Kate Cincotta and Saha Global: Providing Safe Drinking Water to the Bottom of the Pyramid Consumers

Kate Cincotta and Saha Global: Providing Safe Drinking Water to the Bottom of the Pyramid Consumers
Case Code: LDEN215
Case Length: 13 Pages
Period: 2023
Pub Date: 2024
Teaching Note: Available
Price: Rs.400
Organization : Saha Global
Industry :
Countries : Ghana
Themes: Social Entrepreneurship, Business Models, Gender and Leadership,Women Entrepreneurs
Kate Cincotta and Saha Global: Providing Safe Drinking Water to the Bottom of the Pyramid Consumers
Abstract Case Intro 1 Case Intro 2 Excerpts


Community Engagement in the Water Business

According to Cincotta, large mechanized system worked efficiently for purification of water. However, she felt that such systems were not suitable for the northern region of Ghana since most communities had only 1,000 residents while some others had less than 200 people. Most companies in the safe water sector in developing countries usually used a combination of funding, user fees, grants, and subsidies to maintain the mechanized water systems while also ensuring the financial sustainability of the venture. Cincotta pointed out that these systems had to be heavily subsidized in communities where Saha Global had its operations..

Empowering Marginalized Women

When Cincotta and her team started their pilot project in Kasaligu in July 2008, they trained a woman called Fati (she) on treating contaminated water. In early-2009, when Cincotta returned to Ghana to check on Kasaligu, Fati told her that with the money she earned from the water business, she was able to send her two of her youngest children to school. These two children were the first in the family to go to a formal school. Cincotta then realized that the water business was doing much more than just providing safe drinking water. It was also providing opportunities to the marginalized group in the northern region of Ghana..

Looking Ahead

Saha Global aimed to make potable water more affordable to people at the Bottom of the Pyramid. To do this, by 2025, the company planned to phase out the legacy model, it was following and transition to a Rural Water Utility (RWU) model (See Exhibit V for Saha Global’s Legacy Model vs Rural Water Utility Model). The major difference between the legacy model and the RWU model was that under the RWU model, the women entrepreneurs would be offered a salary for running the community water treatment plants similar to employees working at the municipal water treatments plants located in urban areas..


Exhibit I: Saha Global’s Organization Structure
Exhibit II: Saha Global’s Five-Year Statement of Cash Flows
Exhibit III: Statements of Activities and Changes in Net Assets
Exhibit IV: United Nations Sustainable Development Goals Addressed by Saha Global
Exhibit V: Saha Global’s Legacy Model Vs Rural Water Utility Model
Exhibit VI: Saha Global’s Five-Year Budget

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