Book 1 SANITATIONMARKETING
IMPLEMENTATIONFACILITATOR'S MANUAL
SanitationMarketingToolkit
2
TABLEOFCONTENTS
INTRODUCTIONSANITATIONMARKETINGMANUAL
PAGE3
ROLESANDRESPONSIBILITIES
PAGES9
MINIMUMSTANDARDS
PAGE13
SANITATIONMARKETINGIMPLEMENTATIONPROCEDURE
PAGE15
DEMANDCREATION
PAGE52
FORMS
PAGE55
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CHAPTER 1: INTRODUCTION TO
SANITATON MARKETING MANUAL
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1. INTRODUCTIONABOUTSANITATIONMARKETINGMANUAL
ThismanualisintendedtobeusedasareferencebythoseresponsibleforimplementingSanitationMarketinginLaoPDRaswellasbyotherorganizationsorthirdpartiesthathavenoexperiencewith
SanitationMarketing.Thecontentsofthisbookarethefollowing:
1. ThevisionoftheSanitationmarketing2. Roleandresponsibility
3. Minimumstandard4. SanitationMarketingImplementationProcedure5. Marketingmethod
6. Forms
VISIONSTATEMENT
SANITATIONMARKETINGPOLICY AllLatrineBusinessesmustdemonstratecompliancewithSanitationMarketingstandards.TheMarket
FacilitatorisresponsibleforenablingLatrineBusinessestoperformaccordingtostandardsdescribedin
Section4.
ThegoalofSanitationMarketingistoimproveaccess,equity,quality,andcosteffectivenessofimprovedsanitationinLaos,therebyimprovingthehealthandqualityoflifeforpeopleinLaosnowandinthefuture.
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PRINCIPALCONCEPTGenerally, Sanitation Marketing is defined as “the application of the best social and commercialmarketingpracticestochangebehaviorandtoscaleupthedemandandsupplyforimprovedsanitation,particularlyamong thepoor.”1 SanMark implementationvariesbetweencountries. In Laos, Sanitation
Marketing activities are centeredon strengthening the sanitation supply chain throughprivate sectorcapacitybuilding.LocalentrepreneursarerecruitedintotheSanMarknetworkwheretheycanbenefitfrom services such as business skills training, latrine production training, sales agents that conduct
village-level, direct sales on their behalf, and assistancewith sales agentmanagement. Strengtheningthesupplychainincreasesbothaccessibilityandavailabilityoflatrinesforconsumers.
WORKINGPROCESSInorderfortheSanMarkimplementationprocesstobeeffectiveandefficient,the“4P’s”ofmarketing
mustbeconsidered:Product,place,price,andpromotion.Themainstepsof theprocessareoutlinedbelow(Figure1).
Figure1-SanMarkWorkingProcess
Formativeresearchmustbeconductedattheverybeginningoftheprocessinordertogetagoodsenseof the “4 P’s”, particularly place, as well as to make informed, evidence-based decisions. Formativeresearch provides a snapshot of the current sanitation practices, the factors that influence these
behaviors, available sanitation products, desired sanitation products, and willingness to pay for suchproducts. In some occasions, secondary research data will already be available. Formative researchwould then serve to fill gaps in the existing research. This information helps implementers tailor the
product, price, and promotion strategies used throughout theworking process to the place inwhichtheyarebeingrealized.
1WSP.OrientationonSanitationMarketing,Vientiane.13November2013.PPt.
Planning Research ProductDesign
BusinessModels Promo`ons Market
Facilita`on Monitoring
2–3MONTHS Ongoing
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In Lao, two studies have been conducted to evaluate the sanitation environment. Both iDE and PSIunderWSPconductedformativeresearchin2011and2013,respectively.Thefindingsheavilyinformed
thenextthreestepsoftheworkingprocess.Itinformedthedecisiontodesignapourflushlatrinewithtiles,emphasizedtheneedtodevelopaone-stop-shopbusinessmodelinordertostreamlinethesupplychain, and highlighted consumers’ motivations for buying a latrine which aided the development of
marketingmaterials.23Partsofthesestepsmayinvolveconsultingoutsidepartieswithhigherlevelsofexpertise.Forexample,alocalengineerwascontractedtodevelopthelatrineproductionguidelinesforusebyenterprisespresentedinthisToolkit.
The market facilitator then guides the implementation process through a number of regulatory and
supportive activities. The market facilitator recruits suitable latrine businesses into the SanMarknetwork, provides the new enterprises with technical assistance including business skills training,developsnetworkstandardslatrinebusinessesmustadhereto,andensuresservicesevolveaccordingto
consumerneeds.Marketfacilitationalso involvescoordinatingwithrelevantpartners inordertoalignsanitation activities. Relevant partners include the government as well as other developmentorganizations.
InLaos,theNationalCentreforEnvironmentalHealthandWaterSupply(NamSaat)isthegovernment
authorityonwater,sanitation,andhygiene(WASH)activities.NamSaatoverseesallWASHactivitiesinthe both the public and private sector and ensures quality and safety regulations are adhered to.Additionally, Nam Saat coordinates the nationwide behavior change communication (BCC) campaign
andcommunity-ledtotalsanitation(CLTS)events.
Sanitation Marketing cannot be successful in isolation. According to Jacqueline Devine and CraigKullmanintheir“IntroductoryGuidetoSanitationMarketing”(2011),changingsanitationbehaviorsand
moving up the sanitation ladder in Laos requires a multi-pronged approach that addresses demand,supply,andbehaviorchange.TheapproachesoutlinedincludeSanitationMarketing,CLTS,andBCC.ThesanitationladderisshownbelowinFigure2.
2iDE.DevelopmentandMarketingofAffordableTechnologyOptionsforSanitationinLaoPDR.-FinalReport.20February2012.3WSP.SanMarkConsumerandEnterpriseQualitativeResearchReport,Laos.2013.
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Figure2-TheSanitationLadder
Sanitationmarketingismostsuccessfulinanenvironmentwhereallthreeoftheseconceptsarebeing
implemented.InLao,theMinistryofHealth’sCenterforEnvironmentalHealthandWaterSupplyisimplementinganationwideBCCcampaignwithsupportfromAnotherOptionLLC.NamSaatisalsoconductingnationwideCLTSactivitiesalongsideotherorganizationssuchasWSP,SNV,PADETC,and
UNICEF.BothCLTSandBCCactivitiesgeneratedemandforsanitationtechnologieswhileSanMarkactivitieshelptomeetthegrowingdemand.Currently,supplysidesolutionsareonlyavailableintheSouthofLaosinChampasak,Sekong,andSavannakhetprovinces.Elsewhereinthecountrydemandis
beingcreatedwithoutsimultaneousdevelopmentofanaccessible,efficient,andaffordablesupplychain.Figure3below,highlightstheareaswhereallthreeoftheseactivitiesaretakingplaceaswellaswheregapsincoverageexistoneitherthedemandorsupplyside.
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SanMark
CLTS
BCC
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CHAPTER 2: ROLES AND RESPONSIBILITIES
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2. ROLESANDRESPONSIBILITIESMARKETFACILITATOR
! SelectsLatrineBusinessesthatmeetpredeterminedselectioncriteriathroughafairandtransparentprocess
! DevelopsLatrineBusinesses’capacitytodeliverproductsandservicesinaccordancewith
minimumstandardso Clearlydefinedanduser-friendlyServiceDeliveryStandardsandGuidelinesforLatrine
Businesses
o Trainingforthedeliveryofproductsandservicesaccordingtothoseguidelineso ProvisionofmastercopiesofIECandsalesmaterials,reportingformsandrecordkeeping
formsneededtoeffectivelycarryouttheLatrineBusiness,includingprovidingany
updatedmaterialsorformsovertime! ProvidesLatrineBusinesseswithroutinesupportandsupervisionneededtomaintainnetwork
standards! MonitorsLatrineBusinesses’performanceandenforcesstandardsinalllocations.! CreatesconsumerdemandforLatrineBusinessproductsandservicesviadirectsalesactivities
! Modifiesproductsandservicesofferedwhencustomerdemandornewappropriateservicesorproductsbecomeavailable.
LATRINEBUSINESS
! DeliverservicesthatconformtominimumstandardsandproceduresasdescribedintheLatrineEntrepreneurOperationsManual(i.e.qualitystandards,pricing,staffing,recordkeeping,
timeliness,etc.)! ReproduceallIECandsalesmaterialsforSalesAgentsandensuresthatallSalesAgentshave
sufficientsuppliesofthesematerialsatalltimes
! Submitperformancedata/reportstoMarketFacilitatorasrequired! Payfeesifandasrequired
SANMARKPROVINCIALCOORDINATORS
! ActasMarketFacilitator’s“feetontheground”! Recruit,trainandsuperviseSalesAgentsandLatrineBusinesses
! CreatesmonthlyplansandtargetsforSalesAgentsandfollowsuponprogressofplansandtargets
! Identifiesareasofweaknessaccordingtosupervisionand/orqualityauditsandconducts
refreshertrainings,advice,orcoachingasneeded! MaintainsopenlinesofcommunicationwithMarketFacilitatorsatcentrallevel,andwithSales
AgentsandLatrineBusinessesthroughphonecalls,sitevisits,andreporting.
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SALESAGENTS
! Conductsdirectsalesactivitiesaccordingtostandards,includinggroupsaleseventsanddoor-to-doorsales
! Collectsorderformsanddepositsfromcustomers,anddeliversformstoLatrineBusinessaccordingtostandards
! AdherestoallreportingandrecordkeepingrequirementsoftheMarketFacilitator
! ReportsanymarketintelligencetoMarketFacilitatorthroughregularcommunicationviareportingandphonecalls
! Maintainscollaborativeandrespectfulrelationshipswithvillageanddistrictauthoritiesand
residentsofvillages
VILLAGECHIEF*
! Assistsintheorganizationofsaleseventsandmotivatingvillageresidentstoattend,especiallynon-latrineowners
! Followsupwithcustomersafterorderingtoensurethepitisdugforthelatrineandthatthe
householdhasthemoneytopaythebalanceowedupondelivery! Conductsqualityauditofthelatrineafterinstallationtoensureenvironmentalhealthandsafety! ReportsandconcernswithqualityoftheproductorservicetotheLatrineBusinessand/or
ProvincialSanMarkCoordinatorsonbehalfofthecustomers
NAMSAAT
! ConductspublichealtheducationactivitiesanddemandcreationactivitiessuchasCommunityLedTotalSanitation(CLTS)
! Ensuresallsanitationtechnologies(producedandsoldthroughtheprivatesectorandbuiltbyhouseholdsusinglocalmaterials)meetenvironmentalhealthandsafetystandards
! Facilitatescoordinationbetweenallstakeholdersinthesector,includingensuringthat
developmentpartneractivitiesarewellalignedwithgovernmentpoliciesandstrategiesanddonotcreateconflictbetweenapproaches
! ProvideaccurateandtimelydataonlatrinecoverageanddemographicstotheLatrineBusinessesand
SanMarkProvincialCoordinators
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SERVICEDELIVERYPACKAGEPRODUCTSANDSERVICES COMPONENTS/DESCRIPTION RECOMMENDED
PRICEBasicpour-flushlatrine Threeconcreterings;oneconcrete
slab(notiles);oneceramicpour-flushpan;oneplasticemptyingholecover
360,000-440,000LAK(US$45-55)
Chromestandardpour-flushlatrine
Fourconcreterings;oneconcreteslab(notiles);oneceramicpour-flushpan;oneplasticemptyingholecover
390,000-470,000LAK(US$49-59)
Silverstandardpour-flushlatrine Threeconcreterings;oneconcreteslabwithtiles;oneceramicpour-flushpan;oneplasticemptyingholecover
405,000-480,000LAK(US$51-60)
Goldstandardpour-flushlatrine Fourconcreterings;oneconcreteslabwithtiles;oneceramicpour-flushpan;oneplasticemptyingholecover
455,000-540,000LAK(US$57-68)
LatrineDeliveryService Deliveryoflatrinecomponentstohouseholdofcustomer.Mustbeontimeandwithoutdamagingtheproduct.
50,000LAK(US$6)fordeliverieswithin10km;3,000LAK(US$0.40)peradditionalkilometre
LatrineInstallationService Installationoflatrinecomponentsathouseholdofcustomerorotherspecifiedsite.Mustbeinstalledaccordingtoenvironmentalsafetystandards(seeManualforProductionandInstallationofPour-FlushLatrines)andwithoutdamagingtheproduct.
100,000LAK(US$12)
GEOGRAPHICDISTRIBUTIONOFLATRINEBUSINESSES
LatrineBusinessesnormallyoperateatthedistrictlevel,servingcustomerslivingwithindistrictlines.Asthemarket grows through implementationof SanitationMarketing, it is possible thatmore thanone
businessmaybeoperatingwithinadistrict.
ItisnotpossibletoguaranteeterritoryormarketshareforLatrineBusinesses.
In fact, it is necessary that in the private sector there is sufficient competition to ensure that pricesremainaffordable,innovationison-going,andproductsandservicesarehighquality.MarketFacilitatorsshouldensurethatLatrineBusinessesareequippedwiththeskillsandstrategiestoremaincompetitive
throughproductinnovation,excellentcustomerservice,lowprices,andexceptionalquality.
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CHAPTER 3: MINIMUM STANDARDS
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3.MINIMUMSTANDARDS1. STANDARDSRELATEDTOLATRINEPRODUCTION,DELIVERYANDINSTALLATION
1.1 LatrineBusinessesmustmanufacturelatrineproductsaccordingtothestandardsoutlinedintheManualforProductionandInstallationofPour-FlushLatrines,andalsoprovidedeliveryandinstallationserviceoptionstothecustomer.
1.2 LatrineBusinessesmustensurethatallmeasuresaretakentominimizerisksofinjury,illness,orotherharmfuleffectsintheproduction,delivery,installation,oruseoftheproduct.
1.3 LatrineBusinessesmustensurethatproductsandservicescomplywithenvironmentalsafety
standardsregulatedbytheNationalCentreforEnvironmentalHealthandWaterSupply(NamSaat).
2.STANDARDSRELATEDTOCUSTOMERSERVICE
2.1LatrineBusinessstaffmusttreatcustomerswithrespect.
2.2LatrineBusinessstaffmustdeliverproductsandservicesinatimelymanner.
3.STANDARDSRELATEDTOEQUITY
3.1LatrineBusinessesmustnotdenyproductsorservicestocustomersforanyreasonsrelatedto
economic,social,religious,orlinguisticbarriers.
3.2LatrineBusinessesmustofferflexiblepaymentoptionstocustomers.
4.STANDARDSRELATEDTOPRODUCTIVITY
4.1LatrineBusinessesmustmaintainastockofrings,slabs,andotherlatrinecomponentsthatamounttotheequivalentofatleasttencompletelatrinesets4.
4.2LatrineBusinessesmustinvestintothenecessaryequipment,rawmaterials,andlabortomeetthestandardslaidoutinthisManualandintheManualfortheProductionandInstallationofPour-FlushLatrines.
5.STANDARDSRELATEDTOREPORTINGANDRECORDKEEPING
5.1 LatrineBusinessesmustmaintainrecordsofalllatrineproductsandservicesorderedandsoldtoensureaccuratemonitoringandreportingofimpacttostakeholders.
4Onecompletelatrinesetisdefinedasfourrings,oneslabwithtiles,oneceramicpan,oneplasticemptyingholecover
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CHAPTER 4: SANITATION MARKETING IMPLEMENTATION PROCEDURE
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4. SANITATIONMARKETTINGIMPLEMENTATIONPROCEDURE
ThreeessentialmechanismsmustbeinplaceinorderforSanMarkLatrineBusinessestomeetstandardsandthusforMarketFacilitatorstodeliveronitsvisionandpolicyintent.Operationsare
structuredaroundthesemechanisms:
1. RecruitmentandSelection2. TrainingandDevelopment3. Management(support,monitoringandevaluation)
4.1RECRUITMENTANDSELECTIONIDEALLATRINEBUSINESSPROFILE/CRITERIAFORSELECTION
In most districts in Laos, there are a couple of existing concrete product manufacturers. Theseenterprises are not always producing latrines, but they are producing products that are similarenoughtolatrinesthatmakingthejumptolatrinemanufacturingwillnotrequiretoomuchdeviationfrom their current operations. For example, concrete rings for sewer systems, spirit houses, orconcretecolumnsortables.However,therearealsootheressentialcriteriathatwillhelpyouensurethatthebusinessesinthenetworkarecapableofdeliveringonthenetwork’spromisestocustomers.The following factors are based on what we know to be important for success and ensuring thehighest potential for success. These qualitieswill guide you in developing necessary andpreferredselectioncriteria.
Candidatesmustbewillingto…
! Investinnewequipmentifnecessary! Providecommission-basedpaymenttosaleagents! FollowguidelinesintheManualfortheProductionandInstallationofPour-FlushLatrines! Keep accurate and timely financial records and share these records with appropriate
stakeholders! Undergo quarterly quality assessment audits and respond in the appropriate manner to
recommendations
! Maintainsufficientstocktomeetdemand! Maintainasafe,orderly,andlegalworkenvironment
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! Effectivelyrespondtoanyproblemsrelatedtocashflowandlatrineproduction,sale,delivery,and/orinstallation.
SITEASSESSMENTTOOL
The site assessment is designed to produce a score based on how closely the enterprise meets theeligibilityrequirementslistedabove.Itespeciallyaimstoassessthelevelofdedicationtothebusinessmodel,theleveloffinancialstabilitytheenterprisehas,andthelevelofinvestmentinadditionallabor
andequipmentneededtoadoptthebusinessmodel.
Site Assessment and Final Selection Tools
The following methods and tools were adapted from PSI’s global franchising tools and inspired by iDE Cambodia and PSI/India’s enterprise assessment strategy.
The following scoring system is designed to help training facilitators assess where individual Enterprises already are in terms of meeting the requirements of participation in Latrine Business training. Specifically, it will tell Market Facilitators how much input would be required to get the enterprise working at an acceptable level to meet sanitation demand in their catchment area.
Scoring System:
1) A value has been assigned to each criterion according to how important it is to site selection.
2) When assessing Enterprises, Enterprises should be evaluated according to each criterion and assigned a score that best reflects where they are in terms of meeting the preferred conditions described.
3) Final scores are calculated as a product of the score received on each criterion and its corresponding value (weight of importance assigned to that criteria). The following table provides an example of how the scoring system might work.
Values (reflect importance of these criteria already being in place)
Scores (reflect level of inputs that would be required in order for the facility to meet the preferred criteria)
1 = minimally important (can easily be addressed through training)
2 = moderately important (can be addressed with moderate level of training and support)
3 = very important (can be addressed with high level of training and support)
4 = extremely important (highly preferred criteria that is difficult to address via training
0 = not acceptable as is, no input will address the problem
1 = minimally acceptable (a high level of input will be required)
2 = acceptable (a moderate and reasonable amount of input would be required)
3 = exceptional (Enterprise is already functioning at a high level in this area and
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and support) would require little or no input to meet preferred criteria)
Output:
Once theassessmenthasbeenconductedanda total score foreachEnterprise isprovided,objectiveresults(Enterprisescores)canbeanalyzedandcomparedalongwithanyindividualimpressions(positiveor negative) in order to make informed decisions about which Enterprises should be selected for
training.
Enterprise’shavingthehighestscoresshouldreflectthosethatarebestequippedtodeliverlatrinesandlatrineservicestoinaccordancewithservicedeliverystandardsandprotocols.
Following the steps belowwill help you to gaugewhether or not the enterprise in question has thepotentialtobecomeasuccessfullatrineentrepreneur:
1. ExplainthebenefitsoftheLatrineBusiness
2. Presentthebusinessmodel3. Presenttheproduct4. Showthemtheestimatedcostofproduction
5. Showtherequiredinvestmentinequipment,materials,andlabour6. Calculatetheirpotentialreturnoninvestment7. Showthesizeofthemarketintheirarea
1.BENEFITSOFTHELATRINEBUSINESS
! Earnmoreprofitandgrowyourbusinessovertime! Expandyourabilitytoenterotherrelatedmarkets(housingconstruction,rainwatercollection
tanks,septictanks,faecalsludgemanagement,etc.)
! Learnnewskillsinconstruction,marketing,sales,andbusinessskills! Improvethehealth,comfort,andsafetyofyourfamily,friends,andneighbours
2.THEBUSINESSMODEL
The businessmodel presented here is based on a one-stop shopmodel and direct sales. This is themodelthatextensiveresearchandexperiencehasshownworksbest.
TheonestopshopmodelThemainideaofthismodelistobringtogetherallofthepartsofalatrineandsellitasasingleproduct.
Inthetraditionalmodel,Laopeoplemustgotoatleastthreedifferentpeopletobuythepartsfortheirlatrine.By facilitating thisprocess for thecustomer, thebusiness is removingabarrier thatmayhavebeen preventing them from purchasing a latrine sooner, and is also more affordable for the end
consumer.
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Traditionalsupplychain
ThaiorVietnamese
Large-ScaleManufacturers
Pakse,
Soukhoumma&Saravane
Suppliers
Plastic
accesscover
Tiles
Slaband
ringmoulds
Ceramicpans
Cement
Sand
Gravel
Cement
Provincialordistrict
concreteproduct
enterprises
Concreteslabs
Concreterings
Districtwholesalers
andretailers
FINALCUSTOMER
Ceramicpans
Tiles
Plastic
accesscover
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Onestopshopmodel
ThaiorVietnamese
Large-ScaleManufacturer
Pakse,Soukhoumma&SaravaneSuppliers
Plasticaccess
cover
Tiles
Slabandring
moulds
Ceramicpans
Cement
Sand
Gravel
Cement
LATRINEENTREPRENEURS
FINALCUSTOMER
COMPLETELATRINE
PRODUCT
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DIRECTSALESMostconcreteproductmanufacturers inLaoshaveapassiveapproachtomarketingandsales,relying
onwordofmouthtoleadcustomerstotheirplaceofbusiness.Atmost,someenterprisesprintflyersordistributebusinesscards.However,forlatrinesalestoreachtheirfullpotential,amoreactiveapproachmustbeadopted.Oneofthemainreasonsforthisisbecauselatrinepurchaseanduseisanewbehavior
for many consumers, so they must be convinced that it is a worthy and necessary purchase to winpriorityoverotheroptionssuchasmotorbikes,mobilephones,orsatellitedishes.
Thedirect sales approachmeans that sale agents are recruited, trained, and closely supervised to gointovillageswithtestedsalesandpromotionaltoolstosellthelatrineproduct.Theyconductgroupsales
eventsonavillagelevelandalsoconductdoor-to-doorsaleswithguidancefromlocalauthorities.
Thefullsalesprocesslookslikethis:
Salesevent Doortodoorsales
Takeorders/deposits
Deliverlatrine**
CoordinatewithlocalgovernmentandCLTS*
Coordinatewithvillagechiefs
Installlatrine**
Reportthenumber,types,anddeliverydatesof
latrinesordered
VillageChiefmakessurecustomerisready
Customerpaysbalance
Producelatrines
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3.THEPRODUCT
Theproductdesign isbasedonrecommendationsfromiDE, findingsfromconsumerresearchontheir
preferences and expectations, and expert advice from a local engineering firm. The final product isdesignedtobeaffordable,butalsomeetthequalityanddesignexpectationsinthelocalcontext.
! Thislatrinehasaceramicpanthatiscleanandhygienic,andjustliketheonesfoundinthecity.! Ithasastrongconcreteslabandringsthatwillnotbreakandwilllastmanyyears.
! Thepitisalsobigenoughtolastseveralyears,andhasanemptyingholesothatwhenitfillsup,itcanbeemptiedandusedagain.
! Beautifultilescanbeplacedontheslabforamoreattractiveandeasiertocleanlatrine.! Customers can build their own shelters out of local materials, or they can even build a
bathroomcompletewithwashbasinforbathingandlaundry.
! Andbest of all, it’saffordable! Pricewill dependonwhere the latrine is produced, butmostlatrinesaresoldforaroundUS$50,or450,000LAK.
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Theoptionsrecommendedherewereconceivedtooffer variations on this design to suit different
budgetrequirements.Thefouroptionsshownhereinclude:
! Fourringswithtiles! Fourringswithouttiles
! Threeringswithtiles! Threeringswithouttiles
Inaddition,eachof theseoptionscanbedeliveredtothecustomerandinstalledforthem,foranextra
fee. The accompanying Business Skills TrainingModuleinthistoolkitexplainshowtocalculatethepriceforeachoption,andtransportationcosts.
Detailedinstructionsonhowtoproducethislatrine
productarealsoincludedinthistoolkit(seeManualfor the Production and Installation of Pour-FlushLatrines).
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4.COSTOFPRODUCTION
It is importantforpotentialnewenterprisestobefullyawareofhowmuchitwillcosttoproducethe
latrineproduct.Thiswillhelpthemtobepreparedtomakethecapitalinvestmentneededtobecomeasuccessfullatrineproducer.
Costofproductionwillneedtobecalculatedforeachenterprise,ascostforrawmaterials, labor,andoverhead fluctuatesdependingon locallyavailablematerialsand labor,andproximity to international
borders.ThesimpletoolsprovidedintheBusinessSkillsTrainingModule(PartTwo,StepsOnethroughThree) can be used to estimate the cost of producing the latrine product shown above based oninformationprovidedbythepotentialenterprise.
A“quickanddirty”costanalysiscanbedoneat the timeof recruitment,whileamoreaccurateprice
calculationwillbedoneforselectedenterprisesduringtraining.
5.INVESTMENTINADDITIONALEQUIPMENT
Depending on what the enterprise already has on hand, they may need to invest in the followingequipment:
! Ringmould(shouldhaveaminimumofthreemoulds)
! Tilecuttingmachine! Steelbarcuttingmachine(ormanualsaw)! Concretevibratormachine
Otherinvestmentsmayincludeadditionallaborandthecostofproducingmarketingandsalesmaterials
forsaleagents.
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6.POTENTIALRETURNONINVESTMENT
This tool is helpful fordemonstratingprofit potential tohesitantor skeptical enterprises.However, it
canalsocreateinitialexcitementinenterpriseownersthatmaynotmaterializeinactualcommitmenttothe business model. Other ways of demonstrating proof of concept include giving real examples ofparticipating enterprises that are seeing great success and profitability in the Latrine Business. The
Returnon Investment toolbelow isdesigned to showpotential enterpriseshow their investment canpayoff.
EnterpriseFinancialPotential
Week1 Week2 Week3 Week4Totalformonth
Presentations 2 2 2 2 8
Ordersperpresentation 10 10 10 10 40
Totalordersperweek 20 20 20 20 80
SalesAgents 4 4 4 4
Enterpriseprofitperlatrine
100,000₭
100,000₭
100,000₭
100,000₭
400,000₭
Totalprofitpotential8,000,000₭
8,000,000₭
8,000,000₭
8,000,000₭
32,000,000₭
Inputs
Presentationsperweek 2
Ordersprepresentation 10
SalesAgents 4
Enterpriseprofit 100,000
7.SIZEOFTHEMARKET
Youcaneasilyestimatethesizeofthemarketinaparticulardistrictbyusingthemostup-to-datedatafromdistrictlevelNamSaatonlatrinecoverage.YoucanrequestthisdatafromtheNamSaatofficeandlook at the number of households without latrines, or subtracting the number of households with
latrinesfromthetotalnumberofhouseholdsinthedistrict.Remembertoconsidersanitationcoveragefromahouseholdlevelversusanindividuallevel.
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8. RECRUITMENTEVENTSANDPRESENTATIONS
WhenfirstbeginningSanitationMarketingactivitiesinanewregionorprovince,itmaybeappropriate
toconductalargerrecruitmentmeetingtoidentifyyourfirstgroupofbusinessestoworkwith.Thissectionprovidessomematerialsandguidanceforsuchevents.
Keymessages:TARGET
AUDIENCE
ConcreteBusinesses
SUMMARYSTATEMENT
EnteringintothesanitationbusinesswithSanMarksupportisa“goldenticket”toaccessingdesirableresources
CUSTOMER
BENEFIT
Thatwillincreaseyourprofessionalandpersonalsuccess,because
Ifyouadheretothestandards,youwillreceivecomprehensivesupport:
" Accesstobestpracticesinoperatingaconcretebusiness
" Accesstocontinuingeducationandtraining
" Marketingactivitiesandmaterialsthatdrivedemandforyourproducts
" Forumtonetworkandbuildrelationshipswithotherbusinessownersandwith
governmentofficials
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ThePresentationBelowisasamplepresentationforuseatarecruitmentevent.Thefiguresusedinthepresentationwill
needtobeadaptedandupdatedbasedonthecontextinwithSanitationMarketingwillbeimplemented.Ifpossible,inviteaSanMarkenterprisetoattendtherecruitmenteventtosharehis/herexperiencewithSanMarkwiththecandidatespresentattheevent.
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32
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TheApplicationProcessInterestedapplicantsshouldfollowthethree-stepprocessbelowtobeofficiallyacceptedasaSanMarkbusiness:
1. Taketheliteracyandnumeracytest.
2. Passthesiteassessmentconductedathis/herplaceofbusiness3. Signacontract
Continuanceontothenextstepoftheprocessrequiresfirstpassingthepreviousstep.Forexample,candidateswhodonotpasstheirliteracyandnumeracytestwillnotbegivenasiteassessment.
Candidateswhodonotpasstheirsiteassessmentwillnotbeaskedtosignacontract.
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IDEALSALESAGENTPROFILE/CRITERIAFORSELECTION
LikeSalesAgentsinotherindustriesaroundtheworld,latrineSalesAgentshaveahighturnoverrate.To
keepthisrateaslowaspossible,adequatetimeandadherencetoatestedandselectivesetofcriteriaisessential. Identifying individuals that meet all of the criteria will be difficult, but training the rightpeoplethefirsttimewillsavetimeandmoneyinthefuture.
THESELECTIONCRITERIA
SelectioncriteriaforSalesAgentsinclude:
! Willingtotraveltoremotevillagesandhavetheirownmotorbike;
! Haveenoughtimetoconductatleasttwosaleseventsperweek;
! Haveamobilephone;
! Abletoreadanddobasicmath;
! Understandthelocallanguage;
! Willingtoworkoncommission;
! Ownalatrineorbewillingtobuyone;
! Comfortablespeakinginfrontofgroups;and
! Goodcommunicationskills,confidence,andenthusiasm.
Peoplewhomeet these criteria aremost likely to be active,motivated, successful Sales Agents. TheSalesAgentrecruitmentsectionbelowwillwalkyouthroughthestepsofhowtoensurethatSalesAgentcandidatesmeetthesecriteria.
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SALESAGENTRECRUITMENT
GEOGRAPHICTARGETING
Selecthighpotential“zones”fromwhichtorecruitSalesAgents inadistrict.Workwithdistricthealth
officials to map health centers and corresponding “zones,” usually consisting of 10-15 villagessurroundingahealthcenter.Considerthefollowingcriteriawhenselectingzonestotarget:
- Lowlatrinecoverage- CLTStriggeringhasoccurred
- Goodroadaccess- Accesstowater- Relativelyhighpopulation(basedonnumberofhouseholds)
RECRUITMENTPROCEDURES
1. WorkwithNamSaattoorganizeatimeandplacefortherecruitmenteventwithinazone.2. VisitvillageswithintargetedzonesandsharejobflierwithcriteriaforSalesAgentsandrequest
villagechief,LYU,LWU,andotherrelevantgroupsforassistanceinrecruitingpotentialSales
Agentsintheirvillages.Askthemtorecommendatleasttwocandidatesfromtheirvillageandprovidethemwithofficiallettersofinvitationtopassontocandidates.
3. Onthedayoftheevent,askcandidatestofilloutthequestionnairewhentheyarrivetoscreen
outthosewhodonotmeetcriteria.4. Conductshortinterviewsusingthequestionsbelowandselectthebestcandidates.5. ConfirmthenewSalesAgentsbycallingthemthatdayorthenextday.
6. Callotherpeoplewhowereinterviewedandletthemknowtheywerenotselected.Thankthemfortheirtime.
RECRUITMENTEVENT
Giveabrief group introduction. Include informationaboutwhat theywill be sellingasASalesAgent,travelrequirements,typesofsalesactivitiestheywillbeperforming,andtheirpaymentstructure.Giveanideaoftherealitiesofthejob, includingsomechallengessuchastravellingintherainyseasonand
givingpresentationsinfrontoflargegroups.ProvideafewdetailsaboutthecurrentscaleofSanitationMarketing—number of Sales Agents, number of enterprises, number of districts, etc. Explain thecharacteristics of an ideal Sales Agent: energetic, motivated people who can be representatives of
businessesandhelptoimprovetheircommunities.
BelowisasuggestedscriptforMarketFacilitatorstafftousewhenconductingSalesAgentrecruitmentevents:
“Thankyou___________(villagechief)forhavingusheretoday.
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My name isMr. ____, I amworking with enterprise ______with support fromNam Saat tomake sure that everyone in Laos has a latrine for their better health and happiness. I am a
sanitationandmarketingcoordinatorfortheprovince5.
Iamheretodaytotellyouaboutagreatjobopportunitythatwillbenefityouandpeopleinyourcommunity. We have implemented sanitation marketing in Bachieng, Sanasomboun,Soukhoumma, etc. we have over XX agents working for with us now.We want professional
representativestohelpyourcommunitytopurchaselatrines.
Aboutthejob:Thisisagreatopportunity,theimportantthingistohelpthecommunity.Youwillneedtotravelalotinyourarea–youhave15villages.Thoseselectedwilltraveltothevillagestopromoteandselllatrinestopeoplewhodonothavelatrines.Youwillhavecommissionfrom
eachlatrinesale.Wearelookingforpeoplewhoowntheirownmotorbikesandmobilephones,thatareavailabletoattenda5-daytrainingtobuildyourskillsasaSalesAgent,andthathaveatleast 2-3 days available per week to commit to the job.We are looking for people who are
motivated,goodcommunicators,active,andwanttohelptheircommunities.
Ifthissoundslikeyou,IwillaskyoutofilloutanapplicationformandthenIwillhaveashortinterviewwithyou.Thankyouverymuchforcomingtoday.”
INTERVIEWQUESTIONS
1. Whyareyouapplyingforthisjob?
2. Whatisyourjobnow?(Toidentifyhowmanyobligationstheycurrentlyhave)3. Howmanyhoursperweekareyouabletocommittothisjob?4. Areyouabletoattenda5-daytraining?
a. Remindthemthatyouwillgivethemtraining.5. Howfarareyouwillingtotravel?
6. Doyouhaveexperienceinsales?a. Doyoulikeworkinginsales?b. Whydoyoulikesales?(Motivation)
7. Doyouhaveexperiencegivingpresentations/speakingtogroupsofpeople?a. Pleasedescribethisexperience.b. Whatarethetopicsthatyouwerediscussing?
8. Doyouhaveexperienceworkingwithpeoplefromdifferentvillages?9. Haveyoueverworkedwithavillagechief?
a. Haveyoueverworkedwithavillagechieffromadifferentvillage?
10. Canyougotodoapresentationalone?11. WhatisyourmotivationtobeaSalesAgent/toselllatrines?12. Showmehowtopresentthepen–onlywithstrongcandidates.
13. Tellme about a timewhen you had a conflictwith someone.What happened?Howdid youresolvetheproblem?*
5Itisrecommendedtoavoid“project”languagetopreventexpectationsofsubsidiesor“freebies.”
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14. Tell me about a time when you had a challenge with your _____ (problem with a supplier,customer,etc.)job.Whathappenedandwhatdidyoudotosolvetheproblem?*
15. Whatquestionsdoyouhaveforme?
*Withthesequestionsyouarelookingforstrategyandproblemsolvingskills.Ifyouareunsureoftheiranswer,askthemtogiveanotherexampleorchangeyourquestionalittlebit.Theseareveryimportant
questionsforthistypeofjob.Youcanalsoaskaboutthingslikehowtheywillmanagechallengessuchastravelingintherainyseason–practicalday-to-daychallengesofthejob.
Aftertheinterviews,follow-upwithtopcandidatestoaskafewmorequestionsifyouneedtochoosebetweenmultiplepeople.
SELECTIONCRITERIA
- Ownsmotorbikeandmobilephone- Willingtotraveltovillagesupto50kmaway- Willingtoworkoncommission
- Willingtodobothsaleseventsanddoortodoorsales- Abletocommitatleast10hoursperweek- Willingandabletoattendinitial5daytrainingandfuturefollow-uptrainings
- Excellentcommunicationskills- Confidentandoutgoing- Desiredcharacteristics:
o Volunteerexperience(dedicationtocommunitydevelopment)o Studyingorhasexperienceinmarketing,sales,orsocialdevelopment
BENEFITSOFPOSITION
- Gainprofessionalexperienceforyourfuture- Receivetrainingoncommunicationandmarketingskills- Receiveanofficialcertificateuponcompletionoftraining- Flexiblehours
- Cashincomeoncommission- Chancetohelpyourcommunity
JOBDESCRIPTION
AllSalesAgentswill:
• Attend initialSalesAgent trainingandanysubsequentmandatorytrainings,andconductsalesandpromotionalactivitiesaccordingtothetrainings.
• Conduct village sales events and door-to-door sales, and coordinate with village chiefs to
organizesaleseventsanddoor-to-doorsales.• Collectdepositmoneyfromcustomersascommissionintheagreedamount.• Takeaminimumof15latrineordersperweek.
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• Transportationcostshavebeen factored into thecommission thateachSalesAgentearnsperlatrine.
• Accurately complete any and all forms provided by the Latrine Business Owner, includingsubmittingcopiesofPurchaseContracts,totheLatrineBusinessOwnerinatimelymanner.
• SubmitWeeklyReportsandPlanstoProvincialCoordinatorsusingtheformsprovided.
• MaintainhonestandopencommunicationwithProvincialCoordinators.
4.2TRAININGANDDEVELOPMENTDEVELOPMENTINPUTS
OnceSalesAgents andenterpriseshavebeen selected,Market Facilitators shouldworkwith them tofullydeveloptheircapacitytodeliversanitationproductsandservicesandtooperateinaccordancewith
minimum standards. Inputs designed to enable enterprises and Sales Agents to operate effectivelyincludethefollowing:
ForLatrineBusinesses:
1. LatrineEntrepreneurOperationsManual
2. BusinessSkillsTraining,Participant’sWorkbook
ForSalesAgents:
1. SalesAgentTraining,Participant’sWorkbook
LATRINEBUSINESSTRAINING
InadditiontotheLatrineEntrepreneurOperationsManualwhichguidesLatrineBusinessesthroughalloperatingprocedures,standards,andpracticesexpectedofSanMarkLatrineBusinesses,newlyrecruited
SanMarkLatrineBusinessesalsoreceivethefollowingtrainings:
1. Latrine Production, Delivery and Installation Training (refer toProduction and Installation ofPour-FlushLatrines,Facilitator’sManualaspartofthisToolkit)
2. BusinessSkillsTraining(refertoBusinessSkillsTrainingforLatrineEntrepreneurs,Facilitator’s
ManualaspartofthisToolkit)
SanMark Latrine Businesses are required to participate in the training above and demonstratecompetency before signing a contract. All trainingmodules included in the Facilitator’sManuals aredesignedtobeeasilyconductedasindividualrefreshertrainingsasnecessary.ResultsofQualityAudits
conductedquarterlyshouldbeusedtoidentifyareasofweaknesswhereadditionalrefreshertrainingisneeded.
SALESAGENTTRAINING
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In addition to the Sales Agent Operating Manual which guides Sales Agents through all operatingprocedures,standards,andpracticesexpectedofSalesAgents,newlyrecruitedSalesAgentsalsoreceive
thefollowingtraining:
1. SalesAgentTraining(refertoSalesAgentTraining,Facilitator’sManualaspartofthisToolkit)
SalesAgentsarerequiredtoattendthetrainingaboveanddemonstratecompetencyintheskillsbeforesigninga contract.All trainingmodules included in theFacilitator’sManual aredesigned tobeeasilyconducted as individual refresher trainings as necessary. Weaknesses in Sales Agent performance
identified during routine supervision and management can be addressed using these modules tostrengthenskillswhereneeded.
The table below includes recommended pricing for each product and service offered by SanMarkenterprises. Theprice rangewill differ dependingon the cost of rawmaterials indifferent regionsof
Laos. TheMarket Facilitator should not attempt to control prices in the market. However, MarketFacilitatorsshouldtrainbusinessownersaccordingtotheBusinessSkillsTraining,Facilitator’sManualthatdemonstratesthestrategicbenefitsofahighvolume,lowprofitpricingstructure,andusesaprice
calculating toolwitha25%profitmargin.Businessowners shouldbeencouraged to keep theirprofitstructuresatamaximumof25%orlowerinordertoreachthegreatestnumberofcustomers.
PRODUCTSANDSERVICES COMPONENTS/DESCRIPTION RECOMMENDEDPRICE
Basicpour-flushlatrine Threeconcreterings;oneconcreteslab(notiles);oneceramicpour-flushpan;oneplasticemptyingholecover
360,000-440,000LAK(US$45-55)
Chromestandardpour-flushlatrine
Fourconcreterings;oneconcreteslab(notiles);oneceramicpour-flushpan;oneplasticemptyingholecover
390,000-470,000LAK(US$49-59)
Silverstandardpour-flushlatrine Threeconcreterings;oneconcreteslabwithtiles;oneceramicpour-flushpan;oneplasticemptyingholecover
405,000-480,000LAK(US$51-60)
Goldstandardpour-flushlatrine Fourconcreterings;oneconcreteslabwithtiles;oneceramicpour-flushpan;oneplasticemptyingholecover
455,000-540,000LAK(US$57-68)
LatrineDeliveryService Deliveryoflatrinecomponentstohouseholdofcustomer.Mustbeontimeandwithoutdamagingtheproduct.
50,000LAK(US$6)fordeliverieswithin10km;3,000LAK(US$0.40)peradditionalkilometre
LatrineInstallationService Installationoflatrinecomponentsathouseholdofcustomerorotherspecifiedsite.Mustbeinstalledaccordingtoenvironmentalsafetystandards(seeLatrineProduction
100,000LAK(US$12)
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Manual)andwithoutdamagingtheproduct.
Latrine Business owners should also be encouraged to offer flexible payment options to customers,recognizing liquidityconstraintsofmanyoftheirtargetcustomers.Astructureof50%downpayment,
and50%paymentafteronemonthisrecommended.Properdocumentationofthisagreementwiththecustomerisessential,withreceiptsprovidedtothecustomerandkeptintheenterpriseowner’srecordsforeachpayment.
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4.3MANAGEMENTSALESAGENTMANAGEMENTPROCEDURES
SUPERVISION AND COACHING ARE TWO ESSENTIAL PRACTICES FOR SALES AGENT
DEVELOPMENT.GREATSALESAGENTSARENOTCREATEDTHROUGHAFIVEDAYTRAINING,BUT THROUGH CONTINUOUS SUPPORT FROM SUPERVISORSWHO HELP THEMOVERCOMEWEAKNESSESANDBUILDONSTRENGTHS.THIS JOBSHOULDBEUNDERTAKEN, IDEALLY,BY
SOMEONEWHOCANSUPERVISESALESAGENTSFULLTIME.
The strategies and tools belowwill help you to ensure that your Sales Agents remainmotivated andcontinuouslyimprovetheirskillsovertime.
SALESAGENTPLANNINGSHEET
This is a motivational tool used with Sales Agents on the last day of training as a way to set
expectations for their performance. Sales Agents and supervisors should fill out this sheet together,basedonthelevelofperformanceneededfortheenterprisetomeethis/hersalestargetsandwhatis
realisticallypossiblefortheSalesAgentconsideringtheirotherresponsibilitiesandthecircumstancesoftheparticularareainwhichtheyareworking.Inaddition,ithelpstheSalesAgentsfollowupwithleadsgeneratedbycommunicatingwhenpotentialcustomerscanexpectthemtocomebacktotheirvillage.
SalesAgentWeeklyPlan
Week1 Mon Tues Wed Thurs Fri Sat Sun
VillageA VillageB
Week2 Mon Tues Wed Thurs Fri Sat Sun
VillageC VillageD VillageE
Week3 Mon Tues Wed Thurs Fri Sat Sun
VillageA VillageB
Week4 Mon Tues Wed Thurs Fri Sat Sun
VillageC VillageD VillageE
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DirectionsforusingtheSalesAgentWeeklyPlan:
1. Specifygoals:2-3presentationsperweek.2. Specifytargets:20ordersperweek(2presentationsX10orders)OR20ordersperweek(4
presentationsX4orders+doortodoor4orders)3. SalesAgentsshouldbevisitingallvillagesonarotation4. Createnewweeklyplaneachmonth.
FIELDVISITS
FieldvisitsshouldbeconductedoncepermonthforeachnewSalesAgent,andquarterly,orasneededfor each experienced Sales Agent. The purpose of field visits is for supervisors to observe the SalesAgents conducting saleseventsanddoor-to-door sales, identify strengthsandweaknesses, andcoach
the Sales Agents on building strengths and improving onweaknesses. Field visits also serve as greatmotivators as Sales Agents feel supported, more confident, and oftentimes make more orders thanwhentheyconductsalesactivitiesindependently.
Fieldvisitsshouldalsoinvolvethefollowingactivities:
! Reviewlastmonth’ssalesandprovidepositivefeedback.Redefineexpectationsasneeded.
! Reviewtheirlistofcustomerswithwhomtheyshouldfollowup(leadsgenerated).! Review theirweeklyand/ormonthlyplan tomake sure theyarevisitingvillages regularlyand
meetingobjectives.
! ReviewtheReturnonInvestmentcalculator! Makesuretheyarecarryingallmaterialswiththemtosalesactivities.! SharebestpracticesfromotherSalesAgents/areas/districts.
Use the form below to ensure Sales Agents are performing according to best sales practices and
communicatingthekeymessagestoaudiences.
WASHSalesAgentSupervisionChecklist SalesAgentName:_________________________________________District,Province:__________________________________________Date:________________________ MarktheboxforeachstepthattheSalesAgentcompleted:
Step1:Preparation: □ContactvillagechieftoconductsaleactivitiesandSubmittedofficiallettertoVillageChief□AskVillageChieftoarrangetimeanddateforsaleseventanddoor-to-door
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□AskedVillageChieftoinvitepeoplewithandwithoutlatrines Step2:Presentation: □Arrivedontimeandwithallneededmaterials □Deliveredfullintroduction(introducedthemselves,theEnterprisetheyrepresent,andthetopic)WhichofthenegativeaspectsofopendefecationdidtheSalesAgenttalkabout(selectallthatapply): □Convenience
□Safety
□Privacy
□Health
□Other(list):______________________________ □None(checkthisboxifthisstepwasnotcompleted) □Askedforpositiveexperiencetestimonialsfromlatrineowners Addressedthefollowingobjections: □Cost(muchcheaperthanyouthink) □Subsidy/freelatrine(maynotevercome,ormaynotcomeformanyyears) □Other(list):______________________________________
□None(checkthisboxifthisstepwasnotcompleted)Mentionedthefollowingbenefits(selectallthatapply): □Earnrespectfromyourneighborsforcaringaboutthecleanlinessofthecommunity □Modernpour-flushdesignhasnosmellandisusedincities
□Tilesareeasytocleanandbeautiful □Homedeliveryreducestimeandmoneyspentontransport □Buildingtheirownsuperstructureallowsthemtoupgradeovertime
□Producedbyatrustedconcretemanufactureranddesignedbyengineerssoyouknowtheproductissafeforyourfamilyandwilllastmanyyears
□Other(list):__________________________________________________
□None(checkthisboxifthisstepwasnotcompleted)
Effectivesupervisorsspendat least50%oftheirtime inthefieldwithSalesAgentsprovidingsupport,coaching,andrefreshertrainingsasnecessary.
PHONECALLS
Weeklyortwiceweeklyphonecallsserveanumberofpurposes:
! ProvidesupporttoSalesAgentsandmotivatethemtocontinueconductingsalesactivities.
! Receiveverbalreportsonresultsofsalesactivities.! Learnaboutanyproblemssoonaftertheyoccurtoallowyoutotakeanynecessaryactions
quickly.
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Duringphonecalls,usetheplanningform(shownbelow)tofollowupwithSalesAgentsandmakesurethattheplanisbeingadheredto,andtheSalesAgentsareontracktomeettargetssetintheplanning
form.
REPORTINGANDMONITORING
ItisimportantthatSalesAgentskeeprecordsoftheirprogressagainsttargets,bothforpersonalgrowthand as a supervisory tool for their supervisors. Lagging behind targets can indicate that there are
problemswiththeSalesAgent’sperformanceormotivation,oranexternalproblemthattheymayneedsupporttoovercome.SalesAgents’progressisreportedwiththefollowingtools:
! SalesAgentplanningsheet! Ordertrackingjournal
! Projectedvs.actualordersrecord
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LATRINEBUSINESSMANAGEMENTPROCEDURES
OngoingmanagementofLatrineBusinessesensuresthattheyhavetheongoingsupportneededto
deliverservicesinaccordancewithminimumstandards,monitorstheirperformance,rewardsgoodperformanceformotivationandpenalizespoorperformance.MarketFacilitatorsareresponsibleformanagingtheon-goingoperationsofthebusinessrelatedtoSanitationMarketingsothatitis
continuallyabletodelivertheproductsandservicesaccordingtominimumstandards.Thesemanagementproceduresincludethefollowing:
- ProvideroutinesupportandsupervisiontotheLatrineBusiness- Monitorperformance
- Takeactionsbasedonfindings:rewardsforgoodperformance,additionalsupporttohelpsitesovercomeproblems,orterminatethecontractifperformanceisconsistentlypoor.
SUPPORTANDSUPERVISION
TheMarketFacilitatorprovideson-goingsupporttoLatrineBusinessessothattheyarecontinuallyable
todeliverservicesinaccordancewithminimumstandards.TypesofsupportaredesignedtoaddressOAM(Opportunity,Ability,Motivation)relatedneedsforeachofthefivecategoriesofstandards.
Ingeneral,supportofferedtoLatrineBusinessesincludes:
- On-goingtrainingandskillsdevelopmentopportunities- Literatureandtechnicalupdates
- AccesstoMarketFacilitatorstaff(ProvincialCoordinators)foradviceorsupportwhenneeded(viatelephone,email,in-personvisits)
Supportspecifictostandardsincludesthefollowing:
MechanismstoSupportAdherencetoLatrineProduction,DeliveryandInstallationStandardsOpportunity Ability Motivation
AdvisingonNewEquipmentProcurement
TechnicalTraining RewardsandRecognition
ManualfortheProductionand
InstallationofPour-FlushLatrines
On-goingAdviceandCoaching
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MechanismstoSupportAdherencetoCustomerServiceStandardsOpportunity Ability Motivation
MarketingtoAttractCustomers Guidelines EnterpriseTestimonials
Training CustomerFeedback
On-goingAdviceandCoaching LatrineBusinessoftheMonth
MechanismstoSupportAdherencetoEquityStandardsOpportunity Ability Motivation
IPC AssistancewithPricing CommunicateWhyitMatters
BusinessSkillsTraining
MechanismstoSupportAdherencetoProductivityStandardsOpportunity Ability Motivation
Marketing BusinessSkillsTraining RewardsandRecognition
Promotions AdvisingandCoaching ROICalculator
IPC
OrderForms
MechanismstoSupportAdherencetoReportingandRecordkeepingStandardsOpportunity Ability Motivation
MISForms BusinessSkillsTraining RewardsandRecognition
AdvisingandCoaching
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HOWSUPPORTNEEDSAREIDENTIFIED
MarketFacilitatorswillhaveatleastonestaffmember(ProvincialCoordinator)whoisdedicatedtotheongoingoversightofLatrineBusinessperformance.TheProvincialCoordinator’sjobresponsibilities
wouldincludeuncoveringLatrineBusinessneedsvia:
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- Skilledquestioningandobservationsmadeduringroutinesitevisits- QualityAssuranceAudits
- Satisfaction,UseandWealthQuintileSurveysofCustomers- LatrineBusinessrequestsmadeatthetimeofsupervisoryvisits,throughtelephonecallto
LatrineBusiness,orothercommunicationschannelsthatmightbeusedtoreachProvincial
Coordinator
Afterdeterminingsupportneeds,theProvincialCoordinatorwillfollow-upwithfacilitiesandprovidewhateversupportisneededandorganizetrainingwhereneeded.
QualityAssuranceAuditTheQualityAssuranceAuditisconductedquarterlybyMarketFacilitatormonitoringandevaluation
staff.Theauditcollectsdataontechnicalproductionquality,recordkeeping,andstockmaintenance.
Quality Assurance Check List
I Concrete Rings (3 x 40 x 80 cm) Yes No
1 ProducedRingbygoodmold
2 Usesteelbar(6mm)forreinforcementofconcreterings
3Usegoodqualitycement(notexpired,usedforconstructiononly,storedinclean,dryplace)
4 GravelorStonesscalemax10mm
5 UsecleanSand
6MixconcreteusingoneoftherecommendedratiosinManualfortheProductionandInstallationofPour-FlushLatrines
7 Ringisofcorrectdimensions(W80xH40xT3cm)
8 Novisiblecracksorbreaksinconcrete
II Concrete Slabs ( 4 x 100 x 100 cm)
1 UsewoodorSteelmoldtoproduce
2 Usesteelbar(6mm)forreinforcementofconcreteslab
3Usegoodqualitycement(notexpired,usedforconstructiononly,storedinclean,dryplace)
4 GravelorStonesscalemax10mm
5 UsecleanSand
6MixconcreteusingoneoftherecommendedratiosinManualfortheProductionandInstallationofPour-FlushLatrines
7 Slabisofcorrectdimensions(100x100x4cm)
8 Slabincludesholeforpitemptying 9 Novisiblecracksorchipsintheslab
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10 Tilesarenotbrokenandareplacedneatlyonslab(ifapplicable)
III MISForms 1 MISformsarekeptinafolderorfile 2 MISformsarecleanandneat
3Formsareorganizedinawaythatmakesthemeasytofind
4 MonthlyReportwascompleteandsubmittedontime 5 TrackingFormiscompleteandup-to-date 6 CashFlowFormiscompleteandup-to-date
IV StockMaintenance
1ProductsarestoredaccordingtotheManualfortheProductionandInstallationofPour-FlushLatrines
2 Materialsandequipmentarerecordedinasystem 3 Carryingminimumstock(partsforatleast10latrines)
QAAuditsshouldbescoredfollowingthereportingtemplatebelow,andtriggeraresponsefrom
ProvincialCoordinatorsforrewardorcorrectiveaction.
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QuarterlyEnterpriseAuditReport
Enterprisename:Province:District:Telephonenumber:DateofReport:
NameofAuditor:
Score:A=Excellent,B=Good,C=Fair,D=Poor,F=Unacceptable
%Score:A=100%,B=75%,C=50%,D=25%,F=0%
#ofproductsinstock=100%:≥10,0%<10
ProductQualityScore(percentage
ofchecklistachieved)
Dateof
Audit
Slab Ring
Currentnumberofproductsinstockforaudit
Adherenceto
stockingprocedure
s
Materialsandequipment
keptinsystemMISformquality Recommendationsforimprovement
FinalScore=
Nextsteps:
1.
2.
3. Date of Next Audit:
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Satisfaction,UseandWealthQuintileSurveysThesesurveysaredesignedtomeasurethehowwellLatrineBusinessesaremeetingstandardsrelated
tocustomerserviceandequity.TheyshouldbeconductedbyMarketFacilitatorM&Estaffaccordingtotheprotocolsbelow.ThequestionnaireisincludedintheFormssectionofthisManual.
StudyPopulationThestudypopulationwillbemadeupofhouseholdsthatpurchasedandinstalledalatrinefromoneoftheSanMarkenterprisessupportedthroughthisprogram.Thepersonsinterviewedineachhouseholdswillbeheadsofhouseholdorspousesoftheheadofhousehold.HouseholdswillbeidentifiedthroughMISdatarecordedbySalesAgentsorLatrineBusinessesusingtheTrackingFormfoundintheFormssectionofthisManual.SamplingApproachDataonsatisfactionandhouseholdassets(Sections2and3)willbecollectedthroughhouseholdinterviewsforthosehouseholdsthathavehadtheirlatrinesdeliveredbetweenfourandeightweekspriortothesurveydate.Dataonlatrineuse(Section4)willbecollectedthroughhouseholdinterviewsforthosehouseholdsthathavehadtheirlatrinesdeliveredatleastsixmonthspriortothesurveydate.Householddemographics(Section1)willbecollectedduringeachinterview.HouseholdcontactinformationanddeliverydateswillbedeterminedthroughMISdatacollectedbyenterprises.Satisfactionandhouseholdassetsdatawillbecollectedfromtenvillagespermonth(totalingaround150villagessurveyedbytheendoftheproject).EveryhouseholdthathaspurchasedalatrinethroughtheSanMarkprogramwillbeinterviewedineachofthetenvillages.Villageswillbeselectedrandomlyusingaprobabilityproportionatetosize(PPS)method,sothatdistrictswithhighestlatrinesaleswillhavemorevillagesrepresentedinthesample.Thesamemethodwillbeusedtoselectvillagesincludedintheusesurvey,althoughnumberofvillageswillbedeterminedatthetimeofdatacollectiondependingontotallatrinesales.MarketFacilitatorM&EOfficerswillconductinterviewsandrecorddata.Theheadofhouseholdorspouseoftheheadofhouseholdwillbeinterviewed.Theinterviewwillbecarriedoutatthehouseholdoftheintervieweewherethelatrinewasdelivered.Datawillbeanalyzedandreportedquarterlyonsatisfactionandhouseholdassets,andeverysixmonthsonuse. Frequency Samplesize SamplingMethod Data
Analysis/Reporting
Sections1,2&3:
Demographics,HouseholdAssets,andSatisfaction
Monthly Tenvillages RandomlyselectedusingPPS;
interviewallhouseholdsineachoftenvillagesthathavepurchasedlatrinesthrough
SanMarkenterprises
Quarterly
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Sections1&4:Demographicsand
Use
Every6months
Tobedeterminedbasedontotal
latrinesalesattimeofdatacollection
RandomlyselectedusingPPS;interviewallhouseholdsin
eachvillagethathavepurchasedlatrinesthroughSanMarkenterprises
Every6months
DataCollectionToolThestructuredquestionnairewillcollectdataon:
1. Householddemographics2. Householdassets3. Householduseofthelatrine4. Householdsatisfactionwiththelatrine
MonthlyinterviewsonsatisfactionandwealthquintilewilluseSections1-3ofthequestionnaire.Six-monthinterviewsonusewilluseSections1and4ofthequestionnaire.
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CHAPTER 5: DEMAND CREATION
54
5. DemandcreationThe direct sales businessmodel implemented through SanitationMarketing is also a form of
demand creation. Rather than passively waiting for households to come to the Latrine Business, theBusiness goes directly to the communities and creates demand through engaging presentations and
conversations about the latrine product. The sales presentation echoes many of the messages
communicated through CLTS, encouraging households to live healthier,more comfortable, andmore
convenientlivesbypurchasingalatrinethattheycanproudlyuseeveryday.
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FIGURE:2
Asocialfranchiseisanetworkofindividualsorgroupsthatmarketanddistributeservices
and/orproductsthatbenefitsocietyunderaunifyingbrand.Itincorporatesthesanitationmarketingbusinessmodelpresentedatthebeginningofthisbookintoalargernetwork.Inthismodel,themarketfacilitatorbecomesthe“franchisor”andthelatrinebusinessesbecome“franchisees”.TheFranchisor
willbealocally-ownedandoperatedsocialbusinesscapableofidentifyingandsecuringitsownfunding.TheIncubatorwillprovidecapacitybuildingsupportintheinitialyearsofoperationoftheFranchisetoensuretheFranchisorpossessesalltheskills,strategies,andtoolsnecessaryforsuccess.Thefranchise
modelestablishedwillbemorecloselyconnectedbetweenandwithinessentialnetworksofdonors,governmentstakeholders,developmentpartners,andcorporatepartnerstodiversifyitsstreamsofrevenueforlong-termsustainability.DonornetworksmayincludetheiNGONetworkandtheScalingUp
NutritionCivilSocietyAlliance(SUNCSA).
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CHAPTER 6: FORMS
57
6. SANITATIONMARKETINGFORMSFORMARKETFACILITATORS
1. EnterpriseSiteSelectionTool2. QualityAssuranceAudit3. Satisfaction,UseandWealthQuintileMonitoringandEvaluationSurvey4. SalesAgentSupervisionChecklist
FORLATRINEBUSINESSES
1. LatrineBusinessMonthlyReport2. OrderTrackingForm3. CashFlowRecord
FORSALESAGENTS
1. OrderForm2. LeadsGeneratedContactSheet
3. WeeklyPlanningSheet4. OrderTrackingJournal
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ENTERPRISESITESELECTIONTOOL
SITE SELECTION TOOL -- PHASE II: ASSESSMENT OF NECESSARY/REQUIRED CONDITIONS
Enterprise Name:
_________________________________________________________
Enterprise Location (District, Village)
_________________________________________________________
Name of Enterprise owner/manager interviewed
_________________________________________________________
A) Level of Interest and Commitment Yes No
No, but
willing to
address
Enterprise owner/manager has expressed interest in adding latrine production to his/her business, or changing their current product
Enterprise owner/manager is interested in implementing the Sanitation Marketing business model, including increasing sales and marketing efforts
Enterprise owner/manager is willing to receive support in recruiting, training and monitoring latrine sales force
If responses to any of the above are “NO”, do NOT proceed. Exclude candidate from list of potential Enterprises
B) Enterprise Capacity (does the facility have the capacity to deliver latrine Yes No No, but
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products and services in accordance with standards and protocols?) willing to address
Enterprise has basic infrastructure in place needed for latrine production (check yes if all of the following criteria are met)
Source of water
Electricity
Stock area
Large enough to stock at least ten latrines at one time
Production area
Enterprise environment meets basic standards and protocols (check yes if all of the following criteria are met)
Materials are stocked safely and neatly
Dangerous tools and equipment are appropriately stored
Enterprise already offers related products and services (concrete products)
Enterprise currently serves and/or has the potential to serve target population
What villages/districts are your current customers from?
Are you willing to expand your business to include remote villages, including delivering and installing latrines in those
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villages?
Enterprise is willing and able to accommodate increased demand for products, specifically latrines, through investment in additional equipment, tools, and staff, if necessary.
How many of the equipment below do you already own?
(Record number of each type of equipment)
Ring moulds _______________
Slab moulds _______________
Concrete mixer ____________
Delivery truck _____________
C) Enterprise Qualifications (is the facility staffed with people having appropriate qualifications and experience?)
At least one full-time staff is qualified to provide or, with reasonable input, gain the skills to provide latrine products and services (check yes if all of the following criteria are met)
Latrine production and necessary supporting skills are within the Enterprise’s capabilities, with proper training.
Adequate staff is available to produce latrines in a timely and efficient manner, and keep minimum stock levels consistent.
How many full time staff do you employ?
How easy/difficult is it to find additional laborers to work if you have a large
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order to fill?
(Select one)
Very easy Easy Normal Difficult Very Difficult
Where do you find labor?
Does your staff change at all throughout the year, for example during harvesting season?
If yes, when?
Recordkeeping and business management skills are within the Enterprise’s capabilities, with proper training.
62
SITE SELECTION TOOL : ASSESSMENT OF PREFERRED CONDITIONS
Value
(V)
Score
(S)
Total
(V x S)
A) Enterprise Capacity
Enterprise is financially accessible to target audience – Does the enterprise sell an affordable product, or are they able to do so? Does the Enterprise make provisions for low-income clients such as options for payment in installments? If not, is there a willingness to do so?
How much do you currently charge for a latrine (if they currently produce and sell latrines or latrine parts)?
___________________________ LAK (Record cost of three rings and one slab)
Where do you source your raw materials?
____________________________________________________
____________________________________________________
How much do you pay for these materials: gravel, sand, water, cement?
Gravel: _____________________ LAK per unit
Sand: _______________________ LAK per unit
Water: ______________________ LAK per unit
Cement: _____________________ LAK per unit
1
Enterprise is financially sustainable – is already operating without financial difficulties and is willing and able, with assistance, to access external financing from financial institutions
63
Do you have a bank account?
Yes No
Have you ever taken out a loan from the bank? If not, where do you borrow from, if at all?
Yes No
(list other sources of loans, if any):
_________________________________________
What is the biggest order you’ve received?
_____________ units
Were you able to deliver on that order?
Yes, on time Yes, but late No
Did you have to make any additional investments in labor or equipment to meet the order?
Yes, equipment Yes, labor Yes, materials No
How much cash do you have in the bank?
____________________ LAK
Ask to see order book. How many outstanding orders do you have?
__________________ orders
64
How frequently are orders coming in?
Daily Weekly Monthly Mostly in dry season
Mostly in wet season
How long have you been in business?
________________________ years
How many pending orders do you have?
_____________ units
Do you buy your materials or equipment on credit?
No Yes: What are the credit terms?
_____________________________________________________
Have you ever been late on a payment or unable to pay back?
No Yes
Enterprise has an interest or willingness to coordinate sales with finance institutions, such as village banks.
4
B) Business Owner Attitude
Manager’s Attitude toward delivering high quality latrines to rural areas is positive, enthusiastic, and sincere
Enterprise has good track record and reputation in community (is well respected and trusted)
2
Manager has or is willing to establish links with the community that makes the Enterprise more accessible to rural
2
65
QUALITYASSURANCEAUDIT
Manager has or is willing to establish links with the community that makes the Enterprise more accessible to rural area clients, with assistance
2
Enterprise is willing and able to maintain sales records 3
Enterprise is willing to be monitored and to comply with product protocols
4
Manager has the support of his/her staff 4
Enterprise is committed to serving community, motivated to succeed in business, personable, and altogether has an attitude that demonstrates a potential to succeed.
3
Enterprise is interested in participating
4
Total Score for this Facility Value
(V)
Score
(S)
Total
(V x S)
Values (reflect importance of these criteria already being in place)
Scores (reflect level of inputs that would be required in order for the facility to meet the preferred criteria)
1 = minimally important (can easily be addressed through training)
2 = moderately important (can be addressed with moderate level of training and support)
3 = very important (can be addressed with high level of training and support)
4 = extremely important (highly preferred criteria that is difficult to address via training and support)
0 = not acceptable as is, no input will address the problem
1 = minimally acceptable (a high level of input will be required)
2 = acceptable (a moderate and reasonable amount of input would be required)
3 = exceptional (Enterprise is already functioning at a high level in this area and would require little or no input to meet preferred criteria)
66
Quality Assurance Check List
I Concrete Rings (3 x 40 x 80 cm) Yes No
1 ProducedRingbygoodmold 2 Usesteelbar(6mm)forreinforcementofconcreterings
3Usegoodqualitycement(notexpired,usedforconstructiononly,storedinclean,dryplace)
4 GravelorStonesscalemax10mm
5 UsecleanSand
6MixconcreteusingoneoftherecommendedratiosinManualfortheProductionandInstallationofPour-FlushLatrines
7 Ringisofcorrectdimensions(W80xH40xT3cm)
8 Novisiblecracksorbreaksinconcrete
II Concrete Slabs ( 4 x 100 x 100 cm)
1 UsewoodorSteelmoldtoproduce
2 Usesteelbar(6mm)forreinforcementofconcreteslab
3Usegoodqualitycement(notexpired,usedforconstructiononly,storedinclean,dryplace)
4 GravelorStonesscalemax10mm
5 UsecleanSand
6MixconcreteusingoneoftherecommendedratiosinManualfortheProductionandInstallationofPour-FlushLatrines
7 Slabisofcorrectdimensions(100x100x4cm) 8 Slabincludesholeforpitemptying
9 Novisiblecracksorchipsintheslab
10 Tilesarenotbrokenandareplacedneatlyonslab(ifapplicable)
III MISForms 1 MISformsarekeptinafolderorfile 2 MISformsarecleanandneat
3Formsareorganizedinawaythatmakesthemeasytofind
4 MonthlyReportwascompleteandsubmittedontime 5 TrackingFormiscompleteandup-to-date 6 CashFlowFormiscompleteandup-to-date
67
IV StockMaintenance
1ProductsarestoredaccordingtoManualfortheProductionandInstallationofPour-FlushLatrines
2 Materialsandequipmentarerecordedinasystem 3 Carryingminimumstock(partsforatleast10latrines)
QUALITYASSURANCEAUDITREPORT
68
QuarterlyEnterpriseAuditReport
Enterprisename:Province:District:Telephonenumber:DateofReport:
NameofAuditor:
Score:A=Excellent,B=Good,C=Fair,D=Poor,F=Unacceptable
%Score:A=100%,B=75%,C=50%,D=25%,F=0%
#ofproductsinstock=100%:≥10,0%<10
ProductQualityScore(percentage
ofchecklistachieved)
Dateof
Audit
Slab Ring
Currentnumberofproductsinstockforaudit
Adherencetostockingprocedures
Materialsand
equipmentkeptinsystem
MISformquality
Recommendationsforimprovement
FinalScore
=
Nextsteps:
1.
2.
3. Date of Next Audit:
69
SATISFACTION,USEANDWEALTHQUINTILECUSTOMERSURVEY
QUESTIONNAIRE
SECTION 1: HOUSEHOLD DEMOGRAPHICS
First, I have some questions about your household. No. Questions and filters Responses Code Skip
Date of Interview
/____/____/2014
Date of Latrine Purchase
/____/____/2014
Date of Latrine Installation
/___/___/2014
70
Q101 District Thateng
Lamarm
Dakcheung
Bachieng
Paksong
Pathoumpone
Khong
Sanasomboun
Sukhoumma
Mounlapamok
1
2
3
4
5
6
7
8
9
10
No. Questions and filters Responses Code Skip
Q102 Village
Q103 Sex of respondent Male
Female
1
0
Q104 How old are you? Age (in years): __________
Q105 To what ethnic group do you belong? Lao Loum
Lao Soung
Lao Theung
1
2
3
71
Q106 What is your education level?
**DO NOT READ THE ANSWERS OUT LOUD
**INTERVIEWER TO SELECT ONE ANSWER ONLY
Never studied
Completed primary school
Completed lower secondary
school
Completed High school
Completed vocational school
Completed university or higher
1
2
3
4
5
6
Q107 What is your main occupation?
**DO NOT READ THE ANSWERS OUT LOUD.
**INTERVIEWER TO SELECT ONE ANSWER ONLY.
Farmer
Labor
Forest work
Street vendor (sundry shop,
fruit, food, etc.)
Livestock raising
Student
Government officer/private
company officer
Private business operator
Unemployed
1
2
3
4
5
6
7
8
9
Q108 How much is your monthly household income?
Income (in Kip/month): __________
72
Q109 Have you ever participated in a village level event about good hygiene and sanitation practices, and stopping open defecation?
Yes
No
1
0
IF NO, SKIP TO SECTION 2
No. Questions and filters Responses Code Skip
Q110 How did you buy your latrine?
**READ ANSWERS OUT LOUD
Group sales event
At home through a salesperson
Placed order with Village Chief
At a town market
At a concrete business
In my village with the
owner/staff of concrete busn.
Other:__________________
1
2
3
4
5
6
99
73
SECTION 2: HOUSEHOLD ASSETS
No. Questions and filters Responses Code Skip
Yes No
Q201 Is your household registered on the village list of poor households?
1 0
Transport equipment
Vehicle (car, van, etc.)
Motorcycle
Bicycle
1
1
1
0
0
0
House equipment 1 0
Refrigerator/freezer
Sewing machine
Washing machine
Vacuum cleaner
Electric rice cooker
Cook stove
Fan
Red pot (Souki electric pot)
Water heater
1
1
1
1
1
1
1
1
0
0
0
0
0
0
0
0
Agriculture/business
Q202 What assets do you have in your household?
** READ ANSWERS OUT LOUD
** MULTIPLE ANSWERS ARE POSSIBLE
Two-wheeled tractor
Four-wheeled tractor
1
1
0
0
74
No. Questions and filters Responses Code Skip
Boat
Rice mill
Thresher
Water pump
1
1
1
1
0
0
0
0
75
No. Questions and filters Responses Code Skip
Yes No
TV, Radio, Phones
Television
Radio
CD/DVD Player
Telephone
Mobile phone
Camera
1
1
1
1
1
1
0
0
0
0
0
0
Animals
Cows
Buffalo
Goats
Poultry
Pigs
Horses/Donkeys/Mules
1
1
1
1
1
1
0
0
0
0
0
0
Drinking water sources
Q203 What assets do you have in your household?
** READ ANSWERS OUT LOUD
** MULTIPLE ANSWERS ARE POSSIBLE
Water supply
River/stream
Pond
1
2
3
76
Dam
Bottled water
4
5
Cooking fuel sources
Electricity
Gas
Kerosene
Coal
Wood
Straw
1
2
3
4
5
6
Household floor materials What assets do you have in your household?
** READ ANSWERS OUT LOUD
** MULTIPLE ANSWERS ARE POSSIBLE
Wood planks
Cement
1
2
77
SECTION 3: SATISFACTION For each of the following questions please select only one answer. No. Question Responses Coding Skip
How satisfied are you with your latrine?
**READ ANSWERS OUT LOUD.
**INTERVIEWER TO SELECT ONE ANSWER PER QUESTION ONLY.
Dissatisfied
Unsure
Satisfied
1
2
3
a. Howsatisfiedareyouwithhygieneandcleanliness?
Dissatisfied
Unsure
Satisfied
1
2
3
b. Howsatisfiedareyouwithprivacy?
Dissatisfied
Unsure
Satisfied
1
2
3
c. Howsatisfiedareyouwiththeconvenienceofusingyourlatrine?
Dissatisfied
Unsure
Satisfied
1
2
3
Q301
d. Howsatisfiedareyouwithsafetyorprotection(fromanimals,flies,snakes,etc.)?
Dissatisfied
Unsure
Satisfied
1
2
3
Q302 How satisfied are you with the following after
78
purchasing the latrine:
**READ ANSWERS OUT LOUD.
**INTERVIEWER TO SELECT ONE ANSWER PER QUESTION ONLY.
a. Howsatisfiedareyouwiththecostofpurchase?
Dissatisfied
Unsure
Satisfied
1
2
3
No. Questions and filters Responses Code Skip
b. Howsatisfiedareyouwiththevalueforprice?
Dissatisfied
Unsure
Satisfied
1
2
3
Q303 Didyouinstallthelatrineyourself?
Yes
No
1
0
IF NO,
SKIP to
Q406
Q304 What assistance did you have with installation?
**READ ANSWERS OUT LOUD
**MULTIPLE ANSWERS ARE POSSIBLE
**INTERVIEWER TO CHECK ALL THAT APPLY
Enterprise
Owner/Staff
Local mason/laborer
Village Chief
Sales Agent
Other government
staff
Written instructions
Family/neighbors
None
1
2
3
4
5
6
7
8
79
Q305 How easy was the installation? Difficult
Unsure
Easy
1
2
3
Q306 Did you have your latrine delivered? Yes
No
1
0
IF NO, SKIP TO Q408
Q307 How satisfied were you with the timeliness of delivery?
Dissatisfied
Unsure
Satisfied
1
2
3
No. Questions and filters Responses Code Skip
Q308 What payment method did you use? Cash on delivery
Loan through village
bank
Installments through
enterprise
Other: __________
1
2
3
99
Q309 How satisfied are you with the payment method?
Dissatisfied
Unsure
Satisfied
1
2
3
80
SECTION 4: LATRINE USE Next, I have some questions about the latrine you purchased from the WASH enterprise. No. Question Responses Code Skip
Q401 When did you install your latrine? Less than one month after
delivery
2-3 months after delivery
4-6 months after delivery
More than 6 months after
delivery
Never
1
2
3
4
5
IF NEVER, SKIP TO Q415
Q402 In the past week, how often do you use the latrine when you need to defecate?
**READ ANSWERS OUT LOUD
**INTERVIEWER TO SELECT ONE ANSWER ONLY
Every time
Sometimes
Rarely
Never
1
2
3
4
IF EVERY TIME, SKIP TO Q404
81
Q403 What are the reasons that you don’t use your latrine every time?
**MULTIPLE ANSWERS ARE POSSIBLE
Too far from home/field
No water for flushing
Not satisfied with latrine
No superstructure
Broken/not functioning
Other:_______________
(SPECIFY)
1
2
3
4
5
99
Q404 In the past week, how many people have used the latrine?
0-2
3-5
5 or more
1
2
3
Q405 In the past week, who in your household has used the latrine?
**READ ANSWERS OUT LOUD
**MULTIPLE ANSWERS ARE POSSIBLE
Children under 2
Children 2-5
Children 6-15
Female adults 16-49
Male adults 16-49
Female 50+
Male 50+
1
2
3
4
5
6
7
82
Q406 In the past week, who in your household has NOT used the latrine?
**READ ANSWERS OUT LOUD
**MULTIPLE ANSWERS ARE POSSIBLE
Children under 2
Children 2-5
Children 6-15
Female adults 16-49
Male adults 16-49
Female 50+
Male 50+
1
2
3
4
5
6
7
Q407 I would like to take a look at the latrine you purchased from the WASH enterprise. Can you please show me the latrine?
**INTERVIEWER TO RECORD THE GENERAL CONDITION OF THE LATRINE AND TAKE PHOTO
**REFER TO ANNEX A FOR GUIDANCE ON HOW TO EVALUATE LATRINE USE
Used
Unused
1
2
Q408 **INTERVIEWER TO RECORD IF THE LATRINE HAS A SHELTER
Yes
No
1
0
IF NO, SKIP TO Q412
Q409 **WHAT KIND OF SHELTER DOES THE LATRINE HAVE?
**MULTIPLE ANSWERS ARE POSSIBLE
Walls only
Walls and roof
Door
1
2
3
IF WALLS ONLY, SKIP TO Q411
83
Q410 **INTERVIEWER TO RECORD MATERIAL(S) USED TO BUILD ROOF
**MULTIPLE ANSWERS ARE POSSIBLE
Bamboo
Concrete
Wood
Thatch
Plastic
Other:_______________
(SPECIFY)
1
2
3
4
5
99
Q411 **INTERVIEWER TO RECORD MATERIAL(S) USED TO BUILD WALLS
**MULTIPLE ANSWERS ARE POSSIBLE
Bamboo
Concrete
Wood
Thatch
Plastic
Other:_______________
(SPECIFY)
1
2
3
4
5
99
No. Questions and filters Responses Code Skip
Q412 How far is the latrine from your household? Distance (in meters): ______
Q413 How far is the latrine from the nearest water source?
Distance (in meters): ______
IF OVER 15 METERS, SKIP TO END
84
Q414 What type of the water source is close to the latrine?
**READ ANSWERS OUT LOUD
**MULTIPLE ANSWERS ARE POSSIBLE
**INTERVIEWER TO CHECK ALL THAT APPLY
River
Pond
Water well
Other:_______________
(SPECIFY)
1
2
3
99
END SURVEY HERE FOR INSTALLED LATRINES
Q415 Why haven’t you installed your latrine?
No money for shelter
No one to install (no masons)
Don’t know how
Too wet
Don’t like the latrine
Other:________________
1
2
3
4
5
99
85
Thank you for your time.
Refer to the following guide for determining whether or not a latrine has been used or not used.
Used Unused
Presence of water bucket for washing and flushing
No water bucket for washing and flushing
Footprints on or around pan No footprints on or around pan
Fecal matter or other excreta on or around pan No fecal matter or other observable excreta on or around pan
Water on pan and/or floor from washing and flushing
Dry, dusty pan and/or floor
Personal belongings such as flip flops, soap, sarongs/towels, or decorations in/around latrine
No personal belongings related to latrine use in or around latrine
86
SALESAGENTSUPERVISIONCHECKLIST
WASHSalesAgentSupervisionChecklist SalesAgentName:_________________________________________District,Province:__________________________________________Date:________________________ MarktheboxforeachstepthattheSalesAgentcompleted:
Step1:Preparation: □ContactvillagechieftoconductsaleactivitiesandSubmittedofficiallettertoVillageChief□AskVillageChieftoarrangetimeanddateforsaleseventanddoor-to-door□AskedVillageChieftoinvitepeoplewithandwithoutlatrines Step2:Presentation: □Arrivedontimeandwithallneededmaterials □Deliveredfullintroduction(introducedthemselves,theEnterprisetheyrepresent,andthetopic)WhichofthenegativeaspectsofopendefecationdidtheSalesAgenttalkabout(selectallthatapply): □Convenience
□Safety
□Privacy
□Health
□Other(list):______________________________ □None(checkthisboxifthisstepwasnotcompleted) □Askedforpositiveexperiencetestimonialsfromlatrineowners Addressedthefollowingobjections: □Cost(muchcheaperthanyouthink) □Subsidy/freelatrine(maynotevercome,ormaynotcomeformanyyears) □Other(list):______________________________________
□None(checkthisboxifthisstepwasnotcompleted)Mentionedthefollowingbenefits(selectallthatapply): □Earnrespectfromyourneighborsforcaringaboutthecleanlinessofthecommunity □Modernpour-flushdesignhasnosmellandisusedincities
□Tilesareeasytocleanandbeautiful □Homedeliveryreducestimeandmoneyspentontransport □Buildingtheirownsuperstructureallowsthemtoupgradeovertime
□Producedbyatrustedconcretemanufactureranddesignedbyengineerssoyouknowtheproductissafeforyourfamilyandwilllastmanyyears
87
□Other(list):__________________________________________________
□None(checkthisboxifthisstepwasnotcompleted)
LATRINEBUSINESSMONTHLYSALESREPORT
Monthly Sales Report Enterprise Name:
District:
Date:
Latrine Type New orders in
this month Delivered this
month Canceled Total paid full Total unpaid Current stock
4 ring With tile
3 ring
4 ring Without tile
3 ring
88
ENTERPRISEORDERTRACKINGFORM
SanMarkOrderTrackingForm
Enterprisename:……………………………………..…...……….
Tile NoTile
No. District VillageCustomername
Tel4
Ring3
Ring4
Ring3
RingInstall Delivery
TotalCost
Deposit BalanceReq
deliveryDate
deliveredPaymentStatus
89
Total
latrines TotalCashcollected
EnterpriseSignature
90
CASHFLOWRECORD
DailyCashRecord
Mon Tue Wed Thurs Fri Sat Sun WeekTotal
Date
CashIN
Cashreceivedfromlatrinesales
CashOUTforLatrineBusiness
Cement
Sand
Steelbars
Tile
Labor
Water
Fuel
Commissions
Promomaterials
Interest/loanrepayment
Other
TotalCashOUT
CashRemaining
91
MonthlyCashRecord Week1 Week2 Week3 Week4 Week5 MonthTotal
Date
CashIN
Cashreceivedfromlatrinesales
Cement
Sand
Steelbars
Tile
Labor
Water
Fuel
Commissions
Promomaterials
Interest/loanrepayment
Other
TotalCashOUT
CashRemaining
92
93
LATRINEORDERFORM
Latrine Order Form Order number:…………… Date:………………
Enterprise name:……………………………….. Tel:……………………………………………
Village:……………………………………….. District:…………………………………. Sales Agent name:……………………………. Tel:……………………………………………
Customer name:………………………………. Tel:……………………………………………
Village:……………………………………….. Unit: ………………………………………...
Photo of product Name Price/Unit Number of Units Total
Cover with tile
including 4 rings
440,000 kip
Cover without
tile including
4 rings
380,000 kip
Cover with tile
including 3 rings
400,000 kip
Cover without
tile including
3 rings
340,000 kip
Installation 50,000 kip
94
Delivery charge: 15,000 kip for deliveries within 10KM; if farther than 10km, charge will be 1,500kip/km/latrine (20% increase for 4 ring
design)
………………..kip
Date of delivery:……………………………………………… (deliver within 15 days)
Total:
Deposit paid: kip
Remaining Balance:
Sale agent's signature:………………………………
Customer's signature:…………………………………………
Payment: The sales team or chief of village will visit and collect remaining balance 1 day before delivery. If the full balance is not received at this time, the latrine will not be delivered or installed. Deposits or advance payments will not be refundedif the buyer cancels. The buyer will receive a full refund if the enterprise cancels. Installation: The Enterprise will install the latrine if the full payment is obtained, as mentioned above. The buyer is responsible for digging the pit according to the following specifications: All pits should be 1 meter wide. Pits for 4 ring designs should be a maximum of 1.4 meters deep, and not over 1 meter deep for three ring designs. Pits should be located at least 15 meters from any wells. Two days after installation, the buyer may begin using the latrine and/or build a shelter. Warranty: The Enterprise will repair or replace latrines if there are any problems up to one year after installation.
95
SALESAGENTLEADSGENERATEDCONTACTSHEET
LEADSGENERATEDCONTACTSHEET
SalesAgentName:____________________________
Date:_____________________________
VillageName:________________________________
HouseNumber
Name Interested?
(Yes/No)
Reason/Details FollowUpDate
96
SALESAGENTWEEKLYPLAN
SalesAgentWeeklyPlan
Week1 Mon Tues Wed Thurs Fri Sat Sun
Village1 Village3
Week2 Mon Tues Wed Thurs Fri Sat Sun
Village4 Village5 Village6
Week3 Mon Tues Wed Thurs Fri Sat Sun
Village7 Village8
Week4 Mon Tues Wed Thurs Fri Sat Sun
Village9,Village10 Village11
97
SALESAGENTORDERTRACKINGJOURNAL
Order Tracking Journal Date:
Sales Agent Name:
Enterprise Name:
Village
District
Group Sales Presentation Results
Number of participants
Tile No Tile
Order No. Name Tel 4
Ring 3
Ring 4
Ring 3
Ring Install
Fee Delivery
Fee Total Cost Deposit Balance
Req delivery
date
Total latrine orders
Total Cash Collected
Door to Door Sales
Number of houses visited
Tile No Tile
Order No. Name Tel 4
Ring 3
Ring 4
Ring 3
Ring Install
Fee Delivery
Fee Total Cost Deposit Balance
Req delivery
date
Total latrine
orders Total Cash Collected
NOTES
98
THISFORMISUSEDTOTESTBASICKNOWLEDGEABOUTMATHANDREADLITERACY
1 Lookattherowofnumbersbelow.Whatshouldcomenext?
8421½¼?
!1/4
!1/8
!1/12
2 Anotebookcosts10,000LAKforeachone.Whatwillfour
notebookscost?
!40,000LAK
!60,000LAK
!80,000LAK
3 Ropecosts10,000LAKpermeter.Howmanymeterscanyoubuyfor60,000LAK?
!6meters
!12meters
!18meters
4 Whichnumberinthefollowinggroupofnumbersisthesmallest?
71/5311/32
!a.)7
!b.)1/5
!c.)31
!d.)1/3
!e.)2
5 Trousersandashirtcost20,000LAKintotal.Thetrouserscost15,000LAK.Howmuchdoestheshirtcost?
!5,000LAK
!15,000LAK
!20,000LAK
6 Ifittakes5machines5minutestomake5cars,howlongwouldittake100machinestomake100cars?
!100minutes
!200minutes
!1,000minutes
7 Anenterpriseissellinglatrinesfor400,000LAK.Theownerdecidestoattractmorecustomersbyofferinga10%
discount.Whatisthepriceofthelatrineafterthediscount?
!360,000LAK
!400,000LAK
!460,000LAK
99
8 Anenterprisehas5SalesAgents.ThelistbelowshowsthenumberoflatrineorderstakenbyeachSalesAgentinone
day:
Mr.A:19,Ms.B:23,Ms.C:22,Mr.D:19,Mr.E:17
WhatistheaveragenumberoflatrineorderstakenbyeachSalesAgentinoneday?
!20orders
!24orders
!26orders
9 Acustomerbuysthefollowingitems:
2chickensfor80,000LAKeach
4bagsofchickenfeedfor20,000LAKeach
Whatisthetotalcostofalltheitemspurchased?
!240,000LAK
!260,000LAK
!280,000LAK
10 Aconcreteproductmanufacturermakes1cubicyardof
concretebymixing6gallonsofwaterwithonebagofcement.
Hewantstomake24cubicyardsofconcrete.
Howmuchwaterdoesheneed?
!144gallons
!154gallons
!164gallons
100
SITE SELECTION TOOL -- PHASE II: ASSESSMENT OF NECESSARY/REQUIRED CONDITIONS
Enterprise Name:
_________________________________________________________
Enterprise Location (District, Village)
_________________________________________________________
Name of Enterprise owner/manager interviewed
_________________________________________________________
A) Level of Interest and Commitment Yes No
No, but
willing to
address
Enterprise owner/manager has expressed interest in adding latrine production to his/her business, or changing their current product
Enterprise owner/manager is interested in implementing the Sanitation Marketing business model, including increasing sales and marketing efforts
Enterprise owner/manager is willing to receive support in recruiting, training and monitoring latrine sales force
If responses to any of the above are “NO”, do NOT proceed. Exclude candidate from list of potential Enterprises
B) Enterprise Capacity (does the facility have the capacity to deliver latrine products and services in accordance with standards and protocols?)
Yes No No, but willing to address
Enterprise has basic infrastructure in place needed for latrine production (check yes if all of the following criteria are met)
101
Source of water
Electricity
Stock area
Large enough to stock at least ten latrines at one time
Production area
Enterprise environment meets basic standards and protocols (check yes if all of the following criteria are met)
Materials are stocked safely and neatly
Dangerous tools and equipment are appropriately stored
Enterprise already offers related products and services (concrete products)
Enterprise currently serves and/or has the potential to serve target population
What villages/districts are your current customers from?
Are you willing to expand your business to include remote villages, including delivering and installing latrines in those villages?
Enterprise is willing and able to accommodate increased demand for products, specifically latrines, through investment in additional equipment, tools, and staff, if necessary.
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How many of the equipment below do you already own?
(Record number of each type of equipment)
Ring moulds _______________
Slab moulds _______________
Concrete mixer ____________
Delivery truck _____________
C) Enterprise Qualifications (is the facility staffed with people having appropriate qualifications and experience?)
At least one full-time staff is qualified to provide or, with reasonable input, gain the skills to provide latrine products and services (check yes if all of the following criteria are met)
Latrine production and necessary supporting skills are within the Enterprise’s capabilities, with proper training.
Adequate staff is available to produce latrines in a timely and efficient manner, and keep minimum stock levels consistent.
How many full time staff do you employ?
How easy/difficult is it to find additional laborers to work if you have a large order to fill?
(Select one)
Very easy Easy Normal Difficult Very Difficult
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Where do you find labor?
Does your staff change at all throughout the year, for example during harvesting season?
If yes, when?
Recordkeeping and business management skills are within the Enterprise’s capabilities, with proper training.
PROJECTEDVS.ACTUALORDERSRECORD
This record is for supervisors toaccuratelypredict thenumberoforders theycanexpecteachmonthandweekonaperdistrictbasis.TheformtakesintoconsiderationthenumberofactiveSalesAgentsineachdistrict,thenumberofareasinthatdistrictthatareservedbySalesAgents,andwhichweekthe
supervisorwilldoafieldvisitinthatdistrict(importantbecauseresultsaretypicallyhigherduringfieldvisits).
Month:
Week1 Week2 Week3 Week4 Totals
District
#SAs
#Areas
FieldVisit
#Pres.
Projected
orders/pres.
Totalprojected
Actual
#Pres.
Projected
orders/pres.
Totalprojected
Actual
#Pres.
Projected
orders/pres.
Totalprojected
Actual
#Pres.
Projected
orders/pres.
Totalprojected
Actual
ProjectedTotal
TotalActual
Orders
Notes:
Totals
Totals
Totals
Totals
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