

They don’t use it for washing or cooking. The franchise processes the reusable bottles when people take it back each time.

“There are probably hundreds of other bottling companies”

We’re seeing some copy cat businesses, and lots of other companies doing water treatment. Our advantage comes in having lower operational/ transport costs because all of the treatment is done at the source of the franchisee and sales are direct.

“Face to face relationships are key”

Because entrepreneurs serve a small community, they have a deep relationship with their customers. This is a competitive advantage against other companies looking to enter the space.

“Our vision is beyond water”

We look to leverage this platform for not just water, but for other products too.

“Water technology has developed beyond business models”

There have been lots of advances in the treatment of water, but just not a business model the utilises it. The filtration process is very energy efficient.

“Our bottle design is patented”

The mould was made in China and the bottles are manufactured in Nairobi. The innovation comes in its multiple uses and not being compatible with other bottle treatment plants.

“Flavours in water are getting popular”

We’re seeing some consumers in Nairobi especially looking to add flavourings to the water. They’re mostly sugary and we haven’t found a naturally sweet cordial that is sweet enough for the African market.

“We’re looking how to franchise the mothership”

We have worked a lot on replicating the franchise model, now we are looking at what it would take to replicate Jibu Corporate in another region. That’s the future vision for the company.

“Jibu means the answer/ the solution”

It’s not just about water, it can be pronounced everywhere we operate and makes sense to people we speak to.

Social Media Follows

Website: www.jibuco.com
Twitter: @jibuco
Facebook: JibuCo

New York, Paris, Kampala..? How and why Gloria Wavamunno started Uganda’s international Fashion Week

Overview

Across the world the pinnacle display of a country’s fashion is its annual “Fashion Week”. London, New York and Paris lead the way in this showcase of designers pushing the frontiers of design and style.

Until Gloria Wavamunno started it a couple of years there was no Fashion Week in Kampala, Uganda.

In this episode we discuss how and why she started the event, and cover a lot about the cultural and societal issues around fashion as well as giving an overview of the creative industries as a whole.

Kampala Fashion Week 2016 is 20th – 22nd October 2016

 


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Here are some key quotes

“I’m a second generation tailor”

I have known for a long time that I wanted to set up Kampala Fashion Week (KFW). I’ve always enjoyed making garments, but have been fascinated in the production side of fashion

“I got experience at London Fashion Week”

Through my university work I ended up interning with the Head of Production of LFW for a few years.

“In Africa we didn’t have a platform for fashion like there was internationally”

There were opportunities to reach an audience in Uganda as well as promote the homegrown labels. It felt like the right time to set up Kampala Fashion Week.

“It’s important that I respect the creative aspect of designers”

In setting up KFW this was at the forefront of my thoughts, not simply just displaying their clothes.

“I want every detail to incorporate being African, being Ugandan”

We bring in music from local African music. Any chance to showcase local talent is an opportunity to create employment. It’s not just about the clothes.

“It’s a three day event”

We don’t have the budget for a whole seven days, but our sponsors have helped us grow from one day event in the last few years

“We have a lot of young creatives”

As a result of peace in the country, and economic growth, more young people have been able to engage in a creative career. We are trying to create a platform to show the youths what the level of quality needs to be.

“KFW is about quality”

You can’t cheat as an artist. If you put out substandard work, you’ll get found out. At KFW we ensure only the highest quality in everything we do.

“We hold educational seminars”

This is to engage the community in learning about more about the arts.

“We’ve adapted to being in Africa”

From starting with a 3 day event for “the week” to using local flowers on the catwalk, we’ve taken inspiration from others and made it our own.

“Our environment is for everyone”

You’re here to breath in an artistic moment. We make it attractive to people based on their job, age or tribe.

“It’s better for us to be an organisation”

Rather than a for-profit company. By not forcing ourselves to survive as a company we can focus more on our creativity.

“The US Embassay sponsor us to support the craft industry”

They saw the business benefit of the KFW and so joined as one of the main sponsors of the week. Local employment includes: set designers, creative directors and seamstresses

“Uganda doesn’t yet have ‘traditional dress’”

Even the busuti, often thought of as traditional dress, was designed by a colonial lady

“Tanzania are stopping second hand clothing”

The President has banned second hand clothes from entering the country and is looking to train a new generation in how to be tailors to promote homegrown industry. Uganda are considering the same.

“Clients find designers at KFW”

The designers showcasing have gone on to receive new clients from the exposure that has come from being on the catwalk.

“As an artist it we know how to make something out of nothing”

Collaboration between other artists is a way to find creative solutions to the issues that come with growing fashion brands.

“KFW is more than a place to see pretty clothes”

It’s a place to be inspired and to ask questions. Art depicts your society.

Links etc.

Raz Kuzoze – Head of the Seed Show
Catherine & Sons – Ugandan label
Bold Kampala – outlet

Facebook: https://www.facebook.com/KAMPALAFASHIONWEEK/
Instagram: https://www.instagram.com/kampalafashionweek/
Twitter: https://twitter.com/kla_fw
Tumblr: http://kampalafashionweek.tumblr.com/

Website: www.kampalafashionweek.com

Smoothies: how a growing Rwandan enterprise sells healthy juices, with Anitha Dusabe of Twistiblendz

Overview

There’s (literally) tonnes of fruit in Rwanda, but only a tiny fraction of it ends up being whizzed up and drunk as smoothies. When it does, it’s usually at Twistiblendz.

I speak with Anitha about the leap she took to start the venture (in partnership with Giles and an organisation named SMGF), her plans for expansion, and the general market for healthy produce in the country

 


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Here are some of the key quotes:

“Customers are mainly expats”

Since the shop opened in 2015 the majority of customers are those from Europe or the United States.

One of the main objectives has been to expand the market to a more Rwandese customer base on efforts such as marketing how it is natural and healthy.

“Superfoods are making an entrance”

Things like kale and chia seeds are becoming popular ingredients as a means of adding extra benefits to the smoothies.

“My motivation is for more Rwandans to have smoothies”

Anitha hopes that it won’t just be expats who have her smoothies. Right now it’s about 90% foreigners who have smoothies.

“People want to relax more”

Twistiblendz recently moved to a bigger shop. Part of the reason for this is so that they can extend their product range (e.g. fruit salads) and also encourage people to stick around, use the WiFi and enjoy themselves.

“Anitha will buy back the business”

The shop was originally bought from a previous owner by both SMGF and Anitha to get the venture set up. The agreement is that Anitha will eventually own the whole business once the enterprise expands.

“I will be proud to give employment to people”

Part of the motivation around starting the business is to give work to people who are looking for a job in the city.

“We also sell cakes”

Zucchini cakes and carrot cakes with chia seeds are a hit. As well as smoothies and juices, there are also other products that are sold in the shop.

Providing packets of superfoods and other product lines are part of the offering. Almost all are made in Rwanda.

Social Media Follows

Twistiblendz: FacebookInstagram

Gilles Barchman: https://twitter.com/barchmang

How using solar energy can drastically improve how farmers water their crops, with Flavia Howard

Overview

Water is fundamental to any sort of agricultural business. As it stands, a large portion of Rwandan farmers only get it from the sky, in the form of sporadic rainfall. This is despite plentiful lakes full of water being mere metres away.

Irrigation is the general term process for artificially getting water on these crops, and Flavia and I discuss her evaluation of the market and the product she has been looking at (Future Pump) that provides a solar powered irrigation pump to smallholder farmers.

 


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Here are some of the key quotes:

“Irrigation is artificially watering fields”

It’s essentially any time that water is taken from one source (such as a lake or river) and put on a field

“There’s currently a whole season where farmers can’t get income”

Without access to irrigation systems farmers are limited to growing whenever it rains. This is unreliable and means that there are big periods of the year when they just can’t earn any money

“Enormous irrigation was the status quo”

The only irrigation projects have been large scale government operations which were prohibitive for small scale farmers, or expensive petrol pumps. 2% of farmers use petrol pumps, the rest have no income.

“Rwanda isn’t a water poor country”

The problem isn’t that there’s enough water, it’s just that it’s located in lakes. The crux of irrigation is to get the water out from the lakes and onto fields so that farmers can increase their yield.

“Solar makes running costs free”

Using an solar powered irrigation pump that has been developed in Kenya, farmers are able to harness the sun’s energy to replace the petrol pumps that some of them are using.

“The payback is one season”

Whilst it is still a big upfront cost to buy a solar powered pump, the additional revenue that can be earned means that it should payback within an irrigated dry season. The challenge comes in how to set up the financing in this industry, to give smallholder farmers access.

Vegetable farmers have a quicker payback than maize and beans.

“There are competing costs”

They have costs for fertiliser and casual labour but also other expenditure such as electricity at home and school fees.

“Because of the hills people grow tea and potatoes”

Whereas in the flatter parts of the country they grow different crops such as maize and beans. In the valleys, it’s rice.

“Access to market is a challenge in Rwanda”

Distribution is difficult. Most people carry the produce on their head and formal structures don’t exist across the country. It’s mainly operating in a cooperative, and then a chain of bigger markets and smaller markets all the way to consumers.

“Being dictated by the seasons means there are supply spikes”

If everyone is harvesting their tomatoes at the same time, then when they all go to market, the price drops. If a farmer can better control his irrigation and therefore supply tomatoes when others are not, he will see a better price for his produce.

“Big producers won’t use petrol anymore”

The additional costs that come with running a petrol powered operation mean that more and more of the sector are moving over to use solar power as a means to irrigate their land

“Rwanda is different because of the government”

Whereas farmers across East and Southern Africa will benefit from solar powered irrigation, the government in Rwanda has recognised that this is an area where benefits can be reaped, and so is giving a 50% subsidy to pumps for smallholder farmers.

“Paying back a solar pump opens opportunities to purchase more on credit”

Being able to demonstrate the ability to payback the upfront cost of an irrigation pump will make access to capital easier for larger purchases that can facilitate development and growth.

“Shared water access is an increasing (international) challenge”

Direction over ensuring that rivers and lakes don’t get over-irrigated comes from governments and other international bodies that try to keep the system fair, safe and sustainable.

“Farmers are open to this new technology”

Telling them that they can save $10/ day on petrol costs is pretty compelling. There is some learning around how to use the pump differently to the incumbent petrol ones, but as they are designed similarly, this doesn’t seem to be a huge issue.

Social Media Follows

Future Pump Facebook: https://www.facebook.com/futurepump/

Future Pump Twitter: https://twitter.com/futurepump

Off-grid GSM provider: http://steama.co/

Flavia Howard: https://www.linkedin.com/in/flavia-howard-a0a01341