HUSTLE MAG MARCH 2020 FINAL

who work closely with the customer to
understand their financial needs.
“We use the feel and touch approach
where our officers go to the field to interact
with the customers. Ours is responsible
lending,” says Mr. Charles Njoroge, the
Managing DIrector.
Almost two years in, the micro lender is
impacting lives, one customer at a time.
“We have seen a lot of impact on the
ground. Some customers had low stock
levels and dwindling revenues. With our
intervention they’ve been able to improve
their inventory and revenues,” says the
CEO, adding that some of their customers
were able to buy equipment needed to
propel their businesses to the next level.
Take the case of the bodaboda industry,
where the micro lender has had a lasting
impact. When Jawabu Biashara launched
its business loans targeting the motorcycle
industry, most motorcyclists were
using leased motorbikes. With the company’s
intervention, motorcyclists have
managed to buy their own motorbikes,
boosting their revenues and livelihoods.
“We are seeing our customers gaining
more confidence to scale their businesses.
Our products motivate them to buy bigger
consignments of products, or to source
produce directly from the farms,” says the
chief executive.
Most importantly, adds the CEO,
Jawabu Biashara services have improved
the customer’s standards of living. Having
scaled their businesses and positioned
them for success, most of these customers
have also created jobs for more
people.
The use of loan officers has emerged
as a practical model for Jawabu Biashara.
The CEO says through the interactions
between business releationship officers
and customers, the company has been
able to help its customers to improve on
their basic book-keeping skills.
With such an impact, it’s not hard to
see why referrals make the lion’s share of
Jawabu Biashara’s customers acquisition
model.
The micro lender also uses online marketing
and social media channels to reach
out to new customers.
Other than acquisition of new customers,
the growth of its loan book, and a
diversified portfolio of products, Jawabu
Biashara has also expanded its staff complement
in its eventful journey.
“From one staff member, we now have
a staff complement of 28 people. 80%
Jawabu biashara staff members in a past team building exercise.
The app is self
managed. It scores
customers in real time.
Once the loan requests
are approved, money is
disbursed through the
mobile phone
of our staff are field based loan officers,
working closely with the customer,” says
Mr. Gaita.
Like any other company, Jawabu
Biashara has met a few challenges in its
quest to become the go-to lender for
micro and small enterprises.
One of the biggest hurdles at the early
stages was mistrust from customers.
“We were joining an industry that hasn’t
been known to be very faithful to the
customer. As a new entrant, it takes lots
of hard work, energy and field based activations
to build trust,” says Mr. Njoroge,
the Managing Director.
Another challenge, according to Mr.
Gaita, is cut-throat competition. However,
he says that the company has managed to
stay competitive by leveraging technology,
choosing the right staff and training them
to serve the customer better.
Despite the challenges, Jawabu Biashara
is raring to be a market leader in this
industry.
“We are committed to delivering the
best as we expand our services and customer
base. We will remain dynamic as
we continue to address the needs of the
ever-changing market,” says the company’s
chief executive, Mr. Gaita.
HUSTLE EAST AFRICA
21