[UgaBYTES] AFRICA KOWLEDGE NETWORK launched in Dar essalaam|Strategy

Tue Jul 21 06:07:32 GMT 2009

Vignesh,
You do not have to belabor the point of the benefits of your programmes. All
development initiatives that aim to sustain their existence beyond any
programmatic perspective are looking at more empowerment at the stakeholders
rather than at the intervention level. That is why the face of microfinance
practice and SME development all over the developing word is changing and
social enterprises emerging. 

This focus has been supported within UgaBYTES for sometime, since I stated
being involved. I can only say that yours is a model to be emulated, even by
AKN.

I suppose it is for this reason that you have even franchised your model in
Rwanda. I know you share the sentiments expressed by one Booker T Washington
that "there are two ways of exercising one's strength: one is pushing down
and the other is pulling up". 

All assessment show that Drishtie's model pulls up. Never add anything to
perfection, you can only mess it if you do.

Kiringai

-----Original Message-----
From: ugabytes-bounces at lists.ugabytes.org
[mailto:ugabytes-bounces at lists.ugabytes.org] On Behalf Of Vignesh Sornamohan
Sent: Saturday, July 18, 2009 10:15 PM
To: Ndaula Sulah
Cc: ugabytes at lists.ugabytes.org
Subject: Re: [UgaBYTES] AFRICA KOWLEDGE NETWORK launched in Dar
essalaam|Strategy

Dear Sulah,

Thanks for your understanding and appreciation of our model.

However, I just wanted to reiterate that Drishtee has never taken a chunk of
the profit from the entrepreneur. In 2006, the revenue share between the
entrepreneur and Drishteee was 80:20. The current revenue share of 75:25 was
introduced in mid-2007. Moreover, you can not generalise your observations.
Our ever increasing entrepreneurs would justify our argument.

Anyhow, we at Drishtee, are always open and ready to learn from others.

Once again thanks for your kind appreciation.

Cheers
Vignesh

On Fri, Jul 17, 2009 at 10:58 PM, Ndaula Sulah
<ndaulasula at ugabytes.org>wrote:

> Dearest Vignesh,
>
> My appreciation for sharing with us on this...
>
> I have no doubt things have changed since I in a team of more than 30
> telecentre managers visited Drishtee offices and tele-kioks in India [this
> should have been around Feb 2006]. I liked your model personally and the
> others, who I remember a few by name to have included; Peter Benjamin,
Pete
> Cranston, Meddie M, Polly Gaster, Jame Nguo, Ayub Kalema, and.....
>
> At the reflection time on what everybody had seen that could be taken out;
> all people appreciated the model I must say but they observed that
> tele-kioks manager were not happy on what remained at the tele-kiosk at
> remittance stage. And that was the only problem they saw with the model.
Let
> alone the lessons I mentioned of having started with more than 120
services
> before zeroing done to less than 6 - because they where the only
marketable
> services according to officers at Drishtee then.
>
> Like I mentioned the experiences are only about those that we learnt in
> 2006, at office, tele-kiosk observation and interviews - am sure things
are
> diferrent given the time factor. And thanks for sharing the "Edited New
> Drishtee profile" your model is one of those few organic content models
that
> can be scaleable in Africa if given a good look.
>
>
> Best Regards,
> ---
> Sulah
>
>
>
>
>
>
>
> On Fri, Jul 17, 2009 at 2:34 PM, Vignesh Sornamohan <vignesh.s at drishtee.in
> > wrote:
>
>> Dear Sulah,
>>
>> Hope you are doing well.
>>
>> Recently, I came across your posting in Ugabytes. I am surprised to see
>> your observations about Drishtee. I just wanted to explain more about our
>> model, Drishtee is a social enterprise with focus on Base of the Pyramid
>> market. Our model has evolved over the past ten years.
>>
>> Based on our learnings, we have developed a livelihood framework at the
>> village level. At every stage, we try to add more value to our
entrepreneurs
>> with very minimal cost. To be very precise, our business plan explains
that
>> 75% of the total profit is retained by the entrepreneur and the remaining
>> 25% goes to Drishtee for providing the right services. This goes against
>> your observation and factually incorrect.
>>
>> To add more, Drishtee and its partners have been pro-actively encouraging
>> people at the base of the pyramid to become franchisee. Drishtee provides
>> micro-finance loans to entrepreneurs who does not have enough financial
>> resources. Our objective is to empower all sections of the community and
>> provide them with critical products and services.
>>
>> I have also attached a brief profile about Drishtee for your reference.
>>
>> It would be great, if you could circulate this mail with rest of the
>> community and add a note from your side. I would be happy to provide more
>> explanations, if needed.
>>
>> Looking forward to your reply.
>>
>> Cheers
>> Vignesh
>>
>>
>> *From: *Ndaula Sulah <ndaulasula at ugabytes.org>
>>> *Date: *17 July 2009 12:35:54 PM GMT+05:30
>>>  *To: *ugabytes at lists.ugabytes.org
>>> *Subject: **Re: [UgaBYTES] AFRICA KOWLEDGE NETWORK launched in Dar es
>>> salaam|Strategy*
>>> *Reply-To: *ugabytes at lists.ugabytes.org
>>>
>>> Pete, hi
>>>
>>> It is grate to mention the commercial bit of the story - I remember it
>>> was
>>> our discomfort with the Drishtee model; especially the small percentage
>>> of
>>> profits that was being retained at the tele-kiosk while the big chunk
was
>>> being drifted to head office. [I guess things must be different now with
>>> their model]
>>>
>>> In risk management we say - a risk identified is 50% mitigated. So to
all
>>> of
>>> us, let people bleed their experience, it will be upto UNECA to sensibly
>>> get
>>> out a piece that makes their project better, now or in future.
>>>
>>> Best Regards,
>>> ---
>>> Sulah
>>>
>>>
>>>
>>> On Thu, Jul 16, 2009 at 9:52 AM, FELICIAN NCHEYE <ncheyefb at yahoo.com>
>>> wrote:
>>>
>>> Dear All,
>>>
>>>
>>> Just a caution.
>>>
>>>
>>> During the discussion a lot of profound ideas have been put forward of
>>>
>>> which are nstrumental for the implementation and success of the AKN.
>>>
>>> However, the lessons from other especially those didn/t perform well
>>> should
>>>
>>> not create a fear to UNECA and other participants.
>>>
>>>
>>> This is an initiative developed after a critical analysis of the
>>> situation,
>>>
>>> particularly to address the shortcomings available including references
>>>
>>> from initiatives available. People and  communitites are still sufering
>>> and
>>>
>>> some of the implementing agents failing to deliver.
>>>
>>>
>>> UNECA's plans could play a great rrole when integrate their first
>>> thinking
>>>
>>> and the input provided so far. I indeed encourage them to work as
planned
>>> ,
>>>
>>> contributions, knowledge sharing and other cooperation will help to
>>> improve
>>>
>>> the implementation.
>>>
>>>
>>> Experience shows that any undertaking attracts a lot of observations
some
>>>
>>> of them distructive, so one has to be careful.Let me give one example;
>>>
>>> Long time ago, there was a huge and energetic man who used to rule other
>>>
>>> neighbouring countries beacuse of his might. Leaders and many people
>>> tried
>>>
>>> to fight him but failed. It was then thought that it was very difficult
>>> to
>>>
>>> fight hime because of the experience. One young man decided to go to
>>> fight
>>>
>>> him because he believed he was able and prepared enough regadless of his
>>>
>>> size and experience. A big number of people and rulers said a lot of
>>> words
>>>
>>> leading to dsicourage him.
>>>
>>>
>>> He mantained his plan and easily fought that giant and surprised every
>>>
>>> one.UNECA can do the same regardless of the fears from the experience of
>>> OKN
>>>
>>> and others.
>>>
>>>
>>> The most important thing here is for UNECA to abide to the fundamentals
>>> of
>>>
>>> success. Initiatives fail because they overlook this important factor.
>>> Even
>>>
>>> if you apply any intellectualism and might, without foundations you are
>>>
>>> bound to fail. Any atheletic will win only if he abides to the basics of
>>> the
>>>
>>> game. Experiences and methodologies change with time., but basics never.
>>>
>>>
>>> Let us see UNECA come up with their ideas and we participate positively
>>> to
>>>
>>> make it happen.
>>>
>>>
>>> Ncheye
>>>
>>>
>>> Manager
>>>
>>> Sengerema Multipurpose Community Telecentre
>>>
>>>  P.O.BOX.399 Sengerema-Mwanza Tanzania
>>>
>>> E-mail:ncheyefb at yahoo.com <E-mail%3Ancheyefb at yahoo.com>
>>>
>>> Cell:
>>>
>>>
>>>
>>>
>>> _______________________________________________
>>>
>>> ugabytes mailing list
>>>
>>> ugabytes at lists.ugabytes.org
>>>
>>> http://lists.ugabytes.org/mailman/listinfo/ugabytes_lists.ugabytes.org
>>>
>>>
>>>
>>>
>>>
>>> --
>>> Executive Director
>>> UgaBYTES Initiative
>>> Tel: +256414370163
>>> Mob: +256712314969
>>> Skype: sulah.ndaula
>>> Yahoo: ndaulasula
>>> Email: ndaulasula@
>>> (ugabytes.org,yahoo.co.uk or gmail)
>>> _______________________________________________
>>> ugabytes mailing list
>>> ugabytes at lists.ugabytes.org
>>> http://lists.ugabytes.org/mailman/listinfo/ugabytes_lists.ugabytes.org
>>>
>>>
>>>
>>>
>>>
>>
>
>
> --
> Executive Director
> UgaBYTES Initiative
> Tel: +256414370163
> Mob: +256712314969
> Skype: sulah.ndaula
> Yahoo: ndaulasula
> Email: ndaulasula@
> (ugabytes.org,yahoo.co.uk or gmail)
>
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