It's all in the numbers

 min. read
October 29, 2021

It’s all in the numbers

As Njavwa  on our fast growth over the last couple of months, I want to highlight a key contributor to getting this far: data. Of course we have all heard the buzzwords data-driven decision making. But looking beyond the hype, what does this look like in a real business? 

Let me give you two examples of what it means for Kibanda TopUp.

Defining our value proposition

We serve restaurant owners, but not all restaurants are the same. So who should we be serving and how should we build that relationship? In a non-data-driven world, we would either continue selling to all types of restaurant owners without any distinction, or we would come to a decision on the right segment based on our ideas about them. But here is some data on actual customer behavior:


Customer retention based on ordering behavior & characteristics, Kenya

From this data we learn that: 1) if customers order a wide variety of SKUs from Kibanda TopUp, and especially fresh products, the retention is high; and 2) customers with more employees have higher retention rates. Emmaculate Wadenya (Head of Sales Kenya): “We have changed the targets and processes for the Trade Development Representatives based on these insights. Also, we held a cross- and upselling training for them to shift their focus from simply acquiring more customers, to broadening the basket to include more (fresh) products”. 



Executing the proposition

Of course, these customers wouldn’t come back if we don’t deliver on our promises, so it is at least as important to perfect our operations. From day 1, we have tracked the performance of our deliveries and the reasons why deliveries were late, and this has given us many actionable insights.


% of deliveries affected by delay reasons, Kenya


Once we had the data on how our deliveries were affected by different issues, we could start tackling these one-by-one. And with great success - our on-time rate has gone up from <60% in July, to >80% in the first weeks of October!


Building a data-driven organization

So data has played a pivotal role in growing as fast as we have done in the past months. But our real achievement hasn’t been to make these proposition improvements. Rather, it is that we have built a team that makes these data-driven decisions on a daily basis. 


So how did we do this? Firstly, have the data available and accessible to the team. Secondly, we have the processes in place to support our team in making those decisions. We have daily growth standups where Sales and Supply Chain present key performance dashboards. The data points are the starting point for discussions on how we can further improve.


In parallel, we built an organization that is empowered to make decisions based on data. When we ask our team members “what do you suggest we do?”, and give them the trust to run with their own ideas, they think critically about what should be done and become inquisitive. As managers, our role is to provide the context for them to make those decisions. When our procurement team knows that the objective for the next months is to improve the proposition to our customers, data points on inventory turnover and stock-outs will lead to a different decision than if our objective was to optimize our margins.


Having this embedded in our organization is the difference between making a couple of incidental smart decisions based on data, and continuously learning & improving as an entire company.


 




It's all in the numbers

We serve restaurant owners, but not all restaurants are the same.

 min. read
October 29, 2021

It’s all in the numbers

As Njavwa  on our fast growth over the last couple of months, I want to highlight a key contributor to getting this far: data. Of course we have all heard the buzzwords data-driven decision making. But looking beyond the hype, what does this look like in a real business? 

Let me give you two examples of what it means for Kibanda TopUp.

Defining our value proposition

We serve restaurant owners, but not all restaurants are the same. So who should we be serving and how should we build that relationship? In a non-data-driven world, we would either continue selling to all types of restaurant owners without any distinction, or we would come to a decision on the right segment based on our ideas about them. But here is some data on actual customer behavior:


Customer retention based on ordering behavior & characteristics, Kenya

From this data we learn that: 1) if customers order a wide variety of SKUs from Kibanda TopUp, and especially fresh products, the retention is high; and 2) customers with more employees have higher retention rates. Emmaculate Wadenya (Head of Sales Kenya): “We have changed the targets and processes for the Trade Development Representatives based on these insights. Also, we held a cross- and upselling training for them to shift their focus from simply acquiring more customers, to broadening the basket to include more (fresh) products”. 



Executing the proposition

Of course, these customers wouldn’t come back if we don’t deliver on our promises, so it is at least as important to perfect our operations. From day 1, we have tracked the performance of our deliveries and the reasons why deliveries were late, and this has given us many actionable insights.


% of deliveries affected by delay reasons, Kenya


Once we had the data on how our deliveries were affected by different issues, we could start tackling these one-by-one. And with great success - our on-time rate has gone up from <60% in July, to >80% in the first weeks of October!


Building a data-driven organization

So data has played a pivotal role in growing as fast as we have done in the past months. But our real achievement hasn’t been to make these proposition improvements. Rather, it is that we have built a team that makes these data-driven decisions on a daily basis. 


So how did we do this? Firstly, have the data available and accessible to the team. Secondly, we have the processes in place to support our team in making those decisions. We have daily growth standups where Sales and Supply Chain present key performance dashboards. The data points are the starting point for discussions on how we can further improve.


In parallel, we built an organization that is empowered to make decisions based on data. When we ask our team members “what do you suggest we do?”, and give them the trust to run with their own ideas, they think critically about what should be done and become inquisitive. As managers, our role is to provide the context for them to make those decisions. When our procurement team knows that the objective for the next months is to improve the proposition to our customers, data points on inventory turnover and stock-outs will lead to a different decision than if our objective was to optimize our margins.


Having this embedded in our organization is the difference between making a couple of incidental smart decisions based on data, and continuously learning & improving as an entire company.