HR&S RISE SUPPORT CENTRES
HR&S has established HR&S Research, Innovation and Social Enterprising (RISE) Support Centres in Sub-Sahara African countries. The Centres provide support to local social entrepreneurs, researchers and innovators in order empower them when offering their products and services to customers.
- Burkina Faso, Ouagadougou
- Kenya, Nairobi
- Liberia, Monrovia
- Nigeria, Abuja
- Rwanda, Kigali
- Togo, Lomé
- Uganda, Kampala
- Zambia, Lusaka
RISE members are entitled to:
- Business loan with 10% annual interest.
- Support with solving well defined outcome challenges.
- Access to the HR&S network of expert advisers.
- RISEtalks. Physical meetings every second month with the Branch team and all other RISE members. The meetings contains training, knowledge sharing, and business pitching.
- ActionTalks. Webinars with pithing where RISE members meets RISE members from other countries as well as the Action10 volunteer staff.
- Free attendance to bi-annual webinars on evaluation planning and impact assessment by HR&S Sweden. One annual training annually targets scientific researchers and laboratory technicians and one annual training targets social entrepreneurs and livelihood sustainable developers.
- Membership in a global network targeting social entrepreneurs in Sub-Saharan Africa.
- Yearly auditing when the turn-over has reached a certain level.
RISE members are entitled to:
- Services provided according for level ONE.
- Mentorship on business management.
- Mentorship on the topic of the business.
- Co-working space, basic.
- Internet access.
- Electricity access.
- Support with long-term planning of the private/household economy; saving/investing/spending/donating.
RISE members pay a membership fee of EUR 200 per year.
RISE members are entitled to:
- Services provided according for level TWO.
- Co-working space, advanced.
- Social media management support.
- Web-site support.
- Customer surveys and marketing support.
- Mentorship by expert advisers.
RISE members pay a membership fee of EUR 500 per year.
The Branch Team negotiates an agreement with the potential member and sign.
- When the agreement is signed by all parties, the member pays the membership fee before the 1st of a stipulated month.
- Then the loan is transferred, by the Branch accountant, before the 10th of the same month.
- The payback of loan and interest usually takes place monthly, due on the 10th, starting the month after the loan is transferred.
Perform the HR&S practical strategy Real-time Outcome Planning and Evaluation (ROPE) in full. Each initiative develops its own ROPE programme journal.
- A ROPE initiative starts with setting a goal and developing indicators to measure results.
- Then we develop an implementation plan, we secure finances, staff, and infrastructure, then we ensure knowledge sharing, the accounting procedures and the cross-cultural understanding.
- Thereafter we make an activity plan and assign people and institutions; who will do what, how and when.
- Now we implement, while in parallel we measure the results and analyse.
- Thereafter we revise the programme plan according to lessons learned and continue until we reach the goal we set up in the beginning.
1. Your business MUST be post-revenue.
ActionInvest fund does not fund businesses at the idea stage.
2. You must demonstrate a track record of cash flows.
3. You will be requested to attach documented proof for the claims you make about your business.
- Your name?
- Your email address?
- Your phone number?
- What does the company do?
- What is unique about the company?
- What big problem does it solve?
- How big is the market opportunity?
- Where are your headquarters?
- What is the size of the company in the next five years? (projected)
- What is the actual addressable market?
- What percentage of the market do you plan to acquire over the next five years?
- How did you arrive at the sales of your industry and its growth rate?
- Why does your company have high growth potential?
The founders & the core team
- What relevant domain experience does the team have?
- What key additions to the team are needed in the short term?
- Why is the team uniquely capable to execute the company’s business plan?
- How many employees do you have?
- What motivates the founders?
- How do you plan to scale the team in the next 12 months?
- Why do users care about your product or service?
- What are the major product milestones?
- What are the key differentiated features of your product or service?
- What have you learned from early versions of the product or service?
- What are the two or three key features you plan to add in the next quarter?
- Who are the company’s competitors?
(There is no such thing as a business without competitors, sometimes it is the traditional aid sector.)
- What gives your company a competitive advantage?
- What advantages does your competition have over you?
- Compared to your competition, how do you compete with respect to price, features, and performance?
- What are the industry barriers to entry?
Marketing & customer acquisition
- How does the company market or plan to market its products or services?
- What is the company’s PR strategy?
- What is the company’s social media strategy?
- What is the cost of customer acquisition (CAC)?
- What is the projected lifetime value (LTV) of a customer?
- What advertising will you be doing?
- What is the typical sales cycle between initial customer contact & closing of a sale? This question is required.
- What do you see are the principal risks to the business?
- What legal risks do you have?
- Do you have any regulatory risks?
- Are there any product liability risks?
- What is the likely exit strategy?
- When do you see the exit happening?
- Who will be the likely acquirers?
- How will the valuation of an exit be determined given market comparables?
- What key intellectual property does the company have (patents, patents pending, copyrights, trade secrets, trademarks, domain names)?
- What comfort do you have that the company’s intellectual property does not violate the rights of a third party?
- How was the company’s intellectual property developed?
- Would any prior employers of a team member have a potential claim to the company’s intellectual property?
- What are the company’s three-year projections?
- What are the key assumptions underlying your projections?
- What future equity or debt financing will be necessary?
- When will the company get to profitability?
- How much burn will occur until the company gets to profitability?
- What are the factors that limit faster growth?
- What are the key financial metrics that the management team focuses on?