Jibu sources, trains, and finances African entrepreneurs to solve the drinking water crisis. With locations in Uganda, Rwanda, DRC, and Kenya, Jibu is decentralizing water filtration, distribution, and bottling through a franchise model. In addition to providing East African communities with access to affordable, reliable water, Jibu is poised to empower individuals with access to local jobs.

Our research engaged the lack of processes and content for training and onboarding new Jibu Sales Agents. We aimed to increase the effectiveness, and learning potential of all current training processes.

The lifeblood of Jibu’s success in the saturated bottled water market is contingent on the hard work of its Sales Agents. These employees spend most of their days, traveling door to door, educating consumers on the dangers associated with boiling water, and the solution that Jibu offers. Through our observations and interviews we aimed to address the lack of training for these agents, by building out an entire program to ensure their success in the field.

In order to learn best practices and the different approaches that individual sales agents had, we conducted rigorous in-person interviews paired with long periods of shadowing and observation. During these interviews, employees and franchisees would express their favorite techniques regarding sales, as well as their opinions regarding the development of a new training program. Following this feedback we began to outline, and highlight which components were necessary to building out a successful program.

In addition to gathering data in Uganda, we traveled to Rwanda for one week to visit a number of Jibu franchisees. While in country we were able to address the major differences between the two countries, as well as interview Jibu employees.

One major finding that we did not anticipate was that although Rwanda and Uganda are neighboring countries, they are radically different; especially in the context of Jibu. In terms of marketing and sales, the cost of customer acquisition in Rwanda was far lower due effectiveness of word of mouth marketing. This difference also translated to the drastic difference in ratio of delivery vs walkup customers between the two countries.

When trying to sell an essential good the importance of a problem led sales is paramount. This form of selling was something that most sales agents did not engage in during their daily occupation. When a sales agent did approach someone asking about their current water usage problems instead of immediately offering a solution, the conversation lasted far longer and resulted in greater outcomes. Through initiating a conversation in this tone of education, rather than sales, agents were able to convey the mission and purpose of Jibu far more effectively.

We also learned that in order to effectively teach the new employees sales in the context of Jibu, the training had to be highly interactive. The interactivity of the training aided in maintaining new employees focus, as well as making the entire process more effective.




Social Enterprise:

Andrew Pascale  
Thomas Wheeler  
Environmental Science
Faculty Research Mentors:
Don Riccomini


Franchisee Guide for Sales Agent Slide Deck (6 Pages)

Guide for Corporate and Franchisees to use when presenting slide deck to new Franchisees and Sales Agents, respectively. This will help guide the instructor through the interactive activities and detail key points to be discussed while presenting the slide deck.

Sales Agent Training & Development Guide (43 Pages)

This document serves as the basis for interactive activities and a universal reference guide. It provides an outline of Jibu’s business model and operations, discusses issues surrounding water and the water industry, and walks new Sales Agents through pitching and customer management techniques. In short, this guide serves as the backbone of the training program.

Jibu Corporate Guide for Sales Agent Training Program

Overarching guide presenting all deliverables as well as steps for effective implementation.