recruit and select entrepreneurs?!#################################### - PDF document

recruit and select entrepreneurs?!######
recruit and select entrepreneurs?!################################################################################################!$!How many of your entrepreneurs are women?!################################################################################################!$!How do you ensure that entrepreneurs remain aligned with the Jibu mission and brand?!##############!%!What is the startArenÕt you spread too thin over three countries?Our core market is all the poor who cannot afford safe drinking water daily, not just the Ôpoorest of the poor.Õ Jibu entrepreneurs make drinking

water and basic life necessities afford
water and basic life necessities affordable to all underserved urban populations. What is your core product? We are a business model company. Our products include the training and suite of franchise tools that we provide entrepreneurs, as well as the water, fortified grain, and other products that our franchisees sell. How do you recruit and select entrepreneurs? Jibu franchisees are selected using the following 6-step vetting process: We partner with numerous in-country educational and business organizations who refer franchisee candidates. We also have gained enough respect a

nd profile in each country to draw How
nd profile in each country to draw How many of your entrepreneurs are women-5 cents per liter on average, less than $1 for 20L, which lasts a family of five about 3 days. In addition to charcoal cost savings, customers also save time and medical expenses related to smoke inhalation and the unreliable results of boiling. Taken together, these expenses make the cost of Jibu drinking water significantly cheaper than the cost of boiling. We also will soon have a Water Club program for the neediest in the community who cannot afford our water. With the Water Club subsidy, the cost p

er liter is as low as 5 cents for 20 lit
er liter is as low as 5 cents for 20 liters and they also receive WAter, Sanitation and Hygiene (WASH) education. soon to better serve our customers. How do you keep the cost affordable to your customers? The secret to JibuÕs prices is the efficiency of our decentralized, hyper-local business model that allows us to keep expenses low. Because our focus is on the underserved living within the immediate proximity of each Jibu storefront: 1. We virtually eliminate transportation costs by serving the immediate neighborhood within walking distance. 2. We sell wholesale/directly to co

nsumers, avoiding middleman and retail m
nsumers, avoiding middleman and retail markups. 3. All of our bottles are re-used. Jibu customers pay a one-time bottle deposit and then exchange empty bottles for full bottles, paying only for the water. Our new specially formulated poly-carbonate bottles are easy to carry, easy to dispense from, and are ratedto last 10X as long as a standard glass oke bottle. The only way for a Jibu franchise to be profitable is to reach the mass market with high volume of water at low margins. As an added measure to the incentives baked into the business model, a stipulation of our franchise ag

reement is that Jibu Corporate must auth
reement is that Jibu Corporate must authorize all price points and franchisees must focus on the bottom 90% within 2km of their storefront. We had to remove a partner because he was focused on selling upscale to hotels and restaurants rather than to the underserved in the local community around his store. From a business and impact perspectiveaway plastic. We have low variable costs and can relocate a storefront if needed. Our model enables us to stay nimble and innovative. We also have a passionate owner leading each of our franchises with an ambition and drive to make his/her

franchise a success Ð this is often lac
franchise a success Ð this is often lacking in other alternatives. Are you a for-profit or a nonprofit? We are a for-profit with a charitable mission. A true hybrid, Jibu has dual goals of making money and making charitable impact. These goals are enforced by law via our L3C structure and the purpose statements of our Operating Agreement: ÒEstablish a business in which profit, although of subordinate importance to our primary charitable purpose, is a key enabler of our ultimate mission to provide self-propagating solutions for those who most need it.Ó Overflow, Inc. is a partner

501c3 nonprofit whose purpose and chari
501c3 nonprofit whose purpose and charitable impact goals are well aligned with JibuÕs. This gives investors a choice of vehicles in how they would prefer to participate. What is an L3C? A ÒLimited Liability Low-profit CompanyÓ is a for-profit company similar to an LLC, but which by law must align its charitable impact with profit-making. It is a new type of hybrid entity designed to be a Ôsafe harborÕ for nonprofit foundations who want to grant or invest in a for-profit social enterprise that is aligned with their charitable purposes. The phrase ÔlowprofitÕ is a misnomer; there i

s no limit to profit an L3C can make as
s no limit to profit an L3C can make as long as the profit is properly aligned with its charitable purpose. Many investors have one pocket from which they invest and another pocket from which they to do both from one pocketWe planned to add one new business per month per country in 2015: a total of 24 new businesses. We ended 2015 with 16 new franchises but over 50 new business owners as a result of our microfranchise initiative that evolved in 2015, as well as launching our first pilot in Kenya. From inception, we have had a single focus on reaching the milestones necessary to

prove a franchise cookie cutter model th
prove a franchise cookie cutter model that could move as quickly as possible without sacrificing quality controls. The cross-pollination of lessons learned in three countries has greatly accelerated our readiness to scale. The effort required to operate in three countries at once has also developed a standard of efficiency and hustle among our team. From a market perspective, we feel it would not be wise to go slower given our growing profile. Our piloting strategy was to stay below the radar screen in the market, perfect our franchise model, then quickly scale before the competit