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This experiment is testing the utility of a trial phase partnership with Merchant Finance (MF) and Fiji Development Bank (FDB). It will be measured by the number of customers who get referrals from banks to use PEV’s services to obtain a loan in the future.    Lean phase: Channels Assumption: Banks will refer the Ilavo Log to customers who are wanting a loan but do not have the correct financial documentation to obtain one.  Time box: 4 Weeks    Success metric: % of...

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This experiment is testing the utility of adding new features to the MVP (inventory log, CFS, balance sheet). Customers need to be surveyed to find out if they find the new version of the MVP to be of value.    Lean phase: Solution  Assumption: The new features implemented in Ilavo Log (inventory log, CFS, balance sheet) will positively benefit customers and aid them in obtaining their loan.  Time box: 1-2 weeks   Success metric: % of current clients who express...

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This experiment focuses on evaluating how effective providing weekly income statements are in generating increased use of our MVP, The Ilavo Log. We will determine success by comparing current usage to usage after receiving income statements.    Lean Phase: Customer Segments Assumption: Providing physical evidence of the income statements will motivate clients to regularly input their finances into the MVP.  Time Box: 4 weeks   Success Metric: % increase in clients that...

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Lean Phase: Solution Reference to Experiment Design post here Assumption: In the future, Project Everest Ventures will partner with Merchant Finance or another financial institution to allow our clients to easily obtain a loan. Time Box: 4 weeks Success Metric: Merchant Finance agrees to partner with us and offer our MVP as a product to clients who are unsuccessful in obtaining a loan for lack of financial documentation.    Results:  The experiment achieved an...

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Lean phase: Solution  Assumption: Expanding and providing additional features to our existing MVP users will increase the likelihood of loan approval and make the process easier.  Time box: 1 week Success metric: % of MVP users that identify a need for more features in the MVP or express dissatisfaction with the current services available.   Results:  2 out of 3 clients from December were surveyed. 1 out of 3 clients have been using the MVP since December....

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Lean Phase: Solution  Reference to Experiment Design Post: https://projecteverest.crowdicity.com/post/2829940   Assumption: That the client of the MVP is using our services continuously and thus is growing their business by obtaining a loan.  Time Box: 4 Week Success Metric: 66% (⅔) of people who purchased the MVP that has continuously used our service and thus have all the necessary documentation to obtain a loan.    Results:   One out of three clients used the...

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Lean phase: Solution    Assumption:  The SME owners have been using the MVP sporadically and will find the product more useful if additional features (inventory log, balance sheet) are added.   Results: 2 Households visited Two clients; Reapi and Veronika Cua engaged in the survey, and the third couple were unable to be contacted   Customer 1 - Reape Nabulo: Of that, through meeting with Reape Nabulo on the 9th of January 2020, we found she was very enthusiastic...

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Lean phase: Channels Assumption : Posters will be placed around Sigatoka town which will attract customers to increase our MVP sales. Time box: 1-2 weeks Success metric: % increase in people who call or email Project Everest to express interest in our product.  Criteria: Obtain consent from shop-owners to advertise our product in and outside of their stores. Also coordinate with the other teams (e.g. Fuel) and make sure that our posters will not be placed near theirs in...

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Lean phase: Channels  Assumption: Based on previous interactions and contact, Merchant Finance (MF) will be willing to agree to a partnership plan and eventually a complete ongoing commercial partnership with PEV where they will refer unsuccessful loan applicants to PEV so that they can utilise PEV’s services in order to be successful for a loan in the future.  Time box: 3-4 weeks Success metric: % that Merchant Finance agrees to all of PEV’s proposed terms in the partnership...

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Lean phase: Customer Segment  Assumption: Banks see the value in our services for themselves and their customers and express interest in future collaboration with PEV.   Time box: 3 weeks Success metric: % of banks that are interested to collaborate with PEV in the future and are keen to hear more about PEV’s services.  Criteria: Trying to create a mutually beneficial relationship with three banks where a referral system is set in place. The aim is to make the banks aware...

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Lean phase: Solution  Assumption: Current MVP users who are not recording their daily transactions are doing so because the MVP is lacking in some form (not easy to understand, or customers do not find it helpful). Therefore, the MVP can be improved by expanding existing features and adding new features (balance sheet, control flow statement, forecast) that are easy for users to navigate and also aid them in obtaining their loans.  Time box: 1 week Success metric: % of MVP...

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Project Summary

The July Microfinance II Team focused on determining the viability of PEV loaning to village banks in Malawi. To achieve this, we focused on three key goals: profiling, diversifying risk and transactions. Our profiling goal involved meeting with village banks to discuss their operational procedures, which includes collateral requirements, interest rates and capacity to loan. The team developed interview questions that focused on understanding how the village bank operates, the systems they...

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 [PROPOSED EXPERIMENT]: Product Impact Energy Amisen April 2019   Lean Phase: Key Metrics Assumption: People of low affluence in Amisen will pay for a reliable, affordable and consistent energy solution that we have provided. Time Box: 4 hours Success Metric:   Green Light: Continue to expand our sales reach within our customer segment Success Point: 40% of the 18 customers convert to Sales Orange Light: Revisit our financial model, conduct additional price testing...

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Outline:  The Energy Team has a revenue stream through our subscription based access to our ‘Communal Solar Panel System’, and upfront costs from customers purchasing the rechargeable battery pack and light bulbs. Background: The Energy Team is currently seeking additional systems of obtaining revenue to enhance efficiency and scalability of our product.   Upfront Sales Revenue will be sourced from the upfront sales of the rechargeable torch and battery pack. This will cost the...

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The cost structure segment of the lean phase identifies all costs associated with the product. These costs come over a range of differing times and conditions.  The costs can be separated into two types of cost fixed costs and variable costs.    Fixed costs Price of Solar Panel - $2000 Price of Battery Packs - $8 per battery pack Warehouse Rent $400 per month Startup Costs Registration and Licence - $1000 Legals  - $1500 Accounting - $1500 Technology MVP - $7000...

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The solution we will provide is a communal solar recharge station. It will alleviate the pain points that were identified in our research related to unreliable lighting sources, energy affordability and mobile recharging.The communal solar recharge system will comprise of charging stations for batteries of rechargeable lamps and torches.These rechargeable lamps and torches will be sold separately.  Energy affordability will be achieved through a subscription based model, that will allow...

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Reference to Experiment: https://projecteverest.crowdicity.com/post/1320570   Lean Phase: Solution   Assumption:  Locals in Jumtha and Vengara have a positive response to the features we intend to include in our solution.     Experiment Results: To go forward with the utility test and get the green light we needed at least a 60% positive response rate. We visited Jumtha and engaged with 17 locals. All of them responded positively to the potential utilities. Since we...

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Experiment Results

Experiment post: https://projecteverest.crowdicity.com/post/1320340 Lean Phase: Channels Assumption: Village Chiefs are a viable channel to reach our customer segment of low affluence members of Juthma and Vengara.   Results: 18 individuals were engaged by a Village Chief with in Jumtha and Vengara. Of the 18 that the Village Chief engaged with, 13 converted to a successful EOI. A green light has been achieved with 72%. This success rate exceeds the success metric of...

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Adopted Experiment

Problem: Unreliable power/energy → Lower productivity, less time for education Customer emotions: START frustrated/annoyed END hopeful/excited/happy   Potential Features: Provides lighting source Charges phone and/or other rechargeable devices Renewable/free power source Safety - noncombustible power source - no smoke Usability - simple to use, educated on the product   Tested Features (Top 3) Provides lights source Charges phone/device Product provides...

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Experiment Results

 This experiment focused on validating the assumption that locals in Jumtha and Vengara are willing to pay for an alternative more reliable and affordable solution to Energy.  Experiment post: https://projecteverest.crowdicity.com/post/1318450   Lean Phase: UVP Assumption: Locals in Jumtha and Vengara are willing to pay for an alternative solution to energy that is more reliable and affordable.   Results: Channel: Jumtha and Vengara 21 Individuals were engaged with in...

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Proposed Experiment

Lean Phase:  Channels   Assumption:  Village Chiefs are a viable channel to reach our customer segment of low affluence members of Juthma and Vengara.   Time Box:  1 day.   Success Metric Metric: Proportion of our interactions conducted by the Village Chief to new EOIs received. Green Light: Proceed - Conduct Blast Text Experiment Success Point:  30% of interactions convert to an EOI Orange Light: Optimise - Ask Village Chief reasoning behind selection for number...

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Problem

Lean Canvas: Problem Context: In April 2019, the Energy Team engaged with members of the Keisala, Jumtha and Vengara villages in the Republic of Amisen. Through these engagements, the Energy Team was able to generate insights regarding existing energy solutions, and the level of accessibility and affordability of such solutions. It was invaluable for our team throughout our engagements to ascertain the emotions that community members feel when dealing with the problem, and the flow...

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Adopted Experiment

Lean Phase:  UVP Assumption:   Locals in Jumtha and Vengara are willing to pay for an alternative more reliable and affordable solution to energy. Time Box:    Over 3 days. Success Metric:   Metric:   Conversion from numbers engaged into paying customers. Expected to engage 30 customers. Green Light: Proceed - Conduct Utility Test Success Point: 60% conversion achieved through 18 sales Orange Light: Optimise - Assess pricing options  Red Light: If the product is not...

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Lean Phase:  Offer Testing Assumptions Locals are unhappy with current energy solutions, in terms of cost and reliability.   Time Box 2 days Reach Channel 1 - 26 people Channel 2 - 50 people Channel 3 - 5 chiefs Success Metric:  Those who are interested in accessing cheaper and more reliable energy Success point: 20% of people who want cheaper and more reliable energy Conversion: 6 people Proceed: Ideate solutions and currency test Orange Light: Between...

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Channels

Throughout the month of December, the Social Consulting Team has been engaging with multiple channels to optimise customer interaction. From an overarching perspective, business to customer interaction is the primary channel SoCon engages with. When subdivided into individual channels, SoCon utilises mobile money, community meetings, key stakeholders, door to door sales, the USSD system and Village Banks.   Mobile Money Mobile Money throughout December functioned as the primary...

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Problem

Abstract Malawi remains one of the poorest countries in the world, with 90% of the population living on less than $2/day, and 75% living below the lowest poverty threshold of $1.25/day (Human Development Report, 2011). As a result, the majority of Malawians are alienated from formal financial services. Stemming from this alienation, our research over both July and December teams has identified the following as core issues within the Malawian financial landscape. Lack of collateral...

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Proposed Experiment

Lean Phase: Customer Segment Assumption: The intention of this experiment is to validate that Village Banks are a viable and creditworthy customer segment to provide micro-loans to. From prior research, it was determined that Village Banks present us an opportunity to access the customers that have the highest level of creditworthiness within their communities. By providing micro-loans, we can engage with a new customer segment whilst providing access to capital that will enhance the...

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Lean Phase: Channels   Assumption: The current default rate from Solar product based loans is 49%. The intention of this experiment is to validate that defaulting on loan repayments is not linked to income. The assumption that SoCon will validate throughout this experiment is that customers repay their loan when consistent reminder texts are sent from Project Everest.   Time Box: 4 weeks   Success Metric: % of customers who: Are receiving both reminder messages and...

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Proposed Experiment

  Lean Phase:  Offer testing Assumptions: Microfinance institutions lack sufficient means to assess the risk of new customers. Reasons may include: Potential customers have no formal records of creditworthiness; and Assessing potential customers creditworthiness is resource intensive for microfinance institutions Time Period: 1 week (or time is taken to survey 8-10 microfinance institutions) Success Metrics: 1. % of microfinance institutions who limit the...

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Experiment Results

Lean Phase: Channel Testing Assumption: Consumers are familiar with, know how to use, and are willing to use mobile money as a payment system Through empathising with 90 consumers across three geographic regions of Blantyre, Limbe, and Nancholi, SoCon should be able to identify that consumers are familiar with, know how to use and are willing to use mobile money. This will be proven through validation that: 1. They are familiar with mobile money, and 2. They know how to use...

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Experiment Results

Lean Phase: Channel Testing Assumption: Consumers have access to mobile money as a payment system. Through empathising with 90 consumers across three geographic regions of Blantyre, Limbe, and Nancholi, SoCon will be able to identify that consumers have access to mobile money. This would be proven by validating that phone penetration is sufficiently high across the three geographic regions, that network coverage is reliable and that consumers have close proximity to mobile money...

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Emma Snow
 

Emma Snow

Sydney, Australia

Joined this community on Oct 19, 2018

University or Company
USYD

Degree or Work area
Business

Country you Trekked/are Trekking in
Malawi

What is thirteen plus four?
Human

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