Book 1 SANITATIONMARKETING

IMPLEMENTATIONFACILITATOR'S MANUAL

SanitationMarketingToolkit

2

TABLEOFCONTENTS

INTRODUCTIONSANITATIONMARKETINGMANUAL

PAGE3

ROLESANDRESPONSIBILITIES

PAGES9

MINIMUMSTANDARDS

PAGE13

SANITATIONMARKETINGIMPLEMENTATIONPROCEDURE

PAGE15

DEMANDCREATION

PAGE52

FORMS

PAGE55

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CHAPTER 1: INTRODUCTION TO

SANITATON MARKETING MANUAL

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1. INTRODUCTIONABOUTSANITATIONMARKETINGMANUAL

ThismanualisintendedtobeusedasareferencebythoseresponsibleforimplementingSanitationMarketinginLaoPDRaswellasbyotherorganizationsorthirdpartiesthathavenoexperiencewith

SanitationMarketing.Thecontentsofthisbookarethefollowing:

1. ThevisionoftheSanitationmarketing2. Roleandresponsibility

3. Minimumstandard4. SanitationMarketingImplementationProcedure5. Marketingmethod

6. Forms

VISIONSTATEMENT

SANITATIONMARKETINGPOLICY AllLatrineBusinessesmustdemonstratecompliancewithSanitationMarketingstandards.TheMarket

FacilitatorisresponsibleforenablingLatrineBusinessestoperformaccordingtostandardsdescribedin

Section4.

ThegoalofSanitationMarketingistoimproveaccess,equity,quality,andcosteffectivenessofimprovedsanitationinLaos,therebyimprovingthehealthandqualityoflifeforpeopleinLaosnowandinthefuture.

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PRINCIPALCONCEPTGenerally, Sanitation Marketing is defined as “the application of the best social and commercialmarketingpracticestochangebehaviorandtoscaleupthedemandandsupplyforimprovedsanitation,particularlyamong thepoor.”1 SanMark implementationvariesbetweencountries. In Laos, Sanitation

Marketing activities are centeredon strengthening the sanitation supply chain throughprivate sectorcapacitybuilding.LocalentrepreneursarerecruitedintotheSanMarknetworkwheretheycanbenefitfrom services such as business skills training, latrine production training, sales agents that conduct

village-level, direct sales on their behalf, and assistancewith sales agentmanagement. Strengtheningthesupplychainincreasesbothaccessibilityandavailabilityoflatrinesforconsumers.

WORKINGPROCESSInorderfortheSanMarkimplementationprocesstobeeffectiveandefficient,the“4P’s”ofmarketing

mustbeconsidered:Product,place,price,andpromotion.Themainstepsof theprocessareoutlinedbelow(Figure1).

Figure1-SanMarkWorkingProcess

Formativeresearchmustbeconductedattheverybeginningoftheprocessinordertogetagoodsenseof the “4 P’s”, particularly place, as well as to make informed, evidence-based decisions. Formativeresearch provides a snapshot of the current sanitation practices, the factors that influence these

behaviors, available sanitation products, desired sanitation products, and willingness to pay for suchproducts. In some occasions, secondary research data will already be available. Formative researchwould then serve to fill gaps in the existing research. This information helps implementers tailor the

product, price, and promotion strategies used throughout theworking process to the place inwhichtheyarebeingrealized.

1WSP.OrientationonSanitationMarketing,Vientiane.13November2013.PPt.

Planning Research ProductDesign

BusinessModels Promo`ons Market

Facilita`on Monitoring

2–3MONTHS Ongoing

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In Lao, two studies have been conducted to evaluate the sanitation environment. Both iDE and PSIunderWSPconductedformativeresearchin2011and2013,respectively.Thefindingsheavilyinformed

thenextthreestepsoftheworkingprocess.Itinformedthedecisiontodesignapourflushlatrinewithtiles,emphasizedtheneedtodevelopaone-stop-shopbusinessmodelinordertostreamlinethesupplychain, and highlighted consumers’ motivations for buying a latrine which aided the development of

marketingmaterials.23Partsofthesestepsmayinvolveconsultingoutsidepartieswithhigherlevelsofexpertise.Forexample,alocalengineerwascontractedtodevelopthelatrineproductionguidelinesforusebyenterprisespresentedinthisToolkit.

The market facilitator then guides the implementation process through a number of regulatory and

supportive activities. The market facilitator recruits suitable latrine businesses into the SanMarknetwork, provides the new enterprises with technical assistance including business skills training,developsnetworkstandardslatrinebusinessesmustadhereto,andensuresservicesevolveaccordingto

consumerneeds.Marketfacilitationalso involvescoordinatingwithrelevantpartners inordertoalignsanitation activities. Relevant partners include the government as well as other developmentorganizations.

InLaos,theNationalCentreforEnvironmentalHealthandWaterSupply(NamSaat)isthegovernment

authorityonwater,sanitation,andhygiene(WASH)activities.NamSaatoverseesallWASHactivitiesinthe both the public and private sector and ensures quality and safety regulations are adhered to.Additionally, Nam Saat coordinates the nationwide behavior change communication (BCC) campaign

andcommunity-ledtotalsanitation(CLTS)events.

Sanitation Marketing cannot be successful in isolation. According to Jacqueline Devine and CraigKullmanintheir“IntroductoryGuidetoSanitationMarketing”(2011),changingsanitationbehaviorsand

moving up the sanitation ladder in Laos requires a multi-pronged approach that addresses demand,supply,andbehaviorchange.TheapproachesoutlinedincludeSanitationMarketing,CLTS,andBCC.ThesanitationladderisshownbelowinFigure2.

2iDE.DevelopmentandMarketingofAffordableTechnologyOptionsforSanitationinLaoPDR.-FinalReport.20February2012.3WSP.SanMarkConsumerandEnterpriseQualitativeResearchReport,Laos.2013.

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Figure2-TheSanitationLadder

Sanitationmarketingismostsuccessfulinanenvironmentwhereallthreeoftheseconceptsarebeing

implemented.InLao,theMinistryofHealth’sCenterforEnvironmentalHealthandWaterSupplyisimplementinganationwideBCCcampaignwithsupportfromAnotherOptionLLC.NamSaatisalsoconductingnationwideCLTSactivitiesalongsideotherorganizationssuchasWSP,SNV,PADETC,and

UNICEF.BothCLTSandBCCactivitiesgeneratedemandforsanitationtechnologieswhileSanMarkactivitieshelptomeetthegrowingdemand.Currently,supplysidesolutionsareonlyavailableintheSouthofLaosinChampasak,Sekong,andSavannakhetprovinces.Elsewhereinthecountrydemandis

beingcreatedwithoutsimultaneousdevelopmentofanaccessible,efficient,andaffordablesupplychain.Figure3below,highlightstheareaswhereallthreeoftheseactivitiesaretakingplaceaswellaswheregapsincoverageexistoneitherthedemandorsupplyside.

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SanMark

CLTS

BCC

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CHAPTER 2: ROLES AND RESPONSIBILITIES

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2. ROLESANDRESPONSIBILITIESMARKETFACILITATOR

! SelectsLatrineBusinessesthatmeetpredeterminedselectioncriteriathroughafairandtransparentprocess

! DevelopsLatrineBusinesses’capacitytodeliverproductsandservicesinaccordancewith

minimumstandardso Clearlydefinedanduser-friendlyServiceDeliveryStandardsandGuidelinesforLatrine

Businesses

o Trainingforthedeliveryofproductsandservicesaccordingtothoseguidelineso ProvisionofmastercopiesofIECandsalesmaterials,reportingformsandrecordkeeping

formsneededtoeffectivelycarryouttheLatrineBusiness,includingprovidingany

updatedmaterialsorformsovertime! ProvidesLatrineBusinesseswithroutinesupportandsupervisionneededtomaintainnetwork

standards! MonitorsLatrineBusinesses’performanceandenforcesstandardsinalllocations.! CreatesconsumerdemandforLatrineBusinessproductsandservicesviadirectsalesactivities

! Modifiesproductsandservicesofferedwhencustomerdemandornewappropriateservicesorproductsbecomeavailable.

LATRINEBUSINESS

! DeliverservicesthatconformtominimumstandardsandproceduresasdescribedintheLatrineEntrepreneurOperationsManual(i.e.qualitystandards,pricing,staffing,recordkeeping,

timeliness,etc.)! ReproduceallIECandsalesmaterialsforSalesAgentsandensuresthatallSalesAgentshave

sufficientsuppliesofthesematerialsatalltimes

! Submitperformancedata/reportstoMarketFacilitatorasrequired! Payfeesifandasrequired

SANMARKPROVINCIALCOORDINATORS

! ActasMarketFacilitator’s“feetontheground”! Recruit,trainandsuperviseSalesAgentsandLatrineBusinesses

! CreatesmonthlyplansandtargetsforSalesAgentsandfollowsuponprogressofplansandtargets

! Identifiesareasofweaknessaccordingtosupervisionand/orqualityauditsandconducts

refreshertrainings,advice,orcoachingasneeded! MaintainsopenlinesofcommunicationwithMarketFacilitatorsatcentrallevel,andwithSales

AgentsandLatrineBusinessesthroughphonecalls,sitevisits,andreporting.

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SALESAGENTS

! Conductsdirectsalesactivitiesaccordingtostandards,includinggroupsaleseventsanddoor-to-doorsales

! Collectsorderformsanddepositsfromcustomers,anddeliversformstoLatrineBusinessaccordingtostandards

! AdherestoallreportingandrecordkeepingrequirementsoftheMarketFacilitator

! ReportsanymarketintelligencetoMarketFacilitatorthroughregularcommunicationviareportingandphonecalls

! Maintainscollaborativeandrespectfulrelationshipswithvillageanddistrictauthoritiesand

residentsofvillages

VILLAGECHIEF*

! Assistsintheorganizationofsaleseventsandmotivatingvillageresidentstoattend,especiallynon-latrineowners

! Followsupwithcustomersafterorderingtoensurethepitisdugforthelatrineandthatthe

householdhasthemoneytopaythebalanceowedupondelivery! Conductsqualityauditofthelatrineafterinstallationtoensureenvironmentalhealthandsafety! ReportsandconcernswithqualityoftheproductorservicetotheLatrineBusinessand/or

ProvincialSanMarkCoordinatorsonbehalfofthecustomers

NAMSAAT

! ConductspublichealtheducationactivitiesanddemandcreationactivitiessuchasCommunityLedTotalSanitation(CLTS)

! Ensuresallsanitationtechnologies(producedandsoldthroughtheprivatesectorandbuiltbyhouseholdsusinglocalmaterials)meetenvironmentalhealthandsafetystandards

! Facilitatescoordinationbetweenallstakeholdersinthesector,includingensuringthat

developmentpartneractivitiesarewellalignedwithgovernmentpoliciesandstrategiesanddonotcreateconflictbetweenapproaches

! ProvideaccurateandtimelydataonlatrinecoverageanddemographicstotheLatrineBusinessesand

SanMarkProvincialCoordinators

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SERVICEDELIVERYPACKAGEPRODUCTSANDSERVICES COMPONENTS/DESCRIPTION RECOMMENDED

PRICEBasicpour-flushlatrine Threeconcreterings;oneconcrete

slab(notiles);oneceramicpour-flushpan;oneplasticemptyingholecover

360,000-440,000LAK(US$45-55)

Chromestandardpour-flushlatrine

Fourconcreterings;oneconcreteslab(notiles);oneceramicpour-flushpan;oneplasticemptyingholecover

390,000-470,000LAK(US$49-59)

Silverstandardpour-flushlatrine Threeconcreterings;oneconcreteslabwithtiles;oneceramicpour-flushpan;oneplasticemptyingholecover

405,000-480,000LAK(US$51-60)

Goldstandardpour-flushlatrine Fourconcreterings;oneconcreteslabwithtiles;oneceramicpour-flushpan;oneplasticemptyingholecover

455,000-540,000LAK(US$57-68)

LatrineDeliveryService Deliveryoflatrinecomponentstohouseholdofcustomer.Mustbeontimeandwithoutdamagingtheproduct.

50,000LAK(US$6)fordeliverieswithin10km;3,000LAK(US$0.40)peradditionalkilometre

LatrineInstallationService Installationoflatrinecomponentsathouseholdofcustomerorotherspecifiedsite.Mustbeinstalledaccordingtoenvironmentalsafetystandards(seeManualforProductionandInstallationofPour-FlushLatrines)andwithoutdamagingtheproduct.

100,000LAK(US$12)

GEOGRAPHICDISTRIBUTIONOFLATRINEBUSINESSES

LatrineBusinessesnormallyoperateatthedistrictlevel,servingcustomerslivingwithindistrictlines.Asthemarket grows through implementationof SanitationMarketing, it is possible thatmore thanone

businessmaybeoperatingwithinadistrict.

ItisnotpossibletoguaranteeterritoryormarketshareforLatrineBusinesses.

In fact, it is necessary that in the private sector there is sufficient competition to ensure that pricesremainaffordable,innovationison-going,andproductsandservicesarehighquality.MarketFacilitatorsshouldensurethatLatrineBusinessesareequippedwiththeskillsandstrategiestoremaincompetitive

throughproductinnovation,excellentcustomerservice,lowprices,andexceptionalquality.

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CHAPTER 3: MINIMUM STANDARDS

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3.MINIMUMSTANDARDS1. STANDARDSRELATEDTOLATRINEPRODUCTION,DELIVERYANDINSTALLATION

1.1 LatrineBusinessesmustmanufacturelatrineproductsaccordingtothestandardsoutlinedintheManualforProductionandInstallationofPour-FlushLatrines,andalsoprovidedeliveryandinstallationserviceoptionstothecustomer.

1.2 LatrineBusinessesmustensurethatallmeasuresaretakentominimizerisksofinjury,illness,orotherharmfuleffectsintheproduction,delivery,installation,oruseoftheproduct.

1.3 LatrineBusinessesmustensurethatproductsandservicescomplywithenvironmentalsafety

standardsregulatedbytheNationalCentreforEnvironmentalHealthandWaterSupply(NamSaat).

2.STANDARDSRELATEDTOCUSTOMERSERVICE

2.1LatrineBusinessstaffmusttreatcustomerswithrespect.

2.2LatrineBusinessstaffmustdeliverproductsandservicesinatimelymanner.

3.STANDARDSRELATEDTOEQUITY

3.1LatrineBusinessesmustnotdenyproductsorservicestocustomersforanyreasonsrelatedto

economic,social,religious,orlinguisticbarriers.

3.2LatrineBusinessesmustofferflexiblepaymentoptionstocustomers.

4.STANDARDSRELATEDTOPRODUCTIVITY

4.1LatrineBusinessesmustmaintainastockofrings,slabs,andotherlatrinecomponentsthatamounttotheequivalentofatleasttencompletelatrinesets4.

4.2LatrineBusinessesmustinvestintothenecessaryequipment,rawmaterials,andlabortomeetthestandardslaidoutinthisManualandintheManualfortheProductionandInstallationofPour-FlushLatrines.

5.STANDARDSRELATEDTOREPORTINGANDRECORDKEEPING

5.1 LatrineBusinessesmustmaintainrecordsofalllatrineproductsandservicesorderedandsoldtoensureaccuratemonitoringandreportingofimpacttostakeholders.

4Onecompletelatrinesetisdefinedasfourrings,oneslabwithtiles,oneceramicpan,oneplasticemptyingholecover

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CHAPTER 4: SANITATION MARKETING IMPLEMENTATION PROCEDURE

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4. SANITATIONMARKETTINGIMPLEMENTATIONPROCEDURE

ThreeessentialmechanismsmustbeinplaceinorderforSanMarkLatrineBusinessestomeetstandardsandthusforMarketFacilitatorstodeliveronitsvisionandpolicyintent.Operationsare

structuredaroundthesemechanisms:

1. RecruitmentandSelection2. TrainingandDevelopment3. Management(support,monitoringandevaluation)

4.1RECRUITMENTANDSELECTIONIDEALLATRINEBUSINESSPROFILE/CRITERIAFORSELECTION

In most districts in Laos, there are a couple of existing concrete product manufacturers. Theseenterprises are not always producing latrines, but they are producing products that are similarenoughtolatrinesthatmakingthejumptolatrinemanufacturingwillnotrequiretoomuchdeviationfrom their current operations. For example, concrete rings for sewer systems, spirit houses, orconcretecolumnsortables.However,therearealsootheressentialcriteriathatwillhelpyouensurethatthebusinessesinthenetworkarecapableofdeliveringonthenetwork’spromisestocustomers.The following factors are based on what we know to be important for success and ensuring thehighest potential for success. These qualitieswill guide you in developing necessary andpreferredselectioncriteria.

Candidatesmustbewillingto…

! Investinnewequipmentifnecessary! Providecommission-basedpaymenttosaleagents! FollowguidelinesintheManualfortheProductionandInstallationofPour-FlushLatrines! Keep accurate and timely financial records and share these records with appropriate

stakeholders! Undergo quarterly quality assessment audits and respond in the appropriate manner to

recommendations

! Maintainsufficientstocktomeetdemand! Maintainasafe,orderly,andlegalworkenvironment

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! Effectivelyrespondtoanyproblemsrelatedtocashflowandlatrineproduction,sale,delivery,and/orinstallation.

SITEASSESSMENTTOOL

The site assessment is designed to produce a score based on how closely the enterprise meets theeligibilityrequirementslistedabove.Itespeciallyaimstoassessthelevelofdedicationtothebusinessmodel,theleveloffinancialstabilitytheenterprisehas,andthelevelofinvestmentinadditionallabor

andequipmentneededtoadoptthebusinessmodel.

Site Assessment and Final Selection Tools

The following methods and tools were adapted from PSI’s global franchising tools and inspired by iDE Cambodia and PSI/India’s enterprise assessment strategy.

The following scoring system is designed to help training facilitators assess where individual Enterprises already are in terms of meeting the requirements of participation in Latrine Business training. Specifically, it will tell Market Facilitators how much input would be required to get the enterprise working at an acceptable level to meet sanitation demand in their catchment area.

Scoring System:

1) A value has been assigned to each criterion according to how important it is to site selection.

2) When assessing Enterprises, Enterprises should be evaluated according to each criterion and assigned a score that best reflects where they are in terms of meeting the preferred conditions described.

3) Final scores are calculated as a product of the score received on each criterion and its corresponding value (weight of importance assigned to that criteria). The following table provides an example of how the scoring system might work.

Values (reflect importance of these criteria already being in place)

Scores (reflect level of inputs that would be required in order for the facility to meet the preferred criteria)

1 = minimally important (can easily be addressed through training)

2 = moderately important (can be addressed with moderate level of training and support)

3 = very important (can be addressed with high level of training and support)

4 = extremely important (highly preferred criteria that is difficult to address via training

0 = not acceptable as is, no input will address the problem

1 = minimally acceptable (a high level of input will be required)

2 = acceptable (a moderate and reasonable amount of input would be required)

3 = exceptional (Enterprise is already functioning at a high level in this area and

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and support) would require little or no input to meet preferred criteria)

Output:

Once theassessmenthasbeenconductedanda total score foreachEnterprise isprovided,objectiveresults(Enterprisescores)canbeanalyzedandcomparedalongwithanyindividualimpressions(positiveor negative) in order to make informed decisions about which Enterprises should be selected for

training.

Enterprise’shavingthehighestscoresshouldreflectthosethatarebestequippedtodeliverlatrinesandlatrineservicestoinaccordancewithservicedeliverystandardsandprotocols.

Following the steps belowwill help you to gaugewhether or not the enterprise in question has thepotentialtobecomeasuccessfullatrineentrepreneur:

1. ExplainthebenefitsoftheLatrineBusiness

2. Presentthebusinessmodel3. Presenttheproduct4. Showthemtheestimatedcostofproduction

5. Showtherequiredinvestmentinequipment,materials,andlabour6. Calculatetheirpotentialreturnoninvestment7. Showthesizeofthemarketintheirarea

1.BENEFITSOFTHELATRINEBUSINESS

! Earnmoreprofitandgrowyourbusinessovertime! Expandyourabilitytoenterotherrelatedmarkets(housingconstruction,rainwatercollection

tanks,septictanks,faecalsludgemanagement,etc.)

! Learnnewskillsinconstruction,marketing,sales,andbusinessskills! Improvethehealth,comfort,andsafetyofyourfamily,friends,andneighbours

2.THEBUSINESSMODEL

The businessmodel presented here is based on a one-stop shopmodel and direct sales. This is themodelthatextensiveresearchandexperiencehasshownworksbest.

TheonestopshopmodelThemainideaofthismodelistobringtogetherallofthepartsofalatrineandsellitasasingleproduct.

Inthetraditionalmodel,Laopeoplemustgotoatleastthreedifferentpeopletobuythepartsfortheirlatrine.By facilitating thisprocess for thecustomer, thebusiness is removingabarrier thatmayhavebeen preventing them from purchasing a latrine sooner, and is also more affordable for the end

consumer.

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Traditionalsupplychain

ThaiorVietnamese

Large-ScaleManufacturers

Pakse,

Soukhoumma&Saravane

Suppliers

Plastic

accesscover

Tiles

Slaband

ringmoulds

Ceramicpans

Cement

Sand

Gravel

Cement

Provincialordistrict

concreteproduct

enterprises

Concreteslabs

Concreterings

Districtwholesalers

andretailers

FINALCUSTOMER

Ceramicpans

Tiles

Plastic

accesscover

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Onestopshopmodel

ThaiorVietnamese

Large-ScaleManufacturer

Pakse,Soukhoumma&SaravaneSuppliers

Plasticaccess

cover

Tiles

Slabandring

moulds

Ceramicpans

Cement

Sand

Gravel

Cement

LATRINEENTREPRENEURS

FINALCUSTOMER

COMPLETELATRINE

PRODUCT

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DIRECTSALESMostconcreteproductmanufacturers inLaoshaveapassiveapproachtomarketingandsales,relying

onwordofmouthtoleadcustomerstotheirplaceofbusiness.Atmost,someenterprisesprintflyersordistributebusinesscards.However,forlatrinesalestoreachtheirfullpotential,amoreactiveapproachmustbeadopted.Oneofthemainreasonsforthisisbecauselatrinepurchaseanduseisanewbehavior

for many consumers, so they must be convinced that it is a worthy and necessary purchase to winpriorityoverotheroptionssuchasmotorbikes,mobilephones,orsatellitedishes.

Thedirect sales approachmeans that sale agents are recruited, trained, and closely supervised to gointovillageswithtestedsalesandpromotionaltoolstosellthelatrineproduct.Theyconductgroupsales

eventsonavillagelevelandalsoconductdoor-to-doorsaleswithguidancefromlocalauthorities.

Thefullsalesprocesslookslikethis:

Salesevent Doortodoorsales

Takeorders/deposits

Deliverlatrine**

CoordinatewithlocalgovernmentandCLTS*

Coordinatewithvillagechiefs

Installlatrine**

Reportthenumber,types,anddeliverydatesof

latrinesordered

VillageChiefmakessurecustomerisready

Customerpaysbalance

Producelatrines

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3.THEPRODUCT

Theproductdesign isbasedonrecommendationsfromiDE, findingsfromconsumerresearchontheir

preferences and expectations, and expert advice from a local engineering firm. The final product isdesignedtobeaffordable,butalsomeetthequalityanddesignexpectationsinthelocalcontext.

! Thislatrinehasaceramicpanthatiscleanandhygienic,andjustliketheonesfoundinthecity.! Ithasastrongconcreteslabandringsthatwillnotbreakandwilllastmanyyears.

! Thepitisalsobigenoughtolastseveralyears,andhasanemptyingholesothatwhenitfillsup,itcanbeemptiedandusedagain.

! Beautifultilescanbeplacedontheslabforamoreattractiveandeasiertocleanlatrine.! Customers can build their own shelters out of local materials, or they can even build a

bathroomcompletewithwashbasinforbathingandlaundry.

! Andbest of all, it’saffordable! Pricewill dependonwhere the latrine is produced, butmostlatrinesaresoldforaroundUS$50,or450,000LAK.

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Theoptionsrecommendedherewereconceivedtooffer variations on this design to suit different

budgetrequirements.Thefouroptionsshownhereinclude:

! Fourringswithtiles! Fourringswithouttiles

! Threeringswithtiles! Threeringswithouttiles

Inaddition,eachof theseoptionscanbedeliveredtothecustomerandinstalledforthem,foranextra

fee. The accompanying Business Skills TrainingModuleinthistoolkitexplainshowtocalculatethepriceforeachoption,andtransportationcosts.

Detailedinstructionsonhowtoproducethislatrine

productarealsoincludedinthistoolkit(seeManualfor the Production and Installation of Pour-FlushLatrines).

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4.COSTOFPRODUCTION

It is importantforpotentialnewenterprisestobefullyawareofhowmuchitwillcosttoproducethe

latrineproduct.Thiswillhelpthemtobepreparedtomakethecapitalinvestmentneededtobecomeasuccessfullatrineproducer.

Costofproductionwillneedtobecalculatedforeachenterprise,ascostforrawmaterials, labor,andoverhead fluctuatesdependingon locallyavailablematerialsand labor,andproximity to international

borders.ThesimpletoolsprovidedintheBusinessSkillsTrainingModule(PartTwo,StepsOnethroughThree) can be used to estimate the cost of producing the latrine product shown above based oninformationprovidedbythepotentialenterprise.

A“quickanddirty”costanalysiscanbedoneat the timeof recruitment,whileamoreaccurateprice

calculationwillbedoneforselectedenterprisesduringtraining.

5.INVESTMENTINADDITIONALEQUIPMENT

Depending on what the enterprise already has on hand, they may need to invest in the followingequipment:

! Ringmould(shouldhaveaminimumofthreemoulds)

! Tilecuttingmachine! Steelbarcuttingmachine(ormanualsaw)! Concretevibratormachine

Otherinvestmentsmayincludeadditionallaborandthecostofproducingmarketingandsalesmaterials

forsaleagents.

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6.POTENTIALRETURNONINVESTMENT

This tool is helpful fordemonstratingprofit potential tohesitantor skeptical enterprises.However, it

canalsocreateinitialexcitementinenterpriseownersthatmaynotmaterializeinactualcommitmenttothe business model. Other ways of demonstrating proof of concept include giving real examples ofparticipating enterprises that are seeing great success and profitability in the Latrine Business. The

Returnon Investment toolbelow isdesigned to showpotential enterpriseshow their investment canpayoff.

EnterpriseFinancialPotential

Week1 Week2 Week3 Week4Totalformonth

Presentations 2 2 2 2 8

Ordersperpresentation 10 10 10 10 40

Totalordersperweek 20 20 20 20 80

SalesAgents 4 4 4 4

Enterpriseprofitperlatrine

100,000₭

100,000₭

100,000₭

100,000₭

400,000₭

Totalprofitpotential8,000,000₭

8,000,000₭

8,000,000₭

8,000,000₭

32,000,000₭

Inputs

Presentationsperweek 2

Ordersprepresentation 10

SalesAgents 4

Enterpriseprofit 100,000

7.SIZEOFTHEMARKET

Youcaneasilyestimatethesizeofthemarketinaparticulardistrictbyusingthemostup-to-datedatafromdistrictlevelNamSaatonlatrinecoverage.YoucanrequestthisdatafromtheNamSaatofficeandlook at the number of households without latrines, or subtracting the number of households with

latrinesfromthetotalnumberofhouseholdsinthedistrict.Remembertoconsidersanitationcoveragefromahouseholdlevelversusanindividuallevel.

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8. RECRUITMENTEVENTSANDPRESENTATIONS

WhenfirstbeginningSanitationMarketingactivitiesinanewregionorprovince,itmaybeappropriate

toconductalargerrecruitmentmeetingtoidentifyyourfirstgroupofbusinessestoworkwith.Thissectionprovidessomematerialsandguidanceforsuchevents.

Keymessages:TARGET

AUDIENCE

ConcreteBusinesses

SUMMARYSTATEMENT

EnteringintothesanitationbusinesswithSanMarksupportisa“goldenticket”toaccessingdesirableresources

CUSTOMER

BENEFIT

Thatwillincreaseyourprofessionalandpersonalsuccess,because

Ifyouadheretothestandards,youwillreceivecomprehensivesupport:

" Accesstobestpracticesinoperatingaconcretebusiness

" Accesstocontinuingeducationandtraining

" Marketingactivitiesandmaterialsthatdrivedemandforyourproducts

" Forumtonetworkandbuildrelationshipswithotherbusinessownersandwith

governmentofficials

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ThePresentationBelowisasamplepresentationforuseatarecruitmentevent.Thefiguresusedinthepresentationwill

needtobeadaptedandupdatedbasedonthecontextinwithSanitationMarketingwillbeimplemented.Ifpossible,inviteaSanMarkenterprisetoattendtherecruitmenteventtosharehis/herexperiencewithSanMarkwiththecandidatespresentattheevent.

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30

31

32

33

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TheApplicationProcessInterestedapplicantsshouldfollowthethree-stepprocessbelowtobeofficiallyacceptedasaSanMarkbusiness:

1. Taketheliteracyandnumeracytest.

2. Passthesiteassessmentconductedathis/herplaceofbusiness3. Signacontract

Continuanceontothenextstepoftheprocessrequiresfirstpassingthepreviousstep.Forexample,candidateswhodonotpasstheirliteracyandnumeracytestwillnotbegivenasiteassessment.

Candidateswhodonotpasstheirsiteassessmentwillnotbeaskedtosignacontract.

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IDEALSALESAGENTPROFILE/CRITERIAFORSELECTION

LikeSalesAgentsinotherindustriesaroundtheworld,latrineSalesAgentshaveahighturnoverrate.To

keepthisrateaslowaspossible,adequatetimeandadherencetoatestedandselectivesetofcriteriaisessential. Identifying individuals that meet all of the criteria will be difficult, but training the rightpeoplethefirsttimewillsavetimeandmoneyinthefuture.

THESELECTIONCRITERIA

SelectioncriteriaforSalesAgentsinclude:

! Willingtotraveltoremotevillagesandhavetheirownmotorbike;

! Haveenoughtimetoconductatleasttwosaleseventsperweek;

! Haveamobilephone;

! Abletoreadanddobasicmath;

! Understandthelocallanguage;

! Willingtoworkoncommission;

! Ownalatrineorbewillingtobuyone;

! Comfortablespeakinginfrontofgroups;and

! Goodcommunicationskills,confidence,andenthusiasm.

Peoplewhomeet these criteria aremost likely to be active,motivated, successful Sales Agents. TheSalesAgentrecruitmentsectionbelowwillwalkyouthroughthestepsofhowtoensurethatSalesAgentcandidatesmeetthesecriteria.

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SALESAGENTRECRUITMENT

GEOGRAPHICTARGETING

Selecthighpotential“zones”fromwhichtorecruitSalesAgents inadistrict.Workwithdistricthealth

officials to map health centers and corresponding “zones,” usually consisting of 10-15 villagessurroundingahealthcenter.Considerthefollowingcriteriawhenselectingzonestotarget:

- Lowlatrinecoverage- CLTStriggeringhasoccurred

- Goodroadaccess- Accesstowater- Relativelyhighpopulation(basedonnumberofhouseholds)

RECRUITMENTPROCEDURES

1. WorkwithNamSaattoorganizeatimeandplacefortherecruitmenteventwithinazone.2. VisitvillageswithintargetedzonesandsharejobflierwithcriteriaforSalesAgentsandrequest

villagechief,LYU,LWU,andotherrelevantgroupsforassistanceinrecruitingpotentialSales

Agentsintheirvillages.Askthemtorecommendatleasttwocandidatesfromtheirvillageandprovidethemwithofficiallettersofinvitationtopassontocandidates.

3. Onthedayoftheevent,askcandidatestofilloutthequestionnairewhentheyarrivetoscreen

outthosewhodonotmeetcriteria.4. Conductshortinterviewsusingthequestionsbelowandselectthebestcandidates.5. ConfirmthenewSalesAgentsbycallingthemthatdayorthenextday.

6. Callotherpeoplewhowereinterviewedandletthemknowtheywerenotselected.Thankthemfortheirtime.

RECRUITMENTEVENT

Giveabrief group introduction. Include informationaboutwhat theywill be sellingasASalesAgent,travelrequirements,typesofsalesactivitiestheywillbeperforming,andtheirpaymentstructure.Giveanideaoftherealitiesofthejob, includingsomechallengessuchastravellingintherainyseasonand

givingpresentationsinfrontoflargegroups.ProvideafewdetailsaboutthecurrentscaleofSanitationMarketing—number of Sales Agents, number of enterprises, number of districts, etc. Explain thecharacteristics of an ideal Sales Agent: energetic, motivated people who can be representatives of

businessesandhelptoimprovetheircommunities.

BelowisasuggestedscriptforMarketFacilitatorstafftousewhenconductingSalesAgentrecruitmentevents:

“Thankyou___________(villagechief)forhavingusheretoday.

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My name isMr. ____, I amworking with enterprise ______with support fromNam Saat tomake sure that everyone in Laos has a latrine for their better health and happiness. I am a

sanitationandmarketingcoordinatorfortheprovince5.

Iamheretodaytotellyouaboutagreatjobopportunitythatwillbenefityouandpeopleinyourcommunity. We have implemented sanitation marketing in Bachieng, Sanasomboun,Soukhoumma, etc. we have over XX agents working for with us now.We want professional

representativestohelpyourcommunitytopurchaselatrines.

Aboutthejob:Thisisagreatopportunity,theimportantthingistohelpthecommunity.Youwillneedtotravelalotinyourarea–youhave15villages.Thoseselectedwilltraveltothevillagestopromoteandselllatrinestopeoplewhodonothavelatrines.Youwillhavecommissionfrom

eachlatrinesale.Wearelookingforpeoplewhoowntheirownmotorbikesandmobilephones,thatareavailabletoattenda5-daytrainingtobuildyourskillsasaSalesAgent,andthathaveatleast 2-3 days available per week to commit to the job.We are looking for people who are

motivated,goodcommunicators,active,andwanttohelptheircommunities.

Ifthissoundslikeyou,IwillaskyoutofilloutanapplicationformandthenIwillhaveashortinterviewwithyou.Thankyouverymuchforcomingtoday.”

INTERVIEWQUESTIONS

1. Whyareyouapplyingforthisjob?

2. Whatisyourjobnow?(Toidentifyhowmanyobligationstheycurrentlyhave)3. Howmanyhoursperweekareyouabletocommittothisjob?4. Areyouabletoattenda5-daytraining?

a. Remindthemthatyouwillgivethemtraining.5. Howfarareyouwillingtotravel?

6. Doyouhaveexperienceinsales?a. Doyoulikeworkinginsales?b. Whydoyoulikesales?(Motivation)

7. Doyouhaveexperiencegivingpresentations/speakingtogroupsofpeople?a. Pleasedescribethisexperience.b. Whatarethetopicsthatyouwerediscussing?

8. Doyouhaveexperienceworkingwithpeoplefromdifferentvillages?9. Haveyoueverworkedwithavillagechief?

a. Haveyoueverworkedwithavillagechieffromadifferentvillage?

10. Canyougotodoapresentationalone?11. WhatisyourmotivationtobeaSalesAgent/toselllatrines?12. Showmehowtopresentthepen–onlywithstrongcandidates.

13. Tellme about a timewhen you had a conflictwith someone.What happened?Howdid youresolvetheproblem?*

5Itisrecommendedtoavoid“project”languagetopreventexpectationsofsubsidiesor“freebies.”

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14. Tell me about a time when you had a challenge with your _____ (problem with a supplier,customer,etc.)job.Whathappenedandwhatdidyoudotosolvetheproblem?*

15. Whatquestionsdoyouhaveforme?

*Withthesequestionsyouarelookingforstrategyandproblemsolvingskills.Ifyouareunsureoftheiranswer,askthemtogiveanotherexampleorchangeyourquestionalittlebit.Theseareveryimportant

questionsforthistypeofjob.Youcanalsoaskaboutthingslikehowtheywillmanagechallengessuchastravelingintherainyseason–practicalday-to-daychallengesofthejob.

Aftertheinterviews,follow-upwithtopcandidatestoaskafewmorequestionsifyouneedtochoosebetweenmultiplepeople.

SELECTIONCRITERIA

- Ownsmotorbikeandmobilephone- Willingtotraveltovillagesupto50kmaway- Willingtoworkoncommission

- Willingtodobothsaleseventsanddoortodoorsales- Abletocommitatleast10hoursperweek- Willingandabletoattendinitial5daytrainingandfuturefollow-uptrainings

- Excellentcommunicationskills- Confidentandoutgoing- Desiredcharacteristics:

o Volunteerexperience(dedicationtocommunitydevelopment)o Studyingorhasexperienceinmarketing,sales,orsocialdevelopment

BENEFITSOFPOSITION

- Gainprofessionalexperienceforyourfuture- Receivetrainingoncommunicationandmarketingskills- Receiveanofficialcertificateuponcompletionoftraining- Flexiblehours

- Cashincomeoncommission- Chancetohelpyourcommunity

JOBDESCRIPTION

AllSalesAgentswill:

• Attend initialSalesAgent trainingandanysubsequentmandatorytrainings,andconductsalesandpromotionalactivitiesaccordingtothetrainings.

• Conduct village sales events and door-to-door sales, and coordinate with village chiefs to

organizesaleseventsanddoor-to-doorsales.• Collectdepositmoneyfromcustomersascommissionintheagreedamount.• Takeaminimumof15latrineordersperweek.

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• Transportationcostshavebeen factored into thecommission thateachSalesAgentearnsperlatrine.

• Accurately complete any and all forms provided by the Latrine Business Owner, includingsubmittingcopiesofPurchaseContracts,totheLatrineBusinessOwnerinatimelymanner.

• SubmitWeeklyReportsandPlanstoProvincialCoordinatorsusingtheformsprovided.

• MaintainhonestandopencommunicationwithProvincialCoordinators.

4.2TRAININGANDDEVELOPMENTDEVELOPMENTINPUTS

OnceSalesAgents andenterpriseshavebeen selected,Market Facilitators shouldworkwith them tofullydeveloptheircapacitytodeliversanitationproductsandservicesandtooperateinaccordancewith

minimum standards. Inputs designed to enable enterprises and Sales Agents to operate effectivelyincludethefollowing:

ForLatrineBusinesses:

1. LatrineEntrepreneurOperationsManual

2. BusinessSkillsTraining,Participant’sWorkbook

ForSalesAgents:

1. SalesAgentTraining,Participant’sWorkbook

LATRINEBUSINESSTRAINING

InadditiontotheLatrineEntrepreneurOperationsManualwhichguidesLatrineBusinessesthroughalloperatingprocedures,standards,andpracticesexpectedofSanMarkLatrineBusinesses,newlyrecruited

SanMarkLatrineBusinessesalsoreceivethefollowingtrainings:

1. Latrine Production, Delivery and Installation Training (refer toProduction and Installation ofPour-FlushLatrines,Facilitator’sManualaspartofthisToolkit)

2. BusinessSkillsTraining(refertoBusinessSkillsTrainingforLatrineEntrepreneurs,Facilitator’s

ManualaspartofthisToolkit)

SanMark Latrine Businesses are required to participate in the training above and demonstratecompetency before signing a contract. All trainingmodules included in the Facilitator’sManuals aredesignedtobeeasilyconductedasindividualrefreshertrainingsasnecessary.ResultsofQualityAudits

conductedquarterlyshouldbeusedtoidentifyareasofweaknesswhereadditionalrefreshertrainingisneeded.

SALESAGENTTRAINING

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In addition to the Sales Agent Operating Manual which guides Sales Agents through all operatingprocedures,standards,andpracticesexpectedofSalesAgents,newlyrecruitedSalesAgentsalsoreceive

thefollowingtraining:

1. SalesAgentTraining(refertoSalesAgentTraining,Facilitator’sManualaspartofthisToolkit)

SalesAgentsarerequiredtoattendthetrainingaboveanddemonstratecompetencyintheskillsbeforesigninga contract.All trainingmodules included in theFacilitator’sManual aredesigned tobeeasilyconducted as individual refresher trainings as necessary. Weaknesses in Sales Agent performance

identified during routine supervision and management can be addressed using these modules tostrengthenskillswhereneeded.

The table below includes recommended pricing for each product and service offered by SanMarkenterprises. Theprice rangewill differ dependingon the cost of rawmaterials indifferent regionsof

Laos. TheMarket Facilitator should not attempt to control prices in the market. However, MarketFacilitatorsshouldtrainbusinessownersaccordingtotheBusinessSkillsTraining,Facilitator’sManualthatdemonstratesthestrategicbenefitsofahighvolume,lowprofitpricingstructure,andusesaprice

calculating toolwitha25%profitmargin.Businessowners shouldbeencouraged to keep theirprofitstructuresatamaximumof25%orlowerinordertoreachthegreatestnumberofcustomers.

PRODUCTSANDSERVICES COMPONENTS/DESCRIPTION RECOMMENDEDPRICE

Basicpour-flushlatrine Threeconcreterings;oneconcreteslab(notiles);oneceramicpour-flushpan;oneplasticemptyingholecover

360,000-440,000LAK(US$45-55)

Chromestandardpour-flushlatrine

Fourconcreterings;oneconcreteslab(notiles);oneceramicpour-flushpan;oneplasticemptyingholecover

390,000-470,000LAK(US$49-59)

Silverstandardpour-flushlatrine Threeconcreterings;oneconcreteslabwithtiles;oneceramicpour-flushpan;oneplasticemptyingholecover

405,000-480,000LAK(US$51-60)

Goldstandardpour-flushlatrine Fourconcreterings;oneconcreteslabwithtiles;oneceramicpour-flushpan;oneplasticemptyingholecover

455,000-540,000LAK(US$57-68)

LatrineDeliveryService Deliveryoflatrinecomponentstohouseholdofcustomer.Mustbeontimeandwithoutdamagingtheproduct.

50,000LAK(US$6)fordeliverieswithin10km;3,000LAK(US$0.40)peradditionalkilometre

LatrineInstallationService Installationoflatrinecomponentsathouseholdofcustomerorotherspecifiedsite.Mustbeinstalledaccordingtoenvironmentalsafetystandards(seeLatrineProduction

100,000LAK(US$12)

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Manual)andwithoutdamagingtheproduct.

Latrine Business owners should also be encouraged to offer flexible payment options to customers,recognizing liquidityconstraintsofmanyoftheirtargetcustomers.Astructureof50%downpayment,

and50%paymentafteronemonthisrecommended.Properdocumentationofthisagreementwiththecustomerisessential,withreceiptsprovidedtothecustomerandkeptintheenterpriseowner’srecordsforeachpayment.

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4.3MANAGEMENTSALESAGENTMANAGEMENTPROCEDURES

SUPERVISION AND COACHING ARE TWO ESSENTIAL PRACTICES FOR SALES AGENT

DEVELOPMENT.GREATSALESAGENTSARENOTCREATEDTHROUGHAFIVEDAYTRAINING,BUT THROUGH CONTINUOUS SUPPORT FROM SUPERVISORSWHO HELP THEMOVERCOMEWEAKNESSESANDBUILDONSTRENGTHS.THIS JOBSHOULDBEUNDERTAKEN, IDEALLY,BY

SOMEONEWHOCANSUPERVISESALESAGENTSFULLTIME.

The strategies and tools belowwill help you to ensure that your Sales Agents remainmotivated andcontinuouslyimprovetheirskillsovertime.

SALESAGENTPLANNINGSHEET

This is a motivational tool used with Sales Agents on the last day of training as a way to set

expectations for their performance. Sales Agents and supervisors should fill out this sheet together,basedonthelevelofperformanceneededfortheenterprisetomeethis/hersalestargetsandwhatis

realisticallypossiblefortheSalesAgentconsideringtheirotherresponsibilitiesandthecircumstancesoftheparticularareainwhichtheyareworking.Inaddition,ithelpstheSalesAgentsfollowupwithleadsgeneratedbycommunicatingwhenpotentialcustomerscanexpectthemtocomebacktotheirvillage.

SalesAgentWeeklyPlan

Week1 Mon Tues Wed Thurs Fri Sat Sun

VillageA VillageB

Week2 Mon Tues Wed Thurs Fri Sat Sun

VillageC VillageD VillageE

Week3 Mon Tues Wed Thurs Fri Sat Sun

VillageA VillageB

Week4 Mon Tues Wed Thurs Fri Sat Sun

VillageC VillageD VillageE

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DirectionsforusingtheSalesAgentWeeklyPlan:

1. Specifygoals:2-3presentationsperweek.2. Specifytargets:20ordersperweek(2presentationsX10orders)OR20ordersperweek(4

presentationsX4orders+doortodoor4orders)3. SalesAgentsshouldbevisitingallvillagesonarotation4. Createnewweeklyplaneachmonth.

FIELDVISITS

FieldvisitsshouldbeconductedoncepermonthforeachnewSalesAgent,andquarterly,orasneededfor each experienced Sales Agent. The purpose of field visits is for supervisors to observe the SalesAgents conducting saleseventsanddoor-to-door sales, identify strengthsandweaknesses, andcoach

the Sales Agents on building strengths and improving onweaknesses. Field visits also serve as greatmotivators as Sales Agents feel supported, more confident, and oftentimes make more orders thanwhentheyconductsalesactivitiesindependently.

Fieldvisitsshouldalsoinvolvethefollowingactivities:

! Reviewlastmonth’ssalesandprovidepositivefeedback.Redefineexpectationsasneeded.

! Reviewtheirlistofcustomerswithwhomtheyshouldfollowup(leadsgenerated).! Review theirweeklyand/ormonthlyplan tomake sure theyarevisitingvillages regularlyand

meetingobjectives.

! ReviewtheReturnonInvestmentcalculator! Makesuretheyarecarryingallmaterialswiththemtosalesactivities.! SharebestpracticesfromotherSalesAgents/areas/districts.

Use the form below to ensure Sales Agents are performing according to best sales practices and

communicatingthekeymessagestoaudiences.

WASHSalesAgentSupervisionChecklist SalesAgentName:_________________________________________District,Province:__________________________________________Date:________________________ MarktheboxforeachstepthattheSalesAgentcompleted:

Step1:Preparation: □ContactvillagechieftoconductsaleactivitiesandSubmittedofficiallettertoVillageChief□AskVillageChieftoarrangetimeanddateforsaleseventanddoor-to-door

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□AskedVillageChieftoinvitepeoplewithandwithoutlatrines Step2:Presentation: □Arrivedontimeandwithallneededmaterials □Deliveredfullintroduction(introducedthemselves,theEnterprisetheyrepresent,andthetopic)WhichofthenegativeaspectsofopendefecationdidtheSalesAgenttalkabout(selectallthatapply): □Convenience

□Safety

□Privacy

□Health

□Other(list):______________________________ □None(checkthisboxifthisstepwasnotcompleted) □Askedforpositiveexperiencetestimonialsfromlatrineowners Addressedthefollowingobjections: □Cost(muchcheaperthanyouthink) □Subsidy/freelatrine(maynotevercome,ormaynotcomeformanyyears) □Other(list):______________________________________

□None(checkthisboxifthisstepwasnotcompleted)Mentionedthefollowingbenefits(selectallthatapply): □Earnrespectfromyourneighborsforcaringaboutthecleanlinessofthecommunity □Modernpour-flushdesignhasnosmellandisusedincities

□Tilesareeasytocleanandbeautiful □Homedeliveryreducestimeandmoneyspentontransport □Buildingtheirownsuperstructureallowsthemtoupgradeovertime

□Producedbyatrustedconcretemanufactureranddesignedbyengineerssoyouknowtheproductissafeforyourfamilyandwilllastmanyyears

□Other(list):__________________________________________________

□None(checkthisboxifthisstepwasnotcompleted)

Effectivesupervisorsspendat least50%oftheirtime inthefieldwithSalesAgentsprovidingsupport,coaching,andrefreshertrainingsasnecessary.

PHONECALLS

Weeklyortwiceweeklyphonecallsserveanumberofpurposes:

! ProvidesupporttoSalesAgentsandmotivatethemtocontinueconductingsalesactivities.

! Receiveverbalreportsonresultsofsalesactivities.! Learnaboutanyproblemssoonaftertheyoccurtoallowyoutotakeanynecessaryactions

quickly.

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Duringphonecalls,usetheplanningform(shownbelow)tofollowupwithSalesAgentsandmakesurethattheplanisbeingadheredto,andtheSalesAgentsareontracktomeettargetssetintheplanning

form.

REPORTINGANDMONITORING

ItisimportantthatSalesAgentskeeprecordsoftheirprogressagainsttargets,bothforpersonalgrowthand as a supervisory tool for their supervisors. Lagging behind targets can indicate that there are

problemswiththeSalesAgent’sperformanceormotivation,oranexternalproblemthattheymayneedsupporttoovercome.SalesAgents’progressisreportedwiththefollowingtools:

! SalesAgentplanningsheet! Ordertrackingjournal

! Projectedvs.actualordersrecord

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LATRINEBUSINESSMANAGEMENTPROCEDURES

OngoingmanagementofLatrineBusinessesensuresthattheyhavetheongoingsupportneededto

deliverservicesinaccordancewithminimumstandards,monitorstheirperformance,rewardsgoodperformanceformotivationandpenalizespoorperformance.MarketFacilitatorsareresponsibleformanagingtheon-goingoperationsofthebusinessrelatedtoSanitationMarketingsothatitis

continuallyabletodelivertheproductsandservicesaccordingtominimumstandards.Thesemanagementproceduresincludethefollowing:

- ProvideroutinesupportandsupervisiontotheLatrineBusiness- Monitorperformance

- Takeactionsbasedonfindings:rewardsforgoodperformance,additionalsupporttohelpsitesovercomeproblems,orterminatethecontractifperformanceisconsistentlypoor.

SUPPORTANDSUPERVISION

TheMarketFacilitatorprovideson-goingsupporttoLatrineBusinessessothattheyarecontinuallyable

todeliverservicesinaccordancewithminimumstandards.TypesofsupportaredesignedtoaddressOAM(Opportunity,Ability,Motivation)relatedneedsforeachofthefivecategoriesofstandards.

Ingeneral,supportofferedtoLatrineBusinessesincludes:

- On-goingtrainingandskillsdevelopmentopportunities- Literatureandtechnicalupdates

- AccesstoMarketFacilitatorstaff(ProvincialCoordinators)foradviceorsupportwhenneeded(viatelephone,email,in-personvisits)

Supportspecifictostandardsincludesthefollowing:

MechanismstoSupportAdherencetoLatrineProduction,DeliveryandInstallationStandardsOpportunity Ability Motivation

AdvisingonNewEquipmentProcurement

TechnicalTraining RewardsandRecognition

ManualfortheProductionand

InstallationofPour-FlushLatrines

On-goingAdviceandCoaching

47

MechanismstoSupportAdherencetoCustomerServiceStandardsOpportunity Ability Motivation

MarketingtoAttractCustomers Guidelines EnterpriseTestimonials

Training CustomerFeedback

On-goingAdviceandCoaching LatrineBusinessoftheMonth

MechanismstoSupportAdherencetoEquityStandardsOpportunity Ability Motivation

IPC AssistancewithPricing CommunicateWhyitMatters

BusinessSkillsTraining

MechanismstoSupportAdherencetoProductivityStandardsOpportunity Ability Motivation

Marketing BusinessSkillsTraining RewardsandRecognition

Promotions AdvisingandCoaching ROICalculator

IPC

OrderForms

MechanismstoSupportAdherencetoReportingandRecordkeepingStandardsOpportunity Ability Motivation

MISForms BusinessSkillsTraining RewardsandRecognition

AdvisingandCoaching

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HOWSUPPORTNEEDSAREIDENTIFIED

MarketFacilitatorswillhaveatleastonestaffmember(ProvincialCoordinator)whoisdedicatedtotheongoingoversightofLatrineBusinessperformance.TheProvincialCoordinator’sjobresponsibilities

wouldincludeuncoveringLatrineBusinessneedsvia:

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- Skilledquestioningandobservationsmadeduringroutinesitevisits- QualityAssuranceAudits

- Satisfaction,UseandWealthQuintileSurveysofCustomers- LatrineBusinessrequestsmadeatthetimeofsupervisoryvisits,throughtelephonecallto

LatrineBusiness,orothercommunicationschannelsthatmightbeusedtoreachProvincial

Coordinator

Afterdeterminingsupportneeds,theProvincialCoordinatorwillfollow-upwithfacilitiesandprovidewhateversupportisneededandorganizetrainingwhereneeded.

QualityAssuranceAuditTheQualityAssuranceAuditisconductedquarterlybyMarketFacilitatormonitoringandevaluation

staff.Theauditcollectsdataontechnicalproductionquality,recordkeeping,andstockmaintenance.

Quality Assurance Check List

I Concrete Rings (3 x 40 x 80 cm) Yes No

1 ProducedRingbygoodmold

2 Usesteelbar(6mm)forreinforcementofconcreterings

3Usegoodqualitycement(notexpired,usedforconstructiononly,storedinclean,dryplace)

4 GravelorStonesscalemax10mm

5 UsecleanSand

6MixconcreteusingoneoftherecommendedratiosinManualfortheProductionandInstallationofPour-FlushLatrines

7 Ringisofcorrectdimensions(W80xH40xT3cm)

8 Novisiblecracksorbreaksinconcrete

II Concrete Slabs ( 4 x 100 x 100 cm)

1 UsewoodorSteelmoldtoproduce

2 Usesteelbar(6mm)forreinforcementofconcreteslab

3Usegoodqualitycement(notexpired,usedforconstructiononly,storedinclean,dryplace)

4 GravelorStonesscalemax10mm

5 UsecleanSand

6MixconcreteusingoneoftherecommendedratiosinManualfortheProductionandInstallationofPour-FlushLatrines

7 Slabisofcorrectdimensions(100x100x4cm)

8 Slabincludesholeforpitemptying 9 Novisiblecracksorchipsintheslab

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10 Tilesarenotbrokenandareplacedneatlyonslab(ifapplicable)

III MISForms 1 MISformsarekeptinafolderorfile 2 MISformsarecleanandneat

3Formsareorganizedinawaythatmakesthemeasytofind

4 MonthlyReportwascompleteandsubmittedontime 5 TrackingFormiscompleteandup-to-date 6 CashFlowFormiscompleteandup-to-date

IV StockMaintenance

1ProductsarestoredaccordingtotheManualfortheProductionandInstallationofPour-FlushLatrines

2 Materialsandequipmentarerecordedinasystem 3 Carryingminimumstock(partsforatleast10latrines)

QAAuditsshouldbescoredfollowingthereportingtemplatebelow,andtriggeraresponsefrom

ProvincialCoordinatorsforrewardorcorrectiveaction.

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QuarterlyEnterpriseAuditReport

Enterprisename:Province:District:Telephonenumber:DateofReport:

NameofAuditor:

Score:A=Excellent,B=Good,C=Fair,D=Poor,F=Unacceptable

%Score:A=100%,B=75%,C=50%,D=25%,F=0%

#ofproductsinstock=100%:≥10,0%<10

ProductQualityScore(percentage

ofchecklistachieved)

Dateof

Audit

Slab Ring

Currentnumberofproductsinstockforaudit

Adherenceto

stockingprocedure

s

Materialsandequipment

keptinsystemMISformquality Recommendationsforimprovement

FinalScore=

Nextsteps:

1.

2.

3. Date of Next Audit:

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Satisfaction,UseandWealthQuintileSurveysThesesurveysaredesignedtomeasurethehowwellLatrineBusinessesaremeetingstandardsrelated

tocustomerserviceandequity.TheyshouldbeconductedbyMarketFacilitatorM&Estaffaccordingtotheprotocolsbelow.ThequestionnaireisincludedintheFormssectionofthisManual.

StudyPopulationThestudypopulationwillbemadeupofhouseholdsthatpurchasedandinstalledalatrinefromoneoftheSanMarkenterprisessupportedthroughthisprogram.Thepersonsinterviewedineachhouseholdswillbeheadsofhouseholdorspousesoftheheadofhousehold.HouseholdswillbeidentifiedthroughMISdatarecordedbySalesAgentsorLatrineBusinessesusingtheTrackingFormfoundintheFormssectionofthisManual.SamplingApproachDataonsatisfactionandhouseholdassets(Sections2and3)willbecollectedthroughhouseholdinterviewsforthosehouseholdsthathavehadtheirlatrinesdeliveredbetweenfourandeightweekspriortothesurveydate.Dataonlatrineuse(Section4)willbecollectedthroughhouseholdinterviewsforthosehouseholdsthathavehadtheirlatrinesdeliveredatleastsixmonthspriortothesurveydate.Householddemographics(Section1)willbecollectedduringeachinterview.HouseholdcontactinformationanddeliverydateswillbedeterminedthroughMISdatacollectedbyenterprises.Satisfactionandhouseholdassetsdatawillbecollectedfromtenvillagespermonth(totalingaround150villagessurveyedbytheendoftheproject).EveryhouseholdthathaspurchasedalatrinethroughtheSanMarkprogramwillbeinterviewedineachofthetenvillages.Villageswillbeselectedrandomlyusingaprobabilityproportionatetosize(PPS)method,sothatdistrictswithhighestlatrinesaleswillhavemorevillagesrepresentedinthesample.Thesamemethodwillbeusedtoselectvillagesincludedintheusesurvey,althoughnumberofvillageswillbedeterminedatthetimeofdatacollectiondependingontotallatrinesales.MarketFacilitatorM&EOfficerswillconductinterviewsandrecorddata.Theheadofhouseholdorspouseoftheheadofhouseholdwillbeinterviewed.Theinterviewwillbecarriedoutatthehouseholdoftheintervieweewherethelatrinewasdelivered.Datawillbeanalyzedandreportedquarterlyonsatisfactionandhouseholdassets,andeverysixmonthsonuse. Frequency Samplesize SamplingMethod Data

Analysis/Reporting

Sections1,2&3:

Demographics,HouseholdAssets,andSatisfaction

Monthly Tenvillages RandomlyselectedusingPPS;

interviewallhouseholdsineachoftenvillagesthathavepurchasedlatrinesthrough

SanMarkenterprises

Quarterly

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Sections1&4:Demographicsand

Use

Every6months

Tobedeterminedbasedontotal

latrinesalesattimeofdatacollection

RandomlyselectedusingPPS;interviewallhouseholdsin

eachvillagethathavepurchasedlatrinesthroughSanMarkenterprises

Every6months

DataCollectionToolThestructuredquestionnairewillcollectdataon:

1. Householddemographics2. Householdassets3. Householduseofthelatrine4. Householdsatisfactionwiththelatrine

MonthlyinterviewsonsatisfactionandwealthquintilewilluseSections1-3ofthequestionnaire.Six-monthinterviewsonusewilluseSections1and4ofthequestionnaire.

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CHAPTER 5: DEMAND CREATION

54

5. DemandcreationThe direct sales businessmodel implemented through SanitationMarketing is also a form of

demand creation. Rather than passively waiting for households to come to the Latrine Business, theBusiness goes directly to the communities and creates demand through engaging presentations and

conversations about the latrine product. The sales presentation echoes many of the messages

communicated through CLTS, encouraging households to live healthier,more comfortable, andmore

convenientlivesbypurchasingalatrinethattheycanproudlyuseeveryday.

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FIGURE:2

Asocialfranchiseisanetworkofindividualsorgroupsthatmarketanddistributeservices

and/orproductsthatbenefitsocietyunderaunifyingbrand.Itincorporatesthesanitationmarketingbusinessmodelpresentedatthebeginningofthisbookintoalargernetwork.Inthismodel,themarketfacilitatorbecomesthe“franchisor”andthelatrinebusinessesbecome“franchisees”.TheFranchisor

willbealocally-ownedandoperatedsocialbusinesscapableofidentifyingandsecuringitsownfunding.TheIncubatorwillprovidecapacitybuildingsupportintheinitialyearsofoperationoftheFranchisetoensuretheFranchisorpossessesalltheskills,strategies,andtoolsnecessaryforsuccess.Thefranchise

modelestablishedwillbemorecloselyconnectedbetweenandwithinessentialnetworksofdonors,governmentstakeholders,developmentpartners,andcorporatepartnerstodiversifyitsstreamsofrevenueforlong-termsustainability.DonornetworksmayincludetheiNGONetworkandtheScalingUp

NutritionCivilSocietyAlliance(SUNCSA).

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CHAPTER 6: FORMS

57

6. SANITATIONMARKETINGFORMSFORMARKETFACILITATORS

1. EnterpriseSiteSelectionTool2. QualityAssuranceAudit3. Satisfaction,UseandWealthQuintileMonitoringandEvaluationSurvey4. SalesAgentSupervisionChecklist

FORLATRINEBUSINESSES

1. LatrineBusinessMonthlyReport2. OrderTrackingForm3. CashFlowRecord

FORSALESAGENTS

1. OrderForm2. LeadsGeneratedContactSheet

3. WeeklyPlanningSheet4. OrderTrackingJournal

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ENTERPRISESITESELECTIONTOOL

SITE SELECTION TOOL -- PHASE II: ASSESSMENT OF NECESSARY/REQUIRED CONDITIONS

Enterprise Name:

_________________________________________________________

Enterprise Location (District, Village)

_________________________________________________________

Name of Enterprise owner/manager interviewed

_________________________________________________________

A) Level of Interest and Commitment Yes No

No, but

willing to

address

Enterprise owner/manager has expressed interest in adding latrine production to his/her business, or changing their current product

Enterprise owner/manager is interested in implementing the Sanitation Marketing business model, including increasing sales and marketing efforts

Enterprise owner/manager is willing to receive support in recruiting, training and monitoring latrine sales force

If responses to any of the above are “NO”, do NOT proceed. Exclude candidate from list of potential Enterprises

B) Enterprise Capacity (does the facility have the capacity to deliver latrine Yes No No, but

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products and services in accordance with standards and protocols?) willing to address

Enterprise has basic infrastructure in place needed for latrine production (check yes if all of the following criteria are met)

Source of water

Electricity

Stock area

Large enough to stock at least ten latrines at one time

Production area

Enterprise environment meets basic standards and protocols (check yes if all of the following criteria are met)

Materials are stocked safely and neatly

Dangerous tools and equipment are appropriately stored

Enterprise already offers related products and services (concrete products)

Enterprise currently serves and/or has the potential to serve target population

What villages/districts are your current customers from?

Are you willing to expand your business to include remote villages, including delivering and installing latrines in those

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villages?

Enterprise is willing and able to accommodate increased demand for products, specifically latrines, through investment in additional equipment, tools, and staff, if necessary.

How many of the equipment below do you already own?

(Record number of each type of equipment)

Ring moulds _______________

Slab moulds _______________

Concrete mixer ____________

Delivery truck _____________

C) Enterprise Qualifications (is the facility staffed with people having appropriate qualifications and experience?)

At least one full-time staff is qualified to provide or, with reasonable input, gain the skills to provide latrine products and services (check yes if all of the following criteria are met)

Latrine production and necessary supporting skills are within the Enterprise’s capabilities, with proper training.

Adequate staff is available to produce latrines in a timely and efficient manner, and keep minimum stock levels consistent.

How many full time staff do you employ?

How easy/difficult is it to find additional laborers to work if you have a large

61

order to fill?

(Select one)

Very easy Easy Normal Difficult Very Difficult

Where do you find labor?

Does your staff change at all throughout the year, for example during harvesting season?

If yes, when?

Recordkeeping and business management skills are within the Enterprise’s capabilities, with proper training.

62

SITE SELECTION TOOL : ASSESSMENT OF PREFERRED CONDITIONS

Value

(V)

Score

(S)

Total

(V x S)

A) Enterprise Capacity

Enterprise is financially accessible to target audience – Does the enterprise sell an affordable product, or are they able to do so? Does the Enterprise make provisions for low-income clients such as options for payment in installments? If not, is there a willingness to do so?

How much do you currently charge for a latrine (if they currently produce and sell latrines or latrine parts)?

___________________________ LAK (Record cost of three rings and one slab)

Where do you source your raw materials?

____________________________________________________

____________________________________________________

How much do you pay for these materials: gravel, sand, water, cement?

Gravel: _____________________ LAK per unit

Sand: _______________________ LAK per unit

Water: ______________________ LAK per unit

Cement: _____________________ LAK per unit

1

Enterprise is financially sustainable – is already operating without financial difficulties and is willing and able, with assistance, to access external financing from financial institutions

63

Do you have a bank account?

Yes No

Have you ever taken out a loan from the bank? If not, where do you borrow from, if at all?

Yes No

(list other sources of loans, if any):

_________________________________________

What is the biggest order you’ve received?

_____________ units

Were you able to deliver on that order?

Yes, on time Yes, but late No

Did you have to make any additional investments in labor or equipment to meet the order?

Yes, equipment Yes, labor Yes, materials No

How much cash do you have in the bank?

____________________ LAK

Ask to see order book. How many outstanding orders do you have?

__________________ orders

64

How frequently are orders coming in?

Daily Weekly Monthly Mostly in dry season

Mostly in wet season

How long have you been in business?

________________________ years

How many pending orders do you have?

_____________ units

Do you buy your materials or equipment on credit?

No Yes: What are the credit terms?

_____________________________________________________

Have you ever been late on a payment or unable to pay back?

No Yes

Enterprise has an interest or willingness to coordinate sales with finance institutions, such as village banks.

4

B) Business Owner Attitude

Manager’s Attitude toward delivering high quality latrines to rural areas is positive, enthusiastic, and sincere

Enterprise has good track record and reputation in community (is well respected and trusted)

2

Manager has or is willing to establish links with the community that makes the Enterprise more accessible to rural

2

65

QUALITYASSURANCEAUDIT

Manager has or is willing to establish links with the community that makes the Enterprise more accessible to rural area clients, with assistance

2

Enterprise is willing and able to maintain sales records 3

Enterprise is willing to be monitored and to comply with product protocols

4

Manager has the support of his/her staff 4

Enterprise is committed to serving community, motivated to succeed in business, personable, and altogether has an attitude that demonstrates a potential to succeed.

3

Enterprise is interested in participating

4

Total Score for this Facility Value

(V)

Score

(S)

Total

(V x S)

Values (reflect importance of these criteria already being in place)

Scores (reflect level of inputs that would be required in order for the facility to meet the preferred criteria)

1 = minimally important (can easily be addressed through training)

2 = moderately important (can be addressed with moderate level of training and support)

3 = very important (can be addressed with high level of training and support)

4 = extremely important (highly preferred criteria that is difficult to address via training and support)

0 = not acceptable as is, no input will address the problem

1 = minimally acceptable (a high level of input will be required)

2 = acceptable (a moderate and reasonable amount of input would be required)

3 = exceptional (Enterprise is already functioning at a high level in this area and would require little or no input to meet preferred criteria)

66

Quality Assurance Check List

I Concrete Rings (3 x 40 x 80 cm) Yes No

1 ProducedRingbygoodmold 2 Usesteelbar(6mm)forreinforcementofconcreterings

3Usegoodqualitycement(notexpired,usedforconstructiononly,storedinclean,dryplace)

4 GravelorStonesscalemax10mm

5 UsecleanSand

6MixconcreteusingoneoftherecommendedratiosinManualfortheProductionandInstallationofPour-FlushLatrines

7 Ringisofcorrectdimensions(W80xH40xT3cm)

8 Novisiblecracksorbreaksinconcrete

II Concrete Slabs ( 4 x 100 x 100 cm)

1 UsewoodorSteelmoldtoproduce

2 Usesteelbar(6mm)forreinforcementofconcreteslab

3Usegoodqualitycement(notexpired,usedforconstructiononly,storedinclean,dryplace)

4 GravelorStonesscalemax10mm

5 UsecleanSand

6MixconcreteusingoneoftherecommendedratiosinManualfortheProductionandInstallationofPour-FlushLatrines

7 Slabisofcorrectdimensions(100x100x4cm) 8 Slabincludesholeforpitemptying

9 Novisiblecracksorchipsintheslab

10 Tilesarenotbrokenandareplacedneatlyonslab(ifapplicable)

III MISForms 1 MISformsarekeptinafolderorfile 2 MISformsarecleanandneat

3Formsareorganizedinawaythatmakesthemeasytofind

4 MonthlyReportwascompleteandsubmittedontime 5 TrackingFormiscompleteandup-to-date 6 CashFlowFormiscompleteandup-to-date

67

IV StockMaintenance

1ProductsarestoredaccordingtoManualfortheProductionandInstallationofPour-FlushLatrines

2 Materialsandequipmentarerecordedinasystem 3 Carryingminimumstock(partsforatleast10latrines)

QUALITYASSURANCEAUDITREPORT

68

QuarterlyEnterpriseAuditReport

Enterprisename:Province:District:Telephonenumber:DateofReport:

NameofAuditor:

Score:A=Excellent,B=Good,C=Fair,D=Poor,F=Unacceptable

%Score:A=100%,B=75%,C=50%,D=25%,F=0%

#ofproductsinstock=100%:≥10,0%<10

ProductQualityScore(percentage

ofchecklistachieved)

Dateof

Audit

Slab Ring

Currentnumberofproductsinstockforaudit

Adherencetostockingprocedures

Materialsand

equipmentkeptinsystem

MISformquality

Recommendationsforimprovement

FinalScore

=

Nextsteps:

1.

2.

3. Date of Next Audit:

69

SATISFACTION,USEANDWEALTHQUINTILECUSTOMERSURVEY

QUESTIONNAIRE

SECTION 1: HOUSEHOLD DEMOGRAPHICS

First, I have some questions about your household. No. Questions and filters Responses Code Skip

Date of Interview

/____/____/2014

Date of Latrine Purchase

/____/____/2014

Date of Latrine Installation

/___/___/2014

70

Q101 District Thateng

Lamarm

Dakcheung

Bachieng

Paksong

Pathoumpone

Khong

Sanasomboun

Sukhoumma

Mounlapamok

1

2

3

4

5

6

7

8

9

10

No. Questions and filters Responses Code Skip

Q102 Village

Q103 Sex of respondent Male

Female

1

0

Q104 How old are you? Age (in years): __________

Q105 To what ethnic group do you belong? Lao Loum

Lao Soung

Lao Theung

1

2

3

71

Q106 What is your education level?

**DO NOT READ THE ANSWERS OUT LOUD

**INTERVIEWER TO SELECT ONE ANSWER ONLY

Never studied

Completed primary school

Completed lower secondary

school

Completed High school

Completed vocational school

Completed university or higher

1

2

3

4

5

6

Q107 What is your main occupation?

**DO NOT READ THE ANSWERS OUT LOUD.

**INTERVIEWER TO SELECT ONE ANSWER ONLY.

Farmer

Labor

Forest work

Street vendor (sundry shop,

fruit, food, etc.)

Livestock raising

Student

Government officer/private

company officer

Private business operator

Unemployed

1

2

3

4

5

6

7

8

9

Q108 How much is your monthly household income?

Income (in Kip/month): __________

72

Q109 Have you ever participated in a village level event about good hygiene and sanitation practices, and stopping open defecation?

Yes

No

1

0

IF NO, SKIP TO SECTION 2

No. Questions and filters Responses Code Skip

Q110 How did you buy your latrine?

**READ ANSWERS OUT LOUD

Group sales event

At home through a salesperson

Placed order with Village Chief

At a town market

At a concrete business

In my village with the

owner/staff of concrete busn.

Other:__________________

1

2

3

4

5

6

99

73

SECTION 2: HOUSEHOLD ASSETS

No. Questions and filters Responses Code Skip

Yes No

Q201 Is your household registered on the village list of poor households?

1 0

Transport equipment

Vehicle (car, van, etc.)

Motorcycle

Bicycle

1

1

1

0

0

0

House equipment 1 0

Refrigerator/freezer

Sewing machine

Washing machine

Vacuum cleaner

Electric rice cooker

Cook stove

Fan

Red pot (Souki electric pot)

Water heater

1

1

1

1

1

1

1

1

0

0

0

0

0

0

0

0

Agriculture/business

Q202 What assets do you have in your household?

** READ ANSWERS OUT LOUD

** MULTIPLE ANSWERS ARE POSSIBLE

Two-wheeled tractor

Four-wheeled tractor

1

1

0

0

74

No. Questions and filters Responses Code Skip

Boat

Rice mill

Thresher

Water pump

1

1

1

1

0

0

0

0

75

No. Questions and filters Responses Code Skip

Yes No

TV, Radio, Phones

Television

Radio

CD/DVD Player

Telephone

Mobile phone

Camera

1

1

1

1

1

1

0

0

0

0

0

0

Animals

Cows

Buffalo

Goats

Poultry

Pigs

Horses/Donkeys/Mules

1

1

1

1

1

1

0

0

0

0

0

0

Drinking water sources

Q203 What assets do you have in your household?

** READ ANSWERS OUT LOUD

** MULTIPLE ANSWERS ARE POSSIBLE

Water supply

River/stream

Pond

1

2

3

76

Dam

Bottled water

4

5

Cooking fuel sources

Electricity

Gas

Kerosene

Coal

Wood

Straw

1

2

3

4

5

6

Household floor materials What assets do you have in your household?

** READ ANSWERS OUT LOUD

** MULTIPLE ANSWERS ARE POSSIBLE

Wood planks

Cement

1

2

77

SECTION 3: SATISFACTION For each of the following questions please select only one answer. No. Question Responses Coding Skip

How satisfied are you with your latrine?

**READ ANSWERS OUT LOUD.

**INTERVIEWER TO SELECT ONE ANSWER PER QUESTION ONLY.

Dissatisfied

Unsure

Satisfied

1

2

3

a. Howsatisfiedareyouwithhygieneandcleanliness?

Dissatisfied

Unsure

Satisfied

1

2

3

b. Howsatisfiedareyouwithprivacy?

Dissatisfied

Unsure

Satisfied

1

2

3

c. Howsatisfiedareyouwiththeconvenienceofusingyourlatrine?

Dissatisfied

Unsure

Satisfied

1

2

3

Q301

d. Howsatisfiedareyouwithsafetyorprotection(fromanimals,flies,snakes,etc.)?

Dissatisfied

Unsure

Satisfied

1

2

3

Q302 How satisfied are you with the following after

78

purchasing the latrine:

**READ ANSWERS OUT LOUD.

**INTERVIEWER TO SELECT ONE ANSWER PER QUESTION ONLY.

a. Howsatisfiedareyouwiththecostofpurchase?

Dissatisfied

Unsure

Satisfied

1

2

3

No. Questions and filters Responses Code Skip

b. Howsatisfiedareyouwiththevalueforprice?

Dissatisfied

Unsure

Satisfied

1

2

3

Q303 Didyouinstallthelatrineyourself?

Yes

No

1

0

IF NO,

SKIP to

Q406

Q304 What assistance did you have with installation?

**READ ANSWERS OUT LOUD

**MULTIPLE ANSWERS ARE POSSIBLE

**INTERVIEWER TO CHECK ALL THAT APPLY

Enterprise

Owner/Staff

Local mason/laborer

Village Chief

Sales Agent

Other government

staff

Written instructions

Family/neighbors

None

1

2

3

4

5

6

7

8

79

Q305 How easy was the installation? Difficult

Unsure

Easy

1

2

3

Q306 Did you have your latrine delivered? Yes

No

1

0

IF NO, SKIP TO Q408

Q307 How satisfied were you with the timeliness of delivery?

Dissatisfied

Unsure

Satisfied

1

2

3

No. Questions and filters Responses Code Skip

Q308 What payment method did you use? Cash on delivery

Loan through village

bank

Installments through

enterprise

Other: __________

1

2

3

99

Q309 How satisfied are you with the payment method?

Dissatisfied

Unsure

Satisfied

1

2

3

80

SECTION 4: LATRINE USE Next, I have some questions about the latrine you purchased from the WASH enterprise. No. Question Responses Code Skip

Q401 When did you install your latrine? Less than one month after

delivery

2-3 months after delivery

4-6 months after delivery

More than 6 months after

delivery

Never

1

2

3

4

5

IF NEVER, SKIP TO Q415

Q402 In the past week, how often do you use the latrine when you need to defecate?

**READ ANSWERS OUT LOUD

**INTERVIEWER TO SELECT ONE ANSWER ONLY

Every time

Sometimes

Rarely

Never

1

2

3

4

IF EVERY TIME, SKIP TO Q404

81

Q403 What are the reasons that you don’t use your latrine every time?

**MULTIPLE ANSWERS ARE POSSIBLE

Too far from home/field

No water for flushing

Not satisfied with latrine

No superstructure

Broken/not functioning

Other:_______________

(SPECIFY)

1

2

3

4

5

99

Q404 In the past week, how many people have used the latrine?

0-2

3-5

5 or more

1

2

3

Q405 In the past week, who in your household has used the latrine?

**READ ANSWERS OUT LOUD

**MULTIPLE ANSWERS ARE POSSIBLE

Children under 2

Children 2-5

Children 6-15

Female adults 16-49

Male adults 16-49

Female 50+

Male 50+

1

2

3

4

5

6

7

82

Q406 In the past week, who in your household has NOT used the latrine?

**READ ANSWERS OUT LOUD

**MULTIPLE ANSWERS ARE POSSIBLE

Children under 2

Children 2-5

Children 6-15

Female adults 16-49

Male adults 16-49

Female 50+

Male 50+

1

2

3

4

5

6

7

Q407 I would like to take a look at the latrine you purchased from the WASH enterprise. Can you please show me the latrine?

**INTERVIEWER TO RECORD THE GENERAL CONDITION OF THE LATRINE AND TAKE PHOTO

**REFER TO ANNEX A FOR GUIDANCE ON HOW TO EVALUATE LATRINE USE

Used

Unused

1

2

Q408 **INTERVIEWER TO RECORD IF THE LATRINE HAS A SHELTER

Yes

No

1

0

IF NO, SKIP TO Q412

Q409 **WHAT KIND OF SHELTER DOES THE LATRINE HAVE?

**MULTIPLE ANSWERS ARE POSSIBLE

Walls only

Walls and roof

Door

1

2

3

IF WALLS ONLY, SKIP TO Q411

83

Q410 **INTERVIEWER TO RECORD MATERIAL(S) USED TO BUILD ROOF

**MULTIPLE ANSWERS ARE POSSIBLE

Bamboo

Concrete

Wood

Thatch

Plastic

Other:_______________

(SPECIFY)

1

2

3

4

5

99

Q411 **INTERVIEWER TO RECORD MATERIAL(S) USED TO BUILD WALLS

**MULTIPLE ANSWERS ARE POSSIBLE

Bamboo

Concrete

Wood

Thatch

Plastic

Other:_______________

(SPECIFY)

1

2

3

4

5

99

No. Questions and filters Responses Code Skip

Q412 How far is the latrine from your household? Distance (in meters): ______

Q413 How far is the latrine from the nearest water source?

Distance (in meters): ______

IF OVER 15 METERS, SKIP TO END

84

Q414 What type of the water source is close to the latrine?

**READ ANSWERS OUT LOUD

**MULTIPLE ANSWERS ARE POSSIBLE

**INTERVIEWER TO CHECK ALL THAT APPLY

River

Pond

Water well

Other:_______________

(SPECIFY)

1

2

3

99

END SURVEY HERE FOR INSTALLED LATRINES

Q415 Why haven’t you installed your latrine?

No money for shelter

No one to install (no masons)

Don’t know how

Too wet

Don’t like the latrine

Other:________________

1

2

3

4

5

99

85

Thank you for your time.

Refer to the following guide for determining whether or not a latrine has been used or not used.

Used Unused

Presence of water bucket for washing and flushing

No water bucket for washing and flushing

Footprints on or around pan No footprints on or around pan

Fecal matter or other excreta on or around pan No fecal matter or other observable excreta on or around pan

Water on pan and/or floor from washing and flushing

Dry, dusty pan and/or floor

Personal belongings such as flip flops, soap, sarongs/towels, or decorations in/around latrine

No personal belongings related to latrine use in or around latrine

86

SALESAGENTSUPERVISIONCHECKLIST

WASHSalesAgentSupervisionChecklist SalesAgentName:_________________________________________District,Province:__________________________________________Date:________________________ MarktheboxforeachstepthattheSalesAgentcompleted:

Step1:Preparation: □ContactvillagechieftoconductsaleactivitiesandSubmittedofficiallettertoVillageChief□AskVillageChieftoarrangetimeanddateforsaleseventanddoor-to-door□AskedVillageChieftoinvitepeoplewithandwithoutlatrines Step2:Presentation: □Arrivedontimeandwithallneededmaterials □Deliveredfullintroduction(introducedthemselves,theEnterprisetheyrepresent,andthetopic)WhichofthenegativeaspectsofopendefecationdidtheSalesAgenttalkabout(selectallthatapply): □Convenience

□Safety

□Privacy

□Health

□Other(list):______________________________ □None(checkthisboxifthisstepwasnotcompleted) □Askedforpositiveexperiencetestimonialsfromlatrineowners Addressedthefollowingobjections: □Cost(muchcheaperthanyouthink) □Subsidy/freelatrine(maynotevercome,ormaynotcomeformanyyears) □Other(list):______________________________________

□None(checkthisboxifthisstepwasnotcompleted)Mentionedthefollowingbenefits(selectallthatapply): □Earnrespectfromyourneighborsforcaringaboutthecleanlinessofthecommunity □Modernpour-flushdesignhasnosmellandisusedincities

□Tilesareeasytocleanandbeautiful □Homedeliveryreducestimeandmoneyspentontransport □Buildingtheirownsuperstructureallowsthemtoupgradeovertime

□Producedbyatrustedconcretemanufactureranddesignedbyengineerssoyouknowtheproductissafeforyourfamilyandwilllastmanyyears

87

□Other(list):__________________________________________________

□None(checkthisboxifthisstepwasnotcompleted)

LATRINEBUSINESSMONTHLYSALESREPORT

Monthly Sales Report Enterprise Name:

District:

Date:

Latrine Type New orders in

this month Delivered this

month Canceled Total paid full Total unpaid Current stock

4 ring With tile

3 ring

4 ring Without tile

3 ring

88

ENTERPRISEORDERTRACKINGFORM

SanMarkOrderTrackingForm

Enterprisename:……………………………………..…...……….

Tile NoTile

No. District VillageCustomername

Tel4

Ring3

Ring4

Ring3

RingInstall Delivery

TotalCost

Deposit BalanceReq

deliveryDate

deliveredPaymentStatus

89

Total

latrines TotalCashcollected

EnterpriseSignature

90

CASHFLOWRECORD

DailyCashRecord

Mon Tue Wed Thurs Fri Sat Sun WeekTotal

Date

CashIN

Cashreceivedfromlatrinesales

CashOUTforLatrineBusiness

Cement

Sand

Steelbars

Tile

Labor

Water

Fuel

Commissions

Promomaterials

Interest/loanrepayment

Other

TotalCashOUT

CashRemaining

91

MonthlyCashRecord Week1 Week2 Week3 Week4 Week5 MonthTotal

Date

CashIN

Cashreceivedfromlatrinesales

Cement

Sand

Steelbars

Tile

Labor

Water

Fuel

Commissions

Promomaterials

Interest/loanrepayment

Other

TotalCashOUT

CashRemaining

92

93

LATRINEORDERFORM

Latrine Order Form Order number:…………… Date:………………

Enterprise name:……………………………….. Tel:……………………………………………

Village:……………………………………….. District:…………………………………. Sales Agent name:……………………………. Tel:……………………………………………

Customer name:………………………………. Tel:……………………………………………

Village:……………………………………….. Unit: ………………………………………...

Photo of product Name Price/Unit Number of Units Total

Cover with tile

including 4 rings

440,000 kip

Cover without

tile including

4 rings

380,000 kip

Cover with tile

including 3 rings

400,000 kip

Cover without

tile including

3 rings

340,000 kip

Installation 50,000 kip

94

Delivery charge: 15,000 kip for deliveries within 10KM; if farther than 10km, charge will be 1,500kip/km/latrine (20% increase for 4 ring

design)

………………..kip

Date of delivery:……………………………………………… (deliver within 15 days)

Total:

Deposit paid: kip

Remaining Balance:

Sale agent's signature:………………………………

Customer's signature:…………………………………………

Payment: The sales team or chief of village will visit and collect remaining balance 1 day before delivery. If the full balance is not received at this time, the latrine will not be delivered or installed. Deposits or advance payments will not be refundedif the buyer cancels. The buyer will receive a full refund if the enterprise cancels. Installation: The Enterprise will install the latrine if the full payment is obtained, as mentioned above. The buyer is responsible for digging the pit according to the following specifications: All pits should be 1 meter wide. Pits for 4 ring designs should be a maximum of 1.4 meters deep, and not over 1 meter deep for three ring designs. Pits should be located at least 15 meters from any wells. Two days after installation, the buyer may begin using the latrine and/or build a shelter. Warranty: The Enterprise will repair or replace latrines if there are any problems up to one year after installation.

95

SALESAGENTLEADSGENERATEDCONTACTSHEET

LEADSGENERATEDCONTACTSHEET

SalesAgentName:____________________________

Date:_____________________________

VillageName:________________________________

HouseNumber

Name Interested?

(Yes/No)

Reason/Details FollowUpDate

96

SALESAGENTWEEKLYPLAN

SalesAgentWeeklyPlan

Week1 Mon Tues Wed Thurs Fri Sat Sun

Village1 Village3

Week2 Mon Tues Wed Thurs Fri Sat Sun

Village4 Village5 Village6

Week3 Mon Tues Wed Thurs Fri Sat Sun

Village7 Village8

Week4 Mon Tues Wed Thurs Fri Sat Sun

Village9,Village10 Village11

97

SALESAGENTORDERTRACKINGJOURNAL

Order Tracking Journal Date:

Sales Agent Name:

Enterprise Name:

Village

District

Group Sales Presentation Results

Number of participants

Tile No Tile

Order No. Name Tel 4

Ring 3

Ring 4

Ring 3

Ring Install

Fee Delivery

Fee Total Cost Deposit Balance

Req delivery

date

Total latrine orders

Total Cash Collected

Door to Door Sales

Number of houses visited

Tile No Tile

Order No. Name Tel 4

Ring 3

Ring 4

Ring 3

Ring Install

Fee Delivery

Fee Total Cost Deposit Balance

Req delivery

date

Total latrine

orders Total Cash Collected

NOTES

98

THISFORMISUSEDTOTESTBASICKNOWLEDGEABOUTMATHANDREADLITERACY

1 Lookattherowofnumbersbelow.Whatshouldcomenext?

8421½¼?

!1/4

!1/8

!1/12

2 Anotebookcosts10,000LAKforeachone.Whatwillfour

notebookscost?

!40,000LAK

!60,000LAK

!80,000LAK

3 Ropecosts10,000LAKpermeter.Howmanymeterscanyoubuyfor60,000LAK?

!6meters

!12meters

!18meters

4 Whichnumberinthefollowinggroupofnumbersisthesmallest?

71/5311/32

!a.)7

!b.)1/5

!c.)31

!d.)1/3

!e.)2

5 Trousersandashirtcost20,000LAKintotal.Thetrouserscost15,000LAK.Howmuchdoestheshirtcost?

!5,000LAK

!15,000LAK

!20,000LAK

6 Ifittakes5machines5minutestomake5cars,howlongwouldittake100machinestomake100cars?

!100minutes

!200minutes

!1,000minutes

7 Anenterpriseissellinglatrinesfor400,000LAK.Theownerdecidestoattractmorecustomersbyofferinga10%

discount.Whatisthepriceofthelatrineafterthediscount?

!360,000LAK

!400,000LAK

!460,000LAK

99

8 Anenterprisehas5SalesAgents.ThelistbelowshowsthenumberoflatrineorderstakenbyeachSalesAgentinone

day:

Mr.A:19,Ms.B:23,Ms.C:22,Mr.D:19,Mr.E:17

WhatistheaveragenumberoflatrineorderstakenbyeachSalesAgentinoneday?

!20orders

!24orders

!26orders

9 Acustomerbuysthefollowingitems:

2chickensfor80,000LAKeach

4bagsofchickenfeedfor20,000LAKeach

Whatisthetotalcostofalltheitemspurchased?

!240,000LAK

!260,000LAK

!280,000LAK

10 Aconcreteproductmanufacturermakes1cubicyardof

concretebymixing6gallonsofwaterwithonebagofcement.

Hewantstomake24cubicyardsofconcrete.

Howmuchwaterdoesheneed?

!144gallons

!154gallons

!164gallons

100

SITE SELECTION TOOL -- PHASE II: ASSESSMENT OF NECESSARY/REQUIRED CONDITIONS

Enterprise Name:

_________________________________________________________

Enterprise Location (District, Village)

_________________________________________________________

Name of Enterprise owner/manager interviewed

_________________________________________________________

A) Level of Interest and Commitment Yes No

No, but

willing to

address

Enterprise owner/manager has expressed interest in adding latrine production to his/her business, or changing their current product

Enterprise owner/manager is interested in implementing the Sanitation Marketing business model, including increasing sales and marketing efforts

Enterprise owner/manager is willing to receive support in recruiting, training and monitoring latrine sales force

If responses to any of the above are “NO”, do NOT proceed. Exclude candidate from list of potential Enterprises

B) Enterprise Capacity (does the facility have the capacity to deliver latrine products and services in accordance with standards and protocols?)

Yes No No, but willing to address

Enterprise has basic infrastructure in place needed for latrine production (check yes if all of the following criteria are met)

101

Source of water

Electricity

Stock area

Large enough to stock at least ten latrines at one time

Production area

Enterprise environment meets basic standards and protocols (check yes if all of the following criteria are met)

Materials are stocked safely and neatly

Dangerous tools and equipment are appropriately stored

Enterprise already offers related products and services (concrete products)

Enterprise currently serves and/or has the potential to serve target population

What villages/districts are your current customers from?

Are you willing to expand your business to include remote villages, including delivering and installing latrines in those villages?

Enterprise is willing and able to accommodate increased demand for products, specifically latrines, through investment in additional equipment, tools, and staff, if necessary.

102

How many of the equipment below do you already own?

(Record number of each type of equipment)

Ring moulds _______________

Slab moulds _______________

Concrete mixer ____________

Delivery truck _____________

C) Enterprise Qualifications (is the facility staffed with people having appropriate qualifications and experience?)

At least one full-time staff is qualified to provide or, with reasonable input, gain the skills to provide latrine products and services (check yes if all of the following criteria are met)

Latrine production and necessary supporting skills are within the Enterprise’s capabilities, with proper training.

Adequate staff is available to produce latrines in a timely and efficient manner, and keep minimum stock levels consistent.

How many full time staff do you employ?

How easy/difficult is it to find additional laborers to work if you have a large order to fill?

(Select one)

Very easy Easy Normal Difficult Very Difficult

103

Where do you find labor?

Does your staff change at all throughout the year, for example during harvesting season?

If yes, when?

Recordkeeping and business management skills are within the Enterprise’s capabilities, with proper training.

PROJECTEDVS.ACTUALORDERSRECORD

This record is for supervisors toaccuratelypredict thenumberoforders theycanexpecteachmonthandweekonaperdistrictbasis.TheformtakesintoconsiderationthenumberofactiveSalesAgentsineachdistrict,thenumberofareasinthatdistrictthatareservedbySalesAgents,andwhichweekthe

supervisorwilldoafieldvisitinthatdistrict(importantbecauseresultsaretypicallyhigherduringfieldvisits).

Month:

Week1 Week2 Week3 Week4 Totals

District

#SAs

#Areas

FieldVisit

#Pres.

Projected

orders/pres.

Totalprojected

Actual

#Pres.

Projected

orders/pres.

Totalprojected

Actual

#Pres.

Projected

orders/pres.

Totalprojected

Actual

#Pres.

Projected

orders/pres.

Totalprojected

Actual

ProjectedTotal

TotalActual

Orders

Notes:

Totals

Totals

Totals

Totals

104