Group Study Report by TEAM IKIGAI IATSS Forum Program, Batch 59, Spring Forum
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Group Study Report by TEAM IKIGAI
IATSS Forum Program, Batch 59,
Spring Forum
1
Table of Contents
EXECUTIVE SUMMARY .................................................................................................................... 3
I. INTRODUCTION .............................................................................................................................. 4
1.1. Team Introduction .................................................................................................................... 4
1.2. Team Name and Logo ............................................................................................................ 4
II. SUSTAINABLE COMMUNITY DESIGN ...................................................................................... 5
2.1 How do we define an “IDEAL SUSTAINABLE COMMUNITY”? ......................................... 5
2.2 How important are stakeholders’ roles in a sustainable community? ............................... 5
III. GROUP DISCUSSION PROCESS ............................................................................................. 6
3.1 Criteria Selection ....................................................................................................................... 6
3.2 Project Selection Process ........................................................................................................ 7
IV. BACKGROUND INFORMATION ................................................................................................ 7
4.1. Current Situation in Cambodia ............................................................................................... 7
V. SUCCESS STORIES USING SIMILAR PROJECT MODELS ............................................... 10
5.1. Sayurbox, Indonesia .............................................................................................................. 10
5.2. Coffee for Peace (CFP), Philippines ................................................................................... 11
5.3. Sun Leang from PunNghealeang village, Prey Veng Province, Cambodia .................. 12
VII. COMMUNITY NEED AND MINDSET...................................................................................... 15
7.1 What is the Community need and mindset in our target community? ............................. 15
7.2 Current situation: ..................................................................................................................... 16
VIII. OVERALL GOAL AND PURPOSE ......................................................................................... 17
IX. PROJECT ACTIVITIES AND OUTPUTS ................................................................................. 18
X. IMPLEMENTATION SCHEDULE ............................................................................................... 19
XI. BUDGET PLAN ............................................................................................................................ 22
XII. Annexes ....................................................................................................................................... 23
Annex 1: Project Design Matrix .................................................................................................. 23
Annex 2: Project Operation Planning ......................................................................................... 26
2
EXECUTIVE SUMMARY
Our project, “Bonlea Phum Yerng” (Vegetable from our Village) or BPY is
conceptualized to provide a direct channel between the farmers and the consumers
through online selling, while incorporating capacity building in Tamul Village, Kampong
Cham Province, Cambodia. This project was inspired by our learning journey in the
IATSS Forum Program particularly our visit to Moku-Moku Farm. Likewise, we were
inspired by the empowered Noda community in Kobe, Japan.
We have decided to work on this project and choose Tamul Village as our focus
community because one of our team members is part of the community and actually
comes from one of the farming families in the village. We believe that she is in the
best position to implement the project especially since she has already started to sell
some of their crops online through her personal Facebook. We have learned from our
team member that the land is rich in agricultural potential but the farmers are (1) not
earning enough income; (2) have not improved their farming techniques; and (3) would
often leave/abandon their farmlands for a life in the city. We wonder why this is the
case, considering that the village is located near the Mekong river where the soil is
rich in nutrients. From all the challenges that we have learned, we have identified the
“low income from agriculture” as the main cause for most of the farmers’ challenges.
We have learned that the farmers currently have only one way of selling their crops,
and that is through the middleman. The lack of organization also do not help the
farmers and they do not have any power to demand the market price. Through our
proposed model we intend to provide the farmers another channel of selling their
harvest by directly accessing the market through an online platform. At the same time,
we shall be providing capacity building by having our project proponent educate the
farmers on how to successfully market their crops online. We are starting with 3
farmers in the village at the initial phase of the project. In the long-term (5 years), we
are setting the goal of having at least 80 farmers. By this time, we hope that the
farmers are equipped with the know-how to sell to the market online on their own.
More importantly, we intend to educate our farmers with the best practices by having
them shift from the conventional farming to more advanced farming techniques like
hydroponics or organic farming. To help us in this regard, we will tap into resource
persons that will come from two other participants from our team.
We understand that we need to establish a stable demand in order to make
sure that the project is sustainable. Buying locally grown crops is important in
Cambodia right now. Recognizing this, we intend to educate the target market about
the advantages of buying locally grown products. We will do this by sending free
sample to some of the people from our target market. We will likewise send periodic
newsletters in order to keep them informed on the up and coming produce.
For the first year, we intend to set aside a budget of $3500.00, which we can
source from IATSS Forum, IF Cambodia Alumni, from our inner circle of family and
friends and other funding sources such as USAID, UNDP, SHE Investment,etc.
3
I. INTRODUCTION
1.1. Team Introduction
v Who are the members of Team IKIGAI?
Our team is composed of Ms. Phallin Hor from Cambodia, Digital Product
Owner, ABA Bank; Mr. Pandu Rachmatika from Indonesia, Chief Executive Officer,
Harvest Queen Hydroponics; Mr. Amit Rana Tirkey from India, Senior Executive,
Tata Steel Rural Development Society (TSRDS); Ms. Phyo Pyae Thida Hwe from
Myanmar, Development Officer, Phaung Daw Oo Monastic Education High School;
Ms. Jenny Libutaque from The Philippines, Government Corporate Attorney II,
Department of Justice-Office of the Government Corporate Counsel; Mr. Muhammad
Zulhelmy Bin Zaiman from Singapore, Senior Executive Officer, Association of
Muslim Professionals; and Ms. Chanita Craythorne from Thailand, Trade Officer,
Department of International Trade Promotion, Ministry of Commerce.
1.2. Team Name and Logo
v Why did we choose the name “IKIGAI”?
In life, we are motivated by different things that can be categorized into four: (1)
What we LOVE; (2) What we are GOOD AT; (3) What we can be PAID FOR; and (4)
What the WORLD NEEDS. Two of these four categories often intersect and result to
finding our PASSION (What we are Good At and What we Love); MISSION (What we
Love and What the World Needs); VOCATION (What the World Needs and What we
can be Paid For); or PROFESSION (What we can be Paid For and What we are Good
At).
“Ikigai” is the point where all four intersect and meet. This is why we refer to
“Ikigai” as our “life’s purpose”. Inspired by this Japanese concept and coupled by our
vision of starting a movement and creating a mindset, we have decided to name
ourselves as “Ikigai” to remind us of our life-long objective of finding the purpose for
our lives.
In keeping with the four intersecting categories
that motivate us, we have decided to have four
overlapping circles representing the categories with
“Ikigai” in the center. We chose the color red to
represent Japan, since “Ikigai” is a Japanese concept.
The four circles represent the categories that
motivates us, but we have decided to make them
uneven because we have learned during Japanese
aesthetics class that perfection inhibits creativity and
growth.
4
II. SUSTAINABLE COMMUNITY DESIGN
2.1 How do we define an “IDEAL SUSTAINABLE COMMUNITY”?
In coming up with our definition, our team decided to reflect on our journey
during the IATSS Forum Program and combine our common lessons in designing an
“Ideal Sustainable Community”. At the end of the process our team has determined
that:
An IDEAL SUSTAINABLE COMMUNITY is one where all the relevant
stakeholders-the Community, Industry and Government-are working together to
provide a Safe Environment, while encouraging Community Empowerment
and providing Better Public Services to the people especially in terms of
Accessible Transportation and Communication, without sacrificing the
importance of preserving the Environment for future generations.
2.2 How important are stakeholders’ roles in a sustainable
community?
During the process of group study and prior to selecting a project, our team
decided to take a look at the roles of each stakeholder and how important they are in
creating a sustainable community. For purposes of this study, we have three (3)
categories of stakeholders: (1) Community, which includes the society; (2) Industry,
which refers to the business sector; and (3) Government, both national and local. We
have decided to take a look at the role of each stakeholders, considering that they are
the main drivers in finding the balance between the Society, Environment and
Economy (S.E.E.).
We recognize that it is not uncommon for the interests of S.E.E. to move in
opposite directions that is why it is very important to recognize how each stakeholder
can move together and find the balance among these three. Thus, in order to find a
balance between S.E.E., we
propose that each of the three
stakeholders work together, hand
in hand, with the S.E.E. at the
center, and create a sustainable
community. We understand that
there is a gap between the ideal
and the current reality. Our
objective for this project is to
bridge, or at least narrow the gap,
in order to realize or get closer to
our vision.
5
Consistent with our definition of an Ideal Sustainable Community, we hope that
our project will somehow address the immediate needs of some of the farmers in our
target community, while providing them with a more sustainable way of marketing their
goods. At the same time, we want to encourage consumers to support local
agricultural products while offering the convenience of receiving the products right in
front of their doorsteps.
III. GROUP DISCUSSION PROCESS
After defining the sustainable community design, we have determined that our
goals are aligned into one common goal which is to achieve the positive effects on the
Society, the Environment and the Economy (S.E.E.). As a result, the process of group
discussion plays a vital role to work together as a team and select the most suitable
project to carry out. This section will explore on our processes of criteria selection and
project selection.
3.1 Criteria Selection
After a detailed process of group's evaluation, we came to a conclusion that
there are five criteria to consider in order to select the project. As shown in Figure A,
the five criteria are as follows: (1) Feasibility, (2) Possibility of success, (3)
Sustainability of the Project, (4) Customer Impact, and (5) Project Ownership.
First, the selected project should Feasible to start and should be possible and
practical to be implemented. Second, the selected project should show high Possibility
of Success, both in terms of financial security and goal achievement. Third, the
selected project should encourage the community to adopt the concept of
Sustainability. Fourth, there should be an Impact on Customers where their lives are
being made better as a result of the project implementation. Lastly, the most important
criterion is that the selected project should have a High Commitment from the project
proponent who will implement this project. As a result, throughout the selection
process, the proposed projects by all the team members were evaluated based on
these five criteria.
Figure A: IKIGAI's Project Selection Criteria
6
3.2 Project Selection Process
There were six projects being proposed in this process. The descriptions of the
proposed projects will be highlighted in Table A below according to our vision which
is to (1) start a movement and (2) create a mindset.
Table A: Project Proposals
Based on the five criteria of project selection, we unanimously agreed to select
the “Sustainable Agriculture project to be implemented in Cambodia”. In addition, with
the high degree of project ownership being illustrated together with the diverse
backgrounds of the team members, we genuinely believe that the implementation of
this project will without a doubt start a movement and change mindset beginning with
the Kampong Cham community.
IV. BACKGROUND INFORMATION
4.1. Current Situation in Cambodia
The “Kingdom of Cambodia” as officially known to the rest of the world,
following more than two decades of strong economic growth, has attained the lower
middle-income status as of 2015, with gross national income (GNI) reaching $1,070.
The economic growth reached 6.8% in 2017 and expected to remain strong over next
two years (6.9% in 2018 and 6.7% in 2019 according to preliminary estimates by
authorities) as recovering tourism activity coupled with fiscal expansion compensate
for some easing in garment exports and construction growth.
7
As a result, poverty continues to fall in Cambodia, albeit more slowly than in the past.
In 2014, the poverty rate was 13.5% compared to 47.8% in 2007, but the vast majority
of families who escaped poverty were only able to do so by a small margin. Around
4.5 million people remain near-poor, vulnerable to falling back into poverty when
exposed to economic and other external shocks.
About 90% of the poor live in the rural countryside and largely dependent on
agriculture and allied services for their livelihood, hence agricultural development is
still the key for poverty alleviation. But agriculture counts for only 27% of GDP and
employs 70% of labour force. The current economy is significantly contributed by
industry and service sector.
Given that 35% of the population in Cambodia are living in poverty and most
of them are farmers in rural areas, the improvement in agriculture is the most
effective approach to alleviate their condition. (RGC, 2006; World Bank, 2006;
NGOF, 2007). Agriculture is
identified as a key to diversifying Figure B: Cambodia GDP per sector in 2012
sources of economic growth with
the potential to reduce poverty if
focused on smallholders (CDRI-IDS,
2006). Agriculture in Cambodia
predominantly comprises subsistence
rice production despite rice surplus in
recent years. The bulk of the poor are
rice farmers who only grow enough
rice to feed themselves and their
families for half the year. Most poor rice farmers are expected to run out of their
remaining rice stocks by June, at which point they have to buy rice at the market
(WFP, 2008). Among three million hectares of agricultural land, farms are small, with
an average size of 1.5 hectares; and approximately 70 percent of them are smaller
than one hectare (World Bank, 2005). In 2004, around half or more than a million
rural families own less than half hectare of land.
According to research to date, chief bottlenecks to agricultural development in
Cambodia constitute: poor infrastructure (particularly irrigation systems and
transportation), inefficient marketing system, absence of adaptable technologies,
inadequate extension services, lack of agro-processing facilities, inadequate rural
financial structures, insecure land tenure, poor risk-reduction of natural hazards
(especially flood, drought and insects), and burden of informal road passage and
market access fees. It is widely emphasized that individual farmers are unable to
effectively address these pitfalls. Unless institutional arrangements to refine collective
action by smallholders are undertaken, small farmers cannot level-up their productivity
and bargaining power vis-à-vis external actors in an effectual manner.
8
Below are some of the key facts related to agriculture and poverty:
References:
• http://www.worldbank.org/en/news/press-
release/2014/02/20/poverty-has-fallen-yet-many-
cambodians-are-still-at-risk-oz-slipping-back-into-
poverty
• http://www.worldbank.org/en/country/cambodia/ov
erview
• http://www.fao.org/fileadmin/templates/ess/ess_tes
t_folder/World_Census_Agriculture/Country_info_20
10/Reports/Reports_5/KHM_ENG_REP_2013.pdf
9
V. SUCCESS STORIES USING SIMILAR PROJECT MODELS
5.1. Sayurbox, Indonesia
www.sayurbox.com
According to Sayurbox, maintaining a healthy lifestyle in Indonesia is not always an
easy coup. It is rather difficult to get fresh and healthy food. Supermarkets do not always
provide you with organic foods and it takes many hours to visit organic farms out of town.
This company is trying to solve this problem by providing its customers with hassle-free,
fresh and healthy food access with no chemical pesticide or fertilizers.
While it is true that there are few similar online grocery services in Indonesia, what
sets Sayurbox apart from its competitors is that consumers can shop directly from the
farmers and therefore know exactly who is growing their food by having the farmer profile
on their screens.
10In short, Sayurbox brings the “farm to table” concept in Indonesia. Every product
delivered is freshly produced from the local farm, so customers can shop directly from the
farmer. This innovation improves the complex supply chain and food distribution.
The SWOT Analysis of Sayurbox business model
5.2. Coffee for Peace (CFP), Philippines
Marivic Dubria is a local from Mindanao, the second largest island in the
Philippines. However, her family struggles to earn $ 1000 a year from their produce since
their coffee beans only sell 20 cents per kilo from local traders.
Years later, Dubria was able to create a hands-on training project called Coffee for
Peace (CFP), a social enterprise striving to boost growers’ profits, protecting the
environment and fostering peace between communities. People from that community
realized that learning how to grow, harvest and process
high-quality beans at a time when global demand for coffee
is increasing, is the key to having more buyers. The more
they can increase demand, the more they supply is needed
which leads to training more farmers to produce coffee and
improve their process altogether. The farmers teach each
other and exchange farming techniques. These practices
encourage them to care about their community and live
with each other harmoniously since they are working
closely together with their neighbors. Finally, the “farmerpreneurs” are encouraged to sell
to the market directly through the online channel so they can demand their own price.
115.3. Sun Leang from PunNghealeang village, Prey Veng Province,
Cambodia
Figure C: Sun Leang at His House
A young farmer, Sun Leang, from PunNghealeang village, Ankoreach commune,
Preah Sdach district, Prey Veng province is struggling to make enough rice and increase
income for his family. As he can only utilize 0.22 hectares for rice cultivation, and he uses
chemical fertilizer to cultivate rice two times per year in order to produce more rice for the
family consumption. On the other hand, he tries to raise chickens and cows in order to
make some money for his family. Moreover, he and his wife work for other farmers in the
village, in an effort to increase their income to cover the family expenses. This situation
forces him to work as a construction worker in Phnom Penh for about 3 months per year.
When the “Cambodian Center for Study and Development in Agriculture” (CEDAC)
has implemented a project called “Improving Food Security of the Most Venerable
Families” in his village, he decided to join. The project is primarily targeted to eradicate
12poverty and to provide capacity building training for young famers who lack opportunity
to enhance their farming techniques and to develop income generating activities. After
receiving training support from the project, he has successfully adopted these agricultural
practices. As a result he now can provide for the family as well as save money for the
future. To date, he has since stopped working in Phnom Penh and now spends his time
sharing his agriculture innovation with others.
(Source: Vang Sean, “Successful story of a young couple farmer” AGRICULTURE AND
RURAL DEVELOPMENT – CAMBODIA Apr 23, 2011, Cambodia)
VI. MARKET NEEDS SURVEY
According to our survey conducted with 67 respondents from our target market,
Phnom Penh, the results show 64.2% are willing to buy vegetables and fruits online,
where Facebook is the preferred platform (79.1%).
Ø These are the vegetables that people want to buy online, based on the survey:
13Ø We wanted to know what is the preferred
timeliness of delivery of our target market
and we found out that majority of our
respondents prefer to get their online
orders the next day.
Ø Initially, we were thinking of whether or not people from
our target market prefer to pick-up their groceries in
Phnom Penh City in order to avoid being charged a
delivery fee. This information is important in deciding on
whether or not we need to establish a warehouse to keep
the vegetables that we intend to sell. However, we have
learned based on the survey results that most of our
respondents are willing to pay extra in order to have their
vegetables delivered to them at home. Based on the
survey, our respondents are willing to pay a delivery cost
around 4000 riels (~ 1$). Considering that our target
market prefers next day delivery and home delivery, we
have decided to establish a small warehouse located at
our project proponent’s house for the initial phase.
Ø Our survey results likewise show that most of them are willing to spend between
$3.01-$6.00 and $6.01-$10 on fruits weekly.
14Ø We have learned that our respondents are willing to spend the same amount of
money for vegetables, $3.01-$6.00 and $6.01-$10
VII. COMMUNITY NEED AND MINDSET
7.1 What is the Community need and mindset in our target
community?
Tamul village is located in Khampong Cham province, Srey Santhor district,
Preaek Dambouk commune. Tamul village is rich with good soil, being surrounded by the
small path from the Mekong river. After Khmer Rouge civil war (1975 - 1979), Tamul had
about 170 families and about 30 families are farmers. Now this village has about 200
families but only 5 families are farmers. The village has an abundance of natural
resources which is good for planting crops. However, farmers do not get enough training
or workshops to improve their farming practices. Since the farmers have been planting
their crops for generations, they base their farming techniques on experiences. Due to
weather changes, the soil started to lose its natural quality and farmers started using
chemicals to sustain their farms and continue increasing their harvest. Aside from the
challenges of the soil quality and traditional farming practices, farmers also receive poor
income due to low market price that discourages young farmers to keep work on the farm.
After an interview with one of the farmers, Ms.Phally Eang, in our target
community, these are what we have learned so far:
• They need good seed to ensure the quality of crops
• They need to be trained and improve their farming techniques to know how to use
the right products to ensure soil nutrition
• Aside from training, they need some support at the initial phase to make sure that
they employ the best practices for their farms.
15• To encourage young farmers to stay in the farmlands, the farmers need to have
direct access to the market and sell their crops.
7.2 Current situation:
• Corn season (eg. 50 raw corns):
o Price sold to middleman: (8000 riels ~ 2$)
o Price in city: (25000 riels ~ 6.25$)
o Price in local market in village: (1000 riels ~ 2.5$)
Although faced with many challenges, they are willing to employ new ways to
increase their income. However, they need the help and support at the initial phase in
order for them to be empowered to ultimately stand on their own.
16VIII. OVERALL GOAL AND PURPOSE
What is our overall goal and purpose for the project?
From the beginning of the group study, our team has decided that we want to (1)
Start a Movement and (2) Change Mindset. We want to close the gap between the “ideal”
and “real”, or at the very least, narrow it. Admittedly, these are lofty goals. However, we
are thinking about this realistically and have decided to focus our study with just three
farmers involved at the initial phase.
The question, “How can the project create a difference if only a few people are
involved?” is an important query that we would like to address. We believe that we only
need to start with a few farmers to start a movement. Currently, the farmers go to the
middle-person in order to sell their crops because in their minds, this is the only way to
reach the market and sell. Therefore, the farmers are not in control of the market price
and accept whatever they can get in exchange for their crops. By providing an alternative
sales channel, farmers are presented with options. At the same time, we recognize that
there is a concern from the consumers with regard to the source of the vegetables that
they buy from the market. Our project aims to address that concern by making sure that
the products delivered are locally produced. Towards this end, we intend to educate the
consumer market about the advantages of buying locally produced agricultural products
without sacrificing the cost. By offering door-to-door delivery, people who are busy with
their work and/or home life can enjoy the convenience of receiving their fruits and
vegetables without sacrificing their time.
Our long-term objective is to eventually target “Yang Saing Koma, president of
more farmers, from 3 to 80 by the end of the 5th year. the Cambodian Center for
By this time, we want the farmers to be empowered Study and Development in
to sell online by themselves. Also, we are Agriculture (CEDAC), said lack
envisioning that they are employing better and of local products made
advanced farming practices to make sure that they Cambodia dependent on
are offering superior quality products. By this time, imported vegetables, which
we have already established our consumer market meant there was less control
and the people are now aware that they can over production standards.”
purchase locally produced, safe and healthy
products through BPY. To answer to the growing -Vegetables get more
demand of the consumers, we intend to tap into the attention, by Chan Muyhong,
local market and supermarkets in the long run. 14 October 2014, The Phnom
Penh Post
17IX. PROJECT ACTIVITIES AND OUTPUTS
This section will explore the activities to be carried out by responsible stakeholders
and their outputs.
Activity Responsible Output
Parties
Set Up a Facebook Page - Phallin - BPY Facebook page set up
- Phallin to run the page by herself at first - Sammy
- Davann
Do survey on market price - Phallin - Insight of the market needs and price
- Compare prices in local Phnom Penh market - Theavy ranges can be set accordingly
Build trust between farmers - Phallin - Farmers realise the importance of a new
- Phallin to call meeting - 3 farmers and share - Theavy sale channel and how it
this new project can help increase their income
- Propose to organize formally - Farmers know that the support can be
- Define roles and income distribution provided by BPY
Find sources for funding - Phallin - Raise additional funds
- IATSS funding - Sophia
- Support from IATSS alumni - IATSS Alumni
- USAID, UNDP
- SHE Investment
- SHE Trades
- Feed the future
- Immediate circle
Establish Relationship - Phallin - Stable distribution channels
- With drivers, taxi, motorcycle. Securing - Theavy - Increase number of taxi drivers to lower the
distribution system - Taxi Drivers cost of shipping
- Discuss this project with Phallin contacts and
resources she has already.
Townhall routine meeting - Phallin - Understand the support needed from
- Sharing with farmers (problems, challenges, - Theavy farmers
number of harvest etc) - Farmers - Update on sales and how to improve sales
- Report of earning-spending (transparent with farmers
accounting) - Solve problems with solutions devised
collectively with the farmers
Hands-ON Training - Phallin - Farmers realise the importance of a new
- Phallin to teach farmers on how to use - Theavy sale channel and how it
smartphone for online marketing - Farmers can help increase their income
- Initially Phallin will check the quality of the - Farmers can make their product listings
posts
Proper Bookeeping training - Phallin - Farmers know how to do bookkeeping
- Bookkeeping training - Theavy
- Farmers
18X. IMPLEMENTATION SCHEDULE
Proposed BPY Implementation Schedule (Initial Phase)
To achieve the goals and objectives that we have set out for the project, our team has
discussed and planned out the implementation schedule based on the primary data
shared by the project proponent. Findings from the survey conducted have also been
taken into consideration in the action plan schedule. Inputs from the team members
based on each individual’s professional experience were also extracted to support or
justify the activities in the programme action plan. The schedule captures the overall
outline which acts as a guideline to pinpoint the major phases and measurable project
milestones. Lastly, the implementation schedule will encourage buy-in from potential
stakeholders providing them with a clear transparency of the project progress.
In order to achieve our immediate goals, we identified the following activities as the
main drivers for us to continue to build on with in the near future. A mid-term review will
be done after two years to ensure the project is still aligned with the goals and
objectives set. The project will be kick-started in July 2018. (Refer to Annex 2 for more
details.)
10.1 Create and maintain a suitable online channel (Facebook)
Based on our survey, it was evident that Facebook is the most popular online social
media platform for the people of Cambodia. A Facebook page will be created and will
act as the main outlet for project marketing and sales. The page will be maintained by
the project proponent throughout the two years initial phase.
10.2 Do survey on market price
To have a broader understanding of consumer market and stakeholders, a more
detailed market research will be conducted in the months of July and August 2018. The
surveys will be done through both online and offline platforms. The quantitative data
collected from the survey will educate the team on the needs of the consumers as well
as reduce the risks of poor planning or execution.
10.3 Seek sources for funding
A conscious effort will be put into fundraising especially during the second half of the
year 2018. Funding is the fuel for a sustainable project and the extra resources will
enable us to execute the project more efficiently and effectively. Our team members will
play an important role as the ambassador of the project in the own individual countries
19sourcing out for potential funding outlets and support. Below are some of the platforms
or organizations that the team have identified sources for potential funding:
Ø IATSS Funding
Ø IATSS Cambodia Alumni
Ø USAID & UNDP
Ø SHE Investment
Ø SHE Trades
Ø Feed the Future
Ø Immediate personal circle & team members.
10.4 Establish relationship
For the project to be sustainable, the team understands the importance of establishing
the connection and trust with not only the consumer, but also other stakeholders
involved directly or indirectly with the project. Based on the project proponent’s sharing,
in order to have a stable and strong distribution channel, our team member will have to
establish the relationship with the transportation industry key players through
conversations and just by sharing of ideas. The buy-in and support of the taxi drivers,
motorbike riders are integral components of the project.
Another marketing strategy that the team has decided is to share newsletters and
constant updates on the project. The consumer will be given the option to sign-up for a
free newsletter with every purchase. The newsletter will communicate the services or
the different products which we can offer. It will allow us to build a relationship while at
the same time uncover any needs or trends. It can also be an outlet which will lead to
future consumer testimonial and referral. Likewise, we will offer free samples of the
product to our target market, for them to experience locally produced crops. These
samples can be given away during trade fairs which our local farmers will attend.
10.5 Set-up storage room
To meet the demands of orders coming in, there will be a need to have a well-equipped
storage room to keep the quality or freshness of the products at the highest level. To
save cost, one of the rooms our team member’s house will be converted into a short-
term storage space. The storage will be set up in the month of August 2018 and will be
maintained periodically throughout the two years implementation schedule.
2010.6 Town hall meeting
To maintain and build on the relationship with farmers, regular town hall meetings will
be conducted. The town hall meeting can be both organized in an informal and formal
setting. It will also provide a great opportunity for everybody involved to come together
and to address their concerns or share achievements; as well as understand their
respective roles and responsibilities. The town hall meeting will ensure that all the
different stakeholders involved share the same objectives creating resilience and strong
community in the village. The town hall meeting will also be a platform to share on the
progress of the project, especially on the accounting/book keeping aspect.
10.7 Hands-On Training
One of the main features of the project is capacity building of the farmers. It is important
that farmers are empowered with right mindset, skills, and practices. We will also
encourage the farmers to connect with the online world through the use of a
smartphone. Hands-On Training on basic marketing skills such as taking photos to be
posted online, creating a brand or story for the product etc. will be conducted to share
with the farmers on the potential or benefit of doing business online.
21XI. BUDGET PLAN
v Short Term Budget Plan (0-12 Months)
Here is the budget plan for the 1st year. The plans for the following years will be
arranged later due to the time constraint of presentation and report submission.
NO Item Amount ($) Duration Total ($)
/Unit (months)
1 Staff wage 140$ / month 12 1680$
2 Air Conditioner 300$ n/a 300$
For storage room
3 Fan for extra cooling 210$ n/a 210$
Transportation 30$/ month 12 360$
4
For Phallin
Logistics for meeting 30$/ month 12 360$
5 With farmers (Townhall Meeting);
Snacks, water, etc
Logistics for 20$/ month 12 240$
6 Conducting training;
Stationery, food
7 Internet Access Cost 15$/ month 12 180$
Vegetables container 5$ n/a 50$
8 For storage (10 pcs)
Electricity 10$/ month 12 120$
9 TOTAL 3500$
Potential funding sources:
Ø IATSS: 1000$-2000$
Ø IATSS Cambodia Alumni: 1000$-2000$
Ø Phallin`s Immediate circle resources (herself, IKIGAI Team family, partner,
friends, etc.): 1000$-2000$
Ø Funding from other organizations/institutions (USAID, UNDP, SHE Investment,
etc.): 1000$-3000$.
22XII. Annexes
Annex 1: Project Design Matrix
INDICATOR MEANS OF IMPORTANT
VERIFICATION ASSUMPTIONS
Overall Goal # A double increase # Monthly business # Part of the business
in local farmers report profit should be
income contributed to farmers’
To increase local farmers capacity building
income and build their # Online media activity
capacity in online business # A growing practice (facebook) audience
via hands-on training of using online engagement
towards building a channel as measurement tool # This business does
sustainable agriculture in marketing method not antagonizing middle
Cambodia man but to give
# Presence of credible alternative channel for
# Less dependency book keeping farmers to market their
on monopolistic agricultural products
middleman
# Production of safe
agricultural products # Shift to modern
# Improvement in agricutural practices
basic business need time and should
practices. Such as be achieved within long
# Practice of modern
clear book keeping term agenda
farming (e.g
and credible annual hydroponics,
report aquaponics etc)
# A shift to modern
agriculture
23INDICATOR MEANS OF IMPORTANT
VERIFICATION ASSUMPTIONS
Expected Outcome
1) Start a # No more # Cambodian # To start a
nationwide dangerous food Ministry of nationwide
movement of products in agriculture official movement, more
modern farming Cambodian data release stakeholders are
market expected to support
2) Establish a new and join this project.
supply chain Whether it is from
which benefits # Cambodian
# Cambodian Ministry of grovernment,
the farmers better
farmers have a commerce & trade business or NGO
significant official data release
increase in their
average annual
income # Availabe products
in cambodian
markets
# Standardized
nation-wide
modern farming # Other government
practice agencies or
international
consulting groups
# Decrease of reports
imported
agricultural
products
Activities
1) Establishing # Increase # Monthly business # To keep the cost
Facebook Page number in joined report low we will start using
for online stakeholder Phallin’s partner
marketing house as the
platform storeroom. After the
# Online media
2) Call a meeting business grow a
with local farmers # Active selling in (facebook) audience
online distribution engagement rental of bigger
to share about
channel measurement tool warehouse will be
the project
3) Setting up a considered
storeroom in
Pnomh penh # Increased
4) Establish capability of # Phallin Facebook
connection with farmers in basic has already been
24other business # Presence of used as an online
stakeholders practices credible book marketing channel to
5) Hands-On keeping sell her mother’s
training products. So the
6) Book keeping project will start by
# Increased in
training using her personal
7) Routine meeting storeroom size to # Production of safe
keep more agricultural products account as a
(Townhall)
products platform. More
sophisticated website
# Practice of modern or application will be
farming (e.g developed as the
hydroponics, business grows
aquaponics etc)
# for the starting all
of the farmers
capacity building
training will be
conducted by Phallin
herself and her
partner(s). Including
book keeping and
smartphone usage
#Townhall meeting
with all related
stakeholders will be
conducted monthly to
access the progress
and challenges of
this project
25Annex 2: Project Operation Planning
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