iSPECIAL STRATEGIC PARTNERSHIP ECOSYSTEM

iSPECIAL MOBILITY ECOSYSTEM

Strategic Partnership and Collaboration Aspirations

FOREWORD│ MAK AND STANBIC DISCUSS PARTNERSHIP BEYOND BANKING

At the beginning of the second quarter instant (Q2:2021), and upon being prompted by the Acting (Ag.) Deputy Vice Chancellor – Finance and Administration (DVCFA), Dr. Josephine Nabukenya's engagement with Ms. Anne Juuko, Chief Executive, Stanbic Bank Uganda (SBU); Makerere University convened a Special Session of the members of the Central Management with a view to partner with SBU in delivering the University ten year Strategic Objectives. The vision for the ten year (2020 -2030) Strategic Plan is : "a thought leader of knowledge generation for societal transformation and development."

"Makerere University's first Strategic goal to translate into a research-led University requires a lot of thinking through on how the different services can be rehabilitated into frameworks that support our vision," remarked Dr. Nabukenya.

The Ag. DVCFA was speaking in reference to the Research and Innovation Ecosystem that needs to be created to ensure that Makerere's research will over the next 10 years have demonstrable economic, environmental, health and social impact.

"The Vice Chancellor appreciated the Ag.DVCFA for initiating the discussion with SBU, noting that this was timely and would help take advantage of the huge potential that the University has to offer; "Thanks to funding from the Government of Uganda through the Makerere Research and Innovation Fund (Mak-RIF) we now have hundreds of Innovations produced by various research teams."

"Our biggest problem at present is the lack of funds to commercialize these innovations. Uganda has no Venture Capitalists but I believe that with the resources that you (SBU) have, we can work together to help support these Innovations," remarked Prof. Barnabas Nawangwe.

Prior to making her presentation, Ms. Anne Juuko thanked Makerere University for supporting SBU's business thus far, as well as ensuring that the two partners enjoy a quality relationship with each others successive Management Teams. "We take extra pride when it comes to working with Makerere University," she added.

Further Ms. Juuko said that the reorganization of SBU in 2018 to include a Holding Company: Stanbic Holdings Uganda Limited (SHUL) had enabled the entity to enhance the value of the products and services offered to its customers. In addition to SBU,other SHUL subsidiaries include: Stanbic Properties Uganda Limited, FlyHub and SBG Securities , these, she noted enabled Stanbic to offer a broader range of services beyond banking."

"Reflecting on the signing of the Host Government Agreement between the Government of the Republic of Uganda and the EACOP Company – a precursor Agreement leading to the Final Investment Decision (FID) which was signed on 11th April 2021, the CE shared that SBU in line with its support for responsible Investment through assessing and managing Environmental, Social and Governance (ESG) risks would take keen interest in Oil Production. "One of the hottest topics is that Oil mining is going to take place in one of the most ecologically sensitive zones. How can we partner with Makerere to ensure that this is conducted in a sustainable way?" she pondered.

"The CE also brought to the attention of the University Central Management that SBU had in 2020 partnered with the United Nations Development Programme (UNDP) to launch the Youth4Business Innovation and Entrepreneurial Facility as an answer to youth unemployment. As a way forward, she added that Makerere would be brought on board to form a three-way conversation on how best to achieve the facility's Objectives, especially following disruptions to Micro, Small, and Medium (MSME's) operations caused by COVID-19.

Courtesy: news.mak.ac.ug  By: Mark Wamai

Extra of Anne Juuko's Related Nuggets of  Wisdom:

"Success in the Corporate world is delivering Value to a larger Society. For Success, Open yourself to Cooperation and Collaboration. The solution is in partnership." – Anne Juuko, Chief Executive Stanbic Uganda. She was speaking to the need to be agile in a changing world.

Partnership Engagement Mechanics

A. iSpecial/Quartz/MNO/Hertz customers pay using Cash, Debit Card/Credit Cards, and/or Mobile Money/Airtel Money to the Service Centre as they come to buy Partner Retail Chain Goods and Services. The Physical  Cash is later banked In-house within the Service station and/or remitted/deposited to the iSpecial/Quartz/Hertz collection Account;

B. The surplus Physical Cash from the Service Centre is exchanged with the surplus Electronic Money held by the iSpecial/Quartz/Hertz Super Agency terminal domiciled at the Service Centre;

C. The Electronic Money from the Partner Service Centre shall be remitted to the MNO Head Office Treasury Department while, the Physical Cash now held by iSpecial/Quartz/Hertz Super Agency will be distributed to the Aggregated Mobile Money outlets clustered around the participating Partner Service Stations;

D. The MNO Head Office in the capacity of a Trust Party of the Partner Service Centre and iSpecial/Quartz/Hertz/Super Agency will on a quid pro quo basis remit the Electronic Mobile Money Float and realize the Electronic Funds Transfer from the parties respectively using the Third Party platforms at their disposal as shall be mutually agreed by the parties and specifically provided for in  (E) and (F) below.

E. The liquidity portfolio re-balancing between the parties shall be managed via the online banking platform by use of a combination of the Collection Accounts and the Inter-party Settlement Accounts;

F. The parties will then have the responsibility to trigger the Electronic Funds Transfer to the MNO Head Office Treasury Department as per the agreed mandate to operate the Escrow/Inter-Party Settlement Account at the Bank;

G. The Head Office treasury shall then dispose the Aggregated Partner obligations in respect of the Business to Business Supply Chain to enable it access the requisite products;

H. The Business to Business Unit will then supply the Bulk Products to the Service Stations as per their requisite Products. (This applies to a downstream Oil distribution Partner)

Concluding Remark:

The parties shall mutually benefit from the enhanced customer acquisition at the Service Stations that will translate into enhanced performance while eliminating any redundant Physical Cash at the site warranting a Physical movement to the Bank.

Execution Strategy

1. Pylon Signage

This will provide a directional /informative function to both the actual and potential customers.

2. Shop-in-Shop

With this strategy, the outlets shall be fully furnished with teller Counters with sub-divisions for bulk and small transactions.

3. Partner Aggregation

The scheme seeks to canvas the Partnership Retail Network to embrace an additional Revenue stream that arises from leveraging the attendant Economies of scale premised on Strategic Partnerships.

4. Target Setting

Targets for all locations are to be set basing on the area performance and along this basis the outlets will be categorized in terms of:

Platinum │ Diamond │ Gold │Silver │ Bronze

5. In-House Banking

This will help to promote quick and easy transfer of funds through deposits and withdrawals using Bank and Mobile Money Platforms domiciled at the Service Station.

6. iSpecial Mobility Ecosystem

The Top Tier - Down Stream Oil Distribution Retail Network Operators  shall also promote the iSpecial Mobility Ecosystem business Model. Through this Strategy, Ride-hailing , Car Hire/Rental/Lease  bookings shall be made and coordinated within the Service Stations.

iSPECIAL GROUND TRANSPORTATION PROCEDURE

iSPECIAL MOBILITY ECOSYSTEM

In-Country and/or Transient End User Ground Transportation Procedure

 FOREWORD: "Incredible innovations within the transportation sector are being driven by the growing recognition that cars, once synonymous with freedom and ease of mobility, have become a victim of their own success. In cities around the world, congestion is undermining mobility, imposing huge costs not just on commuters or people out to run a simple errand but on society as whole."

"The problem that confronts transportation planners is that adding new infrastructure capacity to relieve congestion is notoriously slow and costly. Given the environmental issues to be explored, land to be acquired, permits obtained, people moved, and construction undertaken, it can take years , if not decades, to go from conception to delivery. Yet there are innovative new ways of making more efficient use of existing infrastructure already coming onto the scene."

"The arrival of  the 'information everywhere' world has opened up new opportunities to make the existing transportation network far more efficient and user friendly. Coupled with new transportation capacity, the changes spurred by technological changes and the innovations it inspires will help preserve freedom of mobility in the 21st century. Services like real-time ride-sharing and car sharing for instance, are helping urbanites get around without owning a car – and are making the private vehicle a de-facto extension of the public transportation system."

"New apps are allowing commuters to compare the time, cost, convenience, carbon footprint and health benefits across all modes of public and private transport, broadening their range of choices and allowing for on-the -fly decision making that takes into account real-time conditions. For their part, automakers are focused on next generation "connected vehicles" that can access, consume, create and share information with other vehicles and surrounding infrastructure in real time – improving traffic flow and safety. And dynamic pricing mechanisms for roads, parking spaces and shared-use assets are helping balance supply and demand, much the same way the airline and hotel industry have been pricing seats and rooms for years."

"The result of these innovations – and of the ecosystem of creative players that have been drawn to transportation, from information technology companies to ride-sharing pioneers to app makers – is that the mobility field will look very different going forward. It will be:

• Massively networked. with ubiquitous connectivity throughout the system;
• Dynamically priced. so as to balance supply and demand;
• User centered. taking into account users' needs, priorities, data flows, and dynamic responses to conditions;
• Integrated. so that users can move easily from point A to point B, regardless of mode, service provider, or time of day;
• Reliant on new models of private-public collaboration. which take advantage of the increasingly diverse ecosystem of public, private, and nonprofit entities that are working to meet the mobility challenges of the 21st century.

Courtesy: Tiffany Dovey Fishman, carrealtime.com

HZiQZProject – Trailblazer Stakeholder Virtual Presentation

iSpecial – Go Motoring in Three Easy Steps

Smart Mobility Ecosystem

Ground Transportation Process Highlight

• Reservation
• Execution
• Documentation for Data Capture (Traditional) / Self-Service Portal (Modern)
• Reconciliation
• Billing
• Payment

Ground Transportation Document Exhibits

• Vehicle Order Form/Vehicle Booking Voucher
• Journey Invoice
  
• Journey Cash Receipt
  
• Vehicle Booking Voucher
  
• Ground Transportation – Vehicle Revenue Return
  
• Debit Note Statement
  

Reservation

This is attained by filling out a vehicle order form. This form is filled by the contract administrator and/or his/her designate or by calling our Ground Transportation Desk.

The order form is divided into two parts:

1. Airport Transfer/Taxi
2. Car Rental

Further, it spells out the following among others:

1. The client Details and Flight information.
2. The point for pre-positioning the vehicle
3. Transaction Code

The contract administrator or their designate will endorse the form in the space provided as a mark of authorizing the transaction.

The beneficiary / client will endorse the form as a mark of being a recipient of the service.

The professional chauffeur/Driver will sign the order form as an acknowledgement of having been assigned the job.

Execution

This is attained by assigning a chauffeur to the service beneficiary who in turn takes instructions from him/her. The assignment of the driver is effected by our Coordinator stationed at either our Operations Base or Coordination facility at the client premises.

Documents for Data Capture

Vehicle Order Form:

This form is filled out by the Contract Administrator and/or his/her designate to reflect the time, type of vehicle, destination and kilometres covered in respect of a given transaction. The Supervisor signs to confirm authorization of the driver to handle that transaction. Driver signs in acceptance to carry out that transaction.

Journey Invoice :

Like any other Demand Note, the Invoice contains all the particulars of the transaction. The requisite particulars captured include among others: driver's names, vehicle type, client's names, chargeable kilometres, waiting charges and type of job/transaction - either local run and/or Airport transfers and/or Car Rental.

The client must sign against the amount charged for the distance covered before the Demand Note/Invoice is taken to the Contract Administrator for posting and filing. The original copy of the Invoice is held in the clients custody to facilitate periodic reconciliation.

Journey Cash Receipt:

This contains every particular that is found on the Invoice leaf. The only difference being the function. Whereas the Invoice is used to bill "a post paid" client, the receipt voucher is used to receive cash from "a Pay as You Go" client/s who exercise the cash payment option.

Vehicle Booking Voucher

This is generated by the client asking iSpecial to carry out a particular transaction on a particular date. This document shows the name of the client , flight details (date & time), it also shows whether its an airport drop or pick up.

This booking voucher is signed by the Contract Administrator and/or his designate. Booking vouchers are originated by the client using own stationery format. This voucher can be used in place of a vehicle Order Form.

Ground Transportation - Vehicle Revenue Return :

A single vehicle may carry out more than one transaction in a shift of twelve hours, a driver therefore is expected to keep track of all the transactions carried out at all times.

This return is used by the driver who is responsible for entering every transaction carried out at a time. This document contains the client code which is the serial number of the transaction carried out by the driver, guest's / client's name, Room No./Card No./NIN/Passport No. among others. Each transaction must have an order form, invoice in case of  charge accounts, and receipts in case of cash transactions. All these documents have serial numbers which are entered on to this form (VRR) and the physical copies attached onto the return for follow up.

At the end of every shift , the entire information is collected from the Vehicle Revenue Return and posted into the iSpecial system.

Reconciliation :

At the end of the month, this data is compiled and submitted to the client aggregator for reconciliation. This action serves to ensure that the information we have in the iSpecial Mobility system tallies with what the Client Aggregator has in their system.

A reconciliation statement ( iSpecial Debit Note endorsed by the Client Aggregator) is returned to iSpecial Mobility office as an acknowledgement of the bill charged by iSpecial Mobility.

Billing

On receipt of an approved reconciliation statement / detailed transaction summary report, iSpecial Mobility will send a Demand Note/Tax Invoice to the Client Aggregator (Hotel, Company, Apartment Block, Condominium Management, Staff Quarters, Project Site, etc) for payment of the amount due.

Payment

The payment once processed shall be electronically transferred as per the payment details availed to the Client Aggregator by iSpecial Mobility.

TREASURE THE PEARL, RIDE SPECIAL MOBILITY – ACRISS BENCHMARK FLEET GUIDE

1) GROUP B (EDAR) , GROUP C (CCAR), GROUP D (IDAR), GROUP E (SFAR) 

2) GROUP F (FDAR), GROUP H (PDAR), GROUP I (LDAR), GROUP J (SDAR)

3) GROUP K (FFBR), GROUP L (PFBR / PJAR), GROUP M (FVAR) , GROUP N (LFAR)

4) GROUP ZP2 , GROUP ZB3 ,GROUP ZB1