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Senior Management Program Safe Water Saves Lives 1 A Model for Affordable Clean Water and Sanitation for Rural Cambodia
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Senior Management ProgramSafe Water Saves Lives
1
A Model for AffordableClean Water and Sanitation
for Rural Cambodia
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Table of ContentsExecutive summary……………………………………………………………….....................Report objectives…………………………………………………………………………………Background………………………………………………………………………………………..• Cambodia’s challenges……………………………………………………………………..• Current market opportunities and operating landscape…………………………………Hydrologic: The Company and its Products….…………………………………………….• Core mission of the company………………………………………………………………• Company background and history…………………………………….……………………• Social Enterprise model development……………………………………..………………• Current distribution reach and partner network…………………………………………..• Existing products…………………………………………………………………………….• Market penetration and opportunity…………………………………..…………………...• SWOT Analysis (Hydrologic, Rabbit CWP, Aspiration CWP)…………………………..Proposed Business Model: …………………………………………………………………….• Business Model………………………………………………………………………………• Buyer utility map………………………………………………………………………………• Target markets………………………………………………………………………………..• Distribution channel for Rabbit CWP………………………………………………………• Proposed sales and marketing channels…………………………………………………• Education service……………………………………………………………………………
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Table of Contents• Expansion strategy…………………………………….……………………………………..• Geographic focus of sales activities………………………………………………………..• Distribution centers and sales analysis…………………………………………………….• Proposed business model and quality control…………………………………………….Value Proposition: Social and Economic Benefits…………………………………………..Marketing and Sales plans……………………………………………………………………….• Overview of sales and marketing plans…………………………………………………….• Target market and sales projections………………………………………………………..• Branding and pricing of various products…………………………………………………..• Marketing strategy……………………………………………………………………………..• Marketing and sales structure………………………………………………………………..• Training…………………………………………………………………………………………• Customer service.…………………………………………………………………………….Governance and Strategic Partners…………………………………………………………….• Proposed structure and organisation……………………………………………………….• Terms of reference and employment requirements………………………………………• Staffing plan……………………………………………………………………………………• Strategic plans for Hydrologic……………………………………………………………….• Implementation timeline………………………………………………………………………
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Table of ContentsFinancials………………………………………………………………………………………….• Social enterprise objectives………………………………………………………………..• Financial data assumptions………………………………………………………………..• Financial summary………………………………………………………………………….• Financials:
• Income statement……………………………………………………………………• Cash flows……………………………………………………………………………• Operating expenses………………………………………………………………...• Income statement……………………………………………………………………• Cash flows……………………………………………………………………………
Risk assessment and mitigation………………………………………………………………Implementation schedule……………………………………………………………………….Conclusion………………………………………………………………………………………...Appendices………………………………………………………………………………………..
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Executive Summary (1)LKY Senior Management Program (SMP)• LKY SMP is a unique leadership programme designed for senior executives in the
government, non-profit and private sectors. The program explores global challenges, pertinent topics and fundamental issues that affect decision making and leadership.
GIFT Global Leaders Module (GLM)• The GLM is a 7-day experiential learning module which includes an immersive site
visit offering the participants an opportunity to apply their classroom learning, skills and experiences to a critical development challenge in Southeast Asia. It takes place in a real life setting requiring an innovative business-driven solution based on new thinking and ideas from participants.
The SMP GIFT Program, 2010: • This year, participants from the SMP program supported Hydrologic, a social
enterprise located in Cambodia in the process of re-working their business plan in order to more effectively deliver affordable water and sanitation products using a commercial approach to tackling a social health issue.
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Executive Summary (2)• Hydrologic is a company currently in transition from an NGO to a social enterprise
business model. The transition requires the company to realign its business and operations to facilitate its commercial viability.
• Through the field trips and meetings with the various stakeholders, the SMP participants identified gaps to be closed, operational inefficiencies to be streamlined as well as new business opportunities for growth to be captured.
• Participants identified a need for the organization to shift from reliance on grants towards a mindset of entrepreneurship and proper corporate governance. The SMP participants recommend that, upon incorporation as a private commercial entity, Hydrologic’s management and staff be issued equity shares to promote greater buy-in and interest in the well-being of the new company.
• More importantly, there is a need to incentivise the sales staff and the retailers to grow the market share for Hydrologic’s products.
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Executive Summary (3)• Meanwhile, the establishment of the new production facility has created momentum
toward streamlining the company’s production and operations. The SMP participants recommend that Hydrologic close the old plant and consolidates all operations and management activities at the new plant.
• The move to launch an improved version of the ceramic water purifier (CWP) is timely. The true market potential and social impact of the product can be realized by revamping the marketing and sales approaches, such as having all-in-one outlets for sales, education and customer service.
• The SMP participants have also identified that a structured and professional approach is needed to build and sustain awareness of safe water and sanitation practices among the rural community. This need presents a new opportunity for a commercially viable education service that can be provided by Hydrologic. Embarking on this new business will also reinforce Hydrologic’s social objectives and its relevance and role in the Cambodian community.
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Report ObjectivesAfter onsite information gathering in Phnom Penh and surrounding rural areas, this report serves as a business plan for Hydrologic and potential investors highlighting:
• The water challenge in Cambodia• The current water purifier market• Market opportunities and challenges• Hydrologic’s current status• Proposed business model• Marketing and sales plans
• Governance and strategic partners• Financial analysis• Risk assessment and mitigation• Implementation timeline• Conclusions
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BACKGROUND
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Country Background - Cambodia• Located in the Greater Mekong Sub-Region,
bordering Thailand, Vietnam and Laos• Population - 14 million, mostly Khmer origin
- 80% rural- 20% urban
• Landmass - 181,035 sq km, 24 provinces• GDP per capital - USD 593 • Poverty Ranking : 54 • Main industries - garments, construction and
tourism
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Cambodia’s Challenges: Access to Safe Drinking Water
Effects of a violent past…– Much of the country’s infrastructure
was destroyed, including basic services such as those providing access to safe water
– 9.4 million cases of diarrhoea per year, which leads to 10,000 deaths and USD 80m loss in productivity
[Source: 2005 Cambodia Demographic and health Survey]
Lack of basic water infrastructure
According to a report by the Ministry of Health… 60 people died of cholera and diarrhea among the 449 cases found this year. Currently, 11 provinces and cities are still suffering from cholera and diarrhea, including Phnom Penh, and there are about 4,000 suspected cases…
Source: Cambodia People’s Daily 5 Jul 2010
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Current Water Situation• Limited water access:
– Access to piped water: urban (55%); rural (5%). – Most rural households depend on ponds, rivers or streams
• Water Sources: Contamination Problems– Surface water.
• Mekong River and Tonle Sap Lake account for 30-50% of primary drinking water in rural areas
• Presence of microbes and contaminants causes diseases ranging from diarrhoea, Cholera to Hepatitis A.
– Ground water • Protected and unprotected wells (60% in rural areas). • Presence of arsenic in deep wells.
– Piped water. Mainly in urban areas. Generally safe for consumption
• Poverty Level: 36.1% of total population (14 m) live below national poverty line (USD 0.75 per day).
Key Water Challenges: Accessibility and Affordability
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Household Water Treatment Market• Untapped markets for household water
treatment solutions– 1.4 million rural households – 0.4 million urban households
• Primary target market comprises families with incomes between USD 2-5 per day
• Current treatment options at point-of-use (POU).
– Boiling– Filters (mineral and ceramic pots)– Fast Moving Consumer Goods
(FMCGs)– Central water treatment systems
(piped water)
Sizeable Market Opportunity: 1.4 million rural householdsMineral filters
Ceramic filters (CWP)
FMCGs
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Competitive Landscape for Ceramic Water Purifier (CWP)• Hydrologic Ceramic Water Purifier (Rabbit CWP)
– Low cost USD 12.50 (retailer)– Highly effective at removing
various forms of contamination
• “Mineral Pots” household filtration system– Local perception is of status symbol– Visible technology gives the image of superior
technology– High retail penetration– Proven to be less effective than ceramic filters
• Market distortions: CWP currently distributed by NGOs for free or at artificially low rates through subsidies
– Adds to market distortions– Creates perception of a ‘Poor man’s product’
CWP must overcome mistaken perceptions & market distortions
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Hydrologic: Company & Products
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Vision
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To be a leading Cambodian social enterprise offering water filtration and sanitation products which will achieve financial success and sustainability and thereby also drive positive improvements in the overall health of the Cambodian people.
To gain and sustain a majority of the market share for scientifically proven water filtration and sanitation products and accessories in Cambodia by meeting and exceeding customer expectations and also providing affordable product solutions to the poor.
Mission
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Company Background and History
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Since 1997, IDE Cambodia has been a leading international NGO working with the rural poor focusing on two key sectors; namely : Agriculture and Water & Sanitation.
Products promoted under the Agriculture sector include the treadle pump, drip irrigation systems, rice weeders etc. In recent and current projects, IDE Cambodia has worked with rural enterprises and households to develop the following services : drip irrigation, vegetable transport and storage and cool storage.
In the Water & Sanitation sector, since 2001, IDE Cambodia has been promoting the Ceramic Water-Purifier (CWP) as an affordable household water filtration option for rural Cambodia. Other products introduced in more recent years also include latrines and hand pumps.
Hydrologic promotes Rabbit CWP in Cambodia through a social enterprise business model. After 8 years of extensive marketing and with the financial and strategic support from two leading organisations, WaterSHED and the Program for Appropriate Technologies in Health (PATH), IDE spun off Hydrologic as an independent entity in 2009.
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IDE Cambodia: Awards
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IDE Cambodia has won numerous international accolades for its contribution to various projects. Among others, in 2009, IDE Cambodia won the World Bank’s Development Marketplace Award for Micro Franchising Scheme for Agricultural Services.
In 2010, IDE Cambodia also won the inaugural Nestle Prize for Creating Shared Value for their work in promoting private sector development in the agricultural sector of Cambodia and the prestigious Fast Company International Design Excellence Award for its easy latrine product.
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IDE Cambodia & Hydrologic
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IDE Cambodia (1994)
Water & Sanitation Agriculture
LatrinesLatrines Hand PumpHand Pump
Ceramic Water Filter
Ceramic Water Filter
- Treadle pumps- Drip irrigation systems - Improved fertilizer technology- Farm Business Advisors - Vegetable transport and storage - Rice weeders- Cool storage
- Treadle pumps- Drip irrigation systems - Improved fertilizer technology- Farm Business Advisors - Vegetable transport and storage - Rice weeders- Cool storageHydrologic
To Spin-off as Social Enterprise
2001
2009
This chart illustrates the key areas of focus and products of IDE Cambodia which have led to the spin off of Hydrologic as a social enterprise.
Hydrologic becomes a social enterprise in 2009Hydrologic becomes a social enterprise in 2009
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•IDE is currently the sole owner of Hydrologic•WaterSHED (USAID) is main financing partner. PATH is 2nd partner
The Company
Social Impact
Strategic Partners
Supply Chain
Production facilities
•Complete supply chain turnaround implemented•Shift from independent distributors to dedicated sales teams
•Rabbit CWP: >150k units sold since 2002•Crystal Pur – emergency relief product, also within portfolio•”Aspiration CWP” in product development (PATH funded)
•One factory (Plant 1) in operation, S.O.P. procedures, optimisation, QA•2nd factory (Plant 2) currently at pilot production phase
•Provides access to and ensures proper use of health promoting products•Commercially viable business model creates jobs and expands local economy•Committed to the highest level of business ethics
Products
•WaterSHED as principal business incubator•PATH supports direct sales pilot, product development and market study
Hydrologic: Social Enterprise snapshot
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Regional Sales Offices & Factories
Old Factory (Plant 1)
New Factory (Plant 2)
Regional Sales OfficeFactory
21Growing market penetration / Streamlining distributionGrowing market penetration / Streamlining distribution
Current Network of Partners
Retailers
Sales Reps
NGOs
Owner
Funding PartnerSuppliers
-Vietnam, China: plastic casing-Local clay and rice husk supplier
-PATH-WaterSHED
-IDE
-Direct sales
-380 retailer outlets
-UNICEF-World Vision-RedCross-Research Dev Institute of Cambodia
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Community Members
-Farmer Association-Village Heads-Schools-Clinics-Health centres-Pharmacies
Existing Products (1)
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Rabbit Ceramic Water Purifier
Hydrologic’s main product is the IDE Rabbit Ceramic Water Purifier (CWP). It is based on a simple but proven technology which uses porous ceramic (fired clay) to filter microbes, bacteria and other contaminants from ground, surface or rain water.
Field studies by UNICEF and IDE Cambodiahave shown that the CWP reduces incidences of diarrhoea by 46 %.
The CWP project won the International Water Association Project Innovation Award Grand Prize. Its ease of use, local production and low production cost, combined with proven effectiveness makes it possible to reach large numbers of people through a market-based approach.
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Rabbit CWP is flagship product of HydrologicRabbit CWP is flagship product of Hydrologic
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Crystal Pur Siphon Filter
Existing Products (2)
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The Crystal Pur Siphon Filter is a small and portable ceramic/cloth filter product imported from India.
Its key attributes are its portability and fast flow rate compared to the Rabbit CWP.
This product provides a complementary water filtration solution for rural or urban consumers who are in a higher income bracket than the main target audience for the Rabbit CWP.
Good potential for product diversification and consumer segmentationGood potential for product diversification and consumer segmentation
Research conducted in 2009 by PATH, the Programme for Appropriate Technology in Health, showed the following statistics:
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Market Penetration
URBANRURALLocation:
Total House Hold (HH)Total House Hold (HH)
Unaddressed Market HH
Piped WaterPiped WaterSurface/Ground WaterAccess to AlternativesAccess to Alternatives
2.20 million2.20 million 0.56 million0.56 million
5%5%
LowLow
55%55%
HighHigh
1.40 million
95%
0.40 million
45%
The unaddressed market potential for water filtration products in both the rural and urban areas stood at 1.4 million and 0.4 million respectively.
Significant opportunity for further market penetrationSignificant opportunity for further market penetration
SWOT Analysis-HydrologicStrengths•Strong network among NGOs for technical assistance and distribution partnerships•Existing financial support from WaterSHED and PATH for essential company infrastructure development including construction of new production facility
Weaknesses•Relatively young and inexperienced marketing and sales team•Insufficient detailed knowledge among staff of Rabbit CWP current usage and market penetration•Current lack of sufficient retail presence•Current lack of business management experience and commercial precedent
Opportunities•Significant market need for improved water quality and safety in Cambodia•Ongoing and future expected lack of water supply infrastructure in rural areas•Continued NGO mandate to provide safe water resulting in ample marketing partners•Low penetration of effective water treatment solutions•Significant room to expand existing product portfolio to meet demand
Threats•Population has poor knowledge on the assessment of and need for safe water•Popularity of alternative mineral filter pot•Low consumer awareness of the technological superiority of Hydrologic’sRabbit CWP compared to competitors•Low awareness among users of need for proper maintenance of CWP
Market opportunities & existing support outweigh pressures from competitive productsMarket opportunities & existing support outweigh pressures from competitive products
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SWOT Analysis - Rabbit CWP
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Strengths•Affordability of CWP among rural consumers•Product materials are abundant in local areas and CWP can be produced at low cost•Proven to be highly effective in removing Pathogens and other water contaminants•Added advantage of discouraging boiling water as treatment solution thereby reducing energy consumption and threat of fire.
Weaknesses•Currently perceived as “poor man’s” product•Slow filtration flow rate•Relatively heavy and difficult to transport•Users must be educated on proper cleaning of and maintain discipline to ensure durability•Currently unable to remove odour of water•Requires after sales support and consumer solutions in case of breakage
Opportunities•Simple but highly effective technology•Standard technology with new applications•Continued NGO mandate to provide safe water and distribute the CWP•Growing consumer awareness for the need for safe water•Large untapped market for household water treatment solutions
Threats•Poor knowledge on how to judge unsafe water•Popularity of alternative mineral pot filters•Users must clean CWP frequently for continued effectiveness •Through continued subsidies and free CWP distribution among the very poor by NGO, consumers maintain the perception of CWP as a free or ‘poor man’s’ product
Rabbit CWP is simple technology at affordable priceRabbit CWP is simple technology at affordable price
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SWOT Analysis - Aspiration CWP
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Strengths•Improved product capacity over Rabbit CWP•Consumer perception of it as a higher-tech product and improved performance•Combines effective technology with improved aesthetics, more modern appearance•Builds on existing CWP distribution with a premium product positioning
Weaknesses•Higher price point than Rabbit CWP•Filter needs to be cleaned regularly•No increase in flow rate over CWP•Also unable to remove odour of water•Requires ongoing after sales support just as Rabbit CWP•No improvement in durability, still fragile despite more attractive appearance
Opportunities•Consumers prioritize the products with modern appearance and higher status symbol•Provides Hydrologic with product differentiation and market segmentation•Can be marketed in both rural and urban areas
Threats•Consumers may confuse with mineral pot filter – need to educate on differences•Users currently have low awareness of need of maintenance •Still difficult to transport and risk of breakage
Aspiration CWP is optimised to meet the demand of the middle tier population segmentAspiration CWP is optimised to meet the demand of the middle tier population segment
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Proposed Business Model
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Business Model
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•The proposed business model for Hydrologic describes how the company shall carry out the process of value creation, value delivery and value capture.
•The business model defines the target markets and how Hydrologic shall organise itself in the areas of production, supply chain and logistics, distribution, sales and marketing, and after sales support in order to meet customer demand. It details key refinements to sales channels and an aggressive expansion of its direct sales force.
•As the key business expansion strategy, Hydrologic shall diversify to enter both the more sophisticated household water treatment business and the sanitation markets.
•In addition the company will launch a professional education delivery services which will drive demand for its products and also serve as an additional revenue stream.
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Buyer Utility Map
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@Purchase Delivery Use Maintenance
Image
Safety
Productivity
Convenience
Source: Based on SMP group market study of 5 representative families in Kampong ChhnangSource: Based on SMP group market study of 5 representative families in Kampong Chhnang
Key buyer utilities are image, productivity and convenienceKey buyer utilities are image, productivity and convenience
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Target Markets
High
Middle
Poor (68%)*
Aspiration CWP
Aspiration CWP
Rabbit CWP
>US$5 a day
US$2 to US$5 a day
<US$2 a day
Products Household Income
Target the right product to right householdTarget the right product to right household
*Source: eStandardForum Country Report on Cambodia32
Distribution Channel for Rabbit CWP
Low Income Families
NGOs
Rabbit CWP
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Proposed Sales and Marketing Channels
Direct Sales
Retail Sales
Low Income
Middle income and above
Phase I
Regional Offices
Puricom Water Purifier
Liquid / Bar Soap
Aspiration CWP
Spare Filters
Education Service34
Diversified Products/Services
Phase II
Rabbit CWP
+
+Solar products
Existing Products
{
Families
Market research indicates there is an opportunity to provide educational services to the rural communities particularly around the importance of drinking safe water.
Hydrologic can leverage its direct sales force in rural communities to support NGO’s and development agencies with a mandate to develop awareness around such critical health messages. This can be provided as a comprehensive service (cost estimated at $1.73 per household (HH)) bundled with the gathering of customer information and data.
100 HydroReps would be engaged to conduct about 5 house-to-house calls per day for a fee, to create greater awareness through distribution of printed materials and demonstration of how the Rabbit CWP is used to clean the water thereby also supporting Hydrologic’s sales efforts.
Education Service - Overview
I have no time to wash the CWPI have no time to wash the CWP
I do not know where to get CWPI do not know where to get CWP
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The following is the programme outline for sales reps to reach 144,000 rural households (HH) scattered throughout the country.
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Education Service - Delivery
HydroRep (HR) Face to FacePrinted materialDemonstration
Programme Outline-Safe water
-The current water source-Health problems -What is safe water?-Benefits of safe water-Ways to get safe water
-Importance of Sanitation-Related health problems-Benefits of proper sanitation-How to get it done
-Safe water-The current water source-Health problems -What is safe water?-Benefits of safe water-Ways to get safe water
-Importance of Sanitation-Related health problems-Benefits of proper sanitation-How to get it done
5 HH/day144K HH/year
5 HH/day144K HH/year
-Building personal relationship-Create awareness-Improve health
-Building personal relationship-Create awareness-Improve health
Billboard
-Enhance consumer awareness-Additional Outreach
-Enhance consumer awareness-Additional Outreach
Helpline(e.g. 1800-Rabbit)
-Personal touch-Answer doubts-Personal touch-Answer doubts
Target RevenueUS$250,000 yearly
Target RevenueUS$250,000 yearly
Remarks: HydroRep – Hydrologic professional trained educator cum sale advisor & customer service
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Education Service – Cost Model144,000 HH per year
$1.73 per HH
Printed material – design & marketing (free gift)
Printed material – design & marketing (free gift)
HydroRep commision
Marketing & trainingMarketing & training
$0.25$0.25
$0.63$0.63$0.50
$0.35
TotalTotal $1.73$1.73
$90,720$90,720
$36,000$36,000
$72,000
$50,400
$249,120$249,120
Total144,000 HH
Cost breakdown
Targeted RevenueUS$250,000
Targeted RevenueUS$250,000
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Conservative estimate - Education service to generate US$250K / yearConservative estimate - Education service to generate US$250K / year
Profit
Expansion - Strategy (Market segmentation)
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Households New Product Existing ProductExisting Market
(<US$2)
New Market(>US$2)
Existing Product will not be offered to the
new market
AspirationCWP
Fast Moving Consumable Goods
Solar lamps
Solar Product
Fast Moving Consumable Goods
Rabbit CWP
Sanitation Products
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Expansion – Phased Launch
Sanitation Products
Prod
uct P
ortfo
lio
Sequence of Launching New Products
(Current Offering)
Fast Moving Consumable Goods
Solar lamps
PuricomWater Purifier
Aspiration CWP
Solar lamps
Rabbit CWP
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(New CWP model)
(Diversified productOffering)
Geographic Focus of Sales Activities
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Sales force to focus on regions with higher population densitySales force to focus on regions with higher population density
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Distribution Centres & Sales Analysis683
1410
400
825
2384
100
189
582
1100
31
1672
150
41
Distribution to be consolidated in areas of highest sales volumeDistribution to be consolidated in areas of highest sales volume
Proposed Operational Improvements• Recommendations for Streamlining
Production / Distribution:
– Close Plant 1 and consolidate all operations and production of both Rabbit CWP & Aspiration CWP at the newly opened Plant 2
– Close store/office in Phnom Penh and set up a new showroom at more advantageous location (e.g. near Central Market and on the same street that sells water and sanitation products)
– Shift management team’s office and warehouse to Plant 2 in order to consolidate all aspects of management on site and immediately address and resolve any critical problems in operations.
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Plant 1 at Kampong ChhnangPlant 1 at Kampong Chhnang
Build efficiency by maximizing existing plant resourcesBuild efficiency by maximizing existing plant resources
Proposed Operational ImprovementsAdvantages
– Estimated savings of USD0.75/unit approx USD2,250 per month
– Overall redundancy up to 2 staff only
– Optimizes Plant 2 for production, warehousing and retail opportunities
– Better working environment in Plant 2 as compared to Plant 1 provides worker benefits
– Eliminates transportation of CWPs from plant to end users via city store/office thereby reducing breakages and product loss
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Plant 2 at UdonPlant 2 at Udon
Clear benefits to consolidating operations in Plant 2Clear benefits to consolidating operations in Plant 2
Quality Control Ceramic filters are fragile and tend to crack easily. Currently the cumulative rejection rate during the process of pressing, drying and firing is unnecessarily high at 30%. By consolidating production in Plant 2, Hydrologic can set up an R&D unit to optimize on Quality Control (QC) processes and use of facilities and equipment.
Preliminary enhancements to improve upon the following processes include:
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a) Pressing
• Increase physical checks to detect faulty ceramic filters at the onset to reduce production costs.
• Explore various membrane materials to eliminate adhesion of clay to press mould (instead of using disposable plastic bags)
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Quality Control b) Drying
• Create a temperature controlled enclosed area for drying of ceramic filters to reduce cracks
• Conduct physical checks prior to firing to conserve resources
c) Firing
• Explore the use of other fuel materials (instead of firewood) to create a more even burn temperature to 831°C and reduce firing costs.
• Consider the use of rice husks, coconut husks, gas, etc. which will reduce the environmental impact viz deforestation
4545
Quality Control reduces costs and enhances company imageQuality Control reduces costs and enhances company image
Value Proposition: Social Benefits
• Hydrologic will drive the provision of safe water, especially to rural population (reaching about 108,000 households over 2 years)
• Subsequent improvement in public health of Cambodians, especially in the rural areas
• Establishment of a financially sustainable social enterprise (estimated in 2 years time) which can also serve as a model for others
• Increased availability of other socially useful products to improve livelihoods (solar power lamp, bar soap, liquid soap, Puricom).
• Enhanced awareness among rural population about issues related to water, sanitation and hygiene (about 288,000 households in 2 years).
Provision of safe water in rural areas improves health and productivityProvision of safe water in rural areas improves health and productivity
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Value Proposition: Economic Benefits
• Enhanced investment in water awareness programmes (USD 250,000 /year) will boost productivity and drive economic improvement
• Provision of employment for recommended sales expansion within the company (from 38 to 82 staff, plus 100 HydroReps within first 2 years).
• Provision of business activities related to the marketing and sale of associated products (10 sales offices and 100 HydroReps).
• Delivery of educational service through HydroRepsfrees up NGO charitable resources for other social requirements (estimated at USD 500,000 per year).
Enhanced investment in water awareness, employment and business opportunities.Enhanced investment in water awareness, employment and business opportunities.
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MARKETING AND SALES PLANS
48
Overview of Marketing and Sales Plans
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HYDROLOGIC HQ
Target Market
Hydrologic Outlets
Retail Network
HydroReps
Marketing Strategy- Branding - Education- Strategic Marketing
Channels- Hydrologic Outlets
Sales Strategy- Strategic pricing
structure - Strengthening and expanding sales network
- HydroReps- Training- Customer Service
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Target Markets
Rural Area
No Treatment71%
Some Treatment29%
Cambodia Overall
Some Treatment35%
No Treatment65%
Note - About 0.4 million urban households and 1.4 million rural households lack access to improved water.
Rabbit CWP will be distributed through NGOs.
Aspiration CWP will be distributed through Retail and Direct Sales.
Households <$2 $2 – 5 >$5Urban Areas 560,000
Populated RuralAreas
1,400,000
Less PopulatedRural Areas
800,000 Aspiration /Retail
Rabbit /NGOs
Aspiration /Retail
Rabbit / NGOs
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Sales Projections
51
2-Year Sale Projection by Quarter
4200 4494 4809 51455505
58916303
67447216
1800
5000
60006600
72607986
8785
9663
10629
0
2000
4000
6000
8000
10000
12000
Current /Qtr
Qtr 1 / 2011 Qtr 2 / 2011 Qtr 3 / 2011 Qtr 4 / 2011 Qtr 1 / 2012 Qtr 2 / 2012 Qtr 3 / 2012 Qtr 4 / 2012
Quarter / Year
No.
of S
ale
RabbitAspiration
NGO
Retail
5-Year Projection
1680019953
2615428769
3164634811
24860
37063
44476
53371
64045
7200
0
10000
20000
30000
40000
50000
60000
70000
Current Sale 2011 2012 2013 2014 2015
Year
No.
of S
ale
RabbitAspiration
NG
Reta
Key Assumptions
- As strong demand for Rabbit CWP currently exists in commercially isolated populations, one additional sales staff will enhance sales through NGOs. A 7% quarterly growth will enable the sales to achieve 2,000 sales/ month by July 2012.
- Aspiration CWP to be launched by January 2011.
- Given the enhanced marketing and sales strategy, the sales of the Aspiration CWP has potential to increase significantly to 5,000 units for the 1st quarter, 20% increase for the 2nd quarter, and 10% per quarter thereafter.
Strong sales growth projected for both Rabbit and Aspiration CWP modelsStrong sales growth projected for both Rabbit and Aspiration CWP models
51
Product Branding
52
The Aspiration CWP will be branded with Five S’s:
• Super-Effective- Highly effective in filtering pathogens - Extensively & internationally tested
• Smart- Immense positive impact on health
• Simple- Stylish product is easy to use & maintain
• Socially Responsible- Affordable- Responsible for water purification & sanitation - Made of environmental friendly natural material
• Service and customer oriented
Made in Cambodia with Hope for CambodiaMade in Cambodia with Hope for Cambodia52
Product Pricing
53
The Rabbit CWP is sold wholesale to NGOs only.
The pricing structure of Aspiration CWP takes into account:
• affordability for target households.
• pricing to reflect the ‘new look and sophisticated’ model.
• a realistic profit margin which includes:- incentives for retailers and HydroReps.- flexibility for seasonal discounts.
Cost Wholesale RetailRabbit CWP US$6.10 US$9.50 -
US$7.60 US$15.50 US$19.50 - Out of Factory - Operation - Affordable
- Marketing & Promotion - Image Perception
- Potential Profit - Realistic profit margin
Aspiration CWP
53
Marketing Strategy
Short Term - Within 1 year:• Position Aspiration CWP as the most effective brand with important health benefits. • Strengthen and stabilise the sales network under 10 existing sales offices.• Begin conversion of sales offices to Hydrologic Outlets incorporating customer service.• Drive further market penetration within desired coverage areas.• Introduce Education Service initiatives in marketing (see next page).• Support marketing through strategic channels (see next page).
Mid/Long Term - After 2nd year:• Widen the sales network from existing sales offices to other provinces. • Introduce sales of sanitation and diversified products.• Explore international market opportunities beginning with neighbouring countries.
54
Education goes hand-in-hand with product marketingEducation goes hand-in-hand with product marketing
55
Marketing StrategyEducation & Increasing Awareness is Key.
Educational Initiatives• Engage schools, clinics, health promotion centres,
pharmacies, farmers’ association, village heads.• Engage Educational Community Service. • Education talks/ seminars.• Picture/ Cartoon education leaflets.
Strategic Marketing Channels• People: Retailers, direct sales through HydroReps
(commission-based), educational and promotional road shows with visual aids.
• Media: TV, Radio, Print Advertisement, Advertisement on Bus, Banner, Billboard and Poster
Hydrologic Outlets
• Convert existing 10 sales offices to “All in One” outlets. Each outlet will be staffed by 2 trained representatives.
• Incorporate provincial sales office, show room, education, sales and customer service.
• Establish contact point for retailers and HydroReps.
• Positive image building.
• Exhibition of future products, such as FmCGs, sanitation products and solar lights.
56
Marketing Strategy
Retail outlets are central to all marketing and sales effortsRetail outlets are central to all marketing and sales efforts
56
Sales Strategy
57
• Monthly commissions for sales staff - proportionate to the sales turnover.- incremental to motivate sales growth.
• Energizing retail network- Incentives : increasing profit
margin from currently about $2 to $4.
- Engage credible retailing outlets, e.g. pharmacies and
health centres.- Display of Aspiration CWP by retailers as
a policy.- Delivery service may be
considered at a fee.
• Direct Sales Scheme- Recruit local people to be HydroRepson commune basis.
- Self-employed.- Education and Customer Service point for communes / villages.
- Incentives : profit margin - same as retailers.
- Subject to subsidies, HydroReps may be paid for educating households.
• Other Ad-hoc Initiatives- Seasonal discounts.- Providing discount coupons for other commercial items. (e.g. mobile phone).
- Road show combining with education and giving out discount coupons.
57
Aggressive sales expansion driven by positive incentivesAggressive sales expansion driven by positive incentives
Marketing and Sales Structure
58
HYDROLOGICMarketing and Sales
Provincial Sales Office
RetailersRetailers
Retailers
HydroReppHydroRep
pHydroRep
Marketing / Education
Team
TVRadioPrint Ad. PartnershipBanner
BillboardWall bannerBus AdR&DTraining
Hydrologic OutletsRecruitment of HydroRepsEngage schools, clinics and health centresRecruit pharmacies as retailersCommission Scheme
Road showEducation talk
Display of Aspiration CWPAccept discount couponSeasonal discount
Extra rebate Accept discount couponSeasonal discountEducation and customer service
1 Marketing Mgr
1 Sales Mgr1 dedicated to NGO Sales
20 Sales Rep.(2 per Sales Office)
400+ Retailers
100+ HydroReps(10+ per Province)
2 staff
Structure Manpower Responsibility
58
Staff and Sales TrainingEducation, sales and customer service, and technical training.
• Training upon recruiting new retailersand HydroReps in water filtering and sanitation.
• Coaching HydroReps after recruitment for one month.
• Regular workshops and seminars.
• Sales manual to incorporate education information, sales skill do’s and don’ts.
59
Training One, Gaining EveryoneTraining One, Gaining Everyone
Customer Service
Customer Service• Run by Sales Offices with support from
Headquarters
• Continued support (education and technical) and After Sales
• Data-base to be built up
• Availability of Customer Service Hotline & Website (email contact) affixed to the product for easy reference.
60
Making Customer Loyalty a PriorityMaking Customer Loyalty a Priority
Governance and Strategic Partners
61
Proposed Structure and Organisation
Chief Executive Officer(CEO)
Chief Executive Officer(CEO)
Chief Operations Officer (COO)*
Chief Operations Officer (COO)*
Business Development*#
Business Development*#
Human Resource*(HR)
Human Resource*(HR)MarketingMarketingSalesSalesFinance Finance Operations &
ProductionOperations &Production
Board of DirectorsBOD
Board of DirectorsBOD
Composition of BOD
Chairman/IDECEO
PATH RepWaterSHED Rep
* Denotes new capacity to be created 1st year into operation
*# An MBA intern on secondment from PATH for free for 12 mths62
Terms of Reference and Employment Requirements• Chief Executive Officer (CEO)
– Member of the Board of Directors (BOD), also represents the management team– Execute directions decided by BOD– Key focus on Strategy, Finance and Business Development– Lead the management team– Work closely with strategic partners, potential investors and relevant agencies– Supervise overall corporate functioning and processes– Remuneration tied to performance– Preferably bilingual in Khmer and English
• Chief Operations Officer (COO)– Take charge of day-to-day operations– Key focus on Operations & Production, Marketing & Sales, HR and Admin– Act on behalf of CEO in the absence of the latter– Remuneration tied to performance– Must speak Khmer
63
Terms of Reference and Employment Requirements• Operations & Production Manager
– Timely production of products which meet stipulated quality and safety standards– Product research and development– Logistics and distribution management
• Financial Manager– Budget forecast– Financial management – Cash flow management
• Marketing & Education Manager– Marketing strategy and initiatives for current and future products– Customer relations management– Marketing survey and research– Drive education services for water, sanitation and hygiene– Remuneration tied to sales performance
64
Terms of Reference and Employment Requirements• Sales Manager
– Sales forecast– Sale management– After sales service– Direct sales– Sales to NGOs and retailers– Remuneration tied to sales performance
• HR/Admin Manager– HR management– Administration support– HR development
• Business Development Manager– Long term strategic planning– New business opportunities and initiatives– Remuneration tied to performance
65
Staffing Plan Transition (asap) Proposed
CEO 1 1
COO* - 1
Ops/Production 20 48
Finance 3 3
Marketing 3 3
Sales 22 22
HR/Admin* 1 2
Business Dvp*# 1 1
Total 51 81
* Denotes new capacity
Current MP = 38/76 persImproved
Sales/Prod to Mgmt ratio
*#An MBA intern on secondment from PATH for free for 12 mths66
Timeline - OverviewShort term plan
– The company will be financially independent by January 2012– IDE will retain at least partial ownership of the company for strategic influence– WaterSHED and PATH continue to provide support on ad hoc or project basis– Hydrologic registered as a new company by Jan 2011
Long term plan
– Equity Holding (balance of IDE’s ownership)Top Management - 40%Managers - 30%Employees – 30%
(Actual terms and conditions of equity holding will be worked out separately)
– Control to remain with Management and Board of Directors (strategic planning, accountability, etc)
67
Employee-Owned & Financially Independent: A New Model for Cambodia
Employee-Owned & Financially Independent: A New Model for Cambodia
Implementation
COO
HR
Ops/Prod
Sales/Mkt
BOD
Break even point Jan 2012Jan 2011Jan 2010 Jan 2013
1
1
20 48
25 25
Jan 2014
Ownership Transfer
WaterSHED Grant Ceases
Short Term
USD 1,297,000 USD 1,674,000USD 1,470,000USD 1,023,000
1
68
Biz Dev
FINANCIALS
69
Financially Sustainable Business Venture1. Gleaning reasonable returns within an acceptable payback period2. Driving revenue from a large untapped market, with growing demand
from population and economic growth3. Employee owned with culture of entrepreneurship
Responsibility Embedded in Core Business1. Allowing poor rural communities of Cambodia to gain access to safe
drinking water by selling them affordable household water filtration and sanitation products
2. Through the use of these products, achieving better health impact by reducing incidences of water borne diseases
3. Profits reinvested in expanding the business and positive socialimpacts
Social Objectives
70
Responsible use of capital for social goodResponsible use of capital for social good
• Merger of Plants - Plant 1 and 2 merged by Dec 2010, Achieve 8% cost reduction on Rabbit CWP
• No grant income from WaterSHED from Year 2 onwards
• Education Service Income starts in Year 2• Inventories holding period: one month
• No change in applicable tax rates
• Cash flow analysis does not include float in working capital apart from inventory movement
Financial Data Assumptions
71
Financial Data Assumptions• Sales price and Unit cost
Rabbit CWP: $9.50 and $6.10 respectively throughoutAspiration CWP: $15.50 and $7.60 respectively throughout
Other products: 30% to 40% mark-up on cost
• Sales volumeRabbit CWP: Y1 & Y2: 7% quarterly increase in sales
Y3 to Y5: 10% annual increase Aspiration CWP: Y1: Q1 - 5,000 units Q2 – 6000 units
Y1 Q3, Q4 and Y2: 10% quarterly increaseY3 to Y5: 20% annual increase
• General and admin overheads3% increase yearly
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• Profitable from Year 1, financially independent from Year 2
• Positive cash flow from Year 1
• Debt free
• Internal Rate of Return: 27%
• Significant financial resources allocated to achieve sales targets
Financial Summary
A Social, Environmental and Economical investment
73
Income Statement
A Social, Environmental and Economical investment
Year 1 Year 2 Year 3 Year 4 Year 5
2011 2012 2013 2014 2015
USD'000
SALES 773 1,047 1,220 1,424 1,667
VAT (70) (95) (111) (129) (152)
NET SALES 703 952 1109 1295 1515
COGS (450) (598) (693) (805) (937)
GROSS PROFIT 253 353 416 490 578
GP MARGIN 33% 34% 34% 34% 35%
GRANT INCOME 278 - - - -
SERVICE INCOME - 250 250 250 250
G&A EXPENSES (427) (541) (571) (606) (644)
PROFIT BEFORE TAX 103 63 94 134 184
TAXATION (21) (13) (19) (27) (37)
PROFIT AFTER TAX 83 50 76 107 147
74
Cash Flows Year 1 Year 2 Year 3 Year 4 Year 5
2011 2012 2013 2014 2015
USD'000
PROFIT BEFORE TAX 103 63 94 134 184
ADD
DEPRECIATION 7 10 11 13 15
INVENTORY MOVEMENT 10 11 7 8 6
LESS
INCOME TAX (21) (13) (19) (27) (37)
CAPITAL EXPENDITURE (8) (4) - - -
NET CASH INFLOWS 92 67 94 128 168
75
Operating ExpensesYear 1 Year 2 Year 3 Year 4 Year 5
2011 2012 2013 2014 2015
USD'000
PAYROLL & BENEFITS 178 183 189 194 200
SALES & MARKETING 131 114 132 153 178
EDUCATION INCENTIVES - 121 125 128 132
DISTRIBUTION COSTS 55 57 59 60 62
OTHER ADMIN. COSTS 28 29 30 31 32
PROFESSIONAL FEES 15 16 16 17 17
TRAVEL & TRANSPORTATIONS 13 13 14 14 14
MISC. COSTS 4 4 4 4 4
Total 427 541 571 606 644
76
Income Statement
0
500
1000
1500
2000
2011 2012 2013 2014 2015
US
D('0
00)
SALES COG GROSS PROFIT G&A Expenses EBIT A
77
Cash Flows and Profit
-
50
100
150
200
2011 2012 2013 2014 2015
US
D('0
00)
CASH FLOWS PROFIT S
78
79
Risk Assessment & Mitigation (1)Description Category Consequence Risk Mitigation
Measures
Competition from new mineral pots which are cheaper and more attractive
Finance & Marketing Sales volume adversely affected
Medium Reduce production costs and sale price but maintain profit margin
Discrepancies and distortion along raw material supply chain
Finance Production costs would be increased
Medium Put in audit systems & monitor closely the management and purchasing section to prevent loss
Political unrest and economic recession
Finance Demand for water filters would be reduced
Low Reduce production of water filters and diversify to other product offerings
80
Risk Assessment & Mitigation (2)Description Category Consequence Risk Mitigation
Measures
Loss of public confidence
Governance & Strategic Partners
(external)
Reduction in sales Low Maintain public relations and timely feedback
Staff Malpractice Governance & Strategic Partners
(internal)
Demoralised staff and managementWithdrawal of investors
High Enforcement of transparent accounting procedures and reporting
Loss of capable management or staff to other companies
Governance & Strategic Partners
(internal)
Reduced management effectiveness
Medium Ensure competitive wage rate; focus on vision sharing, promote company ownership among members of management team
Low demand for selected products for diversification
Business Model Low revenue –unable to recover cost
Low -Extensive customer survey on new product. -Indent sale of new product (NGO sale).
80
81
Risk Assessment & Mitigation (3)Description Category Consequence Risk Mitigation Measures
Poor uptake of Aspiration CWP model by the community
Marketing & Sales Financial Loss Medium -Aggressive marketing, education initiatives and after sales service-Continued & Increased sales of Rabbit via NGOs-Sale of diverse products
Poor engagement of retailers/ direct salesman
Marketing & Sales Poor penetration of market
Medium -Bigger sales margin (double)-Commission-based arrangements with HydroReps
Breakdown of critical component of production (eg Kiln)
Operations & Distribution
Production targets will not be met
Medium Implement regular maintenance regime to reduce incidents of breakdown
81
82
Implementation Schedule – Short Term (1)3 6 9 12
Governance/ HR Commence recruitment of COO, HR, BD, Ops & Prod, and Sales & Marketing personnel
Complete recruitment of COO, HR and BD personnel
Complete recruitment of Ops & Prod, Sales & Marketing personnel (Transition Establishment)
Operations/ Distribution
– Close Plant 1 & consolidate ops in Plant 2
– Initiate QC processes & facilities
– Close store/office in Phnom Penh
– Set up a new ‘Rabbit’showroom in more strategic location (e.g. near Central Market
– Set up R&D unit
Review potential need to increase additional kilns
Monitoring & review of QC processes
Month
Issues
83
Implementation Schedule – Short Term (2)3 6 9 12
Sales & Marketing Begin development of Educational offering to include:•Design of services and materials to distribute•Build distribution networks•Present opportunity to NGOs for contract
Launch of the Aspiration CWP
Move to secure NGO contract for Educational service delivery
Introduction of customer service and database
Further penetration within coverage areas
Begin to deliver Education through HydroReps
Converting sales offices into Hydrologic outlets
Begin to see impact on sales as driven by Education initiative
Business Model Recruitment of Education/Sale StaffBegin diversification of products to include:•Soap / Liquid soap•Solar Lamps•Puricom
Additional organizational preparation for launch of education service
Additional marketing support for Aspiration CWP
Month
Issues
84
Implementation Schedule – Mid to Long Term (1)
2 3 4 5
Governance/ HR
Complete recruitment of Ops & Prod, Sales & Marketing personnel (final phase)
Complete full establishment of Hydrologic as independent company
Operations/ Distribution
Review expansion plans in line with Sales & Marketing efforts
Build 2 additional kilns to expand operations
Development of water filtration products
Year
Issues
84
85
Implementation Schedule – Mid to Long Term (2)
2 3 4 5
Sales & Marketing
Begin promoting sanitation products
Expand educational service and sales of Rabbit / Aspiration CWP
Expansion of sales of Diversified Products
Widen domestic sales network
Move to explore and enter international markets
Business Model Consider adding NGO clients for educational service delivery
Year
Issues
85
ConclusionsWith a population of 18 million of which more than 60% currently lack access to safe potable water,
there is a clear opportunity to serve this critical social need. Despite having the highest ratio of NGO’s and development agencies per capita in Asia, many problems such as the provision of safe water have not been solved using the charitable model and therefore, a for-profit social enterprise called HYDROLOGIC is being created in order to meet this need through a commercial vehicle.
HYDROLOGIC’s vision is to be the leading Cambodian social enterprise offering water filtration and sanitation products by meeting customer expectations through providing superior product solutions and also being affordable to the poor.
In addition to its flagship product the “Rabbit” Ceramic Water Purifier which has a strong track record and broad acceptance by the technical community, HYDROLOGIC is launching an upgraded version of its CWP as well as diversifying into a range of other product lines with strong potential to generate profit while meeting social needs.
Furthermore, HYDROLOGIC has a unique opportunity to leverage its expanding direct sales force among the rural communities in Cambodia to deliver an educational information and household data collection service. This service will both generate additional revenue for the company and also support the increased marketing efforts for its water purification products.
86
87
The business plan as recommended by the SMP group points to a few key financial outcomes in addition to the clear social benefits of substantially improving public health through the provision of safe water to rural households:
• The business is profitable from Year 1 with positive cash flow. Hydrologic is debt free despite significant financial resources allocated to achieve sales targets. The company will be financially independent in Year 2, 2011 at which time it will no longer require funding from the existing donors.
• With the enhanced marketing and sales strategy which drives up sales figures of the Rabbit and Aspiration CWP models as well as the launch of the new education delivery service, the revenue of the company will increase significantly yielding net profit after tax of $147,000 by Year 5.
• Based on the existing resources and organizational structure as proposed by the group, HYDROLOGIC has the opportunity to be entirely employee owned, providing also strong financial incentives to management and its sales force to drive continued profitability over the medium and long term time horizon for the company.
Conclusions (2)
Appendices
88
Appendix A – Financial Sensitivity Analysis
Scenario A: Meet 80% of sales targets
Scenario B : Margin decreases by USD 1
Scenario C : 10% increase in G&A Expenses
89
Appendix A – Financial Sensitivity AnalysisSCENARIO A: VOLUME UNDERPERFORMANCE (Sales Meets 80% of Target, G&A Expenses Remain Status Quo)
Year 1 Year 2 Year 3 Year 4 Year 5
2011 2012 2013 2014 2015
USD'000
SALES 619 837 976 1,139 1,333
VAT (56) (76) (89) (104) (121)
NET SALES 562 761 887 1036 1212
COGS (360) (479) (554) (644) (750)
GROSS PROFIT 202 283 333 392 463
GP MARGIN 33% 34% 34% 34% 35%
GRANT INCOME 278
SERVICE INCOME - 250 250 250 250
G&A EXPENSES (427) (541) (571) (606) (644)
PROFIT BEFORE TAX 53 (8) 11 36 68
TAXATION (6) (8) (10) (11) (13)
PROFIT AFTER TAX 46 (16) 2 25 55
90
Appendix A – Financial Sensitivity AnalysisSCENARIO B: MARGINS COMPRESSION (Margin Reduced by $1, Volume and G&A Status Quo)
Year 1 Year 2 Year 3 Year 4 Year 5
2011 2012 2013 2014 2015
USD'000
SALES 749 1,010 1,175 1,371 1,603
VAT (68) (92) (107) (125) (146)
NET SALES 680 918 1068 1246 1457
COGS (450) (598) (693) (805) (937)
GROSS PROFIT 230 320 375 441 520
GP MARGIN 31% 32% 32% 32% 32%
GRANT INCOME 278
SERVICE INCOME - 250 250 250 250
G&A EXPENSES (427) (541) (571) (606) (644)
PROFIT BEFORE TAX 81 29 54 86 126
TAXATION (16) (6) (11) (17) (25)
PROFIT AFTER TAX 64 23 43 69 101
91
Appendix A – Financial Sensitivity AnalysisSCENARIO C: COST WORST CASE (10% Increase in G&A Expenses)
Year 1 Year 2 Year 3 Year 4 Year 5
2011 2012 2013 2014 2015
USD'000
SALES 773 1,047 1,220 1,424 1,667
VAT (70) (95) (111) (129) (152)
NET SALES 703 952 1109 1295 1515
COGS (450) (598) (693) (805) (937)
GROSS PROFIT 253 353 416 490 578
GP MARGIN 33% 34% 34% 34% 35%
GRANT INCOME 278
SERVICE INCOME - 250 250 250 250
G&A EXPENSES (427) (561) (624) (694) (774)
PROFIT BEFORE TAX 103 42 42 45 55
TAXATION (21) (8) (8) (9) (11)
PROFIT AFTER TAX 83 34 33 36 44
92
Appendix B - Research References• Understanding Consumers and the Market for Household Water Treatment Products
in Cambodia, PATH Dec 2009
• Royal Government of Cambodia, “ Progress in Achieving Cambodia’s Millennium
Development Goals: Challenges and Opportunities 2007
• WSP and UNICEF, “ Use of Ceramic Water Filters in Cambodia”, 2007
• IDE Cambodia Clean Water in Every Home Report April 2007
• United Nations, Human Development Report 2006
• Webpage resources -
– http://www.un.org/milleniumgoals/global.shtml
– http://www.wpro.who.int/NR/rdonlyres/1AB59A47-F2EC-47EC-9911-
7EABC501DEEF/0/Cambodia.pdf
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