Business Skills Training for Sanitation Entrepreneurs Sanitation Marketing Toolkit Facilitator’s Guide
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BusinessSkillsTrainingforSanitationEntrepreneurs
SanitationMarketingToolkit
Facilitator’sGuide
CONTENTSFACILITATIONGUIDELINES
LearningGoalsandObjectives ..................................................................................................... 1
TrainingPhilosophy ...................................................................................................................... 1KeyPointsWorthRepeating......................................................................................................... 3Timing ........................................................................................................................................... 4
CreatingaSenseofCommunity ................................................................................................... 5MaintainingaSmoothFlow.......................................................................................................... 5AssigninganActivity ..................................................................................................................... 6
ModelingtheAssignment............................................................................................................. 6CheckingforComprehension ....................................................................................................... 6DebriefingActivities ..................................................................................................................... 7
RespondingtoParticipantQuestions ........................................................................................... 8HandlingParticipantResponses ................................................................................................... 9CreatingSmallGroups ................................................................................................................ 11
IntroducingtheTraining ............................................................................................................. 12ClosingtheTraining .................................................................................................................... 16
PREPARINGFORTRAINING
DesiredRoomLayout ................................................................................................................. 19
TableGroupSize......................................................................................................................... 19NecessaryMaterials ................................................................................................................... 20OptionalbutRecommendedMaterialsandEquipment............................................................. 20
TrainingPreparation................................................................................................................... 21TrainingBudget .......................................................................................................................... 21TrainingAgenda.......................................................................................................................... 22
TRAININGMODULES
UNDERSTANDINGTHEMARKETUnderstandingtheMarket ............................................................................................ 28
LATRINEPRODUCTION
HowtoCalculateCost,ProfitandSellingPrices............................................................ 31HowtoMakeSalesGoals .............................................................................................. 36HowtoCalculateProductionNeededtoMeetWeeklySalesGoals.............................. 38
HowtoCalculateRawMaterialsNeededtoMeetSalesGoals ..................................... 40ManagingDeliveries ...................................................................................................... 42
FINANCIALMANAGEMENTHowtoManageYourCash ............................................................................................ 46HowtoKeepGoodSalesandFinancialRecords............................................................ 48
ConsumerandBusinessFinancing ................................................................................ 50CUSTOMERSERVICE
HowtoProvideGoodCustomerService ....................................................................... 53
ANNEXES
A.Energizers .................................................................................................................................. iB.Pre-/Post-Test...........................................................................................................................iiiC.ReturnonInvestmentCalculator ..............................................................................................v
D.SalesAgentMaterialChecklist ................................................................................................viiE.MonthlyReports.....................................................................................................................viiiF.QualityAssuranceAudit............................................................................................................ix
G.BudgetTemplate......................................................................................................................xiH.BadSalesRecordExample ..................................................................................................... xiiiI.GoodSalesRecordExample .................................................................................................... xiv
J.CustomerServiceChecklist ..................................................................................................... xvi
FacilitationGuidelines
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LEARNINGGOALSLEARNINGGOALS
Participantswilllearnwhatitmeanstobeabusinessownerandassessthestrengthsandweaknessesoftheirownbusiness,sothattheycanmanagethemmoreeffectively.
LEARNINGOBJECTIVES
BytrainingsanitationentrepreneursinthemodulesincludedinthisGuide,participantswill:
1. Understandtheirownstrengthsandweaknessescomparedtotheircompetitors;
2. Analyzethecostofproducinglatrinesandsetpricesfortheirproducts;3. Setsalesgoalsfortheirbusiness;4. Setproductiontargetsneededtoreachsalesgoals;
5. Calculatehowmanyrawmaterialstheywillneedinordertomeetproductiontargets;6. Learnhowtoschedulethedeliveryandinstallationoftheirproducts;7. Conductcashflowanalyses;
8. Learntheimportanceofgoodcustomerservice,andthedangersofbadcustomerservice;9. Learnthecomponentsofagoodsalesrecordandfinancialrecord;
10. Developapersonalizedbusinessdevelopmentplan.
TRAININGPHILOSOPHYThelearningactivitieshavebeenstructuredtotreattheparticipantswithrespect,setthemupforsuccessfullearning,andtousethetrainingtimeaseffectivelyandefficientlyaspossible.Tothisend,thelearningmethodsusedareintendedtobeinteractiveandexperiential.
Thetrainingactivitiesaredesignedtobeconductedinsmallgroups.Facilitatorsareencouragedtoorganizetrainingsattimesandplaceswhenatleastthreeparticipantscanattend.Ifthisisnotpossible,andone-on-onetrainingisnecessary,allactivitiescanbeeasilyadaptedforanindividualbysimplyengagingwiththeparticipant,providingguidancethrougheachactivity,andgivingtheparticipantshortperiodsoftimetodoindividualworkandreflectiononthetopic.Inordertoincreasetheprobabilitythattheparticipantswillbemotivatedtolearntheinformation,newinformationisgiveninsmalldosesandbuy-inisaccomplishedbybuildinguponwhattheyalreadyknowfromtheirpersonalexperiences.
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Sincethereisagoodpossibilitythattheparticipantsalreadyhavesomeoftheinformation,thefocusofthelearningactivitiesistodrawtheinformationfromthem,withadditionalenhancementsmadebythe
facilitatorasneeded.Thismayincludepromptingthemwithquestionsthatwillhelpthemdiscoverthecorrectorcompleteanswer.Or,itmayinvolvehavingthemreviewreferencepagestotrytodiscovertheanswersthemselves.
Smallgroupdiscussion,augmentedbyfacilitatorlecture,isusedwhereitislikelythatsome,butnotall,oftheparticipantsmayknowsomeoftheanswers-butmayalsoneedclarificationand/orvalidationby
thefacilitator.Lectureshouldonlybeusedwhenitislikelythatnoneoftheparticipantswillknowtheanswers.
ADULTLEARNINGTHEORY
Whenfacilitatingthistraining, it is importanttoremembertheaudience.Traineeswillbeadults, likelywithyearsofprofessionalexperienceinbusinessmanagementandownership.Theywillhavealifetime
ofpersonalexperiencesbehindthemthatwillinformhowtheyevaluate,retain,andusetheinformationprovidedtothemintraining.
Adult learning theory is based on this understanding—that adults learn differently than children andadolescents.Itisbasedonseveralprinciplesthatcanbeappliedtothewaythistrainingisconducted:
1. Adultsareindependentlearners.
Application:Encourageactiveparticipationand incorporate this into the trainingdesign.Buildontheparticipants’ownexperiencesbyfrequentlyaskingforinputandsharing.
2. Adultsareself-directed.Application:Useexploratoryexercisesthatallowparticipantstodiscovertheirownanswers.Ask
questionsfrequentlytoencourageactivethinking,problemsolvinganddecisionmaking.
3. Adultslearnfornow.Application:Teachonlyrelevantskillsthatapplydirectlytotheparticipantsandthatparticipants
can begin using immediately. Make objectives clear at the beginning to communicate therelevanceofthetraining.
4. Adultslearnfromtrainersandfromothers.Application:Use participatory activities and draw on participants’ experiences, to encourage
learningfromeachotherandsharingideas.
5. Adultsfearfailure.Application: Create a safe environment where participants feel free to express themselveswithoutriskingcriticism.Usegroupactivitiestocreateasupportivelearningenvironment.
6. Adultsquestiontheneedtolearn.
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Application: Teachonly relevant skills and allowparticipants to apply their new skills throughrole-playingandpracticalexperience.
7. Adultslearnbylisteningtoothersandalsosharingtheirownknowledge.Application:Useparticipatoryactivitiesandbuildonparticipants’experiences.Forexample,askparticipantstoprovideexampleswhenexplanationisneeded,insteadofprovidinghypotheticalexamples.
8. Adultshavevariedexperiences.Application:Linknewknowledgetooldknowledgeandbuildonlearners’experiences.
KEYPOINTSWORTHREPEATING1. Training is for thebenefit of theparticipant. It is intended tobuild the skills needed tomeet
theirmaximumpotentialasalatrinebenefit.Givingfullparticipationandeffortcanhelpthemearnmoremoneyandexpandtheirbusiness.
2. Oneoutputofthetrainingwillbeapersonaldevelopmentplanbasedonthegoalstheysetfortheirownbusinesses.Participantswillberesponsibleforcompletingtheactionpointsontheirplans,andfacilitatorswillbefollowingupontheprogress.
3. TheBusiness Skills for Sanitation Entrepreneurs, Participants’ Workbook contains all of theinformationandtoolsusedduringthetraining.Participantsareexpectedtousethemregularlyinthestrategicplanninganddailyoperationsoftheirbusiness.
4. Usinga lowprofit,highvolumestrategy is recommended to increaseearningsandgrowtheircustomerbase. The reason thisworks is becausemorepeoplewill beable andwilling tobuyyourproduct.
5. Planning is critical to the success of your business! Using the planning tools covered in thistrainingandhelpparticipantsmeetcustomerexpectations,ensurethattheyhaveenoughcashtooperatetheirbusiness,andaremakingthedesiredamountofprofit.
6. Keepinggoodrecordsisimportanttomakesurethatyou’rereachingyourgoalsandkeepingyourcustomershappy.Itcanalsohelpyougetloansfrombankstogrowyourbusinessinthefuture.
7. Wordofmouth is themost important formof advertisement.Happy customerswill tell theirfriendsandyouwillgetmorebusiness.Unhappycustomerswill telleveryoneandyouwillgetnobusiness!
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8. Therearemanypeoplewhowanttobuyalatrinebutcannotgatherthefullamountofthelatrineinonemonth.Offeringflexiblepaymentoptionsforcustomerscanhelpyoureachmore
peopleandearnmoremoney.Itcanalsosetyouapartfromyourcompetitors!
9. Yoursalesagentsconnectyouwiththecustomers.Thebetteryoursalesagentsperform,themoremoneyyoucanmake.Maintainregularcommunicationwiththeirsalesagents,andmakesuretheyhaveeverythingtheyneedtodotheirjobswell.
TIMINGInthelessonplanthatfollows,thetimesareapproximatewithineachsection.Thisdoesnotmeanthattimespentononesessionshouldrunoverintothetimeallottedforthenextsession.Butitdoesmeanthatfacilitatorswilldeveloptheirownflow,andtimesmayvaryslightly.Theremayalsobeunanticipatedissuesthatcomeup,anddecisionswillneedtobemadeabouttimespentresolvingthem.However,makesurethatallactivitiesarecompletedbytheparticipants.
1. Timingthroughoutthedayisverycritical.Keepaclockonthefacilitatortable,sothatyoucankeeptrackofyourtime,andwearawatch!
2. Eachsectionofthetraininghasaspecificduration,soitwillbeveryimportanttoopenandcloseeachactivityinaccordancewiththeagenda.
3. Whenassigningalearningactivity,beclearaboutthelengthoftimethattheparticipantshavetocompleteit.Alwaysgivetheparticipantsa5-minuteand1-minutewarningsothattheyknowtheyneedtowrapuptheactivity.
4. Lunchbreaksshouldbeonehourlongandincludedintheagenda.Thelocationshouldbecloseby,andtheserviceshouldbeefficientsothatallparticipantscanbebacktothetrainingfacilitywithinonehour.
5. Ten-orfifteen-minutebreaksshouldbegiveneveryhour,inordertokeeptheparticipantsawakeandenergized.Seetheannexforexamplesofenergizingactivities(AnnexA)thatcanbeusedduringbreaksorbetweensessions.
6. Makesuretotelltheparticipantsexactlywhentoreturnfromtheirbreaks.
7. Thebestwaytoensurethattheyreturnontimeistogetavolunteerparticipanttomakesuretheyallarebackintheirseatsattheendofthebreak.
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CREATINGASENSEOFCOMMUNITY1. Gettothetraininglocationearlytosayhellototheparticipantsandwelcomethemtothe
training.Thiswilltolessenanxietyonallsidesandcreateanicerelationshipbetweenthefacilitatorandtheparticipants.Ifyoudon’talreadyknowtheparticipants,introduceyourselfandasktheperson’sname;askdetailsabouttheirbusiness(Howlonghavetheybeenproducing
latrines?Whereistheirbusinesslocated?),andwhytheyhavecometothetraining.Youwillthenbefamiliarwiththeaudienceandbeabletorefertoparticipantsbyname.
2. Itisalwaysagoodideatoaskcommongroundquestions:"Howmanyofyou…?"inordertohelp
peoplefeeltheyhavesomethingincommon.Makesurethatyoukeepaskingtopic-relevantquestionsuntileveryonehasbeenabletoraisetheirhands.
3. Avoidmakingassumptionsandexpressingthem,suchas"WeallknowX"Ifwealldon'tknowX,
thiswillmakeusfeelexcludedfromthegroup.Instead,ask,“HowmanyofyouarefamiliarwithX?”ThisgivesyoutheoptiontohavesomeonefromthegroupexplainX,sothateveryonenow
knowswhatitmeans.Ifeveryoneraisestheirhands,thenyoucanproceedmorecomfortablywiththebeliefthateveryonealreadydoesknowX!
4. Askpeopleatthebreakshowtheworkshopisgoing.Thiscontactencouragesindividualswho
weresilentbeforetohavetheconfidencetoparticipateopenlyinclassdiscussions.Thismaybebecausetheone-on-onecontactgivestheindividualsthesensethatyoureallycareabouttheirsatisfactionandsuccessintheprogram.
MAINTAININGASMOOTHFLOW1. Keepinmindthatalloftheinformationpertainstowhattheparticipantsneedtoknowanddo.
Reinforcetherelevanceoftheinformationwheneverpossible.
2. Usetransitionalstatementsthatmovethegroupfromonesessiontothenext.
3. Referbacktoearlierstatementsmadebytheparticipantsorotherfacilitators,tobuildontheircommentsortietheirinformationtothecurrentcontent.
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ASSIGNINGANACTIVITY1. Remembertomodelanactivitybeforehavingthegrouporindividualdoone,inordertoset
themupforsuccess.
2. Whenassigningeitheranindividualoragroupactivity,indicatehowlongtheyhavetocompletetheassignment.
MODELINGTHEASSIGNMENT1. Theparticipantsshouldnotbeaskedtodosomethingbeforetheyhavebeengivenanexample
oramodeloftheactivityortheprocesstheyshouldfollow.Theycanthenrefertothisexampleastheydotheirownsmallgrouporindividualwork.
2. Forexample,ifthesmallgroupswillbebrainstorming,thefacilitatorshouldstartoffthe
exercisebyaskingtheentiregroupforoneortwoexamplesandwritingwhattheysayontheflipchart.Or,ifthegroupswillbeworkingwithdifferentcasestudies,thefacilitatorshouldwalkthegroupthroughtheanalyticalprocesstheyshouldusewithabriefmodelcasestudy.
CHECKINGFORCOMPREHENSION1. Checkforcomprehensionofthecontent.Youcandothisbyaskingquestionsorencouraging
participantstoprovidesomeexamples.
2. Aftergivinganassignment,walkaroundtheroomtobesurethattheyunderstandandareworkingonthecorrectassignment.
3. Checkwiththeparticipantsoccasionally--eitherinthelargegroup,bytalkingwithindividualsduringthebreak,orwalkingaroundlisteningtothesmallgroupsastheyworkontheactivity--to
besurethatthepaceiscomfortableandeveryoneisonthesamepagewithyou.
4. Alwaysusepre-testsandpost-tests(AnnexB)toevaluatetheeffectivenessoftrainingbasedonthelearninggoals.Theinformationshouldbeusedtodecidewhatkindofongoingsupportisneededpost-training,andtoimprovethetrainingfornexttime.
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DEBRIEFINGACTIVITIES1. Itisimportanttohavetheindividualorgrouprepresentativesreportoutaftertheyhave
completedanactivity.Otherwise,theywillnothaveanysenseofclosure.
2. Drawoutthecorrectormorecompleteanswersfromthegroup,sothatwhenyoutellthemthecorrectanswer,itwillsimplyvalidatewhattheyhaveidentified.Rememberthatwewanttobuildtheirconfidenceintheirowncompetence!
3. Toensurevarietyofreportoutmethods,hereareafewtodrawfrom:
a. Thumbsupifyouagree,thumbsdownifyoudon't.
b. Cansomeonetellustheanswertoquestionx?[Callforavolunteer.]Thenasktheparticipantstoraisetheirhandsiftheyagree,oriftheydisagree.Callononeofthedissentersforhisorherresponse.Askthegrouptoidentifythecorrectresponse.Ortellthemyourself.
c. Haveonetablegroupreporttheiranswer.Askifanyothergroupshavesomethingdifferentorsomethingtoadd.
d. Ifmorethanonetablegroupworkedonthesamecasestudy,alternatebetweentheminansweringthedifferentquestionsrelatingtothecasestudy.
e. Movefromonetablegrouptoanothertoanswerdifferentquestions.
HowtoUsePre-TestsandPost-Tests
Distributepre-testtoparticipants.
Explainthepurposeofthepre-testandtheamountoftimetheyhavetocompletethetest.Ensurethattheparticipantsworkindependentlyonthistest.
Collectthetestoncetheyarecompletedandkeeptheminasafeplacetocomparewithpost-testsat
theendofthetraining.
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RESPONDINGTOPARTICIPANTQUESTIONSGiventhechoicebetweenparticipantswhoneveraskanyquestionsandparticipantswhoaskalotof
questions,thelatterisbetter.Thefactthattheyhavequestionsindicatesthattheyarehighlyinterestedinthetopic-andthat’sagoodthing!
1. Firstofall,makesureeveryonehasheardthequestionbeforeyouanswerit.Eitherrepeatthe
questionyourself,ifotherparticipantsmaynothaveheardit,orrequestthattheindividualsprojectmore,sothatotherscanhearwhattheyaresaying.
2. Toreinforcethequestioner’sneedtoproject,walktotheoppositesideoftheroomfromthe
participantwhoisspeaking.Althoughthismayseemcounterintuitive(typically,wemoveclosertopeoplewecan’thear,ratherthanfartherawayfromthem!),thepersonwillalwaysdirecthisorhercommentstowardthefacilitator.
3. Whenparticipantsaskaquestion,deferittotherestofthegroup.Ifsomeoneinthegroupcan
answerthequestion,itprovidesvalidationforthatperson.Ifnoonehasananswer,thisstillgivesyousometimetothinkaboutthequestionsothatyoucangiveyourbestanswer.
4. Remembertosummarizeand/orvalidatethecorrectanswerafterreceivingtheanswerfrom
anotherparticipant.Ifyoudon'tprovideasummaryorvalidation,itmaygivetheappearancethatyouaredeferringthequestionbecauseyoudon'tknowtheanswer-ratherthanbecauseitisanexcellenttrainingtechnique.
5. Theremaybetimeswhenyouhaveasensethatthequestioneralreadyhasananswerforhisor
herownquestion.Inthatcase,askwhatthequestionerthinks.Thiscanprovidegoodvalidationfortheparticipant.
6. Donotfeelthatyoumustansweraquestiontothecompletesatisfactionofthequestioner.Some
questionersmayneverbesatisfied-infact,theymayintendtodistractorarguewithyou,whichcanunnecessarilytieupalotofpreciousclasstime.
7. Ratherthanasking,"HaveIansweredyourquestion?"or"Hasyourquestionbeenansweredto
yoursatisfaction?"sayinstead:"Wasthatresponsive?"Whatcantheysay,aslongasyouhaveprovidedsometypeofresponse?Thisisparticularlyimportantifyouhavearatherdifficultparticipantwhoistryingtobaityouormonopolizethesession.However,regardlessofthenatureofthequestionorthequestioner,youcanask,“Wasthatresponsive?”asacourtesytoprovidesomeclosuretothedialogue.
8. Somequestionsmaybeofinterestonlytothequestioner.Inthiscase,theyneedtobedeferred
toanothertime(abreak,lunch,aftertheworkshop).Itisperfectlyfinetotellaparticipantthat
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thequestionisagoodonebutmaynotberelevanttotheotherparticipants,soitwouldbebestanswered“offline.”Justmakesuretofollowupandhavetheconversationwhenyousayyouwill.
9. Somequestionsmayanticipatecontentthatwillbecoveredlaterinthesession.Youmaynot
wanttoconfusethelargergroupbyansweringthequestionatthatmoment.Simplycongratulatethequestionerforhisorheradvancedawarenessandaskthemtowaituntilthetopicandanswercomeupinthecurriculum.
10. Often,participantsareanxioustoasktheirquestionsimmediatelybecausetheyareafraidtheywillforgetthem.Onewaytominimizeparticipantimpatienceistoprovidepostitnotessotheycanjotdowntheirquestionsastheyarise.Youmayalsowanttohavea“ParkingLot”flipchartwheretheycanplacetheirpostitnotes.Justmakesuretocheckthe“ParkingLot”atbreakssothatyoucanplanwhentoanswerthequestions.
11. If,despiteallofthesedeferringtechniques,aparticipantkeepsaskingthesamequestion,itisbest
toprovideabriefanswerandmoveon.Someparticipantsjustneedimmediategratificationandothersmayreallyneedtohavetheanswersotheycanfocusonthecontentathand.
12. Somequestionsmayhavemorethanoneappropriateanswer,dependinguponthefactsituation.
Ifthefactsituationappearsrelevantandthequestionercanexplainitinaconcisefashion,feelfreetoanswerit.However,oftenyouneedmoretimetodelveintothesituationbeforeyoucangiveausefulresponse.Inthatcase,simplyexplainthattothequestionerandplanatimetodiscussit“offline.”
13. Itisalsoperfectlyacceptabletotellparticipantsifyoudonotknowtheanswer.Justmakesureto
notethequestiondownandpromisetoprovideanansweronceyouhavehadanopportunitytoresearchtheissue.
HANDLINGPARTICIPANTRESPONSESIt’sonethingtorecognizetheimportanceofengaginglearnersbydrawinginformationfromthem
ratherthantellingthem.However,howlongdoyouwaitforthemtoanswer?Thesilencecanbedeafeningtoafacilitatoronatighttimeschedule.Andwhatdoyoudoifthelearner’sanswerisincorrect?Howdoyoumakesurethegroupgetsthecorrectanswerwithoutembarrassingthe
participantwhogottheanswerwrong?
WAITINGFORPARTICIPANTRESPONSES
1. Ifyouask,"Arethereanyquestions?"makesurethatyoulookaroundtoseeifthereareany
questions.
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2. Ifyouaskaspecificquestion,makesurethatyougivetheparticipantssufficienttimetorespond.Youmayneedtocountto10slowlyinyourhead.
3. Ifnooneanswers,itsometimeshelpstousehumortopromptaresponse:“I’msorry,perhapsyou
thoughtthatwasarhetoricalquestion.Letmeexplainourprocess-I’llaskaquestionandthenYOUanswerit!”
4. Ifaparticipantisonlygivingyouapartialresponse,coachthatpersonbyaskingquestionsthat,
throughtheexamples,helptheindividualdiscovertherestoftheanswer.5. Usually,someonewillanswerthequestion.Ifnot,eitherrephrasethequestionorbreakitdown
intoasimplerquestion.6. Iftherearestillnovolunteerstoanswerthequestion,youmightsay“Okay,I’lltakepityonyou.
Youmustbetired.”orsomethingtothateffect,andthenanswerthequestionyourself.Theimportantthingistolaterreconsiderthequestionandmakesurethatthecontentleadinguptothequestionhasenabledtheparticipantstoanswerit.Wewanttocatchthemdoingthingsrightandsetthemupforsuccess.
DIGNIFYINGINCORRECTANSWERS
1. Alwaysdignifytheparticipantandtheanswer.Neversay,"No."Thatwillshutdownlearningand
guaranteethatnoonewillvolunteertoansweranyquestionsinthefuture!Instead,say,"Yes,thatiscorrectifthecircumstancesarex.However,Iamaskingaboutthese(different)circumstances.Inthisevent,whatwouldtheanswerbe?"Inotherwords,coachthepersontodiscoverthecorrectanswer.
2. Anotheroptionistotakeresponsibilityforanyconfusiononthepartofthepersonansweringthequestion.“Youknow,youhaveansweredthequestionIasked,butIrealizeIdidn’taskthecorrectquestion.Iapologize.Letmerephrasethequestion...”
3. Itisalsoperfectlyacceptabletoletapoor,butnotglaringlywronganswer,goby-ifyoufeelthat
mostoftheparticipantsknowitisnotcompletelycorrect.However,ifitconcernsakeyconcept,youmustclarifyitsothatnooneleavesconfused.Inthiscase,coachthepersontothecorrectanswerbysaying”“That’saninterestingresponse.Let’stestit.“Thenaskquestionstohelptheanswererdiscovertheconsequencesofwhathasbeenproposedandrealizethoseconsequenceswouldnotbedesirable.
HANDLINGADISCUSSIONMONOPOLIZER
1. Interrupt,thankingthepersonforhisorherenthusiasm.Indicatethatweneedtohearwhat
othersthinkaboutthisnow.
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2. Pullthepersonasideatbreak.Acknowledgethats/heisveryparticipativeandknowledgeable.Andthatiswhyyouwouldlikethepersontoco-facilitatetheirgroupbydrawingouttheanswersfromthelessvocalparticipants,ratherthanprovidingthem.
CREATINGSMALLGROUPSYouwanttocreatenewgroupstogeneratenewenergyandknowledgesharing.Anyoftheseeighteentechniquescanbeused.Almostallofthetechniquesidentifythenewgroupsquitequickly.Techniques#2and#14takelonger,sincetheyinvolvehavingtheparticipantsstandup,move,lineup,andthencountoff.Keepinmindthatthefirstiterationofatechniquemaynotalwaysidentifyenoughparticipantsforagroup.Forexample,theremightbeonly2peoplewhohave0asthelastdigitoftheirphonenumber(seetechnique#3).Inthiscase,havepeopleraisetheirhandsiftheyhaveeither0or1asthelastdigit.Ifthatdoesn’tmaketheresultinggrouplargeenough,addthosewhohave2asthelastdigit.Ifsevenpeoplehave2asthelastdigit,itisalreadylargeenoughtobeitsowngroup.Keephavingpeopleraisehandsfordifferentendingdigitsuntilyoufindadigit(let’ssay6)wherethereareonlyafewparticipants.Youwouldthengroupthosewiththelastdigitsof0,1and6togethertocreateagroupofsufficientsize.1. Countoffbythenumberofgroupsyouwant(1,2,3for3groups)2. Asktheparticipantstolineupbythemonthanddayoftheirbirth(nottheyear!),withJanuary1
ontheleftthroughtoDecember31stontheright.Thenhavetheparticipantscountoff.3. Askparticipantstoselectthelastdigitofoneoftheirphonenumbersandgrouppeopletogether
whosharethesamelastdigit.Iftherearen’tenoughusingonedigit,addanotherdigit’sgroup.4. Placeplayingcardsateachtableandhaveeachparticipantselectacard.Youcangroupthemby
thosewhoselectedthesamesuits:hearts,clubs,diamonds,andspades.5. Groupbybirthorderintheparticipants’families:theoldest,theyoungest,themiddlechild,the
onlychild.6. Havetheparticipantwritetheirnamesontabletentcardsatthebeginningofthesession.Make
suretohave4or5ofthesameselectionofmarkersateachtable:green,blue,purple,red,black-orsomeothercolorassortment.Thengroupthosewhohaveusedthesamecolortowritetheirnamestogether-theblueteam,theredteam,etc.
7. Groupbythefirstletterintheparticipants’middlenames.8. Haveeachpersonsittinginatablegroupselectadifferentitemfromthetable(pen,padofpaper,
toy,pieceofcandy,namecard,etc.)Thengrouptogetherthosewhoselectedthesameitem.
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9. Groupparticipantsbythecoloroftheshirtorblousethey’rewearing.10. Haveparticipantsstandnexttoeachotherindecreasingheight,thenhavethemcountoffbythe
numberofgroupsyouwanttocreate.11. Groupthembywheretheywereborninthecountryorinthecontinent-north,south,east,west,
central.12. Tocreateamaximumofthreegroups,separateparticipantsbywhethertheyarewearingglasses
orcontactlenses,orneednocorrectiontoseeclearly.13. Youcansplittheparticipantsinto2or3groupsbyidentifyingwhichrowsortablesofparticipants
areineachgroup.14. Havetheparticipantsstandinalphabeticalorder,basedontheletteroftheirfirstname.Then
havethemcountoff.15. Groupparticipantstogetherwhohavethesametotalnumberofsiblings.16. Groupparticipantswhohavevisitedthesamenumberofcountries.17. Groupparticipantswhosharethesamehobbies:forexample,fishing,cooking,reading,exercising,
goingtomovies,doingactivitieswiththeirfamilies,etc.18. Asktheparticipantstoselecthowtheywouldprefertotravel:eitherbycar,bytrain,byplane,or
byboat(assumingyouwantfourgroups.Youcanalwaysaddothermodesoftransportationifyouwantalargergroup:byridingahorse-camel-elephant,bymotorcycle,byteleporting,etc.).Grouptheparticipantsaccordingtotheirpreferredmodeoftransportation.
INTRODUCINGTHETRAININGIt’simportanttostarteverytrainingwithanintroductionthataccomplishesfourthings:
1. Explainstoparticipantswhythey’rethere.Thismayseemobvious,butsayingthisaloudmakes
surethatparticipantsunderstandwhattheywillgetfromthetraining(sotheyaremoreinvestedandengaged),andsetstheexpectations(soeveryoneisonthesamepage).
2. Explainstherulesofthetraining,includingexpectationsaroundattendanceandparticipation.
3. Explainshowthetrainingwillbeorganized.Thiswillhelpeveryonemanagetheirtimetogether.4. Introducethetoolstraineeswillbeusingduringthetraining,includingtheBusinessSkillsfor
SanitationEntrepreneurs,Participant’sWorkbook,andtheActionPlanflipchart.Thiswillhelp
participantsbecomefamiliarwiththesetoolsandsavetimeintherestofthetraining.
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Theintroductioncouldtakeupto50minutes,dependingonthelengthofthetrainingandthenumberoftopicscovered.
Materialsfortheintroductioninclude:
- Flipchartpaper
- Markers- Tape- BusinessSkillsforSanitationEntrepreneurs,Participant’sWorkbook
WHYYOU’REHERE
Leadabriefdiscussionaskingparticipantswhytheyarehere,andwhattheyexpectfromthetraining.Emphasizethatthetrainingisfortheparticipants’benefitonly.Itistogivethemtheskillstheyneedtoreachtheirmaximumpotentialasalatrinebusiness,sothattheycanearnthefollowingbenefits:
- Earnmoremoney- Developnewskills- Expandtheirbusiness(geographicallyandproductsoffered)- Meetminimumstandards- Helptheircommunities
RULESOFTHEROAD
Facilitate the group to come up with a list of rules for the training, ensuring that the following areincluded,inadditiontoothersaddedbytheparticipants:
- Behere100%
TheActionPlanFlipchart
Thisisanextremelyvaluabletoolthathelpsmakethetrainingrelevantforparticipants.Participantswill
leave with concrete actions and next steps following the training to help them immediately startimprovingtheirbusinessesandusingtheskillslearnedinthetraining.
ProgressontheActionPlanaftertrainingshouldbeincludedinfollow-upvisitsfromprogrammanagerstoensurethatparticipantsfollowthroughwithcommitments.
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- Participateactively
- Beontime
- Keepyourcellphonesonsilent
- Practicesafetyandresponsibility(re:productionandinstallationpractice)
Attendance policy: Participantswho know that theywill not be able to attend the entire duration oftrainingshouldnotparticipateatall.
OBJECTIVEANDAGENDA
Pointouttheflipchartwiththeobjectivewrittenonit.Readitaloudanddiscusswhatthismeanswiththegroup.
Pointouttheagenda(samplebelow).Readthroughitandexplainhowyouwillkeeptime,andasktheparticipantstoalsohelpyoukeepontrack.
Topic Time1 Pre-test 8:30-8:45am2 Introductions 8:45-9:35am CoffeeBreak 9:35-9:45am
3 UnderstandingtheMarket 9:45am-10:35am CoffeeBreak 10:35-10:45am4 Howtocalculateproductcosts,profit,andsellingprice(costsofraw
materials)10:45-11:45am
LunchBreak 11:45-12:45pm5 Howtocalculateproductcosts,profit,andsellingprice(pricingstrategyand
finalprice)12:45-1:45pm
CoffeeBreak 1:45-1:55pm6 Howtomakesalesgoals 1:55-2:55pm
CoffeeBreak 2:55-3:05pm7 Howtocalculateproductionneededtomeetweeklysalesgoals 3:05-4:10pm
CoffeeBreak 4:10-4:20pm8 Howtocalculaterawmaterialsneededtomeetsalesgoals 4:20-5:05pm
9 Feedbackandwrap-up 5:05-5:30pm
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ACTIONPLAN
AskeachparticipanttofindanActionPlanflipchartonthewallaroundthem,andwritetheirnameonone. Explain that during the training, each participant will develop action plans to improve theirbusinesses,basedonwhattheylearninthetraining.Whattheywritedowniscompletelyuptothem.
Explainthatthetraineewillberesponsibleforcompletingtheseactionpointsaftertrainingandyouwillfollowupwiththem.
Getaspokenagreementthatthetraineepromisestocompletetheiractionplanafterthetrainingwithsupportfromthefacilitator.
BUSINESSSKILLSTRAININGPARTICIPANT’SWORKBOOK
IntroducetraineestotheBusinessSkillsforSanitationEntrepreneurs,Participant’sWorkbook.
Explainthattheworkbookcontainsalloftheinformation,tools,andworksheetsyouwilluseduringthetraining.Giveparticipantsafewminutestoexploretheworkbookandgetfamiliarwithitscontents.
Thetraineeswillkeepthesetoolsafterthetrainingsothattheycanusethemintheirdailyoperationsandstrategicplanning.
ReviewingMaterial
Givingareviewofmaterialpreviouslylearnedmayalsobeappropriateinanintroduction,especiallyifthematerialwillbebuiltonduringthetraining.Forexample,theintroductionontheseconddayofa
trainingmayincludeactivitiesordiscussionsofwhatwaslearnedondayone.Trainersshouldreferencepreviously learnedmaterial—even if it was learned in a training given severalmonths ago—to helpreinforcethematerialinthemindsoftheparticipants.
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CLOSINGTHETRAININGGivingaproperclosingattheendofeachdayorsessionoftrainingisequallyasimportantasaproperintroduction. It gives trainees closure, helps to reinforce key points, and lets trainees know what isexpectedofthemafterthetraining.
Agoodclosingincludesthefollowingcomponents:
1. Anopportunity for trainees togivevaluable feedbackon the training,and for trainers togive
feedbackonhowthetraineesperformedduringthetraining.2. Motivationtousetheskillslearned,andtocontinuegrowingtheirbusinesses.Showthemhow
theseskillswillbenefittheirbusinessesusingtheROICalculator(AnnexC). Thiscomponent is
mostappropriateonthefinaldayoftraining.3. Areviewofkeypointstoensurethattheyarefreshinthetrainees’mindswhentheyleave.4. A review of any difficult material one more time, and an opportunity for trainees to ask
questionsaboutanythingthattheydidn’tunderstandorwanttoclarify.5. Discussionof next steps. Thiswill includemonitoring and followupby the traineror another
agency, theagenda for thenextdayof training if trainingwill continue,anda reviewofeachparticipant’sactionplan.
FEEDBACK
Give feedbackon theoverall performanceof theenterprise in the training.Cover allmain aspectsoftraining.Keepall feedbackpositive. If participantsdidnotperformwell inoneaspectof the training,remindthemofthekeypoints,doareviewactivity,andencourageparticipantstokeeppracticingtheskill.
Giveparticipantsanopportunitytogivehonestfeedbackonthetraining.Notedownanysuggestionsforimprovementonaflipcharttomakethemfeelheard.
MOTIVATION
LookattheROIcalculatorwithenterprises,usingparticipants’salesgoals.
REVIEWACTIONPLAN
Remindbusinessesthatinordertoachievethis,theyneedtofollowthroughwiththeirpromisesintheiractionplan.
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Theyalsoneedto:
1. Maintain regular communicationwith their sales agents, andmake sure theyhaveeverythingthey need to do their jobswell. Show the enterprise the sales agent checklist (AnnexD) andmakesuretheenterprisehaseverythingonthelist.Ifnot,makeaplantoprovidethistothem.
2. Keepupwiththeircashflowandstocktoensurethattheykeepsatisfiedcustomersandmakeaprofit.Reviewcashflowtoolsagainandstockmanagementplan.
NEXTSTEPS
Explainthatinadditiontofieldvisitsandphonecalls,thereareacoupleofwaysthatyouwillbetrackinghowwellenterpriseownersaremeetingexpectations:
- Monthlyreports(AnnexE)
- QualityAssuranceAudits(AnnexF)
Showtheenterpriseownerscopiesofbothtoolssothattheyunderstandhowtheywillbeassessed.
Emphasize that these toolsare to support theenterprises toaddressanyproblemsorweaknesses sothattheymayreachtheirmaximumpotentialasalatrinebusiness.
Nextstepswillbefortheenterprisetoimmediatelybeginusingthetools,especiallysalesandfinancialrecords, and to start building up their stock. Remind them that they can find all of the tools andinformationtheyneedintheBusinessSkillsTrainingModule.Walkthetraineesthroughthemoduleandshowthemwheretheycanfindeverything.
Training facilitators should communicate when they will call andwhen they will be back to visit theenterprise.
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PreparingforTraining
19
DESIREDROOMLAYOUTIfpossible,theroomset-upshouldhavetheparticipantsatrectangular(orround)tables.Eachtableshouldhaveoneendpointedtowardthemiddlefrontoftheroom,withparticipantsseatedaroundthethreesidesofthetablewherethescreenismostvisible.Flipchartsshouldbedisbursedaroundtheroom.IfanLCDprojectorisbeingusedinthistraining,itshouldbeplacedinthemiddleofatablethatisparalleltothescreen(orblankwall):
TABLEGROUPSIZEGroupparticipationismosteffectivewhentherenomorethan5participantsatatable.Iftherearemorethan5participantsatatable,itbecomesmoredifficultforthetablememberstoheareachother.Thegroupdynamicworksbestifthereisanoddnumberofparticipants-soiftherearelessthan5atatable,itisbettertohavegroupsof3thangroupsof4.
LCDprojector
ScreenFlipchart
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NECESSARYMATERIALS1. Pre-test/Post-test2. Flipchartpaper3. Flipchartspreparedbeforethetraining:
o Trainingobjectiveo Agenda
o ActionPlanso ParkingLot
4. Coloredmarkersforeachtable
5. Calculator6. Businessinvoicesandreceiptsforrawmaterials(ifavailable)7. Pens(oneforeachparticipant)
8. Tapetohangflipcharts9. ROICalculator10. SalesAgentmaterialschecklist
11. Monthlyreport12. QAAuditandreport13. Latrineorderform
14. Participant’sGuides(printedbacktobackandstapledontheupperleftside)15. Softcopyofparticipantsguidetoprojectonthescreen
OPTIONALBUTRECOMMENDEDMATERIALSANDEQUIPMENT
1. LCDprojector2. Laptop3. Screen4. Candyinbowls5. Abellorothernoisemakertosignaltimewarningsforgroupactivitiesorcoffeebreaks 6. Stickynotes(forparticipantstowritequestionsandpostthemontheParkingLotflipchart)
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7. PowerPointcountdowntimer(availableasfreedownloadontheInternet)
TRAININGPREPARATIONTime Activity
2WeeksBefore Callparticipantstonotifythemoftrainingdatesandtimes CallCLTSrepresentativetopresentinformationaboutCLTStobusinesses;
informthemofdateandtimefortheirpresentation Prepareandsubmitbudgetadvancerequest Reservethemeetingspace(Chooseaspacethatislowcost,andeasyto
accessforparticipants.ConsiderconductingthetrainingataNamSaatdistrictorprovincialoffice,oraparticipant’splaceofbusiness.)
2-3DaysBefore Prepareallmaterials Practice Callallparticipantstodoublecheckattendance Confirmtraininglocation CallCLTSrepresentativetodoublecheckattendance
TRAININGBUDGETCoststobeconsideredforenterprisetrainingare:
! Numberofparticipants! Numberoffacilitatorsandsupportstaff! Durationoftraining
! Distancetraineesandsupportstaffneedtotravel! Thevenue
Remember,trainingdoesnothavetobeexpensive.Infact,themorecosteffectivethetrainingis,themoretrainingscanbeconducted,includingfollow-uporrefreshertrainingsasneeded.Abudget
template(AnnexG)canbefoundintheannexofthisdocument.
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TRAININGAGENDABelowisasampletwo-daytrainingagenda.Thisagendaissuggestedfornewbusinessesrecruitedintothenetworkasafirst-timetraining.However,itislikelythatrefreshertrainingsoncertainbusinessskills
topicswillberequired.Thenextsection(TrainingModules)providesstep-by-stepinstructionsforfacilitatingtrainingoneachtopic,sothatfacilitatorsmaypickandchoosewhichmodulestocoverinarefreshertraining,dependingontheneedsoftheparticipants.
DayOneSession Topic Activities Time TotalTime1 Pre-test Participantscompletepre-test 15minutes 15minutes
Discussionaboutpurposeofthetraining
10minutes
Participantsandfacilitatorsmakerulesfortrainingtogether
15minutes
DevelopaSMARTobjectiveforthetrainingandexplaintheagendaforthetraining
15minutes
IntroduceActionPlan 5minutes
2 Introductions
IntroduceBusinessSkillsTrainingParticipant’sGuide
5minutes
50minutes
CoffeeBreakorEnergizerDiscussionaboutwhycustomerschoosetheirbusiness
15minutes
Discussionaboutwhycustomersmightchoosetheircompetitors
15minutes
3 UnderstandingtheMarket
Analysisofstrengthsandweaknessesoftrainees’businessandcompetition
20minutes
50minutes
CoffeeBreakorEnergizerCalculatethecostofrawmaterialsperlatrine
45minutes4 Howtocalculateproductcosts,profit,andsellingprice
Presentdifferentpricingstrategiesandideabehindchoosinglowprofit,highvolume
20minutes
130minutes
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Discussionaboutconsideringwillingnesstopaywhenchoosingapricingstrategy
5minutes
Calculateothercostssuchasoverhead,marketing,labor,etc.
15minutes
Addinprofitandcalculatefinalprice
10minutes
Experimentwithdifferentpricingstrategiesanddiscuss
15minutes
Practicecalculatinginstallationanddeliveryfees
20minutes
LunchBreakSetprofitgoalsandsalesgoals
15minutes
Practiceusingweeklyandmonthlygoalsworksheet
15minutes
5 Howtomakesalesgoals
DiscussiononhowtoachievesalesgoalsconsideringProductioncapacity,Deliverycapacity,Salescapacity,andFinancialcapacity
20minutes
50minutes
CoffeeBreakorEnergizer
Discussthingstoconsiderwhenplanningproductionandwhyit’simportant
10minutes
Calculatehowmanyringsandslabsthetraineescanproduceinoneweek
20minutes
Calculatehowmanylatrinesthetraineescanproduceinoneweek
20minutes
6 Howtocalculateproductionneededtomeetweeklysalesgoals
Howdoyourgoalscomparetoyourproductioncapacity?Whatwillyoudo?
15minutes
65minutes
CoffeeBreakorEnergizerHowdoyouplantohaveenoughrawmaterialstomeetyourproductiongoals?
5minutes
Calculatehowmuchrawmaterialisneededtoproduceoneringandoneslab
10minutes
7 Howtocalculaterawmaterialsneededtomeetsalesgoals
Calculatehowmuchrawmaterialisneededforoneweekofproduction,andhow
20minutes
45minutes
24
muchitwillcost
Analysisandplan 10minutes
Feedbackontrainees’performanceonDayTwo
15minutes8 Feedbackandwrap-up
Q&AandagendaforDayThree
10minutes
25minutes
DayTwoSession Topic Activities Time TotalTime
ReviewDayTwoanddoactivitiestorefreshinformation
15minutes1 Introduction
PresentDayThreeAgenda 5minutes
20minutes
Discussionaboutdeliveryserviceandrelatedchallenges
10minutes
Sharetipsformanagingdeliveriesandbrainstormforotherideas
10minutes
Sharetipsforrainyseasonandgiveexampleofwhythisisanimportantbusinessseason
20minutes
2 Managingdeliveries
Shareideasandbrainstormaboutwaystoconvincecustomerstodeliverinbulkorwithinacertaintimeperiod
10minutes
50minutes
CoffeeBreakorEnergizerIntroductiontocashflow 15minutesDefinethreepartsofcashflowrecord
5minutes
Practicewiththecashflowrecord
15minutes
3 Howtomanageyourcash
Discussion 5minutes
40minutes
CoffeeBreakorEnergizerWhatiscustomerservice?Discussion
5minutes
Traineesdoaguidedself-analysisoftheircustomerserviceprovision
10minutes
Discussionontheimportanceofgoodcustomerservice
5minutes
Goodcustomerservice 10minutesBadcustomerservice 10minutes
4 Howtoprovidegoodcustomerservice
Customerservicechecklist 15minutes
55minutes
25
activity CoffeeBreakorEnergizer
Discussiononwhataregoodfinancialrecords
10minutes
Discussiononwhataregoodsalesrecords
10minutes
ReviewSalesRecordChecklist 10minutes
5 Howtokeepgoodsalesrecordsandfinancialrecords
PracticewithOrderForm(exampleofgoodsalesrecord)
20minutes
50minutes
LunchBreakDiscussiononcurrentfinancialstateofbusinessesandhowtopreparetosuccessfullygetloansinthefuture
15minutes 35minutes6 Consumerandbusinessfinancing
Discussiononwhyofferingflexiblepaymentoptionstoconsumersinbeneficialandsomeideasonhowtodothis
20minutes
CoffeeBreakorEnergizerGivefeedbackontrainees’performanceonDayThree
15minutes
MotivateparticipantsbyshowingthemtheROICalculator
15minutes
ReviewtheActionPlanscreatedbyparticipants
30minutes
Explainhowmonitoringandfollow-upoftheActionPlanwillwork
20minutes
7 FeedbackandWrapUp
Wrap-UpandQ&A 15minutes
110minutes
8 Post-Test Administerpost-tests 15minutes 15minutes
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27
TrainingModules
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UNDERSTANDINGTHEMARKET
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UNDERSTANDINGTHEMARKET
WHYDOCUSTOMERSCHOOSEYOURBUSINESS?
Thisquestionisdesignedtohelpenterprisesthinkoftheirstrengths.Askeachorafewparticipantstotellthegrouponestrengthoftheirbusiness.Askquestionstogetmoreinformationabout:
! Location/convenience! Productsandservices
! Relationshipwithyouoryourstaff! Yourexperience/expertise! Qualityofproductsorservices
! Price! Recommendationsfromfamilyorfriends! Marketingandpromotionalmaterials
THECOMPETITION
Askparticipantswhereelsetheircustomersgo.Whydotheygothere?Thiswillhelpthemthinkaboutthestrengthsoftheircompetition.*Their “competition”mayalsobe the customers themselves—peoplewhoarebuildingdry pit latrinesfromlocalmaterialsinsteadofgoingtothebusinesstobuyapour-flushlatrine.
Purpose:Tohelpenterpriseownersunderstandthestrengthsandweaknessesoftheirbusinesssotheycanrespondandattractmorecustomerstotheirbusiness.
Time:50minutes
Materials:Flipchartpaper,markers,tape;Actionplanflipchart;onephotocopyoftheStrengthsandWeaknessestablefrompage3oftheBusinessSkillsforSanitationEntrepreneurs,Participant’s
Workbookforeachparticipant.
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ACTIVITY
Askparticipantstofillintheworksheetfrompage3oftheBusinessSkillsforSanitationEntrepreneurs,Participant’sWorkbook(shownbelow)individually.
You Yourcompetition
Strengths
Weaknesses
Discussaloudasagroup,oraskeachtabletodiscussamongthemselvesthefollowingquestions:
- Howdoesyourbusinesscomparetothecompetition?
- Whatcanyoudotomakesurethatpeoplecometoyourbusinessinsteadofyourcompetition?
Encourage participants to list one or two of their answers to the last question on their action planflipcharts.
Referparticipantstopages2-3oftheBusinessSkillsforSanitationEntrepreneurs,Participant’sWorkbookformoreinformationonhowtoanalyzetheirbusiness.ParticipantscanphotocopytheStrengthsandWeaknessestableintheWorkbooktodothisanalysisagaininthefuture.
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LATRINEPRODUCTION
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HOWTOCALCULATECOSTS,PROFITS,ANDSELLINGPRICE
COSTOFRAWMATERIALSPERLATRINE
Askparticipants toopencomplete the following tablebasedontheamount theypay foreachunitofrawmaterial. If costsdonotdiffer toomuchbetweenparticipants,or if there isonlyoneparticipant,completetheworksheettogetherbydisplayingitonthescreenorwritingonaflipchart.
Useactualinvoicesorreceiptstogetthemostaccuratepricepossible,ifavailable.
InputCosts
Input Cost/unitGravel ______LAK/M3
Sand ______LAK/M3
Cement ______LAK/M3
SteelBar ______LAK/unit
SteelWire ______LAK/kg
Tax ______LAK/year
Tile ______LAK/box
PlasticCover ______LAK/unit
Purpose:Togiveenterprisesthetoolsandknowledgetheyneedtostrategicallysetpricesbasedoncosttoproduce,desiredprofit,andlowmargin/highvolumepricingstrategy.
Time:120minutes
Materials:Flipchartpaper,markers,andtape;calculator,invoices/receipts(ifavailable);BusinessSkillsforSanitationEntrepreneurs,Participant’sWorkbook;pens
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Ifyouareusingaprojector,displaythe“MaterialCostConversion”worksheet(below)onthescreenanddoasampleconversionfortheparticipants.Ifthereisnotaprojector,demonstratetheconversionona
flipchart. If participants seem to understand, ask them to complete the rest on their own. If not, doanotherexampletogether.Walkaroundtheroomandhelpanyparticipantswhoarestrugglingwiththispart.
Do this for each of the remainingworksheets in this section. Do an example together, and then askparticipants to complete the rest. Walk around and support, as needed. Participants may needassistanceestimatingcostoftiles,ceramicpans,orplasticholecovers.
After completing theworksheets in this section, the result should show theparticipantshowmuch itcoststopurchaserawmaterialsforonelatrine.
PRICINGSTRATEGY
Askparticipantshowmany latrinestheyusuallysell inoneweek(if theydonotsell latrinescurrently,askthemhowmanyofasimilarlypricedproducttheyusuallysellinoneweek).
Howmuchprofitdotheychargeperlatrine(orotherproduct)?(Iftheydonotknowexactly,youcanusethecostcalculationabove.Subtract thecostofproducingthe latrine fromtheamount thatcustomerspayforthelatrinestheybuy.)Fillinthetablebelowwithparticipantsthroughdiscussionofhowmanylatrinestheythinktheywouldbeabletosellateachprice,andhowmuchprofittheywouldmakeasaresult:Total price oflatrine
Profitperlatrine Weeklysales Totalweeklyprofit
600,000LAK250,000LAK
550,000LAK200,000LAK
500,000LAK150,000LAK
450,000LAK100,000LAK
LAK/M3
(A)Kg(B)
LAK/Kg(A÷B)
Gravel 1,100
Sand 700 Cement 350 Water 190
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Show them that as the profit per latrine goes down, their saleswill go up because the price of eachlatrinewillbelower.Thisshouldshowthatevenwhentheprofitgoesdown,theywillmakemoreprofitovertimebecausetheirsaleswillbehigher!
ThisiscalledLowProfit,HighVolumestrategy.Thisiswhatwerecommendthebusinessesshouldusetomakemoremoneyandgrowtheirbusiness.
WILLINGNESSTOPAY
Giveenterprisesanexampleofanotherreasontheyshouldkeeptheirpriceslow.
Ask participants who needs latrines. Do people in Champasak District need latrines? Do men needlatrines?Dowomenneedlatrines?Whataboutpeopleincities?Peopleinruralplaces?Theansweris,everybodyneedslatrines!Butsomepeoplemaynotbewilling,orable,topayasmuchasotherpeople.Infact,peopleindifferentdistrictsandprovinceswillbewillingtopaymoreorless.
Forexample,inChampasak,47%ofhouseholdsarewillingtopayover300,000LAKforalatrine,butinSekong,only21%arewillingtopayover300,000LAK.
Inorder to reach themostnumberofpeople, youneed tomake suremostpeople canaffordyourproductandarealsowillingtopaythatamount!
TOTALCOSTOFONELATRINEPRODUCED
Displaythe“TotalCostofOneLatrineProduced”worksheetontheprojector,orwriteonaflipchart.Fillinacoupleoflinesasexamples.Thenaskeachparticipanttocompletetherestoftheworksheetuntiltheyhaveeachcalculatedthefinalcostofproducingonelatrine.Walkaroundandsupportasneeded.
Helpthemtoconsidertheirothercosts.Howmuchdotheypayintaxes?Howmanyworkerswilltheyneedtoproduceonelatrine,andhowmanydayswillittake?Howmuchistheiroverhead?
Thiswillgivethemthetotalcostofproducingalatrine.
ADDINPROFIT
Explainthatpriceshouldbecalculatedwhenyoutakethetotalcostandaddinthedesiredprofit.
Howmuchprofitaretheychargingontheirproductsnow?Dotheyknowhowmuchitcoststoproducetheirotherproducts?
Display theworksheet on the screenor flipchart. Plug in different profitmargins (50%, 30%, 10%) todisplayhowpricewillchangedependingonhowmuchprofitmargintheytake.
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PRICINGSTRATEGY
Whichprofitmarginlooksmostattractivetoyou?30%or10%?
30%,right?Whichpricelooksmoreattractivetocustomers?
Thelowerprice,right?
Thisiswhereyoumustbestrategicaboutwhichmarginyoutake.Youmustbeabletoearnaprofittoexpandyourbusinessandearnmoneyforyourfamily,butnoonewillbuyyourproductsiftheyaretooexpensive!
Thedirectsalesapproachmeansthatthepeopleyouwillbesellingto—thepeopleinthevillages—willnothavemoney tobuyaveryexpensive latrine. If theprice is toohigh,youwillnotearnanymoneybecausenoonewillbuy.Ifthepriceislowenough,eventhoughyouwillmakelessmoneyperlatrine,youwillmakemoremoneyoverallbysellingahighervolumeofyourproduct!
INSTALLATIONANDDELIVERYFEES
Remindparticipantsthatcustomerswillnotonlypayfortheproduct,butmanywillalsowanttopayforinstallationanddelivery.
Askoneparticipanttochooseavillageintheirdistrictthatisover10kmawayfromtheirbusiness.Usethetablebelowtowalkthemthroughanexamplecalculationforthevillage:
Askeachparticipanttochooseanothervillageandintheirowndistrictsanddothecalculationsontheirown.Encouragethemtochooseavillagethatisover10kmaway.Thisway,theywillbeabletopracticethemoredifficultcalculation.Walkaroundandsupportasneeded.
TileOption NoTileOption 3ring 4ring 3ring 4ringTransportationlessthan10KM Transportationmorethan10km #kilometersover10 Addedfeeperkm Totaladdedcost(K)
Totaltransportationcostover10km(K+F)
Installationfee FinalPrice+Installation+Transportation(LAK)
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Findallthetoolsinthismodule,alongwithstep-by-stepinstructionsforcost,profit,andpricecalculations,intheBusinessSkillsforSanitationEntrepreneurs,Participant’sWorkbook.PhotocopytheblanktablesintheWorkbooktousewhenrecalculatingcosts,profits,andpricesforlatrineproducts(recommenddoingthiseveryquarter).
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HOWTOMAKESALESGOALS
SETTINGPROFITGOALSANDSALESGOALS
Howmuchprofitdoyouwanttomakethismonth?
Howmuchprofitwillyouneedtomakeeachweektomeetyourmonthlyprofitgoal(estimate4weekspermonth)?
Howmany latrineswill youneed to sell eachweek/month tomeet yourweekly/monthly profit goals(basedonprofit/latrinecalculatedabove)?
Makesuretheenterpriseownerisdoingthesecalculationsthemselves.Youshouldonlyguide,notdo.
WEEKLYANDMONTHLYGOALSWORKSHEET
Filloutthegoalsworksheettogetherwiththeenterprise.Explainthatthisissomethingtheycandoeachmonthtostayontrackwithsales.
Week1 Week2 Week3 Week4 Week5Month:Date: Date: Date: Date: Date:
MonthTotal
Profitgoal Profit perlatrine
Latrine salesgoal(Profitgoal/Profit perlatrine)
Purpose:Toguideenterpriseownersthroughtheprocessofsettingmonthlyandweeklysalestargets.
Time:50minutes
Materials:Flipchartpaper,markers,andtape;calculator;BusinessSkillsforSanitationEntrepreneurs,Participant’sWorkbook;pens;ActionPlanflipchartandmarkers
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HOWTOACHIEVEYOURSALESGOALS
Asktheenterprisehowtheyplantoachievetheirgoals.WriteresponsesontheActionPlanflipchart.
Promptthemtothinkaboutkeyconsiderationssuchas:
1. Productioncapacity
2. Salesagentcapacity
3. Deliverycapacity
4. Financialcapacity(lookbackatcostperlatrineandtiethistothenumberoflatrinestheyneedtoproduceeachmonthtomeetsalesgoals.Dotheyhavethismuchcashonhand?)
Revisegoalsifneededafterconsideringthesethings.
Findthetoolsabovealongwithstep-by-stepinstructionsforsettingsalesgoalsintheBusinessSkillsforSanitationEntrepreneurs,Participant’sWorkbook.Photocopythemonthlyandweeklysalesgoals
worksheetintheWorkbookeveryweekandmonthwhensettinggoalsforthebusinessandsalesagents.
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HOWTOCALCULATEPRODUCTIONNEEDEDTOMEETWEEKLYSALESGOALS
PRODUCTIONPLANNINGCONSIDERATIONS
Asktheenterpriseownerwhyproductionplanningisimportant.Probewiththefollowingquestions:
- Howlongdoyouthink itwilltakeyoutoproduceenoughlatrinestomeetyourmonthlysalesgoal?
- Whatwillyoudoifsalesagentssellmorethantheirmonthlytarget?
- Howlongdoesconcreteneedtodrybeforeitcanbetransported?Whatwillhappenifyoutrytotransportitbeforeitisfullydry?
- Arecustomersmorelikelytocancelinonemonthorthreemonths?
Thesearethetypesofconsiderationswhichmakesproductionplanningsoimportant.
HOWMANYRINGS/SLABSCANYOUMAKEINONEWEEK?
Enterpriseownersshouldcompletetheproductioncapacityworksheetwithguidancefromfacilitators.
Make sure estimates are based on producing the latrine product according to the manual and thatenoughtimeisprovidedfortheringsandslabstobecomecompletelydryandstrong.
Purpose:Toequipenterpriseownerswiththeabilitytoplantheirproductioninordertomeetsalestargets.
Time:65minutes
Materials:BusinessSkillsforSanitationEntrepreneurs,Participant’sWorkbook;pens;ActionPlanflipchartandmarkers
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HOWMANYLATRINESCANYOUMAKEINONEWEEK?
Lookingat theworksheet together, guide theenterpriseowner through calculatinghowmany latrinesetstheycanmakewiththenumberofrings/slabstheycanproduceinoneweek.
Consider one latrine set as 4 rings and one slab. Some customers may order only three rings, butestimatinghigherwillmakesurethattheydonotstockout.
PRODUCTIONCAPACITYVS.SALESGOALS
Isyourproductioncapacityhigherorlowerthanyourweeklysalesgoal?
Ifhigher,doyouhaveenoughlabortoproducethismuch?
Iflower,whatisyourplantoincreaseproductioncapacity?
Createanactionplantoaddressproductioncapacityissuesandwriteitonaflipchart.
Findthetoolsabovealongwithstep-by-stepinstructionsforplanningproductiontomeetsalesgoalsintheBusinessSkillsforSanitationEntrepreneurs,Participant’sWorkbook.Usethetableonpage18tocarefullymanagestock,especiallyduringhighseasonfordelivery(aftertheharvest).
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HOWTOCALCULATERAWMATERIALSNEEDEDTOMEETSALESGOALS
INTRODUCTION
Sonowyouknowhowmanylatrinesyouneedtomakeeachweek,andhowmanyyoucanmakeeachweek.
Howdoyouplantohaveenoughrawmaterialstoproducethismany?
VOLUMEOFRAWMATERIALSNEEDEDTOPRODUCEONERING/SLAB
How much of each raw material is needed to produce one ring and one slab (facilitator has thisinformationaccordingtothelatrineproductionmanual)? Raw materials needed for onepart
Ring Slab
Cement Sand Gravel Wire Ceramicpan Plasticpitaccesscover Tiles
Purpose:Toguideenterpriseownersthroughtheprocessofplanningandanalysisofcostsneededtomeetweeklyandmonthlysalestargets.
Time:45minutes
Materials:BusinessSkillsforSanitationEntrepreneurs,Participant’sWorkbook;pens,calculator;ActionPlanflipchartandmarkers
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VOLUMEOFRAWMATERIALSNEEDEDEACHWEEK
Howmanyslabsandringswillyoumakeeachweek?
Howmuchrawmaterialswillyouneedtoproducethatmuch?
Howmuchwillitcosttobuythoserawmaterialsforoneweek?
Whatabouttheplasticholecover?Theceramicpan?Thetiles?
Whatisthetotalcostofmaterialsforoneweek? Ring Slab
Amount for 1ring(A)
# ringsproduced eachweek(B)
Totalmaterialsneededeachweek(A x B =C)
Amountfor 1slab(A)
# slabsproduced eachweek(B)
Totalmaterialsneededeachweek(A x B =C)
Totalvolume(Addboth Ccolumns)
Totalcost(Totalvolume xcost perunit)
Cement Sand Gravel Wire Ceramicpan
Pit accesscover
Howmanytileslabswillyoumakethisweek?Howmanyboxesoftilesdoyouneedtobuy?(1boxoftileswillcover1slab)
Totalrawmaterialsfortheweek
ANALYSIS
Doyouhaveenoughcashorcredittobuytherawmaterialsyouneed?
What isyourplan tohaveenoughrawmaterials toproducethe latrinesneededtomeetyourweeklysalestarget?Writeactionpointsonaflipchart.
Findthetoolsbelowalongwithstep-by-stepinstructionsforcalculatingrawmaterialsneededtomeetsalesgoalsintheBusinessSkillsforSanitationEntrepreneurs,Participant’sWorkbook.Usethesetoolsalongwithproductionplanningtoprepareforhighdeliveryseason(aftertheharvest).
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MANAGINGDELIVERIES
INTRODUCTION
So yesterday we talked about planning for production and sale of latrines. After you produce thelatrines,howdoesyourcustomergetthelatrine?
Doyouofferdeliverytoyourcustomersforlatrinesorotherproducts?Whyorwhynot?
Ifyes,whatkindsofproblemsdoyouhave?
Probeforproblemsrelatedto:
- Deliverytoaremotevillageisnotworththetripifitisonlyoneproduct
- TheproductsmaybreakifItransportthemonbadroads.
- Customerscomplainthatthedeliveryistooexpensive,ordeliveryistooexpensiveforme.
TIPSFORMANAGINGDELIVERIES
Transporting latrine parts can be difficult, costly, and time consuming. So it’s important to plandeliveriescarefullyinordertoreducethenumberoftripsnecessary.
Show the trainees the Tips for easy and convenient delivery on page 23 of the Business Skills for
SanitationEntrepreneurs,Participant’sWorkbookanddiscusseachtip:
Purpose:Toteachenterprisestheimportanceofplanningtheirdeliveriesstrategicallyandtomanagetheircustomer’sorderssothattheycaneffectivelymanagetheircashandinventory.
Time:50minutes
Materials:BusinessSkillsforSanitationEntrepreneurs,Participant’sWorkbook;ActionPlanflipchart,markers,flipchartpaper,tape
44
" Givecustomers2options fordeliverywhentheymaketheirorder.Forexample,1week fromthetimeoforder,and1monthfromthetimeoforder.Thisway,youcandelivermanylatrines
atonce,insteadofmakingmanytripstodelivereachlatrineseparately." Give your products plenty of time to dry so they do not break on the way. If many of your
productsbreak, your customerswill consider them lowquality, and itwill also cost youextra
timeandmoneytoreplacetheparts." Pack the truck according to the instructions in the production manual. This will help you
optimizethespaceinyourtrucksoyoucandelivermoreatonce,andhelptoreducebreaking
alongtheway.
Whatotherideasdoyouhaveformanagingdeliveries?AddanyideasthattheenterpriseplanstoadopttotheActionPlanflipchart.
TIPSFORTHERAINYSEASON
Somecustomersprefertohavetheirlatrinesdelivered4-6monthsfromthetimethattheyordersothattheycan saveup themoney topurchaseandso that theground isnot floodedwhen they install thelatrine.
- Encouragecustomerstohavetheirlatrinesdeliveredsooner
- Useyourstockmanagementtoolstocalculatehowmanylatrinesyouwillneedtoproduceeachweek/monthtoprepareforbulkdeliveriesafterrainyseason.
It’s best to encourage customers to have their latrines ordered sooner because it gives them lessopportunitytocancel,butitalsohelpsyouhavethecashavailabletomeetthelargenumberofordersthatwillneedtobefilledduringtheharvestseason.
Giveapractical exampleofwhat canhappen if stock isnotmanagedcarefully in this case (Paksong).Demonstratethisonaflipchart:
Analysis:
EstimatedorderbackupfromJunetoNovember=
400latrinesordered
Costforproductionof1latrine=400,000LAK
Cashneededtoproduce400latrines=160,000,000LAK(US$20,000)
45
HOWDOIGETPEOPLETOHAVETHEIRLATRINESDELIVEREDEARLIER?
Brainstormideaswiththeenterprise.Listtheideasonaflipchart.Thepointistoraisetheirawarenessaboutthisissuesothattheycanplanandprepare.
Review ideasonpage24of theBusiness Skills TrainingModule in the section called “Sohowdo youconvincepeopletoaskforanearlierdelivery?”:
! Makeitacompetition:“Whocangettheirlatrinedeliveredfirst?”! Givepeopleatimelimit:“Whenwouldyouliketohaveyourlatrinedeliveredinthenextthree
months.”
! Give a discount: “Wewill take 50,000LAK off of the installation fee if you have your latrinedeliveredbytheendofthemonth.”
AddanyideastheenterprisewantstoimplementtotheActionPlanflipchart.
Findmoreinformation,tips,andexamplesondeliverymanagement,refertotheBusinessSkillsforSanitationEntrepreneurs,Participant’sWorkbook..
46
FINANCIALMANAGEMENT
47
HOWTOMANAGEYOURCASH
INTRODUCTION
Asktraineestodescribehowtheyspendtheirmoneyeachday.ListonaflipchartandlabelasCashOUTwhenitiscomplete.
Asktraineestodescribewheretheygetmoneyeachday.ListonaflipchartandlabelasCashINwhenitiscomplete.
THREEPARTSOFACASHRECORD
Acashrecordhasthreeparts:
CashIN:themoneyyouarepaidfromsales
CashOUT:themoneyyoupayforbusinessoperations,includingthecostofmaterials,equipment,labor,debt/interestloanpayment,etc.
CashRemaining:themoneyremainingafteryoupaycashout–alsocalledprofit.
Purpose:Togiveenterpriseownersthetoolstheyneedtokeepaccuratecashrecords,andunderstandtheimportanceofmaintainingtheserecords.
Time:40minutes
Materials:Flipchartpaper,markers,andtape;BusinessSkillsforSanitationEntrepreneurs,Participant’sWorkbook;pens
48
THECASHRECORD
Asktheenterpriseownertowalkthroughatypicaldayathis/herbusiness,andfilloutthecashrecordtogetherbasedonthisexample.
Show the trainees the monthly cash record and explain how to transfer the information into themonthlycashrecordattheendofeachmonth.Explainthattheycanalsodothisforeachyearoftheirbusiness.
WHYKEEPACASHRECORD?
Askthetraineewhatarethebenefitsofkeepingacashrecord?Howcantheyusetheinformation?
Makesurethattheymentionthatkeepinggoodrecordswillhelpthemtogetaloaninthefutureandknowhowprofitabletheirbusinessis.
BlankcashrecordsandinstructionscanbefoundintheBusinessSkillsforSanitationEntrepreneurs,Participant’sWorkbook.Photocopytheserecordstousethemfordailycashmanagement.
49
HOWTOKEEPGOODSALESRECORDS
ANDFINANCIALRECORDS
GOODFINANCIALRECORDS
Whatkindoffinancialrecordsisthebusinesscurrentlykeeping?Ifavailable,reviewtheserecordsandanalyzestrengthsandweaknesses.ComparetheCashIN/CashOUTrecords.
Howaregoodfinancialrecordsuseful?
- Makesureyoucancoveryourcosts
- Makesureyoucanmaketheprofitthatyouwant
- Setpricesandlowercosts
GOODSALESRECORDS
Purpose:Tounderstandtheimportanceofgoodrecordkeepingandpracticeusingtherecordkeepingtoolscorrectly.
Time:50minutes
Materials:BusinessSkillsforSanitationEntrepreneurs,Participant’sWorkbook,orderforms,exampleofbadsalesrecord(AnnexH),andpens
50
Reviewthekindofrecordkeepingthebusinesscurrentlydoes.Aresalesrecordsincluded?
Whatarethebenefitsofkeepinggoodsalesrecords?
- Keepcustomerssatisfiedbymakingsurethatyouaredeliveringtheproduct theywant,whentheywantit.
- Analyzeyourbusiness:whatkindofproduct/optionsaremost/leastpopular?Howcanyouplanyourdeliveriesstrategically?
- Contactcustomerseasilyifthereisaproblemordelay.
GOODSALESRECORDSCHECKLIST
Lookatthechecklistofsalesrecordscontents.Whyiseachitemimportantandhowcanitbeused?
Reviewtwoexamplesofsalesrecordsandasktheenterprisetocompletethechecklistforboth.Whichoneisbest?Why?Whatismissingfromthebadone?Whydoesthatinformationneedtobeincluded?
*The“goodexample”(AnnexI)shouldbetheactualorderformandotherformsthattheenterpriseandsalesagentswilluse!*
PRACTICE
Roleplaywherethefacilitatorisacustomerandtheenterpriseownerishim/herself.Asthecustomer,thefacilitatorwilldescribethekindoflatrinehe/shewants,andtheenterpriseownershouldfillouttheorderform,askingthecustomerforallthenecessaryinformationandcorrectlycalculatingthefinalcostofthelatrine.
Thefacilitatorshouldreviewtheformforcompleteness,legibility,andaccuracy,andgivefeedback.
Moreinformationaboutgoodrecordkeeping,includingtheGoodSalesRecordChecklistandanexampleofagoodsalesrecord,canbefoundintheBusinessSkillsforSanitationEntrepreneurs,Participant’sWorkbook.
51
CONSUMERANDBUSINESSFINANCING
FINANCINGYOURBUSINESS
Thetoolsusedinthistrainingaredesignedtohelptraineesmanagetheircashflowsothattheydonotrunintocashshortageproblemsduringpeakseasons.
However,ifthishappens,theymayneedtotakeoutaloan.Askbusinessownersiftheyhavetakenoutaloanbefore.
- IfYES
o Itisimportantthatyoupaybackyourloansontime.Thiswillhelpyoutogetaloannexttimeyouneedit.
o Use the cash IN/cashOUT record to record your loan payments eachmonth to keeptrackofpaymentsandamountstillowed.
Purpose:Toinformbusinessownersoftheiroptionsforgettingloansandflexiblepaymentoptionsforcustomers.
Time:35minutes
Materials:ActionPlanflipchartandmarkers
52
- IfNO
o Advisebusinesstoopenabankaccounttomakethemmoreattractivedebtors if theydonotalreadyhaveone
o Advisebusinessestokeepaccurateandtimelysalesandfinancialrecordstohelpprovetheircreditworthiness
Addpointstoactionplanbasedonthisdiscussion.
CONSUMERFINANCING
Manypeople inLaoswant latrines,butcannotaffordthembecausetheydonothaveenoughcashonhand, especially during theplanting season.Byoffering financingoptions to your customers, you canincreasethenumberoflatrinesyousell.
Thesearesomefinancingoptionsyoucanconsiderofferingtoyourcustomers:
- Paymentsinmonthlyinstallmentswithorwithoutinterest- Educatingyourcustomersonhowtogetaloanthroughavillagebank.Somevillagebanksoffer
loansspecificallyforlatrines.Thevillagebankwillpayyouforthelatrinewhenyoudeliverittothe customer, then the customer pays the village bank in 5 or 10 month installments (onlyavailableinsomedistricts).
Whatotherfinancingoptionscanyouoffertocustomers?AddthesetotheActionPlaniftheenterpriseiswillingtodothis.
Whileofferingfinancingoptionstoyourcustomershasmanybenefits, italsorequiresyoutokeepverygoodrecordsandcreatepoliciesaroundrepayment.Youwillneedtohaveasystem inplace toassess
eachcustomer’screditworthinessandtofollowupwithcustomerstomakesurethattheypayofftheirdebts.
TheinformationprovidedinthisportionofthetrainingisbasedontheCashManagementandStockManagementsectionsoftheBusinessSkillsforSanitationEntrepreneurs,Participant’sWorkbook.ConsumerfinancingisfurtherdiscussedintheSanitationBusinessManualonpage22.
53
54
CUSTOMERSERVICE
55
HOWTOPROVIDEGOODCUSTOMER
SERVICE
WHATISCUSTOMERSERVICE?
Wheredoyougotofixyourmotorbike?Orbuyyourmobilephone?Whydoyougothere?
Prompt themto talkabouthow theyare treatedat thisplaceofbusiness.Wouldyoucontinue togothereifyouhadtowaitaverylongtime?Iftheywereveryrudetoyou?
Whatifyouhadacomplaintoraproblem?Whatwouldyouwantthemtodo?
SELF-ANALYSIS
Reviewthestrengthsandweaknessesanalysisfromdayone.
Wheredoescustomerservicefall?Isitastrengthoraweakness?
Whataretheirdailyinteractionswithcustomers?
Purpose:Todevelopalistofculturallyappropriategoodandbadcustomerservicebehaviors,understandtheimportanceofgoodcustomerservice,anddevelopastrategyformakinggoodcustomerserviceapartoftheirbusinessateverylevel.
Time:55minutes
Materials:StrengthsandweaknessestablefromStrengthsandWeaknessestrainingsession;ActionPlanflipchart;flipchartpaper,markers,andtape;BusinessSkillsforSanitationEntrepreneurs,Participant’sWorkbook;pens
56
Whatdotheydoifacustomerisunhappywiththeirproductsorservices?
IMPORTANCEOFGOODCUSTOMERSERVICE
Howdopeoplefindoutaboutyourbusiness?Probablybywordofmouth,right?
Wordofmouthisthemostimportantformofadvertisement.Happycustomerswilltelltheirfriendsandyouwillgetmorebusiness.Unhappycustomerswilltelleveryoneandyouwillgetnobusiness!
GOODCUSTOMERSERVICE
Brainstorm some good customer service practices and list them on a flipchart. Make sure that thefollowingareincluded:
1. Buildconfidence
2. Showyoucare
3. Maketheextraeffort
4. Helpsolvetheproblem
Circlethethingsthatthebusinessownerandtheiremployeescurrentlypractice.Putastarnexttotheonesthatthebusinesscanstartdoingorimprove.AddthesetotheActionPlanFlipchart.
BADCUSTOMERSERVICE
Brainstorm some bad customer service practices and list them on a flipchart. Make sure that thefollowingareincluded:
1. Makingthecustomerfeelthatthestaffdoesnotcareaboutthem.
2. Hostility,unfriendliness,andthoughtlessness,oranyotherbehaviorthatsaystothecustomer“Goaway!”
3. Misleadingthecustomeraboutthequality,cost,ortimingofaproductorservice.
4. Either ignoring phone messages, or responding too late or in a way that is unclear orincomplete.
57
Circlethethingsthatthebusinessownerandtheiremployeesarenotdoing.Putastarnexttothethingsthatthebusinessownerandtheiremployeesneedtostopdoing.AddthesetotheActionPlanFlipchart.
CUSTOMERSERVICECHECKLIST
Completethecustomerservicechecklist(AnnexJ)withtheenterpriseanddiscuss.
Developanactionplanforaddressingthegapsincustomerservice.ListthisontheActionPlanflipchartpaper.
Moreinformationaboutcustomerservice,includingtheCustomerServiceChecklist,canbefoundintheBusinessSkillsforSanitationEntrepreneurs,Participant’sWorkbook.
58
Annexes
59
A. ENERGIZERS1. OneTwoShhh
Askallparticipantstostandup.Instructthemtofollowyouractionsandwords.Say“one,two,three shhhh” and point up. Say “one, two, three shhh” and point left. Say “one, two, threeshhh” and point down. Say “one, two, three shhh” and point right. Make sure everyone is
followingalongcorrectly.Thenrepeat,saying“one,twoshhhh.”Then“one,shhhh.”Then“shhh.”Congratulateparticipantsonfollowingdirectionsandlistening!
2. OnethroughTenAskallparticipantstocounttotentogether.Therulesare:onlyonepersonisallowedtosayanumberatonetime.Iftwopeoplesayanumberatthesametime,thegroupmuststartover.
Theyarenotallowedtodiscusswhowillcalloutwhichnumber,orpointateachotherduringthecountingprocess.
3. Floatingstick
Useabamboostick,broomstick,orsomethingsimilar.Askallparticipantstostandoneithersideof thestickandholdout their index fingers,pointing in frontof them.Lay thestickacrossallparticipants’ fingers. Instructparticipantstomovethestickslowlydowntothefloortogether.
All participants need to have their fingers touching the stick thewhole time, or they have tostartover!Aftertheyhavesuccessfullyloweredthesticktotheground,askthemtoraiseitupabovetheir
headstogether.Congratulateparticipantsonworkingtogetherasateam!
4. Stepacrossthelinetogether
Askparticipantstostandinaline,sidebyside,andlinkarms.Electoneleaderandtellthemthateveryoneneedstostepacrossalineonthefloorinfrontofthematthesametime.Repeatthis
activity around 3 times and elect a new leader each time. This activity seems easy butmanypeoplecannotaccomplishiteasily!Congratulate participants on working together as a team, and congratulate the leaders on
leadingtheirteameffectively!5. Jokestory
ii
Use this story to get participants laughing, to create a fun, open atmosphere, and to allowparticipantstorelax!
Everythinginourbodieswantstobetheboss.Ourhands,ourmouth,ourfeet,ourbrains,ourhearts, even our bums! The hands say, “We should be the boss! Without us, you can’t doanything!We do all the activities—cooking food, cleaning up,washing the hair, brushing the
teeth…weshouldbe theboss!”Themouthsays, “No, I shouldbe theboss!Withoutme,youcannoteatandyouwoulddie!”Thefeetsay,“Weshouldbetheboss!Withoutus,youcannotgo anywhere to get food or run away from danger!” The brain says, “No, I am the most
important!Youcannotdoanythingwithoutthinking!”Theheartsays,“IfIstoppedbeating,youwoulddie!Ishouldbetheboss!”Thebumsays,“Iwanttobetheboss!”Alltheotherpartsofthebodyturnonthebumandsay,
“That’sridiculous!Youcan’tbetheboss!Youdon’tdoanything!You’restupid!”Whenthebumheardthis,itgotverysad,andclosedup.Thebumstayedclosedformanydays.Afteracoupleofdays,theotherpartsofthebodyfindthattheyareunabletodotheirjobswell.
Thehandsareweak,thefeetcannotmove,themouthcannoteat,thebraincannotthink,theheart is feelingweakandanxious.Sothebodypartsfinallysay,“Ok!Bum—youshouldbetheboss!”
And the bum smiled, opened up, and did its job—it just sat in the chair and all day and didnothingsothattherestofthebodypartscouldwork!
iii
B.PRE-/POST-TESTEnterpriseBusinessSkillsTrainingPre-test/Post-test
Question Yes NoDon’tKnow
1. Aringmouldcanberemovedonehouraftertheconcreteispoured.
2. Apersonwhocharges250,000LAKprofitperlatrinewillalwaysmakemoremoneythanthebusinesswhocharges100,000LAKprofitperlatrine.
3. Whentilesareplacedontheslab,theymustdryforsevendaysbeforetheslabismoved.
4. Youneedtosetprofitgoalsandsalesgoalsinordertoplanyourproductionwell.
5. Keepinggoodsalesrecordsisonewaytoprovidegoodcustomerservice.
6. CLTScanhelpmybusinessbycreatingdemandforlatrines.
7. Latrinesshouldbeinstalledatleast5metersawayfromtheclosestwaterwell.
8. Keepinggoodfinancialrecordscanhelpyougetaloanfromthebankinthefuture.
9. Morepeoplewouldbuylatrinesiftheycouldpayininstallments.
10. NamSaatisadepartmentofthegovernmentthatcanhelpmesucceedinmybusiness.
AnswerKey
Question Yes No Don’t
iv
Know
1. Aringmouldcanberemovedonehouraftertheconcreteispoured.
CorrectAnswer:Aringmouldcanberemovedtwotothreehoursaftertheconcreteispoured.
X
2. Apersonwhocharges250,000LAKprofitperlatrinewillalwaysmakemoremoneythanthebusinesswhocharges100,000LAKprofitperlatrine.
CorrectAnswer:Usingthelowprofit,highvolumepricingstrategy,
thepersonwhomakes100,000LAKprofitperlatrinemightmakemoremoneythanthepersonwhocharges250,000LAKperlatrine.
X
3. Whentilesareplacedontheslab,theymustdryfortwodaysbeforetheslabismoved.
CorrectAnswer:Tilesmusthaveatleastsevendaystodrybeforetheslabismoved.
X
4. Youneedtosetprofitgoalsandsalesgoalsinordertoplanyourproductionwell.
X
5. Keepinggoodsalesrecordsisonewaytoprovidegoodcustomerservice.
X
6. CLTScanhelpmybusinessbycreatingdemandforlatrines. X
7. Latrinesshouldbeinstalledatleast5metersawayfromtheclosestwaterwell.
CorrectAnswer:Latrinesshouldbeinstalledatleast15metersawayfromtheclosestwaterwell.
X
8. Keepinggoodfinancialrecordscanhelpyougetaloanfromthebankinthefuture.
X
9. Morepeoplewouldbuylatrinesiftheycouldpayininstallments.
X
10. NamSaatisadepartmentofthegovernmentthatcanhelpmesucceedinmybusiness.
X
v
C.RETURNONINVESTMENTCALCULATOR
EnterpriseFinancialPotential
Week1 Week2 Week3 Week4 Totalformonth
Presentations 2 2 2 2
Ordersperpresentation 10 10 10 10
Totalordersperweek 20 20 20 20 80
Salesagents 4 4 4 4
Enterpriseprofit100,000₭
100,000₭
100,000₭
100,000₭
Commissionavailable
8,000,000₭
8,000,000₭
8,000,000₭
8,000,000₭
32,000,000₭
Presentationsperweek 2
vi
Ordersperpresentation 10
Salesagents 4
Enterpriseprofit 100,000
EnterpriseFinancialPotential
Week1 Week2 Week3 Week4
Totalformonth
Presentations2 2 2 2
Ordersperpresentation
5 5 5 5
Totalordersperweek
10 10 10 10 40
Salesagents4 4 4 4
Enterpriseprofit100,000₭
100,000₭
100,000₭
100,000₭
Commissionavailable
4,000,000₭
4,000,000₭
4,000,000₭
4,000,000₭
16,000,000₭
Presentationsperweek 2
vii
Ordersperpresentation 5
Salesagents 4
Enterpriseprofit 100,000
D.SALESAGENTMATERIALSCHECKLIST
SalesActivityChecklist
Orderforms
Flipchart
Latrineposter
Followupsheet
VillageChiefContract
OrderTrackingJournal
InstallationInstructions
VillageChiefQualityChecklist
viii
OfficialletterfromNamSaat
CarbonPaper
PlanningSheet
MaterialsChecklist
viii
E.MONTHLYREPORTS
Monthly Sales Report
Enterprise Name:
District:
Date:
1 2 3=(1+2) 4 56=(4-7)
7=(4-6) 8=(3-4-5) 9 10
Lateine Type Number of Orders from last month
not yet delivered
New orders in this month
Total Orders (Last month + This month)
Delivered this month Canceled Total paid
full Total
unpaid full
Remaining orders to be
delivered next month
Current stock No. of
sale agents
4 ring With tile
3 ring
4 ring Without tile
3 ring
Reported by:
ix
ix
F.QUALITYASSURANCEAUDIT
Quality Assurance Quarterly Audit
I Concrete Rings (3 x 40 x 80 cm)
Yes No
1 Produced ring by good mold
2 Use steel bar (6mm) for reinforcement of concrete rings
3 Use good quality cement (not expired, used for construction only, stored in clean, dry place)
4 Gravel or stones scale max 10mm
5 Use clean sand
6 Mix concrete using one of the recommended ratios in latrine production manual
II
Concrete Slabs ( 4 x 100 x 100 cm)
Yes No
1 Use wood or steel mold to produce
2 Use steel bar (6mm) for reinforcement of concrete slab
3 Use good quality cement (not expired, used for construction only, stored in clean, dry place)
4 Gravel or stones scale max 10mm
5 Use clean sand
6 Mix concrete using one of the recommended ratios in latrine production
xi
manual
III
Stock Maintenance
Yes No
1 Carrying minimum required stock (parts for ten complete latrines)
Quarterly Enterprise Audit Report
Enterprise name: District: Province:
Tel: Date of report:
Score: A= Excellent, B= Good, C= Fair, D= Poor, F= Unacceptable
% Score: A = 100%, B = 75%, C = 50%, D = 25%, F= 0%
# of products in stock = 100%: >10, 0% = <10
Latrine Quality Score (percentage of
checklist achieved)
Date of audit
Slab Ring
Current number of products in
stock
Products stored by
engineering process
Materials and
equipment kept in system
MIS form
quality
Recommendations for improvement
Name of Auditor
xii
Final Score =
Next steps:
1. Communicate with enterprise owner and share report.
2. Discuss recommendations for improvement.
3. Conduct next audit on (date):
G.BUDGETTEMPLATE
BudgetEstimationsandAdvanceRequest
Purpose:
Date:
Location:
No Description Unit/Price Qty Total Remarks
I PerDiem:(Fullname)
1 Trainingfacilitators
xiii
2 DistrictNamSaatrepresentative
3 ProvincialNamSaatrepresentative
4 Trainees
Subtotal
II Transportation:
1 Transportationcompensationfortrainees(fuel)
2 Transportationcompensationfornon-localparticipants(fuel,carormotorbikerental)
Subtotal
III Stationary
1 Pre/Post-test(copy)
2 Marker(red,black,green)
3 Pen
4 PapercolorA4
5 Postit(big)
6 Flipchartprinting(color)+hardcompression
7 Flipchartpaper(A-0)
8 Latrineposter(color)+hardcompression
9 Printingandphotocopying
Subtotal
IV Misc.
1 CoffeeBreak
xiv
2 Meetingroomrental
Subtotal
TOTAL
H.BADSALESRECORDEXAMPLE
Latrine Order Form
Customer name:………………………………. Tel:……………………………………………
Product Price/Unit
Slab with tile including 4 rings
440,000 kip
Slab without tile including 4 rings
380,000 kip
xv
Slab with tile including 3 rings
400,000 kip
Slab without tile including 3 rings
340,000 kip
Total:
Sale agent's signature:……………………………… Customer's signature:…………………………………………
I.GOODSALESRECORDEXAMPLELatrine 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
xvi
Slab with tile including 4 rings 440,000 kip
Slab without tile including 4 rings 380,000 kip
Slab with tile including 3 rings 400,000 kip
Slab without tile including 3 rings 340,000 kip
Installation 50,000 kip 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 refunded if 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.
xvii
J.CUSTOMERSERVICECHECKLIST Speaksclearlywhentalkingtocustomers.
Caresaboutthecustomer’sfeelingsandopinions.
Isalertandattentivewhentalkingwithcustomers.
Followsthroughwithpromisesmadetocustomersinatimelymanner.
xviii
Maintainsaneatappearance;makesapositiveimpressiononthecustomer.
Showsthoroughunderstandingoftheproductsandservices.
Developseffectivesolutionstocustomers'needsandproblems
ix
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