SolarNow s Payment Plan Approach

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1 Emerging Models SolarNow s Payment Plan 011 AFFORDABILITY MECHANISMS AND ENERGY ACCESS A Turnkey Solution for Solar Distribution and Consumer Finance For six years the Rural Energy Foundation (REF) focused on the solar energy supply chain, directly addressing the issue of why the sector lacked the scale necessary to have real impact. It provided technical and marketing assistance to energy microenterprises, facilitated partnerships and ran experimental pilots. In late 010 the foundation transformed into the social enterprise SolarNow. Launched in Uganda, this new entity brings together all the elements needed to provide affordable solar home systems to base of the pyramid (BoP) customers. Using hire purchase, standardized technology, a custom-made MIS system, microfinance credit assessment, and its own network of franchised installers, SolarNow has installed more than 1,50 systems to date. CHANGING LIVES THROUGH ACCESS TO FINANCE FOR CLEAN ENERGY AND WATER

2 At SolarNow we see a future where solar energy leaps past the era of centralized, high-cost power plant electricity distribution, just as mobile telephony overtook the development of land lines in Africa. Ronald Schuurhuizen, Development Manager at SolarNow SolarNow s Customers Context: Uganda COUNTRY POPULATION 35,873,53 SolarNow currently has five branches and 40 franchises in southern Uganda 86% RURAL POPULATION 6% Stima currently operates in rural communities in OF the RURAL Western HOUSEHOLDS Great HAVE ACCESS TO ELECTRICITY GRID Rift Valley region. SolarNow sells 40W, 80W, 10W and 160W solar home systems with a price range of USD $475 $1,400, providing power for 10 to 0 years, depending on usage. It is targeted at off-grid customers in rural areas. The product is more expensive and offers higher levels of power than solar lamps and micro solar products (three lights or less), and requires installation and wiring in the home, which must be brick-built, with a solid roof. With these requirements, a SolarNow system represents a serious investment by the household, and this creates a certain degree of self-selection for rural families and businesses with established incomes. To qualify for the entry-level 40W system, a household needs to have an available disposable income of USD $11 per month (three times the monthly installment cost) or USD $ per day, per adult. Typical customers include rural professionals, institutions and small businesses, and households whose main income is from farming, supplemented by additional forms of income, such as microenterprise activities or remittances. The company estimates these groups constitute around 5 percent of Uganda s rural population, or 1. million households. BOX 1. TECHNOLOGY SolarNow s Home Systems SERVICES: ELECTRICITY ENERGY HARDWARE PHOTOVOLTAICS (MODULAR: 40 WATT) SEALED, DEEP-CYCLE LEAD ACID BATTERIES UNIT OPERATING LIFE 10 0 YEARS, PANELS 3 5 YEARS, BATTERY THE HARDWARE SOLARNOW 011 SolarNow s modular approach minimizes cost and maximizes the simplicity of installation and maintenance. Each system is formed by a combination of 40W panels, maintenance free gel battery, inverter (if AC power is required), charge controller and internal wiring and base station. All components are selected for performance, longevity, guarantee and price. The modular approach is designed to align with the key benefits that consumers seek from increased solar power capacity. At the 40W entry level, customers typically want clean solar lights to replace smoky kerosene, but almost as importantly, they want to be able to charge their mobile phones at home. This level enables customers to achieve this and also have power to use for a radio. After light and phones, the next most desired appliance is TV. With an 80W system plus inverter, the additional power is sufficient for up to three hours of TV. As power is drawn from a battery, it can be shared between all the appliances. One of the most difficult lessons for customers to learn is how to distribute the power among appliances and leave enough for the TV. By the time a client reaches 160W, the power available can easily support seven hours of TV, and multiple lights and other small appliances.

3 3 Affordability Mechanism: Hire Purchase Ownership of the solar home system is key to reducing credit risk and ensuring proper usage and maintenance by the customer. For this reason, SolarNow employs hire purchase, a mechanism in which customers make regular payments until they have covered the full price of the system. Once this happens, the ownership title is transferred to the customer. This installment payment approach greatly improves the affordability of the system. Systems are sold in a 1-month hire purchase arrangement after a credit assessment has been conducted. A 5 percent down payment is made and then systems are dispatched and installed within 14 days. On-site inspections are made within 30 days, and again within three months. The hire purchase comes with a 1-month guarantee. In an environment of pervasive distrust of solar systems due to poor quality and fraud, the guarantee acts to reassure customers of their investment. Another advantage of the payment plan, combined with the modular approach to the system, is that it makes upgrading to additional power easy for all parties. The customer can double up from 40W to 80W, signing on for another 1-month payment agreement to cover the cost of the upgrade in power. These payments are slightly lower than those in the initial 1-month hire purchase agreement. This not only stimulates on-time payments, it also reassures SolarNow of a customer with an established payment record, with lower cost underwriting and reduced risk the second time around. Thus far, SolarNow has enjoyed high payment rates through the hire purchase scheme, with less than one percent of the portfolio of over 1,000 customers being more than 30 days delinquent and less than 0.3 percent being actual write-offs, reflecting the effectiveness of the credit assessment and monitoring process as well as the high product quality and customer satisfaction. BOX. AFFORDABILITY BOX. About How Price Savings is Driven Groups Down Over Time SOLARNOW S 1,000TH SOLARNOW 011 The current costs of importation and installation put SolarNow s home systems in a price range that is only affordable for the rural elite. To reach the millions of rural customers with more limited financial resources, substantial price reductions will be needed. In order to reduce the price, SolarNow is continually streamlining its importation process, which lowers costs. In phase one of its existence, SolarNow worked with local Ugandan importers, assembling its systems and distributing them throughout Uganda. In phase two, the current phase, SolarNow reached the scale where it could order directly from manufacturers, thus benefiting from a lower unit cost and avoiding the importers charges. In fact, they were able to reduce cost by more than 0 percent by ordering containers of components from global manufacturers and packaging the components in ready-to-install boxes. The boxes are printed with the SolarNow logo to reinforce branding. This phase will continue with a three container model one arrived; one in transit; one at the manufacturers. The company sees an additional cost reduction potential of 10 to 15 percent. In phase three, SolarNow will be in a position to offer sufficient scale to partner with a single supplier to prepare full installationready systems for shipping to any location. At this level of purchasing, they aim to achieve both upfront cost reductions and annual targets for further reductions.

4 4 Simple, Modular, High-Quality Technology SolarNow does not manufacture solar equipment, so it is free to select the best in the market. The systems that SolarNow uses have been designed to consist of no more than 14 separate components, the most critical of which are the panels, batteries, charge controllers and inverters. The balance is made up of the internal wiring and fittings. The company has created a modular configuration around a 40W system that can then be sold and installed in singles or multiples (i.e. 40W, 80W, 10W, 160W) with a minimum of sourcing and installation complexity. Similarly, by using the same components across multiple systems, sourcing contracts can be scaled to achieve the best price from manufacturers and suppliers. It is a key goal of the company to push the sourcing model to its limit, identifying and partnering with a single supplier to provide SolarNow branded systems in a box, which can be shipped to any of its outlets. FIGURE 1. SYSTEM USAGE OPTIONS A MODULAR APPROACH TO SELLING SOLAR 40 WATT 80 WATTS 160 WATTS 400 WATTS 15 HRS, X6 LIGHTS 15 HRS, X6 LIGHTS 15 HRS, X9 LIGHTS 15 5 LIGHTS 4 RADIO HRS, X CELL PHONE 140 TOTAL WATT HOURS 4 RADIO HRS, X CELL PHONE 3 TELEVISION 80 TOTAL WATT HOURS 4 RADIO HRS, X CELL PHONE 7 TELEVISION.5 HRS, 4 SHAVING 560 TOTAL WATT HOURS 8 RADIO HRS, X4 CELL PHONE 6 TELEVISION.5 HRS, 4 SHAVING 6 LAPTOP/ ADDON 6 FRIDGE 1400 TOTAL WATT HOURS As mentioned previously, the modular approach was adopted with upgrading in mind. Power consumption is likely to rise, and the easiest path to higher levels of power consumption is to expand the existing system. With components such as the charge controller, wires, and inverters deliberately selected to facilitate this, upgrades will be a considerable source of additional business. Distribution, Installation and After-Sales Service SolarNow s distribution model includes independent franchises that facilitate sales and system installation. These franchises are managed by local branch offices of full-time employees who do the credit assessments and management and ensure local quality is maintained. Franchises are selected for their local contacts and technical skills. The key sales driver in a damaged market with a history of poor quality and fraud is the use of referrals from satisfied customers. The focus is therefore to train franchises to install consistently to standard, and to help them with local marketing through presentations, radio advertisements, and active sales-lead-generation. Given the level of investment by potential customers, SolarNow places high value on advertising and maintaining service commitments. This encourages initial contact, and when delivered, creates a strong brand. Once a down payment is made, a system must be installed within two weeks, or else the payment scheme is modified to reflect the delay. Customers are encouraged to report any issues with systems using a central service number. During the first year, any malfunctions are fixed for free if the problem is componentor installation-related. Information Technology for Efficiency and Data SolarNow combines two separate high-volume consumer businesses in one, distribution and credit. To manage sales and distribution, an effective customer relations management system is required that can track leads and customer data, and produce the right documentation during the sales process. On the credit side, data must be collected and cross-referenced to ensure the right credit decision, and then payments must be tracked to trigger collection actions in the event of default. As no system was available to

5 5 Our stakeholders and investors are extremely receptive to our combination of financing and distribution because it tackles the key challenges that have prevented the solar market from growing to scale. Willem Nolens, General Manager at SolarNow combine these requirements in a market like Uganda, and because management has a view that mobile technology and data mining will be important elements of the business in the future, the decision was taken to develop a custom-made system for the company on an open source platform. This has enabled the company to obtain an up-to-date back office system while avoiding old technology system issues and providing the ability to adopt mobile money platforms and other interesting applications as they become available. Large Scale Debt and Equity Raising A clear implication of bringing funding, sourcing and installation together under the same roof is that the new organization must have the credibility and the skills necessary to generate a continuous flow of funds to support growth. An asset financing business uses cash mainly to refinance its portfolio and have the necessary stock. Based on the successful and credible background of the Rural Energy Foundation and the extensive experience of its management in the fields of microfinance, solar technology, asset finance and fundraising, sufficient funding was attracted to secure the first 18 months of operations and to prove the concept. Indeed, with customer payments well within the set targets and the company set to reach institutional break-even in 01, the culmination of this success has been to reach term sheets with three major equity providers and to have approval for a USD $.5 million loan guarantee from USAID, to a large extent facilitated by Arc Finance. The loan guarantee is the first of its kind in Uganda. Through partnership with a local bank, Centenary Rural Development Bank, both distribution and financing structures in Uganda are entering a new phase where credible and sustainable renewable energy companies can better access commercial funding. Analysis: Key Drivers & Support Factors Customers Respond to Quality The solar market in Uganda has been severely damaged by a combination of poor quality product components and bad installation. The default sales model has been for small, poorly capitalized technology shops in local trading centers to persuade a customer to buy a solar system on cash. With rural customers having little cash to spend and hardly any access to credit, the installer then acquires the cheapest possible system, and installs it in a manner that ensures a profit is made. As the market is constantly seeking the lowest priced product, it is vulnerable to dumping by unscrupulous manufacturers. The end result is a customer with bad components, which even if installed correctly, have a short life. As issues tend to arise after a few weeks or months into the lifecycle of a system that is supposed to last years, installers are able to avoid their responsibilities by claiming customer misuse, or simply by refusing to re-engage. SolarNow has been able to overcome this substantial barrier through a combination of product guarantees, installment payments and quality. Customers are

6 6 more likely to take a chance with a more expensive system if they can see that they do not have to take the full purchase price risk on day one. A full service guarantee for 1 months is a new and appreciated development in the marketplace. Finally, customers are very focused on where the components come from, BOX 3. MARKET CHALLENGES About Spoilage and have a very negative association with anything from China. Sourcing the main components from European companies is actually a selling advantage. Credit Expertise and Point of Sale Deliver Two members of the senior management team at SolarNow brought more than 0 years of microfinance and point of sale credit experience into the business from the start. This has the following benefits: the adoption of standardized, best-practice credit methodology results in low delinquency delivery of credit at the point of sale and working with franchise partners results in low transaction costs high portfolio quality combined with profitability makes it possible to raise funding from investors who are reassured that the business model is well managed. EXAMPLE OF POOR QUALITY INSTALLATION AND 011 Solar distributors targeting the BoP customer segment are fighting to build their client base in the face of widespread distrust of component and installation quality. Awareness of solar technology is widely disseminated, but there is very limited understanding of how it works. This, combined with a desperate appetite for the benefits of energy, leaves people vulnerable to unethical sales practices and incompetent installers. Low incomes also create an inevitable attraction to the cheapest product, which encourages cynical manufacturers to dump poor quality components in the market. This has resulted in a pervasive distrust by customers, which spoils the market for new entrants with quality products. This spoilage means that many potential customers are skeptical that solar energy products will work in the long term or that they will be worth the investment. The most powerful weapon against this distrust is a guarantee backed by local and reliable after-sales service, which is the approach that SolarNow employs. Over time, trust in the brand builds, resulting in a loyal customer base and an increase in referral sales. Top Partner for the Rural Electrification Agency In August 011 SolarNow was approved by the Ugandan Rural Electrification Agency (REA) to become a partner for the distribution of the World Bank-funded solar home system subsidy of up to USD $50 per household unit. Within a short period, SolarNow became the principal delivery channel for this subsidy accounting for 800 out of 1,000 subsidies delivered by June 01. The reason for this was its unique configuration as a distributor, installer and financing company. Other REA partners (either distributors or banks) struggled to create the partnerships necessary for scale exactly the problem that SolarNow was set up to overcome. The success of the program induced a further partnership with the Ugandan Energy Credit Capitalisation Company (UECCC), a government agency that encourages supply chain financing in renewables in order to reduce the gap between installation and payment of the subsidy so as to overcome cashflow issues.

7 7 Asset finance is probably the best way of offering credit to the rural segment in Africa. Daniel Asiimwe, Finance Manager at SolarNow Factors Influencing Scale Achieving large scale has been at the center of the SolarNow enterprise since it was first conceived. In Uganda alone, to significantly reduce the number of more than four million households without electricity, a large scale renewable sector will be needed, within which there will be several large companies. It is the goal of SolarNow to be one of these large scale renewable energy companies nationally and regionally, and its business plan reflects this. For scale to be achieved the company must be able to deliver on three key factors: price reduction, commercial capital markets and brand. Reduce Prices Over Time As mentioned, the current customer base is the rural elite those with substantial disposable incomes. Large scale will mean greater reach into the rural population, who will need lower prices to afford the systems. This will be achieved principally through driving down costs from suppliers through simplification of the supply chain, and by ordering higher quantities. As sales increase, branches will reach higher operating efficiency and relative costs of management will also drop. The distribution channel will also be used for higher margin products and services such as upgrades and appliances, which will deliver greater flexibility on pricing of the core offer. Accessing Commercial Capital Markets The SolarNow model is cash-intensive, as mentioned above. With increased scale, greater funding will be required, and this will only be available in the scale required if it is sourced from local and international commercial capital markets. The company management is familiar with the requirements of these markets, and is therefore focused on being able to show a track record of profitable growth and very low losses. A loan of $.5 million from the Ugandan MFI Centenary Rural Development Bank with a USAID guarantee is already a demonstration that this strategy is advancing. Develop a Strong Brand There are two aspects to the necessity for a strong brand. In the next phase of its growth, SolarNow needs to become the brand of choice that encapsulates trust and quality for an otherwise skeptical public. This brand will substantially reduce the cost of customer acquisition. Subsequently, once the basic models of distribution and financing are shown to work, the size of the market for renewable energy, and solar in particular, will attract big players. At this point the market will begin to resemble the mobile telephone sector and only strong brands will persist.

8 8 Closing: Lessons Learned Fundraising is Slow and Timing is Everything Despite a very successful and ongoing fundraising program, SolarNow has encountered Sales Management is Critical SolarNow emerged from an NGO with no sales expertise. A distribution network is not the same as a sales channel; the process of learning how to persuade customers and how to manage the channel was difficult and time consuming. Incentive programs for staff and significant operational issues caused by late disbursement of committed funds. for franchises had to be designed and rolled-out. Lead-generation, deal closing, and organization skills had to be built from scratch. Fundamentally, the culture shifted from one of consultancy to one where a product and service was sold in a competitive market. Solar is a Competitive Consumer Market SolarNow is learning to adapt and grow into a large-scale consumer service selling electricity. This requires SolarNow to engage in Stock Forecasting is Key Cash is needed to access the benefits of ordering stock in large, discounted quantities. However, in a distribution and financing business, cash is not a continuous program of cost reduction, service improvement and brand development. recycled quickly from sales. Clear and accurate stock forecasting is required to avoid overordering or stock-outs. Thank you to the SolarNow team for their collaboration in writing this case study CONTACT SolarNow CONTACT Arc Finance WEB UGANDA@SOLARNOW.EU THIS ARC FINANCE SERIES IS MADE POSSIBLE BY A GRANT FROM CITI FOUNDATION JULY 01 WEB INFO@ARCFINANCE.ORG

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