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.

 


Sign up below to hear whenever there are new stories and episodes released on the podcast

Please wait...

Thank you for signing up!

 


 

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.

 


Sign up below to hear whenever there are new stories and episodes released on the podcast

Please wait...

Thank you for signing up!

 


 

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

 


Sign up below to hear whenever there are new stories and episodes released on the podcast

Please wait...

Thank you for signing up!

 


 

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