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Global Social Entrepreneurship Competition 2013

Global Social Entrepreneurship Competition 2013. …improving health, one village at a time. Meet Asha. Indoor Air Pollution- A Global Health Threat. 2.7. 2 million. 10. Afghanistan. Liberia. 11 million . Congo. Paraguay. 50k. 28 million. The Solution: Eco-Chula.

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Global Social Entrepreneurship Competition 2013

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  1. Global Social Entrepreneurship • Competition 2013 • …improving health, one village at a time

  2. Meet Asha

  3. Indoor Air Pollution- A Global Health Threat 2.7 • 2 million 10 Afghanistan Liberia • 11 million Congo Paraguay 50k • 28 million

  4. The Solution: Eco-Chula • A self -sustaining energy system that combines an economic cook stove with locally derived cheap, renewable biogas fuel • Economical • More efficient cooking • Cleaner Air • Product that directly tackles a major health threat

  5. Business Model • Repeatable ecosystem that improves health conditions

  6. Why health has not improved • Superior solution to a global health threat

  7. Business Strategies • Great potential to impact global health

  8. Partnerships and Resources Organizations Management Team Advisors • Using subject matter experts to address the health issue

  9. Pricing Strategy • Price Justification: • Biogas consumption cost- $36.96 • Lowest income households spend USD 37 or 15% • Affordable solution to a major health risk

  10. Financials • Initial capital requirement: $130,000 IRR 172% Discounted payback 2.16 years NPV $164,675

  11. Social Return on Investment Create a health database • Great positive impact on society, environment and health issues

  12. Change in quality of life Problem • Solving health issues and improving the standard of living

  13. Eco-Chula: ….improving health, one village at a time Positive Impact on Global Health Financial Sustainability Implementation Feasibility Positive Effect on Quality of Life

  14. Thank you (:

  15. Additional Information

  16. Slide 3: Global Threat Slide 4: The Solution Slide 5: Business Model Slide 6: Why health has not improved Slide 7: Business strategies Slide 8: Partnership and resources Slide 9: Pricing strategy and justification Slide 10: Financials Slide 11: SROI Slide 12: Changes in quality of life

  17. Slide 18: Assumptions Slide 31: Stove production cost Slide 19: Pro Forma Cash Flow Slide 32: Biogas production cost Slide 20: Pro Forma Balance Sheet Slide 33: Estimated market size & Market value breakdown Slide 21: Pro Forma Income Statement Slide 34: Breakeven quantity & sensitivity analysis Slide 22: Investment Slide 35: Loan repayment schedule Slide 23: Assumptions Slide 24: Reduction in medical spending Slide 36: Ability to serve client group Slide 25: Assumptions Slide 37: Analysis of stakeholder needs Slide 26: Increase in greener environment Slide 27: Assumptions Slide 38: A comparison with competitors and barriers of entry Slide 28: Increase in productivity Slide 39: Comparison of different stoves and layout of market research Slide 29: Discounted payback period Slide 30: Salary structure

  18. Assumptions

  19. Pro Forma Cash Flow

  20. Pro Forma Balance Sheet

  21. Pro Forma Income Statement

  22. Investment

  23. Assumptions

  24. Reduction in Medical Spending

  25. Assumptions

  26. Increase in greener environment

  27. Assumptions

  28. Increase in Productivity

  29. Discounted payback period

  30. Salary structure

  31. Stove production cost

  32. Biogas production cost

  33. Estimated market size There are approx. 150 million people living in Bangladesh now of which 89% use TCS which creates a huge market of around USD 1.3 billion Market value breakdown Purchase of stove is a 1 time investment and 1 gas cylinder of 28m^3 can meet a family’s per month gas needs. Price of stove with a 28m^3 biogas cylinder= $15 Price of gas per m^3= $0.11 Price of gas consumption for the next 11 months= $0.11*28*11 = $33.88 Total yearly consumption per family= $15 + $33.88= $48.88 Total market value= $48.88*26700000= $1,305,096,000~$1.3 billion

  34. Breakeven quantity Sensitivity Analysis

  35. Loan Repayment schedule

  36. Ability to serve client group

  37. Analysis of stakeholder needs

  38. A comparison with the competitors Barriers of entry a) Intellectual Property Right: The intellectual property right will be protected by the entrepreneurs of the business by applying for patent of the brand name of Eco-Chula. b) Strong Partnership and Customer Relationship: Eco-Chula has already established an online partnership with Global Alliance for Clean Cookstoves (GACC), a global private public organization which provides clean cookstoves to a number of people in areas associated with high levels of poverty. Eco-Chula also plans to build ties with the people of Bangladesh in order to build strong customer equity through Bangladesh Rural Advancement Committee (BRAC) health workers.

  39. A comparison of traditional and improved cookstoves Layout for market reach

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