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Activity for Roy Makolosi

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Project Summary

The December solar team had 3 main areas of focus for the month: firstly, finding a revenue generation model that sustainably led to 40 new sales per month; secondly, finding a revenue collection model that was able to ensure full monthly repayments on products; and lastly investigating avenues for the business to scale. This summary will provide an expansion of how the solar team tackled each of the three key areas of focus, and provides recommendations for the next team moving forward....

Roy Makolosi
by Roy Makolosi
0 Votes
Comments 1
Roy Makolosi
Proposed Experiment

Lean Phase:   Channels Background Information: The high cost of agent onboarding has significantly hampered Moyo Energy’s ability to scale due to the face-to-face and transport requirements in the set up procedure. Additionally the information gaps lead to cost inefficiencies in the set up process; as regional demand characteristics and relationships are unknown. NGOs however, given their information databases and experience in the regions would theoretically be able to on-board...

Roy Makolosi
by Roy Makolosi
1 Votes
Comments 1
Roy Makolosi
Proposed Experiment

Lean Phase: Revenue Streams   Background Information:  The vast majority of units have been sold under the payment plan option which requires a deposit followed by 5 monthly payments. These repayments obviously comprise a large portion of our cash flow and revenue stream and as such it is vital that these repayments are made consistently over the entire 6 month payment period. In November these repayment rates reached 50% with 47 payments due thus necessitating a change in the...

Roy Makolosi
by Roy Makolosi
0 Votes
Comments 1
Roy Makolosi
Proposed Experiment

Lean Phase:   Channels Background Information: The high cost of distribution to areas of low demand, has adversely affected the business’ ability to maintain a profit margin, sufficiently high enough for the business to scale. From the 9th of December a change in revenue generation strategy, to only providing solar products in areas, where we received orders in excess of 10, has proved to cover distribution costs at a high enough level to be self sustaining. It is however still...

Roy Makolosi
by Roy Makolosi
0 Votes
Comments 1
Roy Makolosi
Idea thumbnail
Adopted Experiment

Lean Phase: Channels   Background Information:  The use of chief’s as sales’ agents in the community has been an effort to ensure repayments are received from customers. Data shows repayment rates have been poor, because the feedback loop between: the customers; moyo-energy; and then the sales agent takes too long; and makes the agents reinforcement ineffective as they can not get direct, and self-observable feedback, on their reinforcement efforts.   Assumption:  Collecting...

Roy Makolosi
by Roy Makolosi
1 Votes
Comments 1
Roy Makolosi
Idea thumbnail
Adopted Experiment

Lean Phase: Channels Assumption: Increasing the minimum product order size from our agents to 10; will lead to Agents established in Areas of higher demand, with consistently higher monthly sales figures Time Box: 2 weeks Success Metric:   Number of successful sales from agents Criteria:    Green Light: Post Black Label post to update Business Operations   Success point: 20 sales per new agent set up during the 2 week period.    Orange Light:...

Roy Makolosi
by Roy Makolosi
1 Votes
Comments 1
Roy Makolosi

Business Solution: A brief explanation of your projects current solution and how it addresses the problem and customer segment. 100-150 words    Our current solution is distribution service which incorporates a supplier sheet that aggregates all the local produce available for sale; and a similar demand sheet that aggregates all the available orders from local stores in other villages frustrated by a lack of variety.    An SMS of each of the demand and supply orders is sent to our...

Roy Makolosi
by Roy Makolosi
n/a
0 Ratings
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Roy Makolosi

Lean Phase: Solution   Assumption: Particular features of the farm produce distribution service will provide value to local businesses   Time Period: 2 weeks   Success Metrics Level of receptiveness to a feature based on a scale 1 to 10.   GreenLight: Integrate features into MVP based on feedback received from Utility testing; in order of highest rating.   Success Metric: Positive response of 8 out of 10    Orange Light: Modify the features ideated and...

Roy Makolosi
by Roy Makolosi
n/a
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Roy Makolosi

Lean phase: Unique Value Proposition   Assumptions: That Famers in Jumtha are willing to pay to reduce their food wastage.   Time Period: 2 Weeks   Success Metrics Success Metric: % of people engaged indicate a willingness to pay for the prototype agricultural exchange service Greenlight – People are willing to pay the designated downpayment for the product. It is verified that farmers can, and will pay this amount for the value outlined in the UVP.  Success...

Roy Makolosi
by Roy Makolosi
n/a
0 Ratings
Comments 0
Roy Makolosi

Experiment Design Post: Initial Offer test: https://projecteverest.crowdicity.com/post/2436060 Initial Experiment results: https://projecteverest.crowdicity.com/post/2436440 Lean Phase: Customer Segment/Problem    Introduction: The project is focusing on decreasing the amount of agricultural food waste, and lost revenue in small scale farmers. The project is designed to improve the quality of life for this demographic in Amisen.  Customer Segments Identified: Early...

Patrick Newman
by Patrick Newman
n/a
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Comments 0
Patrick Newman
Project Summary

The project had experienced some troubles without a PEV presence in country during March through to May. Although all systems from that time period have been salvaged or noted, the project took a great loss due to this. Through people not making their payments, and customers not receiving feedback from PEV for months left users unhappy and the project losing money. Enlisting someone to run the project during off months, preferably in-country, as a means to maintain the business is needed for...

Andrew Vild
by Andrew Vild (Admin)
0 Votes
Comments 3
Andrew Vild
by
Andrew Vild (Admin)
Revenue Stream

Currently, Project Everest Ventures (PEV) Solar Consulting Team is offering 1 product via 3 payment methods in the Nancholi and greater Blantyre region: Upfront payments of K35,000 Monthly payment plan with K7,200 installments over 5 months (six payments total, including deposit) totalling K43,200 Layby sales: customer places a deposit of K10,000 (this amount can be increased/decreased, to try and make customers commit) to reserve the product, and pays the remaining K25,000 in a...

Aodhán
by Aodhán
0 Votes
Comments 2
Aodhán
by
Aodhán
Idea thumbnail
Adopted Experiment

Lean Phase:  Supply Chain, Distribution Channels   Question: The Chiefs of Villages can serve as a low-cost distribution channel for the GD-Lite solar product; only incurring a cost when a sale is made, in the form of a commission.   Assumption: Village Chiefs are more effective at tracking and chasing their community member’s payments. They are also able to effectively sell the products to their community members on a commission scheme. Purpose: To validate our...

Roy Makolosi
by Roy Makolosi
8 Votes
Comments 2
Roy Makolosi
Work Update

Introduction In-country operations for Solar Malawi resumed this June and is in its third week, continuing off from the previous team in February. As usual, the team’s goals revolved around sales of a solar product and the accompanying infrastructure (eg. software for automated texting, sales logistics, accounting, etc). The current version of solar product we are selling is the GD-8017A by GDLITE - a solar powered battery which discharges stored electricity in the form of a torch, up to...

Anthony Liu
by Anthony Liu
1 Votes
Comments 2
Anthony Liu
 

Roy Makolosi

Blantyre, Malawi

Joined this community on Jun 5, 2019

Bio Young Economist inspired by the challenge of a market based solution to social problems

University or Company
University of Malawi

Degree or Work area
Economics

Country you Trekked/are Trekking in
Malawi

What is thirteen plus four?
Human

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