SlideShare a Scribd company logo
We’re also calling these cultural norms, rather than
values, because we fully expect them to evolve as Smart
continues to grow. Smart has always been a company that
embraces change, and going forward we’ll approach our
culture in the same way. We certainly don’t expect these
norms to change overnight, or every year, but we always
want to take stock of who we are, who we want to be, and
move accordingly.
SMART’S CULTURAL NORMS
These norms preserve the best of the founding
Smart culture that built one of the world’s most
valuable and important companies, while
recognizing that we must adapt to become a great
company where every person feels respected and
challenged, can contribute in his or her own way,
and learn and grow as an individual and as a
professional. At the same time, these norms will take
us forward and will hold each of us accountable as
we continue to change Smart for the better.
SMART’S CULTURAL NORMS
We build globally, we live
locally.
We connect the power and scale of our
global operations to deeply connect with
the cities, communities, drivers and
riders that we serve, every day.
• .
We make big bold bets. Sometimes we fail, but
failure makes us smarter. We get back up, we make
the next bet, and we go!
SMART’S CULTURAL NORMS
We are customer obsessed.
We work tirelessly to earn our customers’ trust
and business by solving their problems,
maximizing their earnings or lowering their
costs. We surprise and delight them. We make
short-term sacrifices for a lifetime of loyalty.
SMART’S CULTURAL NORMS
We celebrate differences.
We stand apart from the average. We ensure
people of diverse backgrounds feel welcome.
We encourage different opinions and
approaches to be heard, and then we come
together and build.
SMART’S CULTURAL NORMS
We do the right thing.
Period.
SMART’S CULTURAL NORMS
We act like owners.
We seek out problems and we solve them.
We help each other and those who matter to
us. We have a favoritism for action and
accountability. We finish what we start and
we build Smart to last. And when we make
mistakes, we’ll own up to them.
SMART’S CULTURAL NORMS
We continue.
We believe in the power of sand. We
don’t seek the easy path. We look for the
toughest challenges and we push. Our
collective flexibility is our secret
weapon.
SMART’S CULTURAL NORMS
We value ideas over hierarchy.
We believe that the best ideas can come from
anywhere, both inside and outside our
company. Our job is to seek out those ideas,
to shape and improve them through open
debate, and to take them from concept to
action
LEADERSHIP TEAM
Ferid Hussein:
CEO
Entrepreneur,
Project Manager,
Civil Engineer
Hadi
chief technology
manager
Arif
chief marketing officer
Umer
PR &
Communication
Semir
Chief of Staff
PARTNERSHIPS
Media &
Marketing
partner
Lawyers Technology
partner
Business
partner
An Idea Smart
BUSINESS MODEL
306 M trips
annually total
market
10% market
share (30.6M)
smart market
share
35 birr average
fee 6birr/km @ 5
km distance
20%
commission
transaction
21.5 M birr
revenue
2020-2021
TECHNOLOGY
6464
User friendly
IOS and
Android app
Data
analytics
platform
Artificial
intelligence
engine
Call center
supported
Database & Comprehensive web site
COMPETITION
 Above 5000
fleets
 Almost 90%
market share
.
 Low
convenience of
transport
 Low
convenience of
interaction
Existing Bajaj's
Above 2000 fleets
.
Low convenience
of transport
Low convenience
of interaction
Minibus taxis
There is no direct competition like ride-hailing and ride-sharing
service provider in our city
 But we have indirect competitors
THE MARKET PLAN
• We will try to put the unique benefit & features of our innovative
service in the customers minds consistently interrelating
innovation & perception.
Multi-channel marketing
We anticipate a multi-channel and multi-pronged marketing plan
include
 Direct outreach to business areas, schools, institutions and
reach any potential customer.
 Digital marketing through social media(face book, twitter and
you tube)
 Promotions on a broad based marketing campaign
Early successes
 Effective customer acquisition cost of 10 birr per customer
 Long term value of customer expected to be in excess of 100
birr
 Good promotion, press & testimonial.
FINANCIAL
• Projections(million)
Year 1 Year 2 Year 3 Year 4 Year 5
Gross
revenues
15.8 M 25.2 M 28.98 M 33.3 m 38.33 m
Gross
expenses
1.9 M 2 m 2.1 m 2.2 m 2.3 m
Gross
profit
13.9 m 23.2 m 26.88 m 31.1 m 36 m
Key assumption
 Advertising revenues not considers here but Ad
spaces are scale the revenue up by 25% per year
after first year operation.
 Sales and marketing costs ramp up 15% in
consecutive years.
THE ASK
• We are seeking 500,000 birr in early stage
financing
• We believe this round of financing will last
approximately 1 month.
• With this round of financing, we will
 Ramp up Promotion and marketing
 Ramp up hiring staffs.
 Ramp up technology to add significant features to
our mobile app.
BIG CONCEPT
To develop a highly
successful, profitable
business which provides
quality transportation
technology services in our
country.
18
THANK YOU!!
“An affordable, integrated, safe, responsive and
sustainable transport technology system that
enhances the environmental, economic, social and
cultural wellbeing of users”
Contact: Ferid Hussein (0911341941)

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4_5764733945396596216.pptx

  • 1. We’re also calling these cultural norms, rather than values, because we fully expect them to evolve as Smart continues to grow. Smart has always been a company that embraces change, and going forward we’ll approach our culture in the same way. We certainly don’t expect these norms to change overnight, or every year, but we always want to take stock of who we are, who we want to be, and move accordingly. SMART’S CULTURAL NORMS
  • 2. These norms preserve the best of the founding Smart culture that built one of the world’s most valuable and important companies, while recognizing that we must adapt to become a great company where every person feels respected and challenged, can contribute in his or her own way, and learn and grow as an individual and as a professional. At the same time, these norms will take us forward and will hold each of us accountable as we continue to change Smart for the better.
  • 3. SMART’S CULTURAL NORMS We build globally, we live locally. We connect the power and scale of our global operations to deeply connect with the cities, communities, drivers and riders that we serve, every day. • . We make big bold bets. Sometimes we fail, but failure makes us smarter. We get back up, we make the next bet, and we go!
  • 4. SMART’S CULTURAL NORMS We are customer obsessed. We work tirelessly to earn our customers’ trust and business by solving their problems, maximizing their earnings or lowering their costs. We surprise and delight them. We make short-term sacrifices for a lifetime of loyalty.
  • 5. SMART’S CULTURAL NORMS We celebrate differences. We stand apart from the average. We ensure people of diverse backgrounds feel welcome. We encourage different opinions and approaches to be heard, and then we come together and build.
  • 6. SMART’S CULTURAL NORMS We do the right thing. Period.
  • 7. SMART’S CULTURAL NORMS We act like owners. We seek out problems and we solve them. We help each other and those who matter to us. We have a favoritism for action and accountability. We finish what we start and we build Smart to last. And when we make mistakes, we’ll own up to them.
  • 8. SMART’S CULTURAL NORMS We continue. We believe in the power of sand. We don’t seek the easy path. We look for the toughest challenges and we push. Our collective flexibility is our secret weapon.
  • 9. SMART’S CULTURAL NORMS We value ideas over hierarchy. We believe that the best ideas can come from anywhere, both inside and outside our company. Our job is to seek out those ideas, to shape and improve them through open debate, and to take them from concept to action
  • 10. LEADERSHIP TEAM Ferid Hussein: CEO Entrepreneur, Project Manager, Civil Engineer Hadi chief technology manager Arif chief marketing officer Umer PR & Communication Semir Chief of Staff
  • 12. BUSINESS MODEL 306 M trips annually total market 10% market share (30.6M) smart market share 35 birr average fee 6birr/km @ 5 km distance 20% commission transaction 21.5 M birr revenue 2020-2021
  • 13. TECHNOLOGY 6464 User friendly IOS and Android app Data analytics platform Artificial intelligence engine Call center supported Database & Comprehensive web site
  • 14. COMPETITION  Above 5000 fleets  Almost 90% market share .  Low convenience of transport  Low convenience of interaction Existing Bajaj's Above 2000 fleets . Low convenience of transport Low convenience of interaction Minibus taxis There is no direct competition like ride-hailing and ride-sharing service provider in our city  But we have indirect competitors
  • 15. THE MARKET PLAN • We will try to put the unique benefit & features of our innovative service in the customers minds consistently interrelating innovation & perception. Multi-channel marketing We anticipate a multi-channel and multi-pronged marketing plan include  Direct outreach to business areas, schools, institutions and reach any potential customer.  Digital marketing through social media(face book, twitter and you tube)  Promotions on a broad based marketing campaign Early successes  Effective customer acquisition cost of 10 birr per customer  Long term value of customer expected to be in excess of 100 birr  Good promotion, press & testimonial.
  • 16. FINANCIAL • Projections(million) Year 1 Year 2 Year 3 Year 4 Year 5 Gross revenues 15.8 M 25.2 M 28.98 M 33.3 m 38.33 m Gross expenses 1.9 M 2 m 2.1 m 2.2 m 2.3 m Gross profit 13.9 m 23.2 m 26.88 m 31.1 m 36 m Key assumption  Advertising revenues not considers here but Ad spaces are scale the revenue up by 25% per year after first year operation.  Sales and marketing costs ramp up 15% in consecutive years.
  • 17. THE ASK • We are seeking 500,000 birr in early stage financing • We believe this round of financing will last approximately 1 month. • With this round of financing, we will  Ramp up Promotion and marketing  Ramp up hiring staffs.  Ramp up technology to add significant features to our mobile app.
  • 18. BIG CONCEPT To develop a highly successful, profitable business which provides quality transportation technology services in our country. 18
  • 19. THANK YOU!! “An affordable, integrated, safe, responsive and sustainable transport technology system that enhances the environmental, economic, social and cultural wellbeing of users” Contact: Ferid Hussein (0911341941)