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Synchron eco confidential

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Stealth mode company we've been working on. Now semi-stealth, as if you've found this you've waded through my long-winded bio...

Stealth mode company we've been working on. Now semi-stealth, as if you've found this you've waded through my long-winded bio...

Published in: Business, Economy & Finance

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  • For the micro-financial impact, another way to view impact is to see how increased capital (x) and labor (L) increases quality of life (Q)
  •  1) Nomadic power supply---> nimble "utility" model, PPA mechanism for the udyami.  We take profits from the service of the "rental", look at other more traditional PPAs and then micronize 2) Profits on the differential between price of SynchStore items wholesale and retail (we can perhaps augment in the best case scenario by dramatically reducing the CPU on health items if we get AID/Govt/Foundations to augment). 3)  Profits on the fees for health screening services. Since this is a franchise model, we have to figure out overall profits and then how that will play out between ourselves and franchise owners.  Banking is not part off the profit model, or if it is it is just an additional marketing payment we will collect from our banking partner at this stage....For the SE Store we would use a drop shipping solution and there would be no cost, apart from operating/ updating the site, until a transaction is in place
  • One of many ways we will strategically locate our pilot to build on the market need. Banking services, health services, even some charging services are available but no-one has bundled them and no-one has added the distribution/logistics service for the appliances market. Think of Leavittown, but for BOP.
  • Version 2.0 of crowd fund/micro strategy could be termed “micro-equity for micro-ventures” a la Kiva but applied with a innovative approach. Individual in US invests in the Udyami franchise (backpack, equipment, etc.) for a return, essentially becoming a cadre of investors for a nomadic clean power utility- a new version of the “IOU”
  • http://www.howstuffworks.com/science-vs-myth/everyday-myths/can-you-make-a-power-station-out-of-a-tarp.htmRETAIL: http://store.sundancesolar.com/misoposh.html
  • GE: http://www.impactleaders.com.au/project/medical-devices-for-remote-communities-in-canada-and-india/http://www.genewscenter.com/Press-Releases/ASE-and-GE-Healthcare-Return-to-India-Aiming-to-Educate-on-the-Use-of-Ultrasound-Technology-in-Remot-3ced.aspxhttp://www.bizjournals.com/sanfrancisco/news/2011/11/10/cisco-systems-remote-healthcare-india.htmlhttp://www.techinasia.com/nokia-union-bank-of-india-mobile/
  • Transcript

    • 1. “Empowering Base of the Pyramid (BoP) households by leveraging technology to provide human services” Alison Wise Founder & CEO wisealf@gmail.com 415-797-8099 Skype: wisealf
    • 2. Team  Alison Wise, Founder & CEO: 20 years in the CSR, renewables/clean tech and innovation space including NREL, Clean Edge and numerous public and private sector companies, board of several Indian non-profits; BA, MBA.  Tero Brandstaka, CRO: Finnish citizen, two master’s degrees, 8 years in agriculture and 10 years financial stability in retail banking, lived in Asia and Africa for 7 years;  Srivatsan Sivanandan, CSO : A quant-creative, experience in business strategy, venture finance, and supply chain, with start- ups and MNCs across three continents; BE, MEM.  Fredrik Olrog, COO : Decade in renewables, currently Managing Director at O2 Bio, Sweden; professional sailor; MBA.
    • 3. Landscape & Addressable Market Energy/Hea lth/Goods & Services 20% Food/Water /Education/ Others 80% SynchronEco market • 4.5 billion people at "the base of the pyramid" ($5 per day or less) represent a $15 trillion economy •This economy currently is largely penetrated by technologies that have costly side effects •Or where conditions are such that no exchange exists but barter or extreme poverty A ~$70 billion opportunity! Situation in India Typical expense split Capturing ~20% of this market will make SynchronEco a ~$15 billion business!
    • 4. BoP pain points Lack of affordable access to clean water Lack of affordable access to healthcare Lack of affordable access to electricity Lack of affordable access to capital
    • 5. Our Solution SynchronEco Basket ICT + Udyamis BoP households Value Proposition Device Manufacturer Last-mile entrepreneur Rural household Access to a huge niche market Opportunity to earn a regular income Affordable access to essential services Data insights on consumer psyche Become influential within community No more tradeoffs on expense decisions Proven market need minimizes risk Create businesses based on platform Productivity gain for the household
    • 6. Potential Impact
    • 7. SynchronEco Elements SynchronEco “Udyamis” Franchise owners of SynchronEco System SynchronEco Power SynchronEco MicroCredit Union SynchronEco Health SynchronEco Store
    • 8. Business model summary End customers1. BoP households 2. Last mile entrepreneurs 3. New device manufacturers 4. Corporate CSR Customers End customers 1. Partnering with self-employed groups 2. Enhancing CSR for corporates 3. Providing sustainable livelihood to BoP households 4. Opening new untapped markets for start-ups in energy/health/finance Value Provided End customers1. Via last mile entrepreneurs 2. Ongoing demand fulfillment 3. Acquiring plus retaining both Udyamis & end consumers Customer relationships End customers 1. Udyamis will leverage their existing relationships 2. They will buy products/services via mobile kiosks and/or small format stores 3. Will partner with 3PL providers to handle distribution 4. End consumers will be educated about the energy and health care savings that service adoption entails Channels End customers $$$ x Quantity CSR consulting Pricing – pay-per-use for end customers Quantity – Aggressive about Udyami recruitment Revenus estimate of $2.5M in year XXX Revenues End customers 1) Recurring resources 2) Staff salary/benefits 3) Customer & Udyami acquisition 4) Inventory holding / JIT 5) Paymentprocessing services 6) Equipment capital Pilot cost estimate is $750k Costs End customers 1) SynchronEco CEO’s 5K professional network 2) Diversity within team 3) Prior start-up experience 4) Cleantech experience 5) Social impact experience 6) Business skills (4MBAs) 7) PPP focus Key Resources End customers 1) Fundraising (VC, II, Corp) 2) Business model iteration 3) Business plan iteration 4) Pitch deck iteration 5) ID Udyami pipeline 6) ID first-entry markets 7) Pick hands and legs of pilot Key Activities Key Partners 1) Advisors 2) Funders 3) Corporations 4) Work-development organizations 5) Philanthropy 6) R & D 7) Impact start-ups
    • 9. SynchronEco growth stages Pilot with mature technology participants 50 (udyamis) TBD Proof of concept in order to build franchising concept (200-> 5,000 udyamis) . . . . . 2014 2015 - 2018 Global franchising business built on top of a rigorous Franchise Disclosure Document (10,000 100,000 udyamis) . . . . . 2019 - . . . . . . . . . . .
    • 10. Launch Strategy Corporate Partnerships Clean Tech VC Social Impact Investors We offer an efficient and effective way to address philanthropic and aid- based activity with a profit- motive engine, creating a sustainable “ROI”
    • 11. Financial model and projections Investment: $10 million IRR of 57% Revenue scenarios $0 $10 $20 $30 $40 Pilot Year 1e Year 2e Year 3e Year 4e Optmistic Base Pessimistic SynchronEco will make for a lucrative investment even with conservative projections U$ 000's Pilot e Year 1e Year 2e Year 3e Year 4e Annual revenue 122 1,468 4,892 14,676 29,352 Energy Services 15 180 600 1,800 3,600 Health Services 5 64 212 636 1,272 Mercantile Services 102 1,224 4,080 12,240 24,480 Banking Services - - - - - Data/ Analytic Servises - - - - - No of Udyamis (not in 000’s) 50 600 2,000 6,000 12,000 Income after financial items - 119 2,230 2,302 6,139
    • 12. Pilot Funding  Planning, staffing up: $500,000 USD  Equipment and logistics: $250,000 USD Customer Service Points (CSPs) are agents for traditional banks in- field with mobile banking services http://www.cgap.org/data/india-banking-agents-survey-2012 -- We plan to focus on tracking the organic growth in the # of Udyamis before raising again -- Also, track revenues and on-the-ground social impact to report impact metrics
    • 13. Back Up Slides Who • Slide 14: Advisers What • Slides 15-16: Overview of UVP and economic assumptions How • Slides 17-26: Details of Udyami “Day in the Life, information on Elements of SynchronEco Platform (Health, Power, St ore, MicroCredit systems) When -Slide 27 Platform Development Why --Slide 28 “Moore’s Law” of SynchronEco
    • 14. Advisers  Bruce Cahan Visiting Scholar at Stanford University, TEDxNewWallStreet, Ashoka  (Many others taking the opportunity under consideration)
    • 15. SynchronEco Unique Value Proposition Using 21st Century technology and platforms to leap-frog economic development strategy - Distributed Clean Energy - ICT for finance, commerce and health SynchronEco MicroCredit Union SynchronEco Services & Store SynchronEco customers for microfinancial, he alth, charging services, & clean tech appliances Fees, interest and dividends to financiers New Micro Payments, Loans and Investments Overview Economic Development “Base”
    • 16. Basic Assumptions/ Realities What if providing the basics for economic development (healthcare, water, power) was entrepreneurial, so economic development was not a result of entrepreneurism but inherent?
    • 17. SynchronEco “Elements”: Entrepreneurs or “Udyamis” SynchronEco “Udyamis” SynchronEco Power SynchronEco MicroCredit Union SynchronEco Health SynchronEco Store — Franchise owners and operators recruits — Trained on platform tech and service offerings; in- field nomadic store, smartphone & apps for exchanges, clean powered — Recruitment: We recognize the importance of a robust strategy here and plan strategic networking and outreach including to business organizations, i.e. Self- Employed Women’s Association (SEWA), an Indian trade association, with 9.7 MM members End customersEnd customers
    • 18. Udyami Day in the Life Nomadic franchise; goods and equipment travel to remote areas/markets Brick-and-mortar storefront is a solar tent for charging services; smartphones and apps for finance and health services; appliances for purchase
    • 19. SynchronEco “Elements”: Power SynchronEco “Udyamis” SynchronEco Power SynchronEco MicoCredit Union SynchronEco Health SynchronEco Store “Nomadic Clean Power Plant” SynchronEco Power Main Focus 1. To supply renewable energy to the Udyamis enabling operation of the customer interface. 2. To sell renewable energy to it’s customers, for charging cellular phones and operating other appliances. 3. Offering multiple types of standard systems that provide plug & perform and energy storage solutions for off-grid and micro grid applications. (thru SynchronEco Store) Average Daily Output = 1125 Watt Hours (iPhone app. 4-6Wh) SynchronEco Udyamipack A 3.4 watt solar panel back pack that is waterproof, lightweight and durable. Weighs only 2500 grams incl. a 60 watt hour battery. One hour in direct sun provides up to 30 minutes of run time on a laptop. 1.5 hours of direct sun powers a complete cell phone charge. Bag made of recycled PET bottles. SynchronEco Power Pack A 120 watt foldable solar pack with military spec. Will supply plug & perform to customers appliances or to a charge a customers battery. Can be optimized for different voltage/watts/amps. Weighs sub 3kg (6.5lbs) SynchronEco UdyamiShade A 300 watt foldable solar tent with a average daily output of app. 1125 watt hours (takes app. 5 watt hours to charge an iPhone). Will provide shade/shelter and the foundations to a Udyamis when SynchronEco Store is open for business. Weighs 27lbs.
    • 20. SynchronEco “Microcredit Union”  Unregulated microfinance caused financial instability and central bank intervention in 2012  The Andhra Pradesh bubble  Reserve Bank of India (RBI) regulation  Interest rate cap of 26%  Capital adequacy ratio of 15%  We appreciate the new financial stability  We have a decade of working with the credit process and the financial supervision authority behind us  RBI registration  Microfinance license in 2014  Full banking license in 2019 SynchronEco “Udyamis” SynchronEco Power SynchronEco MicroCredit Union SynchronEco Health SynchronEco Store
    • 21. Our Credit Processes ”Grameen” ”Non-Grameen” Debtors guarantee each other Debtors DO NOT guarantee each other Default rate can be brought close to zero Default rate will stay much higher, up to 30% Interest rate can be brought down if lending volume can be scaled up (interest income will cover loan officers’ salaries) Will have to price at maximum interest rate (26%) Social fabric will be destroyed in event of defaults (case Andhra Pradesh) Social fabric will be spared in event of defaults We can offer both models. Our debtors’ IRR will be much higher than 26% as the assets whose purchase we finance are extremely productive assets. • Use of existing microfinance IT platforms such as M2 in the pilot to reduce operational risk • Access to funding from American and European banks and funds • In the microfinance industry 90% of lending goes to finance consumption  This cannot support high interest rates  Our model is vendor finance  Financing only productive assets  Excellent IRR for debtor, can support interest rates  Cutting edge environmental and health technology • Flexibility in our credit processes
    • 22. SynchronEco “Udyamis” SynchronEco Power SynchronEco MicroCredit Union SynchronEco Health SynchronEco Store SynchronEco “Elements”: Health CURENT PROVIDERS  National Rural Health Mission (NRHM)  Gram Panchayat (5-6 villages)  Primary Health Centers (30-40 villages)  Community Health Centers (100 villages)  NGOs  AYUSH (Ayurveda, Yoga & Naturopathy, Unani, Siddha, & Homeopathy)  Informal Practitioners OUR SOLUTION  Mobilize last mile entrepreneurs to serve as conduits  Forge partnerships with entrenched players  Leverage the power of ICT  Prioritize and provide “top 5” essential health services  Close the loop via our in-house store
    • 23. SynchronEco “Elements”: Store SynchronEco “Udyamis” SynchronEco Power SynchronEco McroCredit Union SynchronEco Health SynchronEco Store Clean Tech appliances, and other electronics that make “home based business” more efficient like mobile devices and solar lighting , available through Udyamis’ “Amazon.com” model of virtual inventory shipped to POS
    • 24. SynchronEco Store Off-Grid Drop Shipping Based Web Store Sells product Pays retail price & shipping fee Customer SynchronEco-Store Comp Inc. Product manufacturer/ wholesale supplier
    • 25. SynchronEco System Requirements SynchronEco Platform SynchE STORE SynchE HEALTH SynchE POWER
    • 26. Pilot SynchronEco ($$) + Udyami ($) Power Health Store •Pay-as-you-go subscriber model/ pay at SyncE udyami’s tarp for charging services •Lay-way plans for solar home lighting solutions (consultations on optimal product) •Wholesale bargain from manufacturer and/or • Revenue share per device sold •JIT inventory •Service fee from BoP household shared with local partner •No incentive to own device •Referral fee from clinics/hospitals Financing/Banking Services for the ecosystem
    • 27. SynchronEco Platform Development 2014 2015 - 2018 2019 - Fingerprint identification Aakash Tablets to udyamis Aakash Tablets to customers SIM POS for udyamis Electronic wallets to customers SynchronEco Power SynchronEco Health SynchronEco Store Internet and phone services for both udyamis and their customers SynchronEco MERCHANT accounts for udyamis SynchronEco BANK accounts for customers (capital-lite in Basel III, full compliance with Indian FSA, bank infrastructure from fiserv) Crowdfunding SynchronEco franchise disclosure agreement for Power, Health and Store Expansion Microfinance license with Reserve Bank of India M2 Microfinance IT system (cost around USD 5 000) Bespoke IT system Full banking license with Reserve Bank of India
    • 28. SynchronEco “Moore’s Law” Continuous improvement to platform based on data from udyamis should yield increasing performance/market reach exponentially as we maintain replicability standards. By providing both the resources to acquire and the services/product(s), we accelerate the model, while establishing exclusives with vendors as first movers to protect competitive advantage.

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