Environmental Engineering Thesis by Danielle DeVuyst

Application of Spatial and Descriptive Analysis Methods to Determine Relationship Between Hardware Subsidies and the Sanitation Marketplace

Danielle DeVuyst

A thesis submitted in partial fulfillment of the requirements for the degree of Master of Science in Environmental Engineering Department of Civil and Environmental Engineering College of Engineering University of South Florida

Major Professor: Maya Trotz, Ph.D. James Mihelcic, Ph.D. Linda Whiteford, Ph.D. Date of Approval: March 23, 2016

Keywords: Sanitation Marketing, Improved Sanitation GIS, iDE, Cambodia Copyright ÂŠ 2016, Danielle DeVuyst

ACKNOWLEDGEMENTS I would first like to thank my thesis advisor Dr. Maya Trotz of the Civil and Environmental Engineering Department at the University of South Florida for her support of my decisions in the direction of my thesis and her incredible patience throughout this study. Dr. Trotz has provided me with the time, space, flexibility, and encouragement I needed to work through my creative process, and I am eternally grateful for her role in my academic career and her extra effort in helping me succeed. I would also like to thank Dr. James Mihelcic for his patience, support, and availability throughout the development of this thesis.

Additionally, I owe a great deal of gratitude to iDE (International Development Enterprises), and specifically to Chris Nicoletti, for accepting my proposal to work with iDE in a mutually beneficial capacity. Chris worked with me on developing a thesis topic and supported me throughout the process, often meeting with me remotely from Zambia. He has shown me an extraordinary amount of kindness and support during this challenging process, and I am fortunate to have been able to work with such valuable data analyzing such an important topic. My thesis is much better because of iDEâ&#x20AC;&#x2122;s generosity, and I am grateful for the opportunity to have been engaged in such meaningful work.

Finally, I must express my very profound gratitude to my friends and family for providing me with unfailing support and continuous encouragement throughout my years of study and through the process of researching and writing this thesis. This accomplishment would not have been possible without them.

Thank you.

TABLE OF CONTENTS LIST OF TABLES ............................................................................................................................................. iii LIST OF FIGURES .......................................................................................................................................... vii ABSTRACT....................................................................................................................................................xvi CHAPTER 1 INTRODUCTION .......................................................................................................................... 1 CHAPTER 2 LITERATURE REVIEW .................................................................................................................. 4 2.1 Background ................................................................................................................................ 4 2.1.1 Cambodia ................................................................................................................... 4 2.1.2 Poverty Identification (IDPoor) .................................................................................. 5 2.1.3 The Cambodia Millennium Development Goals ........................................................ 6 2.1.4 The Post-2015 Development Agenda: Sustainable Development Goals (SDGs) ....... 7 2.2 Sanitation Marketing ................................................................................................................. 8 2.3 The Role of Subsidies in Sanitation Marketing .......................................................................... 9 2.3.1 Hardware Subsidy Case Studies ............................................................................... 12 2.3.1.1 Uganda………………………………………………………………………………………………. 13 2.3.1.2 Bangladesh…………………………………………………………………………………………. 13 2.4 Data Visualization .................................................................................................................... 14 2.4.1 Spatial Data Visualization Case Studies ................................................................... 16 2.4.1.1 iDE | GIS…………………………………………………………………………………………….. 17 2.4.1.2 Water for People | AvkoFLOW…………………………………………………………….17 2.4.1.3 Charity Water | Google Earth Outreach……………………………………………… 18 2.4.1.4 WaterAid | Water Point Mapper………………………………………………………… 19 2.4.1.5 WaterAid | Aptivate…………………………………………………………………………… 19 CHAPTER 3 METHODOLOGY ....................................................................................................................... 21 3.1 IDE’s Cambodia SMSU Project ................................................................................................. 21 3.1.1 Introduction to iDE and the Cambodia SMSU Project ............................................. 21 3.1.2 iDE’s Cambodia SMSU Database .............................................................................. 22 3.1.3 Data Collection Methods ......................................................................................... 23 3.1.4 Assumptions and Limitations ................................................................................... 25 3.2 Data Visualization and Spatial Analysis Tools .......................................................................... 27 3.2.1 Introduction to QGIS ................................................................................................ 28 3.2.2 Case Study: iDE GIS Spatial Analysis ........................................................................ 28 3.2.3 QGIS Spatial Analysis on Hardware Subsidies.......................................................... 28 3.2.4 Process ..................................................................................................................... 32 3.2.5 Descriptive Analysis in Microsoft Excel.................................................................... 40 3.3 Data Analysis ............................................................................................................................ 41 i

CHAPTER 4 RESULTS AND DISCUSSION ....................................................................................................... 43 4.1 Spatial Analysis......................................................................................................................... 43 4.1.1 Density Maps ........................................................................................................... 43 4.1.2 Animated Maps ........................................................................................................ 46 4.2 Descriptive Analysis ................................................................................................................. 47 4.2.1 Patterns in Descriptive Analysis ............................................................................... 47 CHAPTER 5 CONCLUSIONS AND RECOMMENDATIONS .............................................................................. 61 5.1 Conclusions .............................................................................................................................. 61 5.2 Recommendations ................................................................................................................... 64 REFERENCES ................................................................................................................................................ 66 APPENDICES ................................................................................................................................................ 68 Appendix A Comprehensive Descriptive Analysis……………………………………………………………………..69 Appendix B Copyright Permissions for the Geographic Atlas 1.0 (Figures 3.2-3.4)…………………. 140 ABOUT THE AUTHOR...................................................................................................................... END PAGE

LIST OF TABLES Table 2.1 Millennium Development Goals and Cambodia Millennium Development Goals for improved sanitation.................................................................................................................... 6 Table 2.2 Cambodia sanitation progress from 1990 to 2015 (UNICEF and WHO, 2013/2015) ............... ....7 Table 2.3 Sustainable Development Goal 6 (UNICEF, 2016) ........................................................................ 8 Table 2.4 List of international organizations and mapping software ........................................................ 17 Table 3.1 Coordinates that are absent in the iDE database from 2010-2014. .......................................... 26 Table 4.1 Descriptive analysis of the relationship between latrine subsidies and customer sales. .......... 58 Table 4.2 Descriptive analysis 2 ................................................................................................................. 60 Table A.1 Sales information - Banteay Meanchey………………………………………………………………………………… 69 Table A.2 Sales information - Banteay Meanchey: Malai……………………………………………………………………… 71 Table A.3 Sales information - Banteay Meanchey: Mongkol Borei……………………………………………………….. 72 Table A.4 Sales information - Banteay Meanchey: Ou Chrov………………………………………………………………… 73 Table A.5 Sales information - Banteay Meanchey: Phnum Srok……………………………………………………………. 74 Table A.6 Sales information - Banteay Meanchey: Preah Netr Preah……………………………………………………. 75 Table A.7 Sales information - Banteay Meanchey: Serei Saophoan………………………………………………………. 76 Table A.8 Sales information - Banteay Meanchey: Svay Chek………………………………………………………………. 77 Table A.9 Sales information - Banteay Meanchey: Thma Puok………………………………………………………………78 Table A.10 Sales information - Kampong Thom………………………………………………………………………………….... 79 Table A.11 Sales information - Kampong Thom: Baray…………………………………………………………………………. 81 Table A.12 Sales information - Kampong Thom: Kampong Svay…………………………………………………………… 82 iii

Table A.13 Sales information - Kampong Thom: Prasat Ballangk………………………………………………………….. 83 Table A.14 Sales information - Kampong Thom: Prasat Sambour…………………………………………………………. 84 Table A.15 Sales information - Kampong Thom: Sandan………………………………………………………………………. 85 Table A.16 Sales information - Kampong Thom: Santuk……………………………………………………………………….. 86 Table A.17 Sales information - Kampong Thom: Stoung………………………………………………………………………..87 Table A.18 Sales information - Kampong Thom: Stueng Saen………………………………………………………………. 88 Table A.19 Sales information – Kandal…………………………………………………………………………………………………. 89 Table A.20 Sales information - Kandal: Angk Snuol………………………………………………………………………………. 91 Table A.21 Sales information - Kandal: Kandal Stueng…………………………………………………………………………..92 Table A.22 Sales information - Kandal: Kaoh Thum………………………………………………………………………………. 93 Table A.23 Sales information - Kandal: Khsach Kandal…………………………………………………………………………. 94 Table A.24 Sales information - Kandal: Leuk Daek………………………………………………………………………………… 95 Table A.25 Sales information - Kandal: Lvea Aem…………………………………………………………………………………. 96 Table A.26 Sales information - Kandal: Mukh Kampul……………………………………………………………………………97 Table A.27 Sales information - Kandal: Popnhea Lueu…………………………………………………………………………..98 Table A.28 Sales information - Kandal: Mukh S’ang……………………………………………………………………………… 99 Table A.29 Sales information - Oddar Meanchey: Anlong Veaeng……………………………………………………….101 Table A.30 Sales information - Oddar Meanchey: Banteay Ampil………………………………………………………. 102 Table A.31 Sales information - Oddar Meanchey: Chong Kal………………………………………………………………. 103 Table A.32 Sales information - Oddar Meanchey: Samraong……………………………………………………………… 104 Table A.33 Sales information - Oddar Meanchey: Trapeang Prasat……………………………………………………. 105 Table A.34 Sales information - Prey Veng…………………………………………………………………………………………… 106 Table A.35 Sales information - Prey Veng: Ba Phnum…………………………………………………………………………. 108 Table A.36 Sales information - Prey Veng: Kamchay Mear…………………………………………………………………. 109 iv

Table A.37 Sales information - Prey Veng: Kampong Leav………………………………………………………………….. 110 Table A.38 Sales information - Prey Veng: Kampong Trabaek…………………………………………………………….. 111 Table A.39 Sales information - Prey Veng: Me Sang…………………………………………………………………………….112 Table A.40 Sales information - Prey Veng: Peam Ro…………………………………………………………………………… 113 Table A.41 Sales information - Prey Veng: Preah Sdach……………………………………………………………………… 114 Table A.42 Sales information - Prey Veng: Prey Veaeng……………………………………………………………………… 115 Table A.43 Sales information - Prey Veng: Sithor Kandal……………………………………………………………………. 116 Table A.44 Sales information - Prey Veng: Svay Antor………………………………………………………………………… 117 Table A.45 Sales information – Siemreap…………………………………………………………………………………………… 118 Table A.46 Sales information - Siemreap: Angkor Chum…………………………………………………………………….. 120 Table A.47 Sales information - Siemreap: Angkor Thum…………………………………………………………………….. 121 Table A.48 Sales information - Siemreap: Banteay Srei………………………………………………………………………. 122 Table A.49 Sales information - Siemreap: Chi Kraeng…………………………………………………………………………. 123 Table A.50 Sales information - Siemreap: Kralanh……………………………………………………………………………….124 Table A.51 Sales information - Siemreap: Puok………………………………………………………………………………….. 125 Table A.52 Sales information - Siemreap: Siem Reab…………………………………………………………………………. 126 Table A.53 Sales information - Siemreap: Soutr Nikom………………………………………………………………………. 127 Table A.54 Sales information - Siemreap: Srei Snam……………………………………………………………………………128 Table A.55 Sales information - Siemreap: Varin…………………………………………………………………………………..129 Table A.56 Sales information - Svay Rieng………………………………………………………………………………………….. 130 Table A.57 Sales information - Svay Rieng: Chantrea…………………………………………………………………………..132 Table A.58 Sales information - Svay Rieng: Kampong Rou………………………………………………………………….. 133 Table A.59 Sales information - Svay Rieng: Krong Bavet………………………………………………………………………134 Table A.60 Sales information - Svay Rieng: Krong Svay Rieng……………………………………………………………… 135 v

Table A.61 Sales information - Svay Rieng: Romeas Haek…………………………………………………………………… 136 Table A.62 Sales information - Svay Rieng: Rumduol………………………………………………………………………….. 137 Table A.63 Sales information - Svay Rieng: Svay Chrum……………………………………………………………………… 138 Table A.64 Sales information - Svay Rieng: Svay Teab………………………………………………………………………… 139

LIST OF FIGURES Figure 2.1 Map of provinces in Cambodia ................................................................................................... 4 Figure 2.2 Population density by commune ................................................................................................ 5 Figure 2.3 Percentage of poor households 2010-2011 ................................................................................ 5 Figure 2.4 Example of infographic created in Gapminder ......................................................................... 15 Figure 2.5 Example of Avko Flow software mapping Water for People database .................................... 18 Figure 2.6 Example of Google Earth Outreach software mapping Charity Water database ..................... 18 Figure 2.7 Example of Water Point Mapper software mapping WaterAid database ................................ 19 Figure 2.8 Example of Aptivateâ&#x20AC;&#x2122;s development infographics commissioned by WaterAid ...................... 20 Figure 3.1 Flow chart of iDEâ&#x20AC;&#x2122;s sales data collection methods for Cambodia SMSU project ...................... 23 Figure 3.2 iDE SMSU-Cambodia spatial analysis documenting national prevalence of households lacking access to improved sanitation ...................................................................................... 29 Figure 3.3 iDE SMSU-Cambodia spatial analysis documenting national prevalence of ID-Poor households lacking access to improved sanitation .................................................................. 30 Figure 3.4 iDE SMSU-Cambodia spatial analysis documenting national improved latrine transactions ............................................................................................................................ 31 Figure 3.5 Preliminary density analysis, juxtaposing NGO and customer transactions............................. 32 Figure 3.6 Preliminary location analysis documenting customer transactions, NGO transactions, and latrine business owners (LBOs).......................................................................................... 33 Figure 3.7 Map of Cambodia SMSU transactions, sized according to number of sales per transaction ................................................................................................................................ 34

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Figure 3.8 Map of Banteay Meanchey province SMSU transactions, sized according to number of sales per transaction ............................................................................................................ 35 Figure 3.9 Map of Cambodia SMSU transactions from 2010-2014, sized according to number of sales per transaction using the point displacement feature .................................................... 36 Figure 3.10 Map of Banteay Meanchey province SMSU transactions from 2010-2014, sized according to number of sales per transaction using point displacement feature ................. 36 Figure 3.11 Script to reformat Excel spreadsheets to create a row to correspond to each sale in order to accommodate the density study ............................................................................. 37 Figure 3.12 Density map illustrating the density of customer sales of latrines on a national scale in Cambodia from 2010-2014 ................................................................................................ 38 Figure 3.13 Density map illustrating the density of customer sales of latrines in Banteay Meanchey province from 2010-2014..................................................................................... 39 Figure 3.14 A sample animation of the NGO and customer sales populating Banteay Meanchey province by week…………………………………………………………………………………………………. ............ 40 Figure 3.15 Flow chart of the methodology process for spatial and descriptive analyses in this study ....................................................................................................................................... 42 Figure 4.1 Density map of NGO and customer sales in Cambodia by district. ........................................... 44 Figure 4.2 Density map of NGO and customer sales in northwest Cambodia ........................................... 45 Figure 4.3 Density map of NGO and customer sales in central Cambodia ................................................ 45 Figure 4.4 Density map of NGO and customer sales in southeast Cambodia ........................................... 46 Figure 4.5 Animation maps of NGO and customer sales in Cambodian provinces ................................... 47 Figure 4.6 NGO sales vs. customer sales – Banteay Meanchey: Thma Puok ............................................. 48 Figure 4.7 NGO sales vs. customer sales – Kampong Thom: Baray ........................................................... 48 Figure 4.8 NGO sales vs. customer sales – Kampong Thom: Prasat Ballangk ............................................ 48 Figure 4.9 NGO sales vs. customer sales – Banteay Meanchey: Ou Chrov ................................................ 49 Figure 4.10 NGO sales vs. customer sales – Kampong Thom: Santuk ....................................................... 49

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Figure 4.11 NGO sales vs. customer sales – Siemreap: Puok..................................................................... 50 Figure 4.12 NGO sales vs. customer sales – Siemreap: Soutr Nikom ........................................................ 50 Figure 4.13 NGO sales vs. customer sales – Banteay Meanchey: Mongkol Borei ..................................... 51 Figure 4.14 NGO sales vs. customer sales – Banteay Meanchey: Malai .................................................... 51 Figure 4.15 NGO sales vs. customer sales – Kandal: Angk Snuol ............................................................... 51 Figure 4.16 NGO sales vs. customer sales – Oddar Meanchey: Samraong................................................ 52 Figure 4.17 NGO sales vs. customer sales – Banteay Meanchey: Svay Chek............................................. 52 Figure 4.18 NGO sales vs. customer sales – Banteay Meanchey: Thma Puok ........................................... 52 Figure 4.19 NGO sales vs. customer sales – Kampong Thom: Kampong Svay ........................................... 53 Figure 4.20 NGO sales vs. customer sales – Oddar Meanchey: Anlong Veaeng........................................ 53 Figure 4.21 NGO sales vs. customer sales – Oddar Meanchey: Banteay Ampil ........................................ 54 Figure 4.22 NGO sales vs. customer sales – Prey Veng: Sithor Kandal ...................................................... 54 Figure 4.23 NGO sales vs. customer sales – Siemreap: Siem Reab............................................................ 54 Figure 4.24 NGO sales vs. customer sales – Siemreap: Srei Snam............................................................. 55 Figure A.1 Relationship between NGO and customer sales by district - Banteay Meanchey………………… 69 Figure A.2 Animation of sales population - Banteay Meanchey……………………………………………………………. 70 Figure A.3 NGO sales vs. customer sales by day - Banteay Meanchey…………………………………………………. 70 Figure A.4 NGO sales vs. customer sales by month - Banteay Meanchey……………………………………………… 70 Figure A.5 NGO sales vs. customer sales by day - Banteay Meanchey: Malai……………………………………….. 71 Figure A.6 NGO sales vs. customer sales by month - Banteay Meanchey: Malai…………………………………… 71 Figure A.7 NGO sales vs. customer sales by day - Banteay Meanchey: Mongkol Borei…………………………. 72 Figure A.8 NGO sales vs. customer sales by month - Banteay Meanchey: Mongkol Borei…………………….. 72 Figure A.9 NGO sales vs. customer sales by day - Banteay Meanchey: Ou Chrov…………………………………..73 ix

Figure A.10 NGO sales vs. customer sales by month - Banteay Meanchey: Ou Chrov…………………………… 73 Figure A.11 NGO sales vs. customer sales by day - Banteay Meanchey: Phnum Srok…………………………….74 Figure A.12 NGO sales vs. customer sales by month - Banteay Meanchey: Phnum Srok………………………. 74 Figure A.13 NGO sales vs. customer sales by day - Banteay Meanchey: Preah Netr Preah…………………… 75 Figure A.14 NGO sales vs. customer sales by month - Banteay Meanchey: Preah Netr Preah……………….75 Figure A.15 NGO sales vs. customer sales by day - Banteay Meanchey: Serei Saophoan……………………….76 Figure A.16 NGO sales vs. customer sales by month - Banteay Meanchey: Serei Saophoan…………………. 76 Figure A.17 NGO sales vs. customer sales by day - Banteay Meanchey: Svay Chek………………………………. 77 Figure A.18 NGO sales vs. customer sales by month - Banteay Meanchey: Svay Chek………………………….. 77 Figure A.19 NGO sales vs. customer sales by day - Banteay Meanchey: Thma Puok…………………………….. 78 Figure A.20 NGO sales vs. customer sales by month - Banteay Meanchey: Thma Puok………………………… 78 Figure A.21 Relationship between NGO and customer sales by district - Kampong Thom……………………. 79 Figure A.22 Animation of sales population - Kampong Thom…………………………………………………………….....80 Figure A.23 NGO sales vs. customer sales by day - Kampong Thom……………………………………………………… 80 Figure A.24 NGO sales vs. customer sales by month - Kampong Thom………………………………………………….80 Figure A.25 NGO sales vs. customer sales by day - Kampong Thom: Baray…………………………………………… 81 Figure A.26 NGO sales vs. customer sales by month - Kampong Thom: Baray………………………………………81 Figure A.27 NGO sales vs. customer sales by day - Kampong Thom: Kampong Svay…………………………..... 82 Figure A.28 NGO sales vs. customer sales by month - Kampong Thom: Kampong Svay……………………….. 82 Figure A.29 NGO sales vs. customer sales by day - Kampong Thom: Prasat Ballangk……………………………. 83 Figure A.30 NGO sales vs. customer sales by month - Kampong Thom: Prasat Ballangk……………………….83 Figure A.31 NGO sales vs. customer sales by day - Kampong Thom: Prasat Sambour…………………………… 84 Figure A.32 NGO sales vs. customer sales by month - Kampong Thom: Prasat Sambour………………………84 Figure A.33 NGO sales vs. customer sales by day - Kampong Thom: Sandan………………………………………… 85 x

Figure A.34 NGO sales vs. customer sales by month - Kampong Thom: Sandan……………………………………85 Figure A.35 NGO sales vs. customer sales by day - Kampong Thom: Santuk…………………………………………. 86 Figure A.36 NGO sales vs. customer sales by month - Kampong Thom: Santuk…………………………………… 86 Figure A.37 NGO sales vs. customer sales by day - Kampong Thom: Stoung………………………………………….87 Figure A.38 NGO sales vs. customer sales by month - Kampong Thom: Stoung…………………………………… 87 Figure A.39 NGO sales vs. customer sales by day - Kampong Thom: Stueng Saen………………………………… 88 Figure A.40 NGO sales vs. customer sales by month - Kampong Thom: Stueng Saen…………………………… 88 Figure A.41 Relationship between NGO and customer sales by district – Kandal…………………………………. 89 Figure A.42 Animation of sales population – Kandal…………………………………………………………………………….. 90 Figure A.43 NGO sales vs. customer sales by day – Kandal…………………………………………………………………… 90 Figure A.44 NGO sales vs. customer sales by month – Kandal………………………………………………………………. 90 Figure A.45 NGO sales vs. customer sales by day - Kandal: Angk Snuol………………………………………………… 91 Figure A.46 NGO sales vs. customer sales by month - Kandal: Angk Snuol……………………………………………. 91 Figure A.47 NGO sales vs. customer sales by day - Kandal: Kandal Stueng…………………………………………….92 Figure A.48 NGO sales vs. customer sales by month - Kandal: Kandal Stueng………………………………………. 92 Figure A.49 NGO sales vs. customer sales by day - Kandal: Kaoh Thum………………………………………………… 93 Figure A.50 NGO sales vs. customer sales by month - Kandal: Kaoh Thum…………………………………………… 93 Figure A.51 NGO sales vs. customer sales by day - Kandal: Khsach Kandal…………………………………………… 94 Figure A.52 NGO sales vs. customer sales by month - Kandal: Khsach Kandal………………………………………. 94 Figure A.54 NGO sales vs. customer sales by day - Kandal: Leuk Daek…………………………………………………. 95 Figure A.55 NGO sales vs. customer sales by month - Kandal: Leuk Daek……………………………………………. 95 Figure A.56 NGO sales vs. customer sales by day - Kandal: Lvea Aem…………………………………………………… 96 Figure A.57 NGO sales vs. customer sales by month - Kandal: Lvea Aem……………………………………………… 96 Figure A.58 NGO sales vs. customer sales by day - Kandal: Mukh Kampul……………………………………………..97 xi

Figure A.59 NGO sales vs. customer sales by month - Mukh Kampul……………………………………………………. 97 Figure A.60 NGO sales vs. customer sales by day - Kandal: Popnhea Lueu…………………………………………….98 Figure A.61 NGO sales vs. customer sales by month - Popnhea Lueu…………………………………………………….98 Figure A.62 NGO sales vs. customer sales by day - Kandal: S’ang…………………………………………………………..99 Figure A.63 NGO sales vs. customer sales by month - S’ang…………………………………………………………………. 99 Figure A.64 Animation of sales population - Oddar Meanchey…………………………………………………………… 100 Figure A.65 NGO sales vs. customer sales by day - Oddar Meanchey…………………………………………………. 100 Figure A.66 NGO sales vs. customer sales by month - Oddar Meanchey…………………………………………….. 100 Figure A.67 NGO sales vs. customer sales by day - Oddar Meanchey: Anlong Veaeng…………………………101 Figure A.68 NGO sales vs. customer sales by month - Oddar Meanchey: Anlong Veaeng…………………… 101 Figure A.69 NGO sales vs. customer sales by day - Oddar Meanchey: Banteay Ampil………………………… 102 Figure A.70 NGO sales vs. customer sales by month - Oddar Meanchey: Banteay Ampil……………………. 102 Figure A.71 NGO sales vs. customer sales by day - Oddar Meanchey: Chong Kal…………………………………103 Figure A.72 NGO sales vs. customer sales by month - Oddar Meanchey: Chong Kal…………………………… 103 Figure A.73 NGO sales vs. customer sales by day - Oddar Meanchey: Samraong……………………………….. 104 Figure A.74 NGO sales vs. customer sales by month - Oddar Meanchey: Samraong…………………………… 104 Figure A.75 NGO sales vs. customer sales by day - Oddar Meanchey: Trapeang Prasat……………………… 105 Figure A.76 NGO sales vs. customer sales by month - Oddar Meanchey: Trapeang Prasat…………………. 105 Figure A.77 Relationship between NGO and customer sales by district - Prey Veng…………………………… 106 Figure A.78 Animation of sales population - Prey Veng………………………………………………………………………. 107 Figure A.79 NGO sales vs. customer sales by day - Prey Veng…………………………………………………………….. 107 Figure A.80 NGO sales vs. customer sales by month - Prey Veng…………………………………………………………107 Figure A.81 NGO sales vs. customer sales by day - Prey Veng: Ba Phnum…………………………………………… 108 Figure A.82 NGO sales vs. customer sales by month - Prey Veng: Ba Phnum……………………………………… 108 xii

Figure A.83 NGO sales vs. customer sales by day - Prey Veng: Kamchay Mear…………………………………… 109 Figure A.84 NGO sales vs. customer sales by month - Prey Veng: Kamchay Mear………………………………. 109 Figure A.85 NGO sales vs. customer sales by day - Prey Veng: Kampong Leav……………………………………. 110 Figure A.86 NGO sales vs. customer sales by month - Prey Veng: Kampong Leav………………………………..110 Figure A.87 NGO sales vs. customer sales by day - Prey Veng: Kampong Trabaek………………………………. 111 Figure A.88 NGO sales vs. customer sales by month - Prey Veng: Kampong Trabaek…………………………. 111 Figure A.89 NGO sales vs. customer sales by day - Prey Veng: Me Sang………………………………………………112 Figure A.90 NGO sales vs. customer sales by month - Prey Veng: Me Sang………………………………………… 112 Figure A.91 NGO sales vs. customer sales by day - Prey Veng: Peam Ro…………………………………………….. 113 Figure A.92 NGO sales vs. customer sales by month - Prey Veng: Peam Ro………………………………………… 113 Figure A.93 NGO sales vs. customer sales by day - Prey Veng: Preah Sdach……………………………………….. 114 Figure A.94 NGO sales vs. customer sales by month - Prey Veng: Preah Sdach……………………………………114 Figure A.95 NGO sales vs. customer sales by day - Prey Veng: Prey Veaeng………………………………………..115 Figure A.96 NGO sales vs. customer sales by month - Prey Veng: Prey Veaeng………………………………….. 115 Figure A.97 NGO sales vs. customer sales by day - Prey Veng: Sithor Kandal……………………………………… 116 Figure A.98 NGO sales vs. customer sales by month - Prey Veng: Sithor Kandal…………………………………. 116 Figure A.99 NGO sales vs. customer sales by day - Prey Veng: Svay Antor…………………………………………..117 Figure A.100 NGO sales vs. customer sales by month - Prey Veng: Svay Antor…………………………………… 117 Figure A.101 Animation of sales population – Siemreap…………………………………………………………………….. 119 Figure A.102 NGO sales vs. customer sales by day – Siemreap…………………………………………………………… 119 Figure A.103 NGO sales vs. customer sales by month – Siemreap……………………………………………………….119 Figure A.104 NGO sales vs. customer sales by day - Siemreap: Angkor Chum…………………………………….. 120 Figure A.105 NGO sales vs. customer sales by month - Siemreap: Angkor Chum……………………………….. 120 Figure A.106 NGO sales vs. customer sales by day - Siemreap: Angkor Thum…………………………………….. 121 xiii

Figure A.107 NGO sales vs. customer sales by month - Siemreap: Angkor Thum…………………………………121 Figure A.108 NGO sales vs. customer sales by day - Siemreap: Banteay Srei………………………………………. 122 Figure A.109 NGO sales vs. customer sales by month - Siemreap: Banteay Srei…………………………………. 122 Figure A.110 NGO sales vs. customer sales by day - Siemreap: Chi Kraeng…………………………………………. 123 Figure A.111 NGO sales vs. customer sales by month - Siemreap: Chi Kraeng……………………………………. 123 Figure A.112 NGO sales vs. customer sales by day - Siemreap: Kralanh……………………………………………… 124 Figure A.113 NGO sales vs. customer sales by month - Siemreap: Kralanh…………………………………………. 124 Figure A.114 NGO sales vs. customer sales by day - Siemreap: Puok………………………………………………….. 125 Figure A.115 NGO sales vs. customer sales by month - Siemreap: Puok………………………………………………125 Figure A.116 NGO sales vs. customer sales by day - Siemreap: Siem Reab…………………………………………. 126 Figure A.117 NGO sales vs. customer sales by month - Siemreap: Siem Reab…………………………………….. 126 Figure A.118 NGO sales vs. customer sales by day - Siemreap: Soutr Nikom………………………………………. 127 Figure A.119 NGO sales vs. customer sales by month - Siemreap: Soutr Nikom…………………………………. 127 Figure A.120 NGO sales vs. customer sales by day - Siemreap: Srei Snam………………………………………….. 128 Figure A.121 NGO sales vs. customer sales by month - Siemreap: Srei Snam……………………………………… 128 Figure A.122 NGO sales vs. customer sales by day - Siemreap: Varin…………………………………………………. 129 Figure A.123 NGO sales vs. customer sales by month - Siemreap: Varin…………………………………………… 129 Figure A.124 Relationship between NGO and customer sales by district - Svay Rieng………………………… 130 Figure A.125 Animation of sales population - Svay Rieng…………………………………………………………………….131 Figure A.126 NGO sales vs. customer sales by day - Svay Rieng…………………………………………………………..131 Figure A.127 NGO sales vs. customer sales by month - Svay Rieng…………………………………………………… 131 Figure A.128 NGO sales vs. customer sales by day - Svay Rieng: Chantrea…………………………………………. 132 Figure A.129 NGO sales vs. customer sales by month - Svay Rieng: Chantrea…………………………………….. 132 Figure A.130 NGO sales vs. customer sales by day - Svay Rieng: Kampong Rou………………………………….. 133 xiv

Figure A.131 NGO sales vs. customer sales by month - Svay Rieng: Kampong Rou………………………………133 Figure A.132 NGO sales vs. customer sales by day - Svay Rieng: Krong Bavet…………………………………….. 134 Figure A.133 NGO sales vs. customer sales by month - Svay Rieng: Krong Bavet………………………………… 134 Figure A.134 NGO sales vs. customer sales by day - Svay Rieng: Krong Svay Rieng…………………………….. 135 Figure A.135 NGO sales vs. customer sales by month - Svay Rieng: Krong Svay Rieng………………………… 135 Figure A.136 NGO sales vs. customer sales by day - Svay Rieng: Romeas Haek…………………………………… 136 Figure A.137 NGO sales vs. customer sales by month - Svay Rieng: Romeas Haek……………………………… 136 Figure A.138 NGO sales vs. customer sales by day - Svay Rieng: Rumduol…………………………………………..137 Figure A.139 NGO sales vs. customer sales by month - Svay Rieng: Rumduol…………………………………….. 137 Figure A.140 NGO sales vs. customer sales by day - Svay Rieng: Svay Chrum……………………………………… 138 Figure A.141 NGO sales vs. customer sales by month - Svay Rieng: Svay Chrum………………………………… 138 Figure A.142 NGO sales vs. customer sales by day - Svay Rieng: Svay Teab………………………………………… 139 Figure A.143 NGO sales vs. customer sales by month - Svay Rieng: Svay Teab…………………………………… 139

ABSTRACT Sanitation marketing is an emerging approach of strengthening the local private sector to implement scalable and sustainable improved sanitation coverage in developing countries, specifically among the poor. It encourages the enhancement of sanitation market supply and demand by developing distribution infrastructure and stimulating consumer interest. Unlike interventions that provide hardware subsidies to initiate sanitation demand, financial support for sanitation marketing is used exclusively for the research and development of the market; this encourages the private sector to become independent and self-sufficient. Qualitative data suggests that while sanitation marketing projects have been successful at implementing replicable and sustainable sanitation coverage, they are not effective in close proximity to other programs that provide hardware subsidies.

The aim of this study is to determine how hardware subsidies impacted iDEâ&#x20AC;&#x2122;s (formerly International Development Enterprise) Cambodia Sanitation Marketing Scale-Up (SMSU) project using quantitative data collected between 2010 and 2014, and to develop an approach that best illustrates this relationship. Using their project database of 48,844 transactions in 9 provinces, QGIS 2.8.1 and MS Excel were used to determine the correlations between the NGO (subsidized) and customer sales. QGIS maps and time-lapse animations were effective in spatially juxtaposing the quantity and location of both NGO and customer sales, and MS Excel charts quantified the relationship as a function of time, identifying opposing correlational patterns.

Within the Cambodia SMSU project, the provision of hardware subsidies (represented by NGO sales) resulted in the attrition of the sanitation marketplace (represented by customer sales) when the NGO xvi

sales landed between 71 and 889 in a single month, averaging 400 NGO sales in a month. Overall, 14 districts showed decreased customer sales in the presence of subsidies, and 36 districts showed increased customer sales in the presence of subsidies. Within this study, any district with over 395 sales in one month showed a decline in customer sales. There were 106 months within this project that the NGO and customer sales had a positive correlation and 110 months showing a negative correlation.

xvii

CHAPTER 1 INTRODUCTION Over two billion people still donâ&#x20AC;&#x2122;t have access to improved sanitation and 80% of human waste is discharged directly into surface waters without treatment, resulting in approximately 1,000 water- and sanitation-related deaths per day among children (UNICEF and World Health Organization, 2015). These are current global statistics, even after the Millennium Development Goals initiative concluded in 2015. For decades, non-governmental organizations (NGO) and government agencies have been subsidizing the development sanitation sector with supply-led interventions, in hopes to achieve total sanitation coverage as efficiently as possible. Many of the supply-led programs had reported success based on number of latrines distributed, rather than reduction of open defecation; however, these programs were not independently sustained and progress was lost over time.

In order to achieve the United Nationsâ&#x20AC;&#x2122; post-2015 Sustainable Development Goals (SDG), which aim to reach universal improved sanitation coverage by 2030, a new approach to sanitation is necessary. Research has shown promising results in emerging sanitation programs that do not encourage artificial demand with the provision of hardware subsidies, such as Community-Led Total Sanitation (CLTS) and sanitation marketing.

Sanitation marketing is an emerging approach to implement scalable and sustainable improved sanitation coverage that encourages the development of the local private sector by enhancing sanitation supply and demand, simultaneously establishing distribution infrastructure and stimulating consumer interest (Devine, 2010; Cairncross, 2004). Although sanitation marketing has proven to be sustainable

and scalable, qualitative research suggests that success is compromised when located in close proximity to other government or NGO sanitation programs that are providing hardware subsidies or distributing latrines for less than market value (Kar, 2003; Jenkins and Sugden, 2006). Nonprofit organizations like iDE are currently collecting quantitative data to better monitor their sanitation interventions; however, none have previously used that data to test the hypothesis that a rise in the provision of hardware subsidies will result in a decline in sales from individual households within the same community.

In Cambodia, iDE facilitated the Cambodia Sanitation Marketing Scale-Up (SMSU) project in 9 provinces from 2010 to 2014. They developed an extensive database, exported as a spreadsheet, documenting the latrine sale details of 48,844 transactions and 135,822 sales (111,216 customer sales and 24,606 NGO sales) by Latrine Business Owners (LBO). iDE made this database accessible for this research and requested that it be used to develop spatial analysis and visual representation methods for identifying correlations between subsidies and customer sales.

The aim of this study was to determine the utility of spatial and descriptive analyses to document the impact of hardware subsidies on customer sales within the context of iDE’s Cambodia Sanitation Marketing Scale-Up (SMSU) project. The research questions were:

•

Research Question 1: How can GIS spatial analyses be used to illustrate the impact of hardware subsidies on iDE’s Cambodia Sanitation Marketing Scale-Up (SMSU) project from 2010-2014? o

Research Task 1: Reformat iDE’s latrine sales database and develop preliminary maps to determine the appropriate scale (province/district/commune) and mapping technique for GIS analyses.

Research Task 2: Analyze GIS outputs to determine how hardware subsidies impacted sales of individual households in the same community. 2

â&#x20AC;˘

Research Question 2: How can MS Excel descriptive analyses be used to illustrate the impact of hardware subsidies on iDEâ&#x20AC;&#x2122;s Cambodia Sanitation Marketing Scale-Up (SMSU) project from 2010-2014? o

Research Task 1: Reformat data and develop charts, measuring sales by day and by month, to determine which method is most effective.

Research Task 2: Determine which scale (province/district/commune) is most effective in illustrating the correlation between hardware subsidies and the sanitation marketplace.

Research Task 3: Develop method to consolidate and analyze the results of the descriptive analysis.

The structure of this thesis is as follows: Chapter 2 provides a literature review, documenting the current research on hardware subsidies within a development context; Chapter 3 provides the methodology and break down of the tools used and development process; Chapter 4 discusses the consolidated findings and results of the study; and Chapter 5 provides recommendations on how to improve on these types of studies and data collection methods in the future.

CHAPTER 2 LITERATURE REVIEW

2.1 Background 2.1.1 Cambodia

Figure 2.1 Map of provinces in Cambodia. This research focused on 9 provinces: Banteay Meanchey, Kampong Thom, Kandal, Oddar Meanchey, Phnom Penh, Prey Veng, Siemreap, Svay Rieng, Takeo. Cambodia is a country in Southeast Asia that shares the Indochinese peninsula with Laos, Malaysia, Myanmar, Thailand, and Vietnam. With an area of 181,035 square kilometers (69,898 sq. mi.) and a population of over 15 million, the country is divided into 24 provinces (Figure 2.1), 185 districts, 1,621 communes, and 13,707 villages (National Election Committee, 2003). Beginning in the early 1970s, Cambodia suffered from a series of wars and internal conflicts that separated it from the international 4

economy. It currently ranks 143rd on the Human Development Index (UNDP, 2015) with 42% of the population lacking access to improved sanitation (UNICEF and WHO, 2015).

2.1.2 Poverty Identification (IDPoor) In 2006 the Cambodia Ministry of Planning (MOP) implemented the Identification of Poor Households (IDPoor) Program to standardize the identification of the most vulnerable households and to rate their level of need by categorizing them as “Poor Level 1” (59–68 points, “very poor”), “Poor Level 2” (45–58 points, “poor”), and “Other" (< 45 points, “not poor”). These classifications were designed to assist service providers with the implementation of more targeted and effective poverty reduction programs, creation of uniformity in their strategic efforts, and prevention of unnecessary redundancy in data collection (Cambodia Ministry of Planning - 2006).

Since 2006, the IDPoor program has conducted 5 country wide comprehensive diagnostic studies and continues to update the database every 3 years. The data serves to inform service providers on two scales of program targeting, geographically and by household.

Figure 2.2 Population density by commune (Population Census, 2008)

Figure 2.3 Percentage of poor households 20102011 (Ministry of Planning Cambodia, 2011) 5

2.1.3 The Cambodia Millennium Development Goals In September 2000, the Millennium Declaration was adopted by 189 member states of the United Nations General Assembly, including the Regional Government of Cambodia (RGC), and resulted in the Millennium Development Goals (MDGs), 8 quantifiable goals to be fulfilled by each participating country by 2015. The Millennium Development Goals consist of 8 broad goals, addressing poverty, education, gender equality, child mortality, maternal health, disease, environmental sustainability, and global partnership development, and are subdivided into measurable targets and indicators.

Improved

sanitation is prioritized in the MDG under Goal 7, Target 10, Indicator 31, which was enumerated in the Cambodia Millennium Development Goals (CMDGs) as CMDG 7: Ensure Environmental Sustainability. Overall Target 15 (Targets 7.12 and 7.13) aims to increase the proportion of improved sanitation in Cambodia from 8.6% to 30% and 49% to 74% in rural and urban populations respectively by 2015 (Table 2.1).

Table 2.1 Millennium Development Goals and Cambodia Millennium Development Goals for improved sanitation Millennium Development Goals (MDGs) Goal 7

Ensure Environmental Sustainability

Target 10

Halve, by 2015, the proportion of people without sustainable access to safe drinking water and basic sanitation

Indicator 31

Proportion of population with access to improved sanitation, urban and rural (UNICEF â&#x20AC;&#x201C; WHO)

Cambodia Millennium Development Goals (CMDGs) Overall target 15 Target 7.12 Target 7.13

Halve by 2015 the proportion of people without sustainable access to improved sanitation Increasing the proportion of rural population with access to improved sanitation from 8.6% in 1996 to 30% in 2015 Increasing the proportion of urban population with access to improved sanitation from 49% in 1998 to 74% in 2015

Table 2.2 summarizes sanitation coverage in Cambodia from 1990 to 2015. Despite global failure to fulfill the MDG sanitation goals, Cambodia met its improved sanitation goals for rural populations at 30% and surpassed its improved sanitation goal for urban populations at 88% by the 2015 deadline. Still, 58% of the population lacks access to improved sanitation facilities.

Table 2.2 Cambodia sanitation progress from 1990 to 2015 (UNICEF and WHO, 2013/2015)

URBAN

RURAL

Unimproved

Open Def.

2000

12,447

2011

14,305

2015

15, 677

Shared

Improved

Unimproved

Open Def.

Shared

9,532

Open Def.

1990

Year

Improved

Unimproved

Shared

Unimproved

NATIONAL

Improved

% of Population that gained access since 1990

% Urban Population

Population (x 1000)

USE OF SANITATION FACILITIES (percentage of population)

2.1.4 The Post-2015 Development Agenda: Sustainable Development Goals (SDGs) Following the 2015 deadline for the Millennium Development Goals (MDGs), world leaders reunited at the UN Summit in September 2015 in order to renew their commitment to the original intent of the MDGs, which resulted in the 2030 Agenda for Sustainable Development that lists 17 Sustainable Development Goals (Table 2.3). Improved Sanitation is listed under Goal 6: Clean Water and Sanitation, and aims to achieve universal coverage in improved sanitation by 2030 (United Nations, 2016). This means that Cambodia has approximately 15 years to provide safe sanitation to 58% of its population, 47% of whom still openly defecate.

Table 2.3 Sustainable Development Goal 6 (UNICEF, 2016) Sustainable Development Goals (SDG) Goal 6: Ensure access to water and sanitation for all Sanitation Targets

By 2030, achieve access to adequate and equitable sanitation and hygiene for all and end open defecation, paying special attention to the needs of women and girls and those in vulnerable situations.

By 2030, expand international cooperation and capacity-building support to developing countries in water- and sanitation-related activities and programs, including water harvesting, desalination, water efficiency, wastewater treatment, recycling, and reuse technologies.

Support and strengthen the participation of local communities in improving water and sanitation management.

2.2 Sanitation Marketing A derivative of social marketing, sanitation marketing refers to the development of the local private sector by enhancing sanitation supply and demand, by simultaneously marketing household toilets and stimulating consumer interest.

The recent paradigm shift toward sanitation marketing has been

primarily motivated by the failure of traditional improved sanitation strategies that focused on supplydriven interventions, specifically the provision of hardware subsidies (Mukherjee and Frias, 2006). Sanitation Marketing is transforming the role and perception of the rural poor by respecting, empowering, and encouraging them to participate in the market as consumers who vote with their purchases rather than as the beneficiaries of handouts (Devine, 2010).

Social marketing has been an effective method of implementing behavior change in the environment and health sectors since the 1970â&#x20AC;&#x2122;s, and is most commonly cited for its success in marketing condoms for HIV/AIDS prevention in developing countries (Devine, 2010). The recent transition of its best 8

practices into the sanitation sector has provided an optimistic approach to improved sanitation, primarily in rural areas, where strong sanitation marketplaces do not yet exist. Facilitating both the supply and demand of the market, sanitation marketing often involves the complex development and strengthening of local small businesses, supply chains, and distribution centers, in addition to enhancing community interest in household toilets through community-led total sanitation (CLTS) and traditional marketing strategies. Precedents set in social marketing indicate that using marketing strategies in the sanitation sector has the potential to encourage the scalability of improved sanitation and reduce longterm dependence on external intervention. By combining human-centered design (HCD), communityled total sanitation, and sanitation marketing, several recent case studiesâ&#x20AC;&#x2122; preliminary data have shown significant progress in improved sanitation coverage with measureable potential in scalability and sustainability (Jenkins and Sugden, 2006).

2.3 The Role of Subsidies in Sanitation Marketing Within the context of sanitation marketing, subsidies are expected and even encouraged to be used for programmatic and training costs (e.g., design, testing, and development processes); however, hardware subsidies that serve to provide construction materials or latrine components at lower than market value costs impede the local sanitation marketplace, and hinder other sanitation marketing programs within close proximity (Kar, 2003). Many sanitation programs assume that hardware subsidies are a necessity to achieve total coverage; however, research suggests that the majority of new household sanitation in the developing world is privately acquired through the sanitation market without subsidy (Jenkins and Sugden, 2006), and recent case studies in unsubsidized programs, such as sanitation marketing and Community Led Total Sanitation (CLTS), have proven to be both sustainable and scalable.

Jenkins and Sugden (2006) have reviewed several qualitative studies on the unintended negative consequences of irresponsibly distributed hardware subsidies in any development context, including sanitation. They consolidated their review findings plus those from their own research into the following list:

1. Dependency Data suggests that providing hardware subsidies can often times result in dependency, making communities and households reliant on the NGO or government sanitation program. After a program has ended, households will most likely not have the financial means to maintain, fix, or replace the latrines, and as the population of the community grows, the construction of new latrines would be difficult to maintain without additional subsidies. 2. Buying Participation Creating real demand for a new product is a time-consuming process that requires market research, community engagement, and a long-term promotional strategy. In time-constrained, donor-funded projects, it is more efficient to achieve donor goals by providing hardware subsidies and generating false demand. There tends to be more interest in a product when it is free, but that interest is not incentive enough to use, maintain, or replace the toilet as necessary. For many sanitation programs, buying participation has been an effective method in fulfilling objectives without creating lasting behavior change, because program success is often measured by the quantity of latrines constructed, rather than the reduction in open defecation. 3. Costly It would be cost-prohibitive for governments or NGOs to subsidize sustainable improved sanitation and implement total coverage at the scale required (Methra and Knapp, 2005). 10

Currently, millions of dollars have been spent over the past decade on supply-led interventions with little progress in sustainable or scalable sanitation (Kar, 2003). 4. Poor use of public money Subsidized government programs undermine the sanitation marketplace by favoring a few suppliers to provide latrines, diminishing the value of a competitive market and the opportunity to improve quality, cost, and efficiency. 5. Inattention to affordability and replication When sanitation is subsidized, it is common for the program to select latrine models that are unaffordable to the community (sometimes over $100 USD per latrine), because the cost is substantially discounted. While these toilets might be a much higher quality than an affordable toilet, they are not replicable or scalable in the absence of the program. 6. Does not reach poor Although subsidies are designed to benefit the poorest households, research suggests that they primarily reach the middle class and wealthier households. 7. Slow rates of adoption Households that can afford improved sanitation often postpone the purchase, sometimes waiting indefinitely, because they have developed the expectations from previous supply-led programs or neighboring communities that they will construct a latrine during the next subsidized program. 8. Perception of lower costs After receiving hardware subsidies, the beneficiary will often have a perception of a reduced value of the latrine and expectations that it will cost less to repair or rebuy than it actually is. 11

Sanitation marketing inherently prevents the weaknesses listed above, because strengthening a local market empowers the community and has proven to be scalable, sustainable, and cost-effective. Also the households who purchase a latrine are receiving a product they chose at a price they are willing to pay, so they will be more likely to value, use, and maintain it (Jenkins and Scott, 2010).

However, programs void of hardware subsidies, such as sanitation marketing or CLTS programs, cannot effectively coexist with or in close proximity to other programs that are providing hardware subsidies (Reif, 1999). This can be challenging within a development context with so many NGOs and government agencies using subsidies to quickly achieve their sanitation goals.

Many sanitation marketing programs do not support using hardware subsidies under any circumstances, reserving all financial assistance for the development of the product research, market infrastructure, training, and promotion of the program. These programs intend on reaching the poorest households through the development of micro-loan or payment installment programs. There are also sanitation marketing programs that allow for specifically targeted hardware subsidies, government subsidies of cash, and in-kind support because they do not diminish the perception of the value of the product or undermine the local marketplace (Jenkins and Scott, 2010).

2.3.1 Hardware Subsidy Case Studies Although there is a lack of quantitative data that documents the inefficacy of sanitation programs that provide hardware subsidies, there are several qualitative accounts represented throughout the world that have documented the failures of these programs.

2.3.1.1 Uganda United States Agency for International Development (USAID) conducted research in Uganda to determine the potential of sanitation marketing in the implementation of sustainable and scalable improved sanitation. The team identified several NGOs that were subsidizing household sanitation in Uganda, despite Nuwagabaâ&#x20AC;&#x2122;s research (2003) that noted that hardware subsidies in Uganda hinder the adoption of unsubsidized latrines, and have historically had low rates of adoption, below 0.2 percent. Additionally, they also collected qualitative research in IDP (Internally Displaced Persons) communities, where plastic latrine slabs had been distributed throughout the community free of charge, and had been notoriously disregarded and neglected (Outlaw et al., 2007).

WaterAid found similar outcomes using a sanitation model in Uganda in which they would distribute subsidized demonstration latrines throughout a community in hopes that they would act as a prototype to encourage replication; however, they abandoned this approach after documenting the absence of any multiplier effect throughout the test communities. Hardware subsidies for improved sanitation are prevalent in Uganda, and even local manufacturers of latrine parts have admitted that the majority of their sales have been funded by external donors. For example, Crestanks, a local Ugandan sanitation business recognizes the benefits of households being independently invested in their own sanitation, but doesnâ&#x20AC;&#x2122;t have the capacity for the market research and development to create that change (Outlaw et al., 2007).

2.3.1.2 Bangladesh Like Uganda, Bangladesh has experienced decades of sanitation interventions, primarily implementing programs that incorporate heavily subsidized latrines, with very little improvement in total coverage. The success of these NGO programs has been misleading, since success rates have been commonly 13

measured by quantity of latrines constructed, rather than reduction of open defecation. According to Kar (2003), even after 30 years of interventions and millions of dollars spent, it is difficult to find communities that have achieved total sanitation coverage.

In 1998, WaterAid-Bangladesh commissioned Kar to conduct both a participatory impact assessment and participatory assessment of poverty on their 10-year old water and sanitation program that had been carried out by the Village Education Resource Center (VERC) in Bangladesh. Analysis of 30 rural communities in four districts in Bangladesh revealed that the program distributed a universal subsidy percentage regardless of household income; that although the program had achieved their goals for toilet and hand pump construction, open defecation remained largely unaffected; and that the highest density of subsidized latrines was found in the wealthier areas. Additionally, community participation assessments revealed that those who did not own land were unable to participate and build latrines; subsidies often times did not benefit the poorest households, because only parts of the latrine were subsidized; and wealthier households would not finance their own latrines, because they were waiting on the possibility of future subsidized programs instead of constructing their own.

After these assessments, WaterAid-Bangladesh shifted its focus to a non-subsidized Community-Led Total Sanitation approach focusing on community empowerment.

Within only three years, 302

communities had achieved total sanitation, and the program was being replicated by other NGOs throughout Bangladesh (Kar, 2003).

2.4 Data Visualization Data Visualization, a field which was previously dominated by charts and graphs, is a method of effectively combining, distilling, extracting, and translating complex data into meaningful information by identifying patterns that are revealed through visual representations. The potential and accessibility of 14

data visualization has evolved rapidly alongside the advancements in technology and big data, and it is now standard to combine design tools and graphics programs to create beautiful and meaningful illustrations that educate and engage targeted audiences.

Hans Rosling, a global health professor at Sweden's Karolinska Institute, delivered the presentation, The Best Stats Youâ&#x20AC;&#x2122;ve Ever Seen, at the 2006 TED-conference, which set a precedent and new standard in the global development community, illustrating the potential and possibility of data visualization and the infographic aesthetic in creating presentations that both educate and inspire. The provocative and interactive imagery that is derived from data visualization software, like Roslingâ&#x20AC;&#x2122;s customizable data visualization website gapminder.org (Figure 2.4), has the potential to perform a dual role in international development, informing agencies and organizations with new knowledge for decisionmaking, as well as serving as a marketing tool for educating stakeholders, particularly donors.

Figure 2.4 Example of infographic created in Gapminder

The recent advancement in GPS technology, particularly in mobile Android devices, has catalyzed the mass collection of spatial data by making GPS collection both accessible and affordable. The cost of GPS locaters had excluded their use for many development organizations, but Android technology reduced that price to the cost of a smartphone, which permitted anyone with a phone and internet access to accurately collect spatial data to be uploaded to GIS programs, quickly multiplying the number of data collectors for any given organization. Roslingâ&#x20AC;&#x2122;s work in global data visualization does not apply GPS or GIS technologies that reference spatial location, but instead is most often structured around an interactive timeline (x-axis), charting the temporal evolution of specific patterns. Many international development organizations are organizing their data and graphics on maps without referencing time; however some infographics are combining the two techniques.

2.4.1 Spatial Data Visualization Case Studies Spatial data visualization that geographically contextualizes information has recently become prevalent with the advancement of affordable and accessible technologies, such as GPS, GIS, and Google Earth, especially within the international development and humanitarian aid sectors. Maps are an effective tool to graphically organize international data and provide spatial reference to a variety of stakeholders including donors, NGO workers, and community members. Spatial data visualization is currently being used to enhance several organizationsâ&#x20AC;&#x2122; marketing strategies by graphically engaging and educating the public and donors, while fulfilling the demand for greater transparency and accountability in development projects. Table 2.4 lists several examples of organizations that have made their data publicly available through spatial data visualization and the programs they use.

Table 2.4 List of international organizations and mapping software Organization

Mapping Software

iDE

ArcGIS/QGIS

Water for People

AvkoFLOW

Charity Water

Google Maps/Google for Nonprofits

REACH

mWater

WaterAid

Google Earth/Water Point Mapper

WaterAid

Aptivate

2.4.1.1 iDE | GIS iDEâ&#x20AC;&#x2122;s Geographic Atlas 1.0, developed by Vincent Ricciardi, is unique among this collection of organizations in that the maps (Figures 3.1-3.3) created in ArcGIS have the graphic aesthetic of an infographic combined with the spatial precision and analysis functionality of GIS map. This combination is effective for both marketing and analytical decision-making, serving to both spatially document and interpret the data.

2.4.1.2 Water for People | AvkoFLOW Water for People, an international development nonprofit that works in water and sanitation, partnered with Avko in 2010 to create interactive maps (Figure 2.5) of water systems in participating communities, employing Android smartphone and Avko FLOW technology. This partnership resulted in the online database that can be found on the Avko FLOW website (https://wfp.akvoflow.org), where stakeholders can click on data points that represent water systems and link to a database that includes a photo of each water system accompanied by key system information including: date of information collected, location of service provider, district, community name and type, interviewee, service provider, number of water systems managed by service provider, type of water system, number of functional water systems, number of people served by water system, tariff or user fee for water system, name of organization responsible for operations and maintenance, etc. 17

Figure 2.5 Example of Avko Flow software mapping Water for People database

2.4.1.3 Charity Water | Google Earth Outreach Charity Water and Water for People have similar interactive map features (Figure 2.6) where a data point represents a water system and links to additional information; however, Charity Water uses Google for Nonprofits-Google Earth Outreach (http://www.charitywater.org/projects/completedprojects), which is used to document the project and market its progress.

Figure 2.6 Example of Google Earth Outreach software mapping Charity Water database 18

2.4.1.4 WaterAid | Water Point Mapper In 2010, WaterAid developed Water Point Mapper and Sanitation Mapper as free and user-friendly software to convert simple spreadsheets into informative maps (Figure 2.7) for WASH projects without the requisite for internet access. Although these tools share a similar interface to Water for Peopleâ&#x20AC;&#x2122;s and Charity Waterâ&#x20AC;&#x2122;s maps, they also have the additional functionality of a GIS program and were designed to be used for analysis and decision-making in the field.

Figure 2.7 Example of Water Point Mapper software mapping WaterAid database

2.4.1.5 WaterAid | Aptivate WaterAid also partnered with Aptivate, a digital agency that specializes in visual communications for international development, to develop interactive infographic water and sanitation maps that combine temporal and spatial data to illustrate the broader context of global development progress. This 19

interactive world map (Figure 2.8) reveals sanitation coverage when hovering over a particular country, as well as incorporating an interactive slider on the timeline that illustrates progress of coverage through time.

Figure 2.8 Example of Aptivateâ&#x20AC;&#x2122;s development infographics commissioned by WaterAid

CHAPTER 3 METHODOLOGY 3.1 IDEâ&#x20AC;&#x2122;s Cambodia SMSU Project 3.1.1 Introduction to iDE and the Cambodia SMSU Project iDE (formerly International Development Enterprises) is an international nonprofit formed in 1982 that is headquartered in Denver, Colorado. Since its inception, iDE has focused on international work from a business and marketing perspective. Specifically within their Water, Sanitation & Hygiene (WASH) department, they focus on diagnosing markets, research and development, human-centered design, commercializing technology, catalyzing markets, sanitation marketing campaigns, human-centered sales, and monitoring and evaluation (iDE).

iDE initiated its Cambodia sanitation marketing program in Kandal and Svay Rieng as a pilot project from 2009 to 2011, selling 10,600 unsubsidized latrines; after achieving success, they expanded to 7 additional provinces through the Cambodia Sanitation Marketing Scale-Up (SMSU) project, and have sold over 135,000 unsubsidized latrines, benefiting 634,500+ individuals (assuming the average Cambodian family size of 4.7 individuals per household). At an average latrine price of 41.50 USD, the Cambodia SMSU project has generated more than 5,602,500.00 USD in local revenue (Wei, 2014).

For the Cambodia SMSU project, iDE partnered with IDEO in the development of a simple, awardwinning pour-flush latrine package based on human-centered design principles, incorporating local preference and affordability. Marketed as the Easy Latrine, the latrine parts were sold and delivered in a package that included a concrete slab, ceramic pan, catchment box, PVC pipe, concrete rings (pit 21

lining), and pit lid. The shelter design was customizable according to customer preference and material availability and was designed to be upgraded over time (Pedi, 2012).

3.1.2 iDE’s Cambodia SMSU Database The data used to conduct analyses were exclusively derived from an iDE-provided spreadsheet, documenting the latrine sale details of 48,844 transactions and 135,822 sales (111,216 customer sales and 24,606 NGO sales) by Latrine Business Owners (LBO) that participated in the Cambodia Sanitation Marketing Scale Up (SMSU) project between 2010 and 2014. Within this spreadsheet, each of the 48,844 transactions contained the following fields:

•

Name of Business Development Coordinator (BDC)

•

Customer Type (NGO/customer)

•

Sales Month

•

Sales Quarter

•

Delivery Date

•

Number of Sales per Transaction

•

Name of Latrine Business Owner (LBO)

•

LBO Coordinates

•

LBO Province, District Village

•

Customer Province, District, Village

•

Customer Village Coordinates

•

Gender of Sales Agent

In order to conduct a spatial analysis juxtaposing NGO and customer sales through time, the data of interest for this study has been reduced to Sales Coordinates, Customer Type (NGO/Customer), Delivery Date, and Number of Sales per Transaction.

3.1.3 Data Collection Methods iDE has created an extensive Monitoring Plan that includes direct latrine counts, household surveys, sales tracking systems, latrine business profiles, and secondary data collection methods. The data used for this analysis comes from the sales tracking system, which involves 3 stages of sales data collection involving 3 key players: the sales agent, the latrine business owner, and the research assistant (iDE, 2010). Figure 3.1 shows a flow chart of iDEâ&#x20AC;&#x2122;s data collection methods for the Cambodia SMSU project.

Figure 3.1 Flow chart of iDEâ&#x20AC;&#x2122;s sales data collection methods for Cambodia SMSU project 23

The Sales Agent, who is primarily responsible for door-to-door sales, collects sales information and customer data on order forms that detail typical processing information like payment, order fulfillment, and commissions. Their order forms also collect the following data:

•

Agent Name

•

Date of Order

•

Customer name and contact (phone)

•

Village/Commune/District/Province

•

Options ordered (basic option / rings / pipe / tiled slab / etc.)

•

Price

•

Estimated delivery date

•

Actual delivery date

•

Customer payment(s)

•

Remittance to latrine business

•

Commission received

The sales agent delivers the information on the order form to a latrine business owner over the phone and it is then recorded on a spreadsheet where each row corresponds to a transaction and each column corresponds to one of the previously mentioned fields.

Afterwards, Research Assistants (RAs) collect the information from the Latrine Business Owners (LBOs) in their assigned area on a bi-weekly basis, and import the following data into a smartphone app:

•

Customer ID

•

Province/District/Commune/Village

•

Latrine basic unit

•

Additional components

•

Agent name

In order to verify accuracy throughout the process, the Research Assistants perform periodic sales audits, comparing data entries with both receipts and sales register spreadsheets. The app data is then uploaded into Salesforce, a project management software, and then exported as an Excel spreadsheet (iDE, 2010).

3.1.4 Assumptions and Limitations The results of this study are only as accurate as iDE’s data and the assumptions that are necessary to conduct a spatial analysis. All assumptions about the data were made under the advisement of iDE staff. Although it would be impossible to ensure that a database of this scale with so many sources (RAs) and so many steps to the final spreadsheet would be entirely accurate, the iDE monitoring process is rigorous and monitors its accuracy with periodic audits. For this study, the database is being used in its entirety without any additional edits or corrections beyond necessary formatting for analysis.

However, if the original information collected by the Sales Agents is incorrect or lacking, it would continue to be incorrect throughout the data management process, altering the outcome of the study. An example of a potential error that has been observed in the data during the analysis is in the province of Kampong Cham. There is an individual customer transaction of 303 units sold (sales) from an LBO named MuslimAID. While this information may be correct, it also may have been incorrectly identified as an ‘individual customer’ sale rather than an ‘institutional’ or NGO sale. If this transaction has been misidentified at the scale of 303 unit sales, which represents 30% of the sales in Kampong Cham, it would greatly affect the accuracy of the spatial analysis of the province and districts. Similarly, in the 25

province of Svay Rieng, 477 unit sales have been documented as individual customer sales sold by the LBO, Child Fund. These transactions seem like they may have been mislabeled as customer sales, rather than NGO sales, which would affect the spatial analysis in that province and districts. Because the database is so dense, it is possible that similar errors have been made throughout the data, and there will be an unknown margin of error based on data collection and documentation. This study focused on analyzing the database as it was provided, without any additional alterations or corrections beyond necessary reformatting.

Additionally, the accuracy of the spatial analysis is compromised by missing data, particularly absent location coordinates. The database is missing 4.20% of LBO sale coordinates (the location of the business from which the latrine was purchased) and 10.52% of customer coordinates (the location of the village where the customer lives), which ultimately affects 20,002 unit sales. For this study, sales are only represented on the maps by their customer coordinates, so 2,468 transactions and 14,291 unit sales will not be represented in the spatial analyses, according to the table below. There is additional missing data for 423 transactions that list number of sales as zero, and although that represents only 0.93% of total transactions, they will also not be represented on the map.

Table 3.1 Coordinates that are absent in the iDE database from 2010-2014 Absent Customer Coordinates Quantity of Missing % of Database Total 2,468 5.44% 14,291 10.52% 10,765 9.68% 3,526 14.33% Absent LBO (Latrine Business Owner) Coordinates Category Quantity of Missing % of Database Total Total Transactions 1,468 3.24% Total Unit Sales 5,711 4.20% Customer Unit Sales 4,504 4.05% NGO Unit Sales 1,207 4.91% Category Total Transactions Total Unit Sales Customer Unit Sales NGO Unit Sales

The assumption that is most susceptible to error and on which this study depends is that each transaction in the database that is categorized as an â&#x20AC;&#x2DC;NGO Transactionâ&#x20AC;&#x2122; is understood by iDE, for the purposes of this analysis, to represent an order made by an NGO, and not any other institution, such as a school, institute, or government. Furthermore, iDE has decided to move forward with the additional assumption that an NGO transaction represents the provision of a hardware subsidy. Based on this assumption, each point on the map that represents an NGO transaction or sale is being treated as a hardware subsidy, permitting a correlational study that juxtaposes NGO Sales and Customer Sales to represent the relationship between hardware subsidies and the sanitation marketplace.

Additionally, it is also assumed that each customer sale is a sale that is made by an individual customer or business that is reselling the latrines at or above market value. For example, the majority of the documented customer transactions consist of one sale; however, there are customer transactions that represent the purchase of up to 35 latrine sales. These assumptions are necessary to conduct a spatial analysis on the correlation between hardware subsidies and the sanitation marketplace within the context of the existing data, and iDE is comfortable making these inferences, allowing room for error.

3.2 Data Visualization and Spatial Analysis Tools In order to conduct a correlation study through spatial analysis, per iDEâ&#x20AC;&#x2122;s request, QGIS 2.8.1 served as the primary software to develop graphic representations and visual analyses and to determine how the provision of sanitation hardware subsidies (predominantly provided by other NGOs) affect independent customer sales and the local sanitation marketplace within a development context.

There is sufficient

qualitative evidence that suggests that the presence of hardware subsidies deters the development and sustainability of local sanitation marketplaces, preventing long-term total sanitation coverage.

Supplementing the GIS spatial analysis, a descriptive analysis was also conducted using Microsoft Excel tables and charts to better define and illustrate the relationship between these two types of sales.

3.2.1 Introduction to QGIS QGIS is a Geographic Information System that is open source and free to the public. Similar to other GIS software, it is a program that accurately maps vector shape files and raster images according to collected GPS coordinates and performs spatial analyses based on imported data. It is licensed under the GNU General Public License, and like other open source software, improvements and plug-ins are developed quickly and easily by a larger community and it is compatible with more computer systems such as Linux, Unix, Mac OSX, Windows, and Android (QGIS.org).

3.2.2 Case Study: iDE GIS Spatial Analysis In 2014, iDE commissioned Vincent Ricciardi to conduct a preliminary GIS spatial analysis documenting the Cambodia SMSU Project data, comparing sanitation progress in 2012 and 2014. This study resulted in a comprehensive set of project maps (Figures 3.1-3.3) analyzing the prevalence of households lacking access to improved sanitation, the prevalence of ID Poor households lacking access to improved sanitation, and improved latrine transactions on both a national and provincial scale.

3.2.3 QGIS Spatial Analysis on Hardware Subsidies Based on the results of the SMSU â&#x20AC;&#x201C; Cambodia Geographic Atlas and the value of information visualization, iDE requested the continuation of the study on the same project in greater detail, conducting a spatial analysis to specifically investigate the impact of latrine hardware subsidies on the sanitation marketplace, which could be measured by analyzing their sales data, juxtaposing NGO and customer latrine sales data.

Figure 3.2 iDE SMSU-Cambodia spatial analysis documenting national prevalence of households lacking access to improved sanitation (Produced by Vincent Ricciardi)

Figure 3.3 iDE SMSU-Cambodia spatial analysis documenting national prevalence of ID-Poor households lacking access to improved sanitation (Produced by Vincent Ricciardi)

Figure 3.4 iDE SMSU-Cambodia spatial analysis documenting national improved latrine transactions (Produced by Vincent Ricciardi) 31

3.2.4 Process An initial import of the iDE data into QGIS resulted in the following maps, Figure 3.4 and Figure 3.5. In order to accurately determine if a correlation between NGO and customer latrine sales exists within the SMSU-Cambodia project, it is necessary to visually represent the quantity of sales rather than the quantity of transactions. The distinction between transactions and sales was insignificant in iDEâ&#x20AC;&#x2122;s original SMSU Geographic Atlas 1.0, because they were primarily mapping location, and so the terms could be used interchangeably as the location of a transaction is also the location of a sale within that transaction. However, for this study, it is important to differentiate between these two terms as they are distinct in the iDE data, and acknowledging this variation significantly informs the process, results, and discussion of this study.

Figure 3.5 Preliminary density analysis, juxtaposing NGO and customer transactions

Figure 3.6 Preliminary location analysis documenting customer transactions, NGO transactions, and latrine business owners (LBOs)

Within the context of this study a transaction is an order by an individual customer, institution, business, or NGO. A single transaction may contain any number of latrine units sold, ranging from 1 to 303, within the iDE database used for this study. A sale represents one latrine unit sold, and is documented in the iDE database by a number in the sale column. The iDE database was originally formatted to automatically map transactions upon import, because each row on the data spreadsheet corresponds to one transaction with its own GPS coordinates; however, each transaction, which is represented as one point on the map, could represent any number of sales without visual representation. For example, a transaction of 1 latrine sale would be represented exactly the same as a transaction of 100 latrine sales, that is, as a single point on the map. This study identified two ways to avoid this misrepresentation: to

represent the variation in quantity of sales per transaction by the size of the point and also to completely reformat the database so that each row corresponds to a sale, rather than a transaction.

The easiest way to visualize the number of sales within these formatting constraints was to import the transactions, one point representing one transaction, and classify the size of each transaction point to represent the quantity of sales, resulting in maps like Figures 3.6 and 3.7. However, Figures 3.6 and 3.7 are still an inaccurate representation of the quantity of transactions or sales, because the GPS coordinates used to map the location of each transaction point are the coordinates of the customerâ&#x20AC;&#x2122;s village, rather than the customerâ&#x20AC;&#x2122;s household. This means that in Figure 3.5, one transaction point could represent 1 transaction in that village or 100 transactions in that village, because the transaction points are located directly on top of each other, showing only 1 point per village regardless of number of transactions (or sales) in that village.

Figure 3.7 Map of Cambodia SMSU transactions, sized according to number of sales per transaction 34

Figure 3.8 Map of Banteay Meanchey province SMSU transactions, sized according to number of sales per transaction

The solution to visually quantifying several points that share the same coordinates is to use the Point Displacement feature, which evenly distributes every point that shares the same coordinates within a circumference around the original coordinate point (i.e., location of specific village). In the example of a village with 100 sales, after setting the Point Displacement feature, what was once represented by a single point would now be represented by a circumference of 100 points evenly distributed around the village coordinate location. This tool works well when trying to visually represent several points that share the same coordinates; however there is a loss of location accuracy, because the points are no longer located on the exact coordinate location, but rather around it, resulting in a map like Figure 3.6.

While the maps in Geographic Atlas 1.0 (Figure 3.2) were accurate in transaction location, the maps in Figure 3.8 and Figure 3.9 better represent the quantity of all latrine transactions and sales. At both the national and provincial scales of the GIS map, the quantity of customer sales is too dense to clearly interpret a correlation between NGO and customer latrine sales. 35

Figure 3.9 Map of Cambodia SMSU transactions from 2010-2014, sized according to number of sales per transaction using the point displacement feature

Figure 3.10 Map of Banteay Meanchey province SMSU transactions from 2010-2014, sized according to number of sales per transaction using point displacement feature 36

Figure 3.10 shows the script used to create a row to correspond to each sale in order to accommodate the density study. The script, as follows, cannot be used on spreadsheets as large as the iDE database, so the spreadsheet was divided by province into 9 files, to make the size more manageable for the script to function properly. This script is necessary to convert the data to accurately create a density map for customer sales at the several scales as seen below in Figure 3.11 and Figure 3.12.

These density maps are effective for interpreting the data at the conclusion of the project in October 2014, because they contain each transaction and each sale made throughout the entire project. A positive correlation between NGO and customer latrine sales would be represented by a high density of NGO transaction points (pink) located within the darker blue polygons, meaning where there are high customer sales, there are also high NGO sales. Inversely, a negative correlation would appear as a high number of NGO sales (pink points) in the polygons that are a lighter shade of blue, representing that where there are many NGO sales, there are fewer customer sales as the qualitative research suggests.

Public Sub CopyData() ' This routing will copy rows based on the quantity to a new sheet. Dim rngSinglecell As Range Dim rngQuantityCells As Range Dim intCount As Integer ' Set this for the range where the Quantity column exists. This works only if there are no empty cells Set rngQuantityCells = Range("D1", Range("D1").End(xlDown)) For Each rngSinglecell In rngQuantityCells ' Check if this cell actually contains a number If IsNumeric(rngSinglecell.Value) Then ' Check if the number is greater than 0 If rngSinglecell.Value > 0 Then ' Copy this row as many times as .value For intCount = 1 To rngSinglecell.Value

Figure 3.11 Script to reformat Excel spreadsheets to create a row to correspond to each sale in order to accommodate the density study

' Copy the row into the next emtpy row in sheet2 Range(rngSinglecell.Address).EntireRow.Copy Destination:= Sheets("Sheet2").Range("A" & Rows.Count).End(xlUp).Offset(1) ' The above line finds the next empty row. Next End If End If Next End Sub

Figure 3.11 (Continued)

Figure 3.12 Density map illustrating the density of customer sales of latrines on a national scale in Cambodia from 2010-2014. Pink circles represent NGO transaction points (larger circles indicate higher transactions); blue polygons represent customer sales (darker blue indicates more sales). 38

Figure 3.13 Density map illustrating the density of customer sales of latrines in Banteay Meanchey province from 2010-2014. Pink circles represent NGO transaction points (larger circles indicate higher transactions); blue polygons represent customer sales (darker blue indicates more sales).

However, these maps illustrating the relationship between total NGO and customer sales only reveal the correlation in a single moment in time, at the conclusion of the project. In a possible scenario that supports the hypothesis, there could be a large number of customer sales over a 12 month period of time that significantly declines in reaction to a spike in NGO sales within the same district. If the NGO provides as many latrines as customers had previously purchased on their own, these maps would illustrate a positive correlation, when in fact, the trajectory over time, demonstrates a negative correlation. To fully understand the relationship between these two types of sales, it is more meaningful to measure their behaviors as a function of time.

Because the iDE data includes a delivery date with each transaction, the QGIS Time Manager plug-in can create a sequential collection of images that can be imported into Adobe Photoshopâ&#x20AC;&#x2122;s Timeline and developed into an animation that populates the map with sales in time as seen below in Figure 3.14.

Figure 3.14 A sample animation of the NGO and customer sales populating Banteay Meanchey province by week 3.2.5 Descriptive Analysis in Microsoft Excel The animation effectively illustrates the relationship between NGO and customer sales as a function of time, however, it is still difficult to quantitatively interpret the correlation. In order to accurately assess this relationship at a given moment, descriptive analysis is necessary to analyze the effect NGO sales have on customer sales in a given community. The descriptive analysis has been conducted through charts that document sales behavior by day and by month, at both a province and district scale. The 40

charts that analyze the data by month were considerably more legible than the charts that measure sales by day, and the scale of the district level is more specific and accurate than those on a provincial scale. The comprehensive collection of charts that contributed to the descriptive analysis and its process is presented in the appendix; however for the purposes of this study, only the monthly charts by district were be analyzed.

3.3 Data Analysis Because this study used a spatial analysis rather than a statistical analysis, the results depend on the combination, documentation, and interpretation of visual patterns found both on maps that have been manipulated to illustrate the relationship between NGO and customer sales, as well as on charts and tables that quantitatively clarify it. The combination of maps, tables, and charts depicts a complete story of the data and helps determine what visual patterns reveal about behaviors and relationships in the Cambodia SMSU marketplace.

Figure 3.15 Flow chart of the methodology process for spatial and descriptive analyses in this study

CHAPTER 4 RESULTS AND DISCUSSION

4.1 Spatial Analysis 4.1.1 Density Maps Within QGIS, the most appropriate spatial analysis to determine a correlation between NGO and customer sales is the density map. Because of the large quantity of both NGO and customer sales, it is difficult to create a visually meaningful map that represents each sale as an individual point. In order to graphically juxtapose the NGO and sales data, the density of customer sales is represented by varying shades of blue, the darker shades of blue corresponding to the highest densities of sales. In contrast, the pink NGO sales points represent a single transaction and the size of the point corresponds to the number of sales per transaction. A negative correlation between NGO and customer sales would be illustrated by the densest clusters of pink NGO points overlapping with the lightest blue districts and the least dense clusters of NGO points overlapping with the darkest blue districts.

Within the density study, there was no observable positive or negative correlation between NGO and customer sales. High densities of NGO sales occur in both districts with high densities of customer sales, as well as in districts with low densities of customer sales. Even in the absence of an obviously visible correlation on the density maps, there is still the possibility that a correlational relationship exists through time. The disadvantage of using an image of a map to determine the relationship between sales is that it captures only a static moment in time, compiling all of the sales throughout the lifespan of the project, which is approximately 4 years. 43

Figure 4.1 Density map of NGO and customer sales in Cambodia by district. Pink circles represent NGO transaction points (larger circles indicate higher number of sales per transaction); blue polygons represent customer sales (darker blue indicates more sales).

Figure 4.2 Density map of NGO and customer sales in northwest Cambodia

Figure 4.3 Density map of NGO and customer sales in central Cambodia 45

Figure 4.4 Density map of NGO and customer sales in southeast Cambodia

4.1.2 Animated Maps In order to compensate for the lack of time consideration in the density maps, animation maps were created for each province to illustrate how the sales behaviors spatially relate to one another through time. In these animations, each point represents a transaction and its size corresponds to the number of sales per transaction. The comprehensive collection of animations is located in the appendix, but a sample can be viewed below in Figures 4.5. Although they are beneficial in developing a comprehensive understanding of the relationship between NGO and customer sales, they are best understood when accompanied by the descriptive analyses in Section 4.2.

Figure 4.5 Animation maps of NGO and customer sales in Cambodian provinces

4.2 Descriptive Analysis 4.2.1 Patterns in Descriptive Analysis The descriptive analysis using charts documenting the sales patterns over time were created for the 9 Cambodian provinces and 75 districts that participated in the Cambodia SMSU project. This study focused primarily on the district analyses, because they are narrower in scope and likely to be more accurate. Twenty-one of the 75 districts were omitted from the descriptive analysis, because they did not contain sales data for both NGO and customer sales. This analysis used charts for the remaining dsitricts to illustrate the variations of sales behaviors in the SMSU project, which have been categorized by the following patterns:

â&#x20AC;˘

Subsidy Decreases Sales: Fourteen districts showed peaks in NGO sales with decreased customer sales (Examples are shown in Figure 4.6-Figure 4.8).

Although, these relationships are

correlational rather than causal, they illustrate a potential support for the hypothesis that individual customer sales diminish in the presence of hardware subsidies (NGO sales).

Figure 4.6 NGO sales vs. customer sales – Banteay Meanchey: Thma Puok

Figure 4.7 NGO sales vs. customer sales – Kampong Thom: Baray

Figure 4.8 NGO sales vs. customer sales – Kampong Thom: Prasat Ballangk 48

•

Subsidy Increases Sales: Some districts showed customer sales continuing after a peak in NGO sales, with those customer sales often surpassing the NGO sales (Figure 4.9-Figure 4.12). This refutes the qualitative data’s hypothesis, assuming that these NGOs are providing hardware subsidies.

Figure 4.9 NGO sales vs. customer sales – Banteay Meanchey: Ou Chrov

Figure 4.10 NGO sales vs. customer sales – Kampong Thom: Santuk

Figure 4.11 NGO sales vs. customer sales – Siemreap: Puok

Figure 4.12 NGO sales vs. customer sales – Siemreap: Soutr Nikom

•

Single-Month Negative Correlation: Another common pattern found in the descriptive analysis is the single-month negative correlation, where in a single month, there is an inverse relationship between NGO and customer sales. This usually occurs as a peak in NGO sales overlapping a valley in customer sales in a specific month (Figure 4.13-Figure 4.18), but there are also a few examples where a peak in customer sales occurs in the same month as a valley in NGO sales (Figure 4.17-Figure 4.18).

Figure 4.13 NGO sales vs. customer sales – Banteay Meanchey: Mongkol Borei

Figure 4.14 NGO sales vs. customer sales – Banteay Meanchey: Malai

Figure 4.15 NGO sales vs. customer sales – Kandal: Angk Snuol 51

Figure 4.16 NGO sales vs. customer sales – Oddar Meanchey: Samraong

Figure 4.17 NGO sales vs. customer sales – Banteay Meanchey: Svay Chek

Figure 4.18 NGO sales vs. customer sales – Banteay Meanchey: Thma Puok

•

Single-Month Positive Correlation: Inversely, there is evidence that the opposite is also true in other districts, where there is a positive correlation between NGO and customer sales as they tend to increase together within the same month. This may indicate that the presence of a marketing campaign or peer influence that influences a high volume of sales in a month for both NGOs and customers.

Figure 4.19 NGO sales vs. customer sales – Kampong Thom: Kampong Svay

Figure 4.20 NGO sales vs. customer sales – Oddar Meanchey: Anlong Veaeng

Figure 4.21 NGO sales vs. customer sales – Oddar Meanchey: Banteay Ampil

Figure 4.22 NGO sales vs. customer sales – Prey Veng: Sithor Kandal

Figure 4.23 NGO sales vs. customer sales – Siemreap: Siem Reab 54

Figure 4.24 NGO sales vs. customer sales – Siemreap: Srei Snam

Table 4.1 summarizes the data observed for provinces and districts and categorizes the results according to province and district. The province of Takeo and the following districts and were not included because of limited data: Phnum Srok, Chantrea, Chi Kraeng, Prasat Sambour, Rovieng, Stoung, Kaoh Thum, Khsach Kandal, Kien Svay, Leuk Daek, Lvea Aem, Mukh Kampul, Odongk, Popnhea Lueu, S’ang, Samraong, Trapeang Prasat, Kamchay Mear, Kanhchriech, Me Sang, Pea Reang, Peam Chor, Pou Rieng, Kralanh, Kuleaen, Prasat Bakong, Prasat Ballangk, Rovieng, Stueng Saen, Svay Leu, Varin, Kampong Rou, Krong Bavet, Krong Svay Rieng, Bati, Prey Kabbas.

In order to consolidate the information of the 54 district charts, Table 4.1 lists observed patterns accompanied by sales numbers in order to determine which correlations occur most frequently and how they were influenced by the quantity of NGO sales. The key information within the chart is as follows:

•

Subsidy Increases Sales: The charts that exhibit any decline in customer sales after a rise in NGO sales potentially supports the hypothesis.

Within this column, the information about a

particular observed pattern is included at the month that it begins to occur and the maximum NGO and customer sales within that particular moment. The month is included to indicate

which curve is being referenced, and the sales numbers are included to document the scale at which it is occurring to determine whether it is significant or not. •

Subsidy Decreases Sales: If there is a rise in customer sales immediately following a peak in NGO sales, it is suggesting that within that district, the NGO sales are not observably impeding the customer sales within the same district. This category is also accompanied with the month that begins the referenced curve, as well as the maximum NGO and customer sales to determine the scale of influence.

•

No Significant Pattern: This column is reserved for district charts where neither of the previous patterns occurs, and the chart is irrelevant to the study. It also documents peak NGO and customer sales within the chart.

•

Positive Correlation: This column documents a frequently occurring pattern throughout the study, in which the NGO and customer sales generally rise and fall together, indicating a positive correlation.

•

Negative Correlation: Inversely, there are several moments where the opposite is true and the rise of NGO sales coincides with the decline of customer sales and vice versa. Within both the positive and negative correlation categories, the number of months that these patterns occur and the maximum NGO sales are documented

According to Table 4.1, there are 14 districts that show decreased customer sales in the presence of subsidies, and 36 districts that showed the opposite pattern, albeit at various scales depending on the sales figures within that district. The NGO sales in the Subsidy Decreases Sales column are regularly and significantly higher than those in the Subsidy Increases Sales column, which signifies that at a certain number of NGO sales, the customer sales may decline. Within this study, any district with over 395 sales in one month showed a decline in customer sales. Further analysis and consolidation of the results are given in Table 4.2. Additionally, after adding the number of months in the Positive and Negative 56

Correlation fields in Table 4.1, there are 106 months within this project that the NGO and customer sales are observed to have a positive correlation and 110 months illustrating a negative correlation. The relationship between the NGO and customer sales has a positive correlation almost as often as a negative correlation, and so the results are inconclusive.

Table 4.1 Descriptive analysis of the relationship between latrine subsidies and customer sales. Blue rows correspond to provinces, and the gray rows correspond to districts. Provinces and districts with no or too little information for both NGO and customer sales were not included. Corresponding charts are in the appendix. Province/District

Subsidy Decreases Sales

Subsidy Increases Sales

No Significant Pattern

Exhibits positive correlations

Exhibits negative correlations

Reference:

Month

Max. NGO Sales

Max. Cust. Sales

Month

Max. NGO Sales

Max. Cust. Sales

Peak NGO Sales

Peak Customer Sales

# of months

Peak NGO Sales

# of months

Peak NGO Sales

04-2014

1243

398

575

1243

Figure A.4

07-2014

123

Figure A.6

09-2014

142

Figure A.8

06-2013

133

Figure A.10

07-2012

182

08-2013

166

315

183

166

Figure A.14

06-2013

142

Figure A.16

Svay Chek

04-2014

784

02-2014

312

557

784

Figure A.18

Thma Puok

04-2014

889

Figure A.20

Kampong Thom

10-2013

1089

867

03-2014

709

867

Figure A.24

Baray

06-2013

709

125

709

Figure A.26

Kampong Svay

12-2012

259

Figure A.28

Prasat Ballangk

10-2013

584

145

06-2014

157

110

157

584

Figure A.30

Sandan

05-2014

509

12-2012

163

Figure A.34

Santuk

06-2013

272

306

272

Figure A.36

Stueng Saen

12-2012

Figure A.40

Kandal

05-2012

550

Figure A.43

Angk Snuol

09-2014

188

Figure A.46

Banteay Meanchey Malai Mongkol Borei Ou Chrov Preah Netr Preah Serei Saophoan

Table 4.1 (Continued) Kandal Stueng

05-2012

Figure A.48

Oddar Meanchey

12-2012

129

504

129

Figure A.67

Anlong Veaeng

10-2013

Figure A.69

Banteay Ampil

12-2012

296

Figure A.71

Chong Kal

06-2013

Figure A.73

Prey Veng

11-2012

165

3050

Figure A.81

Ba Phnum

11-2012

116

357

116

Figure A.83

Kampong Leav

05-2013

Figure A.86

06-2014

Figure A.93

Preah Sdach

11-2012

592

Figure A.95

Prey Veaeng

05-2013

257

Figure A.97

Sithor Kandal

12-2012

296

Figure A.99

Svay Antor

04-2013

358

Figure A.101

Siemreap

03-2014

1473

1260

1473

749

Figure A.104

Angkor Chum

12-2013

Figure A.106

Angkor Thum

11-2013

161

Figure A.108

Banteay Srei

09-2013

412

Figure A.110

Chi Kraeng

03-2014

395

816

395

384

Figure A.112

Puok

12-2013

228

229

228

Figure A.116

Siem Reab

12-2013

Figure A.118

Soutr Nikom

01-2013

182

189

182

Figure A.120

Srei Snam

03-2014

750

302

750

Figure A.122

Svay Rieng

06-2013

345

1274

235

345

Figure A.128

Chantrea

11-2013

189

Figure A.130

Peam Ro

Table 4.1 (Continued) Romeas Haek

02-2014

287

Figure A.138

Rumduol

06-2012

209

Figure A.140

06-2013

300

210

Figure A.142

05-2013

140

Figure A.144

Svay Chrum Svay Teab

Table 4.2 Descriptive analysis 2 Analysis

Subsidy Decreases Sales

Subsidy Increases Sales

NGO Sales

Customer Sales

NGO Sales

Customer Sales

Sum

5656

1267

2934

8736

Mean

404

90.5

81.5

189

Max.

889

302

395

658

Min.

Districts

CHAPTER 5 CONCLUSIONS AND RECOMMENDATIONS

5.1 Conclusions How can GIS spatial analyses be used to illustrate the impact of hardware subsidies on iDEâ&#x20AC;&#x2122;s Cambodia Sanitation Marketing Scale-Up (SMSU) project from 2010-2014 (Research Question 1)?

Each of the various mapping techniques that were performed for this study contributes to the understanding of the relationship between hardware subsidies (represented by NGO sales) and the sanitation marketplace (represented by customer sales) specifically within the context of the Cambodia SMSU project between 2010 and 2014.

The density maps serve to determine the existence of a

correlation between NGO and customer sales at the conclusion of the project accounting for each sale over the entire four-year project. Although these maps donâ&#x20AC;&#x2122;t account for exact spatial or temporal data, they serve to perform a preliminary spatial correlation assessment. Similarly, the point displacement maps also assess the relationship between the sales at the conclusion of the project, but with greater geographical precision, indicating exactly how the sales relate to one another spatially. Lastly, the timelapse animations are the most effective mapping strategy, combining both spatial and temporal data to illustrate a complete narrative on how the behavior of NGO sales affects customer sales through time.

Within the Cambodia SMSU project, the density maps did not reveal a consistent correlation between NGO sales and customer sales at the scale of the province or district, which was corroborated by additional descriptive analyses. The point displacement maps clarified the spatial relationship of the NGO and customer sales, revealing that the majority of large NGO sale clusters occurred on the 61

periphery of villages with large concentrations of customer sales. This may be an indication that NGOs are servicing communities that are in close proximity to sanitation marketingâ&#x20AC;&#x2122;s supply infrastructure, but were not already participating in the campaigns. The time-lapse animations identified the order of sales, which illustrates that NGO sales generally only occurred after several months of a strong customer market. It is possible that the presence of a strong customer market followed by a cluster of NGO sales several months later indicates that the strengthening of the sanitation supply chain and consumer demand within the sanitation marketing project communities is actually attracting NGOs to the areas, because the latrines are more locally accessible and consumer interest has already been generated by the momentum in neighboring communities.

How can MS Excel descriptive analyses be used to illustrate the impact of hardware subsidies on iDEâ&#x20AC;&#x2122;s Cambodia Sanitation Marketing Scale-Up (SMSU) project from 2010-2014 (Research Question 2)?

The descriptive analyses of the Cambodia SMSU project, consisting of 59 charts that juxtapose NGO and customer sales for each district as a function of time, are effective in both illustrating the variances in relationships between the two types of sales that occur in each district and quantifying the scale at which these variances occur. Although these charts reinforce the results of the spatial analyses, confirming that there is no consistent correlation between NGO and customer sales within each of the provinces or districts, they do illustrate several significant, recurring patterns (Subsidy Decreases Sales, Subsidy Increases Sales, Single-Month Negative Correlation, and Single-Month Positive Correlation) that require additional data for continued analysis.

Reviewing the results of these charts and documenting the various patterns in Table 4.1 was useful to consolidate the findings and quantify the occurrences of the four patterns according to the number of NGO sales present in each pattern. The relationship between the NGO and customer sales varies 62

equally from positive to negative correlations throughout the districts, revealing the inconsistencies between months and districts.

According to the descriptive analyses, the threshold for NGO sales affecting customer sale attrition is relative and depends on the scale and context; however, within the iDE Cambodia SMSU project, the average threshold is approximately 400 NGO sales in a single month. As calculated in Table 4.2, the range for NGO sales that potentially led to customer sale attrition ranged between 71 and 889 sales in one month, averaging 400 NGO sales. That finding is reinforced by the maximum number of NGO sales that led to an increase in customer sales, which is 395 NGO sales in a single month. Because 395 NGO sales is the maximum quantity of sales in this project that was followed by an increase in customer sales and 400 NGO sales is the average quantity that was followed by a decrease in customer sales, it can be assumed for this project that any NGO sales exceeding 400 in a month, would be followed by a decline in customer sales.

This relationship is not necessarily causal, and further studies would need to be conducted in order to confirm its accuracy. Additionally, these results are subject to error based on the assumptions and limitations that were discussed in Chapter 3. Within the context of this study, it is assumed that the NGO sales in the iDE database represent the provision of hardware subsidies. Because this is probably not entirely accurate, it would be beneficial to investigate which NGOs were heavily subsidizing latrine components and which ones were not in order to differentiate between them in subsequent investigations. Even if this assumption is largely false and the study fails to accurately reflect the correlation between hardware subsidies and the sanitation marketplace, it would still be effective in accurately portraying the relationship between NGO and customer sales in the Cambodia SMSU project database.

In conclusion, while the QGIS maps and animations were beneficial in developing a complex spatial narrative, illustrating the varying relationships between the two sale types for each district, the charts were effective in distilling the data as a function of time, more precisely quantifying the interaction. While both the spatial and descriptive analyses are independently effective in generating valuable insights about iDE’s database, they function best when combined, producing a more comprehensive analysis that integrates location, time, and scale.

5.2 Recommendations The combination of spatial and descriptive analyses was effective in providing a comprehensive understanding of the market behaviors between NGO and customer sales in the Cambodia SMSU project; however, it revealed several recurring, but contradictory, patterns throughout the districts that require further investigation. In order to improve the accuracy of the spatial analysis of this SMSU project, it is recommended that iDE collect the following additional information about the NGOs that are purchasing latrines from participating latrine business owners:

•

Name of NGO/government agency that is purchasing latrines

•

Name of donor

•

Do they provide hardware subsidies?

•

What percentage of households receives subsidies from them?

•

What percentage of total latrine cost is the subsidy providing?

•

Who qualifies for the hardware subsidies?

Additionally, it would be useful to supplement the existing iDE database with qualitative data by communicating with sales agents and latrine business owners about what specific events or marketing campaigns were occurring at particular times throughout the study, focusing on specific months of 64

interest that have been identified in the descriptive analysis. For example, in several districts within a single month, a sudden increase in NGO sales would coincide with an immediate rise in customer sales; inversely, in other districts, a sudden increase in NGO sales would coincide with a significant decline in customer sales.

Additional qualitative data from local project staff might clarify why these opposing

correlations exist within different districts, potentially identifying which marketing campaigns are most successful or which NGO programs are more conducive to strengthening the local sanitation market, rather than inhibiting it. This qualitative data could be collected through both surveys of local staff as well as the incorporation of program and marketing photos (e.g., marketing campaigns, signage, and logos) which could provide an additional layer of important information for the GIS maps.

Lastly, in order to verify the accuracy of the results of both the spatial and descriptive analyses, it is recommended that this study of visual representation tools and techniques be followed by a statistical analysis. This would serve to substantiate the validity of the analyses by contributing additional numerical data and quantifying the results with greater precision.

REFERENCES Cairncross, S. (2004) The Case for Sanitation Marketing. Field Note. Water and Sanitation Program, (WSP)/The World Bank. Devine, J. (2009). Introducing SaniFOAM: A Framework to Analyze Sanitation Behaviors to Design Effective Sanitation Programs. Water and Sanitation Program, World Bank. Devine J. (2010) Sanitation Marketing As An Emergent Application of Social Marketing: Experiences From East Java. Cases in Public Health Communication & Marketing. 2010; 4:38-54. Available from: www.casesjournal.org/volume4. Frias, J. (2008). Opportunities to Improve Sanitation: Situation Assessment of Sanitation in Rural East Java, Indonesia. Water and Sanitation Program, World Bank. iDE. (2013). The Cambodia Sanitation Marketing Scale Up Project Monitoring Plan-Draft. MOP.gov.kh. Identification of Poor Households Programme (IDPoor). Ministry of Planning Cambodia. http://www.mop.gov.kh/projects/idpoor/tabid/154/default.aspx. Accessed 02/27/16. Jenkins, M. and Scott, B. (2010) Sanitation Marketing for Managers: Guidance and tools for program development. USAID HIP. Jenkins, M. and Sugden, S. (2006). Rethinking Sanitation: Lessons and Innovation for Sustainability and Success in the New Millennium. UNDP Human Development Report. Kar, K. (2003). Subsidy or Self-Respect? Participatory total community sanitation in Bangladesh. Institute of Development Studies. Mukherjee, N. and Frias, J. (2006). Private Sector Sanitation Delivery in Vietnam, Harnessing Market Power for Rural Sanitation. WSP Field Note.

Outlaw, T., Jenkins, M., and Scott, B. (2007). Opportunities for Sanitation Marketing in Uganda. USAID Hygiene Improvement Project. Pedi, D., Jenkins, M., Aun H., McLennan, L., and Revell G. (2011). The “Hands-Off” Sanitation Marketing Model: Emerging Lessons from Cambodia. 35th WEDC International Conference, Loughborough, UK. Pedi, D., Kov, P., and Smets, S. (2012). Sanitation Marketing Lessons from Cambodia: A Market-Based Approach to Delivering Sanitation. Water and Sanitation Program (WSP). QGIS.org. QGIS – The Leading Open Source Desktop GIS. https://www.qgis.org/en/site/about/ Accessed 02/21/16. Reif, S. and G. Clegbaza. 1999. Rural sanitation: The experience of non-subsidized household latrines through social marketing and the promotion of the small-scale private sector: The case of PADEAR programme in Benin. Field Note. Water and Sanitation Program-West and Central African Region. Abidjan, Ivory Coast: The World Bank. UNDP. (2015) Human Development Report 2015. Work for Human Development. http://hdr.undp.org/sites/default/files/2015_human_development_report_1.pdf. Accessed 02/27/16 UNICEF and World Health Organization. (2015). 25 Years Progress on Sanitation and Drinking Water – 2015 Update and MDG Assessment. United Nations. The Sustainable Development Agenda. Sustainable Development Goals – 17 Goals to Transform our World. http://www.un.org/sustainabledevelopment/development-agenda. Accessed 02/27/16. United Nations. Goal 6: Ensure Access to Water and Sanitation for All. Sustainable Development Goals – 17 Goals to Transform our World. http://www.un.org/sustainabledevelopment/water-and-sanitation. Accessed 02/27/16. UNmillenniumproject.org. About MDGs. Millennium Project. http://www.unmillenniumproject.org/goals/index.htm. Accessed 02/27/16. Wei, Y. (2014). iDE Cambodia Hits 100,000 Toilet Sales in 2 Years. iDE WASH. Press Release.

APPENDICES

Appendix A Comprehensive Descriptive Analysis Table A.1 Sales Information - Banteay Meanchey Banteay Meanchey Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

10,085

Malai

Total Sales

Correlation Coefficient for Monthly Sales

51.33%

Total NGO Sales 9,564

% of Total Sales 48.67%

19,649

-0.07

1,200

93%

1,290

-0.097

Mongkol Borei

1,859

84%

363

16%

2,222

-0.243

Ou Chrov

1,112

76%

360

24%

1,472

0.094

Phnum Srok

1,014

99.7%

0.3%

1,017

-0.040

Preah Netr Preah

1,690

54%

1,413

46%

3,103

-0.095

Serei Saophoan

647

80%

160

20%

807

0.045

Svay Chek

1,267

34%

2,442

66%

3,709

0.012

Thma Puok

1,090

21%

4,068

79%

5,158

-0.183

Districts

NGO Sales vs. Customer Sales by District Province of Banteay Meanchey 4500

4000

3500

Sales

3000

2500 Customer Sales NGO Sales

2000

1500

1000

500

0 Phnum Srok

Malai

Serei Saophoan

Ou Chrov

Mongkol Borei

Preah Netr Preah

Svay Chek

Thma Puok

Figure A.1 Relationship between NGO and customer sales by district - Banteay Meanchey 69

Figure A.2 Animation of sales population - Banteay Meanchey

300

12000

250

10000

200

8000

150

6000

100

4000

2000

Cumulative Sales

Sales

NGO Sales vs. Customer Sales in Time Province of Banteay Meanchey

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

Figure A.3 NGO sales vs. customer sales by day - Banteay Meanchey NGO Sales vs. Customer Sales by Month Province of Banteay Meanchey 2000 1800 1600 1400

Sales

1200 1000

Monthly Customer Sales

800

Monthly NGO Sales

600 400 200

Figure A.4 NGO sales vs. customer sales by month - Banteay Meanchey

Dec-14

Oct-14

Nov-14

Sep-14

Jul-14

Aug-14

Jun-14

Apr-14

May-14

Mar-14

Jan-14

Feb-14

Dec-13

Oct-13

Nov-13

Sep-13

Jul-13

Aug-13

Jun-13

Apr-13

May-13

Mar-13

Jan-13

Feb-13

Dec-12

Oct-12

Nov-12

Sep-12

Jul-12

Aug-12

Jun-12

Apr-12

May-12

Mar-12

Table A.2 Sales information - Banteay Meanchey: Malai Banteay Meanchey: Malai Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

1200

93%

Total NGO Sales 90

Total Sales

Correlation Coefficient for Monthly Sales

1290

-0.097

% of Total Sales 7%

1400

1200

1000

800

600

400

200

Sales

Cumulative Sales

NGO Sales vs. Customer Sales in Time Banteay Meanchey: Malai

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

Figure A.5 NGO sales vs. customer sales by day - Banteay Meanchey: Malai NGO Sales vs. Customer Sales by Month Banteay Meanchey: Malai 140

120

100

Sales

80 Monthly Customer Sales Monthly NGO Sales

0 Apr-12 May-12 Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14

Figure A.6 NGO sales vs. customer sales by month - Banteay Meanchey: Malai

Table A.3 Sales information - Banteay Meanchey: Mongkol Borei Banteay Meanchey: Mongkol Borei Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

1859

84%

Total NGO Sales 363

Total Sales

Correlation Coefficient for Monthly Sales

2222

-0.243

% of Total Sales 16%

NGO Sales vs. Customer Sales by Day Banteay Meanchey: Mongkol Borei 2000

1800 60 1600 50

1200

Sales

1000 30

800 600

Cumulative Sales

1400

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

400 10 200 0

Figure A.7 NGO sales vs. customer sales by day - Banteay Meanchey: Mongkol Borei NGO Sales vs. Customer Sales by Month Banteay Meanchey: Mongkol Borei 160

140

120

Sales

100

Monthly Customer Sales Monthly NGO Sales

Figure A.8 NGO sales vs. customer sales by month - Banteay Meanchey: Mongkol Borei

Table A.4 Sales information - Banteay Meanchey: Ou Chrov Banteay Meanchey: Ou Chrov Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

1112

76%

Total NGO Sales 360

Total Sales

Correlation Coefficient for Monthly Sales

1472

0.094

% of Total Sales 24%

NGO Sales vs. Customer Sales by Day Banteay Meanchey: Ou Chrov 1200

1000

Sales

600 30 400 20

Cumulative Sales

800 40

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

200

Figure A.9 NGO sales vs. customer sales by day - Banteay Meanchey: Ou Chrov NGO Sales vs. Customer Sales by Month Banteay Meanchey: Ou Chrov 140

120

100

Sales

80 Monthly Customer Sales Monthly NGO Sales

Figure A.10 NGO sales vs. customer sales by month - Banteay Meanchey: Ou Chrov

Table A.5 Sales information - Banteay Meanchey: Phnum Srok Banteay Meanchey: Phnum Srok Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

1014

99.7%

Total NGO Sales 3

Total Sales

Correlation Coefficient for Monthly Sales

1017

-0.040

% of Total Sales .03%

1200

1000

800

600

400

200

Cumulative Sales

Sales

NGO Sales vs. Customer Sales by Day Banteay Meanchey: Phnum Srok

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

Figure A.11 NGO sales vs. customer sales by day - Banteay Meanchey: Phnum Srok NGO Sales vs. Customer Sales by Month Banteay Meanchey: Phnum Srok 400

350

300

Sales

250

200

Monthly Customer Sales Monthly NGO Sales

150

100

Figure A.12 NGO sales vs. customer sales by month - Banteay Meanchey: Phnum Srok

Table A.6 Sales information - Banteay Meanchey: Preah Netr Preah Banteay Meanchey: Preah Netr Preah Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

1690

54%

Total NGO Sales 1413

Total Sales

Correlation Coefficient for Monthly Sales

3103

-0.095

% of Total Sales 46%

NGO Sales vs. Customer Sales by Day Banteay Meanchey: Preah Netr Preah 1800

120

1600 100 1400

Sales

1000 60 800

Cumulative Sales

1200

600

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

400 20 200

Figure A.13 NGO sales vs. customer sales by day - Banteay Meanchey: Preah Netr Preah NGO Sales vs. Customer Sales by Month Banteay Meanchey: Preah Netr Preah 350

300

250

Sales

200 Monthly Customer Sales Monthly NGO Sales

150

100

Figure A.14 NGO sales vs. customer sales by month - Banteay Meanchey: Preah Netr Preah

Table A.7 Sales information - Banteay Meanchey: Serei Saophoan Banteay Meanchey: Serei Saophoan Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

647

80%

Total NGO Sales 160

Total Sales

Correlation Coefficient for Monthly Sales

807

0.045

% of Total Sales 20%

700

600

500

400

300

200

100

Sales

Cumulative Sales

NGO Sales vs. Customer Sales by Day Banteay Meanchey: Serei Saophoan

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

Figure A.15 NGO sales vs. customer sales by day - Banteay Meanchey: Serei Saophoan NGO Sales vs. Customer Sales by Month Banteay Meanchey: Serei Saophoan 160

140

120

Sales

100

Monthly Customer Sales

Monthly NGO Sales 60

0 Aug-12

Sep-12

Oct-12

Nov-12

Dec-12

Jan-13

Feb-13 Mar-13

Apr-13

May-13

Jun-13

Jul-13

Aug-13

Sep-13

Oct-13

Nov-13

Dec-13

Jan-14

Feb-14 Mar-14

Apr-14

May-14

Jun-14

Jul-14

Aug-14

Sep-14

Figure A.16 NGO sales vs. customer sales by month - Banteay Meanchey: Serei Saophoan

Oct-14

Table A.8 Sales information - Banteay Meanchey: Svay Chek Banteay Meanchey: Svay Chek Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

1267

34%

Total NGO Sales 2442

Total Sales

Correlation Coefficient for Monthly Sales

3709

0.012

% of Total Sales 66%

NGO Sales vs. Customer Sales by Day Banteay Meanchey: Svay Chek 200

3000

180 2500

160 140

Sales

1500

100 80

Cumultive Sales

2000

120

1000

60 40

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

500

20 0

Figure A.17 NGO sales vs. customer sales by day - Banteay Meanchey: Svay Chek NGO Sales vs. Customer Sales by Month Banteay Meanchey: Svay Chek 900

800

700

600

Sales

500 Monthly Customer Sales Monthly NGO Sales

400

300

200

100

0 Jul-12

Aug-12

Sep-12

Oct-12

Nov-12

Dec-12

Jan-13

Feb-13

Mar-13

Apr-13

May-13

Jun-13

Jul-13

Aug-13

Sep-13

Oct-13

Nov-13

Dec-13

Jan-14

Feb-14

Mar-14

Apr-14

May-14

Figure A.18 NGO sales vs. customer sales by month - Banteay Meanchey: Svay Chek

Jun-14

Jul-14

Table A.9 Sales information - Banteay Meanchey: Thma Puok Banteay Meanchey: Thma Puok Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

1090

21%

Total NGO Sales 4068

Total Sales

Correlation Coefficient for Monthly Sales

5158

-0.182

% of Total Sales 79%

NGO Sales vs. Customer Sales by Day Banteay Meanchey: Thma Puok 4500

300

4000 250 3500

Sales

2500 150 2000

1500

100

Cumulative Sales

3000

200

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

1000 50 500

Figure A.19 NGO sales vs. customer sales by day - Banteay Meanchey: Thma Puok NGO Sales vs. Customer Sales by Month Banteay Meanchey: Thma Puok 1000 900 800 700

Sales

600 500

Monthly Customer Sales Monthly NGO Sales

400 300 200 100 0

Figure A.20 NGO sales vs. customer sales by month - Banteay Meanchey: Thma Puok

Table A.10 Sales information - Kampong Thom Kampong Thom Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

15,468

Baray

Total Sales

Correlation Coefficient for Monthly Sales

% of Total Sales

62.68%

Total NGO Sales 9,210

37.32%

24, 678 0.47

3,514

43%

4,724

57%

8,238

-0.22

Chantrea

100%

Chi Kraeng

216

100%

216

Kampong Svay

2,329

96%

2,425

-0.04

Prasat Ballangk

1,710

51%

1,662

49%

3,372

0.04

Prasat Sambour

737

97%

763

-0.10

Rovieng

266

100%

266

Sandan

997

42%

1,370

58%

2,367

-0.16

Santuk

2,075

73%

759

27%

2,834

0.02

Stoung

3,802

99.9%

.1%

3,805

-0.01

Stueng Saen

304

93%

326

-0.11

Districts

NGO Sales vs. Customer Sales by District Province of Kampong Thom 5000 4500 4000 3500

Sales

3000 Customer Sales

2500

NGO Sales 2000 1500 1000 500 0 Stoung

Stueng Saen

Prasat Sambour

Chantrea

Kampong Svay

Chi Kraeng

Rovieng

Santuk

Sandan

Prasat Ballangk

Figure A.21 Relationship between NGO and customer sales by district - Kampong Thom 79

Baray

Figure A.22 Animation of sales population - Kampong Thom NGO Sales vs. Customer Sales by Day Province of Kampong Thom 18000

250

16000 200

14000

Sales

10000

8000 100 6000

Cumulative Sales

12000 150

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

4000

2000

0 2014-09-30

2014-08-31

2014-07-31

2014-06-30

2014-05-31

2014-04-30

2014-03-31

2014-02-28

2014-01-31

2013-12-31

2013-11-30

2013-10-31

2013-09-30

2013-08-31

2013-07-31

2013-06-30

2013-05-31

2013-04-30

2013-03-31

2013-02-28

2013-01-31

2012-12-31

2012-11-30

2012-10-31

2012-09-30

2012-08-31

2012-07-31

2012-06-30

2012-05-31

2012-04-30

2012-03-31

2012-02-29

2012-01-31

2011-12-31

2011-11-30

2011-10-31

2011-09-30

2011-08-31

2011-07-31

2011-06-30

2011-05-31

2011-04-30

2011-03-31

2011-02-28

2011-01-28

2010-12-28

2010-11-28

2010-10-28

Figure A.23 NGO sales vs. customer sales by day - Kampong Thom NGO Sales vs. Customer Sales by Month Province of Kampong Thom 1200

1000

Sales

800

600

Monthly Customer Sales Monthly NGO Sales

400

200

Figure A.24 NGO sales vs. customer sales by month - Kampong Thom 80

Table A.11 Sales information - Kampong Thom: Baray Kampong Thom: Baray Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

3,514

43%

Total NGO Sales 4,724

Total Sales

Correlation Coefficient for Monthly Sales

8,238

-0.22

% of Total Sales 57%

NGO Sales vs. Customer Sales by Day Kampong Thom: Baray 5000

4500 50

4000

Sales

3000 30

2500 2000

1500

Cumulative Sales

3500

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

1000

500 0

Figure A.25 NGO sales vs. customer sales by day - Kampong Thom: Baray NGO Sales vs. Customer Sales by Month Kampong Thom: Baray 800

700

600

Sales

500

400

Monthly Customer Sales Monthly NGO Sales

300

200

100

Figure A.26 NGO sales vs. customer sales by month - Kampong Thom: Baray

Table A.12 Sales information - Kampong Thom: Kampong Svay Kampong Thom: Kampong Svay Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

2,329

96%

Total NGO Sales 96

Total Sales

Correlation Coefficient for Monthly Sales

2,425

-0.04

% of Total Sales 4%

NGO Sales vs. Customer Sales by Day Kampong Thom: Kampong Svay 35

2500

30 2000

1500

Sales

1000

Cumulative Sales

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

10 500 5

Figure A.27 NGO sales vs. customer sales by day - Kampong Thom: Kampong Svay NGO Sales vs. Customer Sales by Month Kampong Thom: Kampong Svay 300

250

Sales

200

150

Monthly Customer Sales Monthly NGO Sales

100

Figure A.28 NGO sales vs. customer sales by month - Kampong Thom: Kampong Svay

Table A.13 Sales information - Kampong Thom: Prasat Ballangk Kampong Thom: Prasat Ballangk Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

1,710

51%

Total NGO Sales 1,662

Total Sales

Correlation Coefficient for Monthly Sales

3,372

0.04

% of Total Sales 49%

NGO Sales vs. Customer Sales by Day Kampong Thom: Prasat Ballangk 1800

1600 50 1400

1200

1000 30 800

Cumulative Sales

Sales

600

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

400 10 200

Figure A.29 NGO sales vs. customer sales by day - Kampong Thom: Prasat Ballangk NGO Sales vs. Customer Sales by Month Kampong Thom: Prasat Ballangk 700

600

500

Sales

400 Monthly Customer Sales Monthly NGO Sales

300

200

100

0 Sep-12

Oct-12

Nov-12

Dec-12

Jan-13

Feb-13 Mar-13

Apr-13

May-13

Jun-13

Jul-13

Aug-13

Sep-13

Oct-13

Nov-13

Dec-13

Jan-14

Feb-14 Mar-14

Apr-14

May-14

Jun-14

Jul-14

Aug-14

Figure A.30 NGO sales vs. customer sales by month - Kampong Thom: Prasat Ballangk

Sep-14

Oct-14

Table A.14 Sales information - Kampong Thom: Prasat Sambour Kampong Thom: Prasat Sambour Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

737

97%

Total NGO Sales 26

Total Sales

Correlation Coefficient for Monthly Sales

763

-0.10

% of Total Sales 3%

NGO Sales vs. Customer Sales by Day Kampong Thom: Prasat Sambour 20

800

700

16 600

500

Sales

400

10 8

300

Cumulative Sales

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

6 200 4 100

Figure A.31 NGO sales vs. customer sales by day - Kampong Thom: Prasat Sambour NGO Sales vs. Customer Sales by Month Kampong Thom: Prasat Sambour 300

250

Sales

200

150

Monthly Customer Sales Monthly NGO Sales

100

Figure A.32 NGO sales vs. customer sales by month - Kampong Thom: Prasat Sambour

Table A.15 Sales information - Kampong Thom: Sandan Kampong Thom: Sandan Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

997

42%

Total NGO Sales 1,370

Total Sales

Correlation Coefficient for Monthly Sales

2,367

-0.16

% of Total Sales 58%

NGO Sales vs. Customer Sales by Day Kampong Thom: Sandan 60

1600

1400 50 1200

Sales

1000

800

600 20

Cumulative Sales

40 Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline 400 10 200

Figure A.33 NGO sales vs. customer sales by day - Kampong Thom: Sandan NGO Sales vs. Customer Sales by Month Kampong Thom: Sandan 600

500

Sales

400

300

Monthly Customer Sales Monthly NGO Sales

200

100

Figure A.34 NGO sales vs. customer sales by month - Kampong Thom: Sandan

Table A.16 Sales information - Kampong Thom: Santuk Kampong Thom: Santuk Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

2,075

73%

Total NGO Sales 759

Total Sales

Correlation Coefficient for Monthly Sales

2,834

0.02

% of Total Sales 27%

2500

200

2000

150

1500

Sales

250

100

1000

Cumulative Sales

NGO Sales vs. Customer Sales by Day Kampong Thom: Santuk

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

500

2014-09-30

2014-08-31

2014-07-31

2014-06-30

2014-05-31

2014-04-30

2014-03-31

2014-02-28

2014-01-31

2013-12-31

2013-11-30

2013-10-31

2013-09-30

2013-08-31

2013-07-31

2013-06-30

2013-05-31

2013-04-30

2013-03-31

2013-02-28

2013-01-31

2012-12-31

2012-11-30

2012-10-31

2012-09-30

2012-08-31

2012-07-31

2012-06-30

2012-05-31

2012-04-30

2012-03-31

2012-02-29

2012-01-31

2011-12-31

2011-11-30

2011-10-31

2011-09-30

2011-08-31

2011-07-31

2011-06-30

2011-05-31

2011-04-30

2011-03-31

2011-02-28

2011-01-28

2010-12-28

2010-11-28

0 2010-10-28

Figure A.35 NGO sales vs. customer sales by day - Kampong Thom: Santuk NGO Sales vs. Customer Sales by Month Kampong Thom: Santuk 350

300

250

Sales

200 Monthly Customer Sales Monthly NGO Sales

150

100

Figure A.36 NGO sales vs. customer sales by month - Kampong Thom: Santuk

Table A.17 Sales information - Kampong Thom: Stoung Kampong Thom: Stoung Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

3,802

99.9%

Total NGO Sales 3

Total Sales

Correlation Coefficient for Monthly Sales

3,805

-0.01

% of Total Sales .01%

NGO Sales vs. Customer Sales by Day Kampong Thom: Stoung 4000

3500

3000

2500

Sales

20 2000 15 1500

Cumulative Sales

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

10 1000

500

Figure A.37 NGO sales vs. customer sales by day - Kampong Thom: Stoung NGO Sales vs. Customer Sales by Month Kampong Thom: Stoung 400

350

300

Sales

250

200

Monthly Customer Sales Monthly NGO Sales

150

100

Figure A.38 NGO sales vs. customer sales by month - Kampong Thom: Stoung

Table A.18 Sales information - Kampong Thom: Stueng Saen Kampong Thom: Stueng Saen Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

304

93%

Total NGO Sales 22

Total Sales

Correlation Coefficient for Monthly Sales

326

-0.11

% of Total Sales 7%

NGO Sales vs. Customer Sales by Day Kampong Thom: Stueng Saen 350

300 20

Sales

200

150

Cumulative Sales

250

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

100 5 50

Figure A.39 NGO sales vs. customer sales by day - Kampong Thom: Stueng Saen NGO Sales vs. Customer Sales in Time Kampong Thom: Stueng Saen 60

Sales

Monthly Customer Sales

Monthly NGO Sales

0 Aug-12

Sep-12

Oct-12

Nov-12

Dec-12

Jan-13

Feb-13 Mar-13

Apr-13

May-13

Jun-13

Jul-13

Aug-13

Sep-13

Oct-13

Nov-13

Dec-13

Jan-14

Feb-14 Mar-14

Apr-14

May-14

Jun-14

Jul-14

Figure A.40 NGO sales vs. customer sales by month - Kampong Thom: Stueng Saen

Aug-14

Sep-14

Oct-14

Table A.19 Sales information - Kandal Kandal Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

12,122

Angk Snuol

Total Sales

Correlation Coefficient for Monthly Sales

% of Total Sales

97.84%

Total NGO Sales 267

2.16%

12,389

-0.08

1,203

93%

1,290

-0.05

Kandal Stueng

1,996

96%

2,082

-0.11

Kaoh Thum

874

98%

890

-0.37

Khsach Kandal

1,117

100%

1,117

Kien Svay

910

100%

910

Leuk Daek

731

99.7%

0.3%

733

-0.10

Lvea Aem

662

99%

667

0.11

Mukh Kampul

541

99.8%

0.2%

542

-0.12

Odongk

Popnhea Lueu

1,431

100%

1,431

Sâ&#x20AC;&#x2122;ang

2,656

99%

2,696

-0.05

Districts

NGO Sales vs. Customer Sales by District Province of Kandal 3000

2500

Sales

2000

Customer Sales

1500

NGO Sales

1000

500

0 Khsach Kandal

Kien Svay

Popnhea Lueu

Mukh Kampul

Leuk Daek

Lvea Aem

Kaoh Thum

Odongk

S'ang

Figure A.41 Relationship between NGO and customer sales by district - Kandal 89

Kandal Stueng

Angk Snuol

Figure A.44 NGO sales vs. customer sales by month - Kandal 2014-10-22

2014-09-22

2014-08-22

2014-07-22

2014-06-22

2014-05-22

2014-04-22

2014-02-22 2014-03-22

2014-01-22

2013-12-22

2013-11-22

2013-10-22

2013-09-22

2013-08-22

2013-07-22

2013-06-22

2013-05-22

2013-04-22

2013-02-22 2013-03-22

2013-01-22

2012-12-22

2012-11-22

2012-10-22

2012-09-22

2012-08-22

2012-07-22

2012-06-22

2012-05-22

2012-04-22

2012-03-22

2012-02-22

2012-01-22

2011-12-22

2011-11-22

2011-10-22

2011-09-22

2011-08-22

2011-07-22

2011-06-22

2011-05-22

2011-04-22

2011-02-22 2011-03-22

2011-01-22

2010-12-22

2010-11-22

2010-10-22

2010-09-22

2010-08-22

2010-07-22

2010-06-22

2010-05-22

2010-04-22

2010-02-22 2010-03-22

2010-01-22

2009-12-22

2009-11-22

2009-10-22

2009-09-22

2009-08-22

2009-07-22

Sales 30 12000

25 10000

20 8000

15 6000

10 4000

5 2000

0 0

Cumulative Sales

14000

Oct-14

Sales 35

Sep-14

Aug-14

Jul-14

Jun-14

May-14

Apr-14

Mar-14

Feb-14

Jan-14

Dec-13

Nov-13

Oct-13

Sep-13

Aug-13

Jul-13

Jun-13

May-13

Apr-13

Mar-13

Feb-13

Jan-13

Dec-12

Nov-12

Oct-12

Sep-12

Aug-12

Jul-12

Jun-12

May-12

Apr-12

Mar-12

Feb-12

Jan-12

Dec-11

Nov-11

Oct-11

Sep-11

Aug-11

Jul-11

Jun-11

May-11

Apr-11

Mar-11

Feb-11

Jan-11

Dec-10

Nov-10

Oct-10

Sep-10

Aug-10

Jul-10

Jun-10

May-10

Apr-10

Mar-10

Feb-10

Jan-10

Dec-09

Nov-09

Oct-09

Sep-09

Aug-09

Jul-09

Figure A.42 Animation of sales population - Kandal

NGO Sales vs. Customer Sales by Day Province of Kandal

Customer Sales

NGO Sales

Cumulative Customer Sales

Cumulative NGO Sales

Customer Sales Trendline

NGO Sales Trendline

Figure A.43 NGO sales vs. customer sales by day - Kandal

600

NGO Sales vs. Customer Sales by Month Province of Kandal

500

400

300

Monthly Customer Sales

200

Monthly NGO Sales

100

Table A.20 Sales information - Kandal: Angk Snuol Kandal: Angk Snuol Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

1,203

93%

Total NGO Sales 87

Total Sales

Correlation Coefficient for Monthly Sales

1,290

-0.05

% of Total Sales 7%

NGO Sales vs. Customer Sales by Day Kandal: Angk Snuol 18

1400

1200

14 1000

800

600

6 400

Cumulative Sales

Sales

12 Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

4 200

Figure A.45 NGO sales vs. customer sales by day - Kandal: Angk Snuol NGO Sales vs. Customer Sales by Month Kandal: Angk Snuol 200 180 160 140

Sales

120 100

Monthly Customer Sales Monthly NGO Sales

80 60 40 20 0

Figure A.46 NGO sales vs. customer sales by month - Kandal: Angk Snuol

Figure A.48 NGO sales vs. customer sales by month - Kandal: Kandal Stueng

Feb-14

1500

1000

Cumulative Sales

Oct-14

Sep-14

% of Total Sales

Aug-14

2014-09-22

2014-08-22

2014-07-22

2014-06-22

2014-05-22

2014-04-22

Jul-14

Jun-14

May-14

Apr-14

Mar-14

2014-02-22 2014-03-22

Jan-14

2014-01-22

2013-12-22

2013-11-22

2013-10-22

2013-09-22

2013-08-22

2013-07-22

2013-06-22

NGO Sales

Dec-13

Nov-13

Oct-13

Sep-13

Aug-13

Jul-13

Jun-13

May-13

2013-05-22

2013-04-22

2013-02-22 2013-03-22

2013-01-22

Total NGO Sales 86

Apr-13

Mar-13

Feb-13

Jan-13

Dec-12

2012-12-22

2012-11-22

96%

Oct-12

1,996

Nov-12

Sales

% of Total Sales

2012-10-22

2012-09-22

2012-08-22

2012-07-22

2012-06-22

2012-05-22

2012-04-22

2012-03-22

2012-02-22

2012-01-22

2011-12-22

2011-11-22

2011-10-22

2011-09-22

2011-08-22

2011-07-22

2011-06-22

2011-05-22

2011-04-22

2011-02-22 2011-03-22

2011-01-22

2010-12-22

2010-11-22

2010-10-22

2010-09-22

2010-08-22

2010-07-22

2010-06-22

2010-05-22

2010-04-22

2010-02-22 2010-03-22

2010-01-22

2009-12-22

2009-11-22

2009-10-22

2009-09-22

2009-08-22

2009-07-22

Customer Sales

Sep-12

Sales

Total Customer Sales

Aug-12

Jul-12

Jun-12

May-12

Apr-12

Mar-12

Feb-12

Jan-12

Dec-11

Nov-11

Oct-11

Sep-11

Aug-11

Jul-11

Jun-11

May-11

Apr-11

Mar-11

Feb-11

Jan-11

Dec-10

Nov-10

Oct-10

Sep-10

Aug-10

Jul-10

Jun-10

May-10

Apr-10

Mar-10

Feb-10

Jan-10

Dec-09

Nov-09

Oct-09

Sep-09

Aug-09

Jul-09

Table A.21 Sales information - Kandal: Kandal Stueng Kandal: Kandal Stueng Total Sales Correlation Coefficient for Monthly Sales

2,082 -0.11

NGO Sales vs. Customer Sales by Day Kandal: Kandal Stueng 2500

2000

Customer Sales

NGO Sales

Cumulative Customer Sales

10 Cumulative NGO Sales

Customer Sales Trendline

NGO Sales Trendline

500

Figure A.47 NGO sales vs. customer sales by day - Kandal: Kandal Stueng

300

NGO Sales vs. Customer Sales by Month Kandal: Kandal Stueng

250

200

150 Monthly Customer Sales

100 Monthly NGO Sales

Figure A.50 NGO sales vs. customer sales by month - Kandal: Kaoh Thum 15 600

500

10 400

Cumulative Sales

Oct-14

Sep-14

2014-10-22

2014-09-22

2014-08-22

2014-07-22

% of Total Sales

Aug-14

Jul-14

Jun-14

May-14

2014-06-22

Apr-14

2014-05-22

2014-04-22

2014-03-22

2014-02-22

2014-01-22

2013-12-22

2013-11-22

2013-10-22

2013-09-22

NGO Sales

Mar-14

Feb-14

Jan-14

Dec-13

Nov-13

Oct-13

Sep-13

Aug-13

2013-08-22

2013-07-22

2013-06-22

2013-05-22

2013-04-22

Total NGO Sales 16

Jul-13

Jun-13

May-13

Apr-13

Mar-13

98%

2013-03-22

Customer Sales

Feb-13

Sales

874

2013-02-22

2013-01-22

2012-12-22

2012-11-22

2012-10-22

2012-09-22

2012-08-22

2012-07-22

2012-06-22

2012-05-22

2012-04-22

2012-03-22

2012-02-22

2012-01-22

2011-12-22

2011-11-22

2011-10-22

2011-09-22

2011-08-22

2011-07-22

2011-06-22

2011-05-22

2011-04-22

2011-03-22

2011-02-22

2011-01-22

2010-12-22

2010-11-22

2010-10-22

2010-09-22

2010-08-22

2010-07-22

2010-06-22

% of Total Sales

Jan-13

Sales

Total Customer Sales

Dec-12

Nov-12

Oct-12

Sep-12

Aug-12

Jul-12

Jun-12

May-12

Apr-12

Mar-12

Feb-12

Jan-12

Dec-11

Nov-11

Oct-11

Sep-11

Aug-11

Jul-11

Jun-11

May-11

Apr-11

Mar-11

Feb-11

Jan-11

Dec-10

Nov-10

Oct-10

Sep-10

Aug-10

Jul-10

Jun-10

Table A.22 Sales information - Kandal: Kaoh Thum Kandal: Kaoh Thum Total Sales Correlation Coefficient for Monthly Sales

890 -0.37

NGO Sales vs. Customer Sales by Day Kandal: Kaoh Thum 1000

900

800

700

Customer Sales

NGO Sales

Cumulative Customer Sales

Cumulative NGO Sales

300 Customer Sales Trendline

NGO Sales Trendline

200

100

Figure A.49 NGO sales vs. customer sales by day - Kandal: Kaoh Thum

250

NGO Sales vs. Customer Sales by Month Kandal: Kaoh Thum

200

150

100 Monthly Customer Sales

Monthly NGO Sales

Table A.23 Sales information - Kandal: Khsach Kandal Kandal: Khsach Kandal Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

1,117

100%

Total NGO Sales 0

Total Sales

Correlation Coefficient for Monthly Sales

1,117

% of Total Sales 0%

NGO Sales vs. Customer Sales by Day Kandal: Khsach Kandal 1200

1000

Sales

600 10 400

Cumulative Sales

800 15

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline

200

0 2014-09-27

2014-08-27

2014-07-27

2014-06-27

2014-05-27

2014-04-27

2014-03-27

2014-02-27

2014-01-27

2013-12-27

2013-11-27

2013-10-27

2013-09-27

2013-08-27

2013-07-27

2013-06-27

2013-05-27

2013-04-27

2013-03-27

2013-02-27

2013-01-27

2012-12-27

2012-11-27

2012-10-27

2012-09-27

2012-08-27

2012-07-27

2012-06-27

2012-05-27

2012-04-27

2012-03-27

2012-02-27

2012-01-27

2011-12-27

2011-11-27

2011-10-27

2011-09-27

2011-08-27

2011-07-27

2011-06-27

2011-05-27

2011-04-27

2011-03-27

2011-02-27

2011-01-27

2010-12-27

2010-11-27

2010-10-27

2010-09-27

Figure A.51 NGO sales vs. customer sales by day - Kandal: Khsach Kandal NGO Sales vs. Customer Sales by Month Kandal: Khsach Kandal 120

100

Sales

Monthly Customer Sales Monthly NGO Sales

Figure A.52 NGO sales vs. customer sales by month - Kandal: Khsach Kandal

Table A.24 Sales information - Kandal: Leuk Daek Kandal: Leuk Daek Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

731

99.7%

Total NGO Sales 2

Total Sales

Correlation Coefficient for Monthly Sales

733

-0.10

% of Total Sales .3%

NGO Sales vs. Customer Sales by Day Kandal: Leuk Daek 800

700 20

500

Sales

400 10

300

Cumulative Sales

600

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline

200 5 100

Figure A.54 NGO sales vs. customer sales by day - Kandal: Leuk Daek NGO Sales vs. Customer Sales by Month Kandal: Leuk Daek 120

100

Sales

Monthly Customer Sales

Monthly NGO Sales

0 Aug-12

Sep-12

Oct-12

Nov-12

Dec-12

Jan-13

Feb-13 Mar-13

Apr-13

May-13

Jun-13

Jul-13

Aug-13

Sep-13

Oct-13

Nov-13

Dec-13

Jan-14

Feb-14 Mar-14

Apr-14

Figure A.55 NGO sales vs. customer sales by month - Kandal: Leuk Daek

May-14

Jun-14

Jul-14

Aug-14

Sep-14

Oct-14

Table A.25 Sales information - Kandal: Lvea Aem Kandal: Lvea Aem Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

662

99%

Total NGO Sales 5

Total Sales

Correlation Coefficient for Monthly Sales

667

0.11

% of Total Sales 1%

NGO Sales vs. Customer Sales by Day Kandal: Lvea Aem 18

700

600

14 500

400

300

Cumulative Sales

Sales

6 200

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

4 100

Figure A.56 NGO sales vs. customer sales by day - Kandal: Lvea Aem NGO Sales vs. Customer Sales by Month Kandal: Lvea Aem 100

Sales

60 Monthly Customer Sales

Monthly NGO Sales 40

Figure A.57 NGO sales vs. customer sales by month - Kandal: Lvea Aem

Table A.26 Sales information - Kandal: Mukh Kampul Kandal: Mukh Kampul Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

541

99.8%

Total NGO Sales 1

Total Sales

Correlation Coefficient for Monthly Sales

542

-0.12

% of Total Sales 0.2%

NGO Sales vs. Customer Sales by Day Kandal: Mukh Kampul 25

600

500

Sales

300 10 200

Cumulative Sales

400 15

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

100

Figure A.58 NGO sales vs. customer sales by day - Kandal: Mukh Kampul NGO Sales vs. Customer Sales by Month Kandal: Mukh Kampul 50 45 40 35

Sales

30 25

Monthly Customer Sales Monthly NGO Sales

20 15 10 5 0

Figure A.59 NGO sales vs. customer sales by month - Mukh Kampul

Table A.27 Sales information - Kandal: Popnhea Lueu Kandal: Popnhea Lueu Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

1,431

100%

Total NGO Sales 0

Total Sales

Correlation Coefficient for Monthly Sales

1,431

% of Total Sales 0%

NGO Sales vs. Customer Sales by Day Kandal: Popnhea Lueu 18

1600

1400

1200

Sales

1000 10 800 8 600 6

Cumulative Sales

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline

400

2014-10-12

2014-09-12

2014-08-12

2014-07-12

2014-06-12

2014-05-12

2014-04-12

2014-03-12

2014-02-12

2014-01-12

2013-12-12

2013-11-12

2013-10-12

2013-09-12

2013-08-12

2013-07-12

2013-06-12

2013-05-12

2013-04-12

2013-03-12

2013-02-12

2013-01-12

2012-12-12

2012-11-12

2012-10-12

2012-09-12

2012-08-12

2012-07-12

2012-06-12

2012-05-12

2012-04-12

2012-03-12

2012-02-12

2012-01-12

2011-12-12

2011-11-12

2011-10-12

2011-09-12

2011-08-12

2011-07-12

2011-06-12

2011-05-12

2011-04-12

2011-03-12

2011-02-12

2011-01-12

2010-12-12

0 2010-11-12

0 2010-10-12

200

2010-09-12

Figure A.60 NGO sales vs. customer sales by day - Kandal: Popnhea Lueu NGO Sales vs. Customer Sales in Time Kandal: Popnhea Lueu 120

100

Sales

Monthly Customer Sales Monthly NGO Sales

Figure A.61 NGO sales vs. customer sales by month - Popnhea Lueu

Figure A.63 NGO sales vs. customer sales by month - S’ang 1500

Cumulative Sales

Oct-14

Sep-14

% of Total Sales

Aug-14

2014-10-07

2014-09-07

2014-08-07

2014-07-07

2014-06-07

2014-05-07

Jul-14

Jun-14

May-14

Apr-14

Mar-14

2014-04-07

Feb-14

2014-03-07

2014-02-07

2014-01-07

2013-12-07

2013-11-07

2013-10-07

2013-09-07

2013-08-07

2013-07-07

NGO Sales

Jan-14

Dec-13

Nov-13

Oct-13

Sep-13

Aug-13

Jul-13

Jun-13

2013-06-07

2013-05-07

2013-04-07

2013-03-07

Total NGO Sales 40

May-13

Apr-13

Mar-13

Feb-13

2013-02-07

99%

Jan-13

2,656

2013-01-07

Sales

% of Total Sales

Dec-12

2012-12-07

2012-11-07

2012-10-07

2012-09-07

2012-08-07

2012-07-07

2012-06-07

2012-05-07

2012-04-07

2012-03-07

2012-02-07

2012-01-07

2011-12-07

2011-11-07

2011-10-07

2011-09-07

2011-08-07

2011-07-07

2011-06-07

2011-05-07

2011-04-07

2011-03-07

2011-02-07

2011-01-07

2010-12-07

2010-11-07

2010-10-07

2010-09-07

2010-08-07

2010-07-07

2010-06-07

2010-05-07

2010-04-07

2010-03-07

2010-02-07

2010-01-07

2009-12-07

Customer Sales

Nov-12

Sales

Total Customer Sales

Oct-12

Sep-12

Aug-12

Jul-12

Jun-12

May-12

Apr-12

Mar-12

Feb-12

Jan-12

Dec-11

Nov-11

Oct-11

Sep-11

Aug-11

Jul-11

Jun-11

May-11

Apr-11

Mar-11

Feb-11

Jan-11

Dec-10

Nov-10

Oct-10

Sep-10

Aug-10

Jul-10

Jun-10

May-10

Apr-10

Mar-10

Feb-10

Jan-10

Dec-09

Table A.28 Sales information - Kandal: Mukh S’ang Kandal: S’ang Total Sales Correlation Coefficient for Monthly Sales

2,696 -0.05

NGO Sales vs. Customer Sales by Day Kandal: S'ang 3000

2500

25 2000

Customer Sales

NGO Sales

Cumulative Customer Sales

1000 Cumulative NGO Sales

10 Customer Sales Trendline

NGO Sales Trendline

500

Figure A.62 NGO sales vs. customer sales by day - Kandal: S’ang

250

NGO Sales vs. Customer Sales by Month Kandal: S'ang

200

150

100 Monthly Customer Sales

Monthly NGO Sales

Figure A.64 Animation of sales population - Oddar Meanchey NGO Sales vs. Customer Sales by Day Province of Oddar Meanchey 6000

160

140 5000 120

Sales

3000

60 2000

Cumulative Sales

4000 100

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

40 1000 20

Figure A.65 NGO sales vs. customer sales by day - Oddar Meanchey NGO Sales vs. Customer Sales by Month Province of Oddar Meanchey 600

500

Sales

400

300

Monthly Customer Sales Monthly NGO Sales

200

100

Figure A.66 NGO sales vs. customer sales by month - Oddar Meanchey 100

Table A.29 Sales information - Oddar Meanchey: Anlong Veaeng Oddar Meanchey: Anlong Veaeng Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

757

95%

Total NGO Sales 41

Total Sales

Correlation Coefficient for Monthly Sales

798

0.32

% of Total Sales 5%

NGO Sales vs. Customer Sales by Day Oddar Meanchey: Anlong Veaeng 800

700 50 600

Sales

500

400

300 20

Cumulative Sales

40 Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline 200 10 100

Figure A.67 NGO sales vs. customer sales by day - Oddar Meanchey: Anlong Veaeng NGO Sales vs. Customer Sales by Month Oddar Meanchey: Anlong Veaeng 70

Sales

40 Monthly Customer Sales Monthly NGO Sales

Figure A.68 NGO sales vs. customer sales by month - Oddar Meanchey: Anlong Veaeng

101

Table A.30 Sales information - Oddar Meanchey: Banteay Ampil Oddar Meanchey: Banteay Ampil Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

1,695

95%

Total NGO Sales 90

Total Sales

Correlation Coefficient for Monthly Sales

1,785

0.26

% of Total Sales 5%

NGO Sales vs. Customer Sales by Day Oddar Meanchey: Banteay Ampil 1800

1600

1400

Sales

1000 40 800 30

Cumulative Sales

1200 50

600 20

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

400

200

Figure A.69 NGO sales vs. customer sales by day - Oddar Meanchey: Banteay Ampil NGO Sales vs. Customer Sales in Time Oddar Meanchey: Banteay Ampil 350

300

250

Sales

200 Monthly Customer Sales Monthly NGO Sales

150

100

0 Jun-12

Jul-12

Aug-12

Sep-12

Oct-12

Nov-12 Dec-12

Jan-13

Feb-13 Mar-13

Apr-13 May-13

Jun-13

Jul-13

Aug-13

Sep-13

Oct-13

Nov-13 Dec-13

Jan-14

Feb-14 Mar-14

Apr-14 May-14

Jun-14

Jul-14

Figure A.70 NGO sales vs. customer sales by month - Oddar Meanchey: Banteay Ampil

102

Aug-14

Sep-14

Table A.31 Sales information - Oddar Meanchey: Chong Kal Oddar Meanchey: Chong Kal Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

432

63%

Total NGO Sales 257

Total Sales

Correlation Coefficient for Monthly Sales

689

0.35

% of Total Sales 37%

NGO Sales vs. Customer Sales by Day Oddar Meanchey: Chong Kal 500

450

400 30

Sales

300 250

200

Cumulative Sales

350 25

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

150 10 100 5

Figure A.71 NGO sales vs. customer sales by day - Oddar Meanchey: Chong Kal NGO Sales vs. Customer Sales by Month Oddar Meanchey: Chong Kal 100

Sales

60 Monthly Customer Sales

Monthly NGO Sales 40

0 Aug-12

Sep-12

Oct-12

Nov-12

Dec-12

Jan-13

Feb-13 Mar-13

Apr-13

May-13

Jun-13

Jul-13

Aug-13

Sep-13

Oct-13

Nov-13

Dec-13

Jan-14

Feb-14 Mar-14

Apr-14

May-14

Jun-14

Jul-14

Figure A.72 NGO sales vs. customer sales by month - Oddar Meanchey: Chong Kal

103

Aug-14

Sep-14

Oct-14

Table A.32 Sales information - Oddar Meanchey: Samraong Oddar Meanchey: Samraong Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

1,388

95%

Total NGO Sales 72

Total Sales

Correlation Coefficient for Monthly Sales

1,460

-0.12

% of Total Sales 5%

160

1600

140

1400

120

1200

100

1000

800

600

400

200

Cumulative Sales

Sales

NGO Sales vs. Customer Sales by Day Oddar Meanchey: Samraong

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

Figure A.73 NGO sales vs. customer sales by day - Oddar Meanchey: Samraong NGO Sales vs. Customer Sales by Month Oddar Meanchey: Samraong 350

300

250

Sales

200 Monthly Customer Sales Monthly NGO Sales

150

100

Figure A.74 NGO sales vs. customer sales by month - Oddar Meanchey: Samraong

104

Table A.33 Sales information - Oddar Meanchey: Trapeang Prasat Oddar Meanchey: Trapeang Prasat Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

1,279

95%

Total NGO Sales 71

Total Sales

Correlation Coefficient for Monthly Sales

1,350

-0.14

% of Total Sales 5%

NGO Sales vs. Customer Sales by Day Oddar Meanchey: Trapeang Prasat 90

1400

1200

70 1000

800

600

30 400

Cumulative Sales

Sales

60 Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

20 200

Figure A.75 NGO sales vs. customer sales by day - Oddar Meanchey: Trapeang Prasat NGO Sales vs. Customer Sales by Month Oddar Meanchey: Trapeang Prasat 250

200

Sales

150

Monthly Customer Sales Monthly NGO Sales

100

Figure A.76 NGO sales vs. customer sales by month - Oddar Meanchey: Trapeang Prasat

105

Table A.34 Sales information - Prey Veng Prey Veng Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

42,046

Ba Phnum

Total Sales

Correlation Coefficient for Monthly Sales

% of Total Sales

98%

Total NGO Sales 905

42,951

0.17

4,339

96%

203

4,542

-0.03

Kamchay Mear

4,047

99%

4,085

-0.07

Kampong Leav

420

89%

11%

472

0.05

Kampong Trabaek

6,736

99.9%

0.1%

6,745

0.07

Me Sang

6,199

99.7%

0.3%

6,215

0.21

Peam Ro

991

89%

123

11%

1,114

0.03

Preah Sdach

6,117

97%

191

6,308

-0.04

Prey Veaeng

2,354

96%

2,452

0.04

Sithor Kandal

1,868

96%

1,956

0.18

Svay Antor

3,089

97%

3,170

-0.12

Districts

NGO Sales vs. Customer Sales by District Province of Prey Veng 8000

7000

6000

Sales

5000

Customer Sales

4000

NGO Sales 3000

2000

1000

0 Kanhchriech

Pea Reang

Peam Chor

Pou Rieng

Kampong Trabaek

Me Sang

Kamchay Mear

Kampong Leav

Svay Antor

Sithor Kandal

Prey Veaeng

Peam Ro

Figure A.77 Relationship between NGO and customer sales by district - Prey Veng 106

Preah Sdach

Ba Phnum

Oct-09

Sep-09

Figure A.80 NGO sales vs. customer sales by month - Prey Veng 107 20000

Cumulative Sales

25000

Oct-14

Sep-14

2014-10-24

Sales 80

Aug-14

2014-09-24

2014-08-24

2014-07-24

2014-06-24

2014-05-24

2014-04-24

2014-02-24 2014-03-24

2014-01-24

2013-12-24

2013-11-24

2013-10-24

2013-09-24

2013-08-24

2013-07-24

2013-06-24

2013-05-24

2013-04-24

2013-02-24 2013-03-24

2013-01-24

2012-12-24

2012-11-24

2012-10-24

2012-09-24

2012-08-24

2012-07-24

2012-06-24

2012-05-24

2012-04-24

2012-03-24

2012-02-24

2012-01-24

2011-12-24

2011-11-24

2011-10-24

2011-09-24

2011-08-24

2011-07-24

2011-06-24

2011-05-24

2011-04-24

2011-02-24 2011-03-24

2011-01-24

2010-12-24

2010-11-24

2010-10-24

2010-09-24

2010-08-24

2010-07-24

2010-06-24

2010-05-24

2010-04-24

2010-02-24 2010-03-24

2010-01-24

2009-12-24

2009-11-24

2009-10-24

2009-09-24

120

Jul-14

Jun-14

May-14

Apr-14

Mar-14

Feb-14

Jan-14

Dec-13

Nov-13

Oct-13

Sep-13

Aug-13

Jul-13

Jun-13

May-13

Apr-13

Mar-13

Feb-13

Jan-13

Dec-12

Nov-12

Oct-12

Sep-12

Aug-12

Jul-12

Jun-12

May-12

Apr-12

Mar-12

Feb-12

Jan-12

Dec-11

Nov-11

Oct-11

Sep-11

Aug-11

Jul-11

Jun-11

May-11

Apr-11

Mar-11

Feb-11

Jan-11

Dec-10

Nov-10

Oct-10

Sep-10

Aug-10

Jul-10

Jun-10

May-10

Apr-10

Mar-10

Feb-10

Jan-10

Dec-09

Nov-09

Sales

Figure A.78 Animation of sales population - Prey Veng

NGO Sales vs. Customer Sales by Day Province of Prey Veng 45000

100 40000

35000

30000

Customer Sales

NGO Sales

Cumulative Customer Sales

15000 Cumulative NGO Sales

Customer Sales Trendline

10000

NGO Sales Trendline

20 5000

Figure A.79 NGO sales vs. customer sales by day - Prey Veng

NGO Sales vs. Customer Sales by Month Province of Prey Veng

3500

3000

2500

2000

1500

Monthly Customer Sales

Monthly NGO Sales

1000

500

Sales 1900-01-01 1900-01-19 1900-02-06 1900-02-24 1900-03-13 1900-03-31 1900-04-18 1900-05-06 1900-05-24 1900-06-11 1900-06-29 1900-07-17 1900-08-04 1900-08-22 1900-09-09 1900-09-27 1900-10-15 1900-11-02 1900-11-20 1900-12-08 1900-12-26 1901-01-13 1901-01-31 1901-02-18 1901-03-08 1901-03-26 1901-04-13 1901-05-01 1901-05-19 1901-06-06 1901-06-24 1901-07-12 1901-07-30 1901-08-17 1901-09-04 1901-09-22 1901-10-10 1901-10-28 1901-11-15 1901-12-03 1901-12-21 1902-01-08 1902-01-26 1902-02-13 1902-03-03 1902-03-21 1902-04-08 1902-04-26 1902-05-14 1902-06-01 1902-06-19 1902-07-07 1902-07-25 1902-08-12 1902-08-30 1902-09-17 1902-10-05 1902-10-23 1902-11-10 1902-11-28 1902-12-16 1903-01-03 1903-01-21 1903-02-08 1903-02-26 1903-03-16 1903-04-03 1903-04-21 1903-05-09 1903-05-27 1903-06-14 1903-07-02 1903-07-20 1903-08-07 1903-08-25 1903-09-12 1903-09-30 1903-10-18 1903-11-05 1903-11-23 1903-12-11

Sales

Customer Sales NGO Sales

Total Customer Sales % of Total Sales

4,339 96%

108

Total NGO Sales 203 % of Total Sales

15 3000

2500

2000

10 1500

200

150

100

Figure A.82 NGO sales vs. customer sales by month - Prey Veng: Ba Phnum Cumulative Sales

Table A.35 Sales information - Prey Veng: Ba Phnum Prey Veng: Ba Phnum Total Sales Correlation Coefficient for Monthly Sales

4,542 -0.03

NGO Sales vs. Customer Sales by Day Prey Veng: Ba Phnum 5000

4500

4000

3500

Customer Sales

NGO Sales

Cumulative Customer Sales

Cumulative NGO Sales

Customer Sales Trendline

NGO Sales Trendline

1000

500

Figure A.81 NGO sales vs. customer sales by day - Prey Veng: Ba Phnum

400

NGO Sales vs. Customer Sales by Month Prey Veng: Ba Phnum

350

300

250

Monthly Customer Sales

Monthly NGO Sales

Table A.36 Sales information - Prey Veng: Kamchay Mear Prey Veng: Kamchay Mear Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

4,047

99%

Total NGO Sales 38

Total Sales

Correlation Coefficient for Monthly Sales

% of Total Sales 1%

4,085 -0.07

NGO Sales vs. Customer Sales by Day Prey Veng: Kamchay Mear 4500

120

4000 100 3500

Sales

2500 60 2000

1500

Cumulative Sales

3000

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

1000 20 500

Figure A.83 NGO sales vs. customer sales by day - Prey Veng: Kamchay Mear NGO Sales vs. Customer Sales by Month Prey Veng: Kamchay Mear 450

400

350

Sales

300

250 Monthly Customer Sales 200

Monthly NGO Sales

150

100

Figure A.84 NGO sales vs. customer sales by month - Prey Veng: Kamchay Mear

109

Table A.37 Sales information - Prey Veng: Kampong Leav Prey Veng: Kampong Leav Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

420

89%

Total NGO Sales 52

Total Sales

Correlation Coefficient for Monthly Sales

472

0.05

% of Total Sales 11%

NGO Sales vs. Customer Sales by Day Prey Veng: Kampong Leav 450

400

350

Sales

250 8 200 6

Cumulative Sales

300 10

150 4

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

100

Figure A.85 NGO sales vs. customer sales by day - Prey Veng: Kampong Leav NGO Sales vs. Customer Sales in Time Prey Veng: Kampong Leav 100

Sales

60 Monthly Customer Sales

Monthly NGO Sales 40

0 Jun-12

Jul-12

Aug-12 Sep-12 Oct-12

Nov-12 Dec-12

Jan-13

Feb-13 Mar-13 Apr-13 May-13 Jun-13

Jul-13

Aug-13 Sep-13 Oct-13

Nov-13 Dec-13

Jan-14

Feb-14 Mar-14 Apr-14 May-14 Jun-14

Figure A.86 NGO sales vs. customer sales by month - Prey Veng: Kampong Leav

110

Jul-14

Aug-14 Sep-14 Oct-14

Table A.38 Sales information - Prey Veng: Kampong Trabaek Prey Veng: Kampong Trabaek Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

6,736

99.9%

Total NGO Sales 9

Total Sales

Correlation Coefficient for Monthly Sales

% of Total Sales .1%

6,745 0.07

8000

7000

6000

5000

4000

3000

2000

1000

Cumulative Sales

Sales

NGO Sales vs. Customer Sales by Day Prey Veng: Kampong Trabaek

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline

2014-10-13

2014-09-13

2014-08-13

2014-07-13

2014-06-13

2014-05-13

2014-04-13

2014-03-13

2014-02-13

2014-01-13

2013-12-13

2013-11-13

2013-10-13

2013-09-13

2013-08-13

2013-07-13

2013-06-13

2013-05-13

2013-04-13

2013-03-13

2013-02-13

2013-01-13

2012-12-13

2012-11-13

2012-10-13

2012-09-13

2012-08-13

2012-07-13

2012-06-13

2012-05-13

2012-04-13

2012-03-13

2012-02-13

2012-01-13

2011-12-13

2011-11-13

2011-10-13

2011-09-13

2011-08-13

2011-07-13

2011-06-13

2011-05-13

2011-04-13

2011-03-13

2011-02-13

2011-01-13

2010-12-13

2010-11-13

2010-10-13

2010-09-13

NGO Sales Trendline

Figure A.87 NGO sales vs. customer sales by day - Prey Veng: Kampong Trabaek NGO Sales vs. Customer Sales by Month Prey Veng: Kampong Trabaek 700

600

500

Sales

400 Monthly Customer Sales Monthly NGO Sales

300

200

100

Figure A.88 NGO sales vs. customer sales by month - Prey Veng: Kampong Trabaek

111

112

Figure A.90 NGO sales vs. customer sales by month - Prey Veng: Me Sang 25

20 4000

3000

Cumulative Sales

Oct-14

Sep-14

2014-10-24

% of Total Sales

Aug-14

2014-09-24

2014-08-24

2014-07-24

2014-06-24

Jul-14

Jun-14

May-14

Apr-14

2014-05-24

.3%

Mar-14

2014-04-24

2014-03-24

2014-02-24

2014-01-24

2013-12-24

2013-11-24

2013-10-24

2013-09-24

2013-08-24

2013-07-24

2013-06-24

NGO Sales

Feb-14

Jan-14

Dec-13

Nov-13

Oct-13

Sep-13

Aug-13

Jul-13

Jun-13

May-13

2013-05-24

2013-04-24

2013-03-24

2013-02-24

2013-01-24

Total NGO Sales 16

Apr-13

Mar-13

Feb-13

Jan-13

Dec-12

99.7%

2012-12-24

6,199

Nov-12

Sales

% of Total Sales

2012-11-24

2012-10-24

2012-09-24

2012-08-24

2012-07-24

2012-06-24

2012-05-24

2012-04-24

2012-03-24

2012-02-24

2012-01-24

2011-12-24

2011-11-24

2011-10-24

2011-09-24

2011-08-24

2011-07-24

2011-06-24

2011-05-24

2011-04-24

2011-03-24

2011-02-24

2011-01-24

2010-12-24

2010-11-24

2010-10-24

2010-09-24

2010-08-24

2010-07-24

2010-06-24

2010-05-24

2010-04-24

2010-03-24

2010-02-24

2010-01-24

2009-12-24

2009-11-24

2009-10-24

2009-09-24

Customer Sales

Oct-12

Sales

Total Customer Sales

Sep-12

Aug-12

Jul-12

Jun-12

May-12

Apr-12

Mar-12

Feb-12

Jan-12

Dec-11

Nov-11

Oct-11

Sep-11

Aug-11

Jul-11

Jun-11

May-11

Apr-11

Mar-11

Feb-11

Jan-11

Dec-10

Nov-10

Oct-10

Sep-10

Aug-10

Jul-10

Jun-10

May-10

Apr-10

Mar-10

Feb-10

Jan-10

Dec-09

Nov-09

Oct-09

Sep-09

Table A.39 Sales information - Prey Veng: Me Sang Prey Veng: Me Sang Total Sales Correlation Coefficient for Monthly Sales

6,215 0.21

NGO Sales vs. Customer Sales by Day Prey Veng: Me Sang 7000

6000

5000

Customer Sales

NGO Sales

Cumulative Customer Sales

Cumulative NGO Sales

2000 Customer Sales Trendline

NGO Sales Trendline

1000

Figure A.89 NGO sales vs. customer sales by day - Prey Veng: Me Sang

600

NGO Sales vs. Customer Sales in Time Prey Veng: Me Sang

500

400

300 Monthly Customer Sales

200 Monthly NGO Sales

100

Table A.40 Sales information - Prey Veng: Peam Ro Prey Veng: Peam Ro Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

991

89%

Total NGO Sales 123

Total Sales

Correlation Coefficient for Monthly Sales

1,114

0.03

% of Total Sales 11%

1200

1000

800

600

400

200

Cumulative Sales

Sales

NGO Sales vs. Customer Sales by Day Prey Veng: Peam Ro

Customer Sales NGO Sales Cumulative Customer Sales Cumaltive NGO Sales Customer Sales Trendline NGO Sales Trendline

Figure A.91 NGO sales vs. customer sales by day - Prey Veng: Peam Ro NGO Sales vs. Customer Sales in Time Prey Veng: Peam Ro 200

180

160

140

Sales

120 Monthly Customer Sales

100

Monthly NGO Sales 80

0 Jun-12

Jul-12

Aug-12

Sep-12

Oct-12

Nov-12

Dec-12

Jan-13

Feb-13 Mar-13

Apr-13

May-13

Jun-13

Jul-13

Aug-13

Sep-13

Oct-13

Nov-13

Dec-13

Jan-14

Feb-14 Mar-14

Figure A.92 NGO sales vs. customer sales by month - Prey Veng: Peam Ro

113

Apr-14

May-14

Jun-14

Jul-14

Aug-14

Table A.41 Sales information - Prey Veng: Preah Sdach Prey Veng: Preah Sdach Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

6,117

97%

Total NGO Sales 191

Total Sales

Correlation Coefficient for Monthly Sales

6,308

-0.04

% of Total Sales 3%

NGO Sales vs. Customer Sales by Day Prey Veng: Preah Sdach 45

7000

6000

35 5000

4000

3000

15 2000

Cumulative Sales

Sales

30 Customer Sales NGO Sales Cumulative Customer Sales Cumlative NGO Sales Customer Sales Trendline NGO Sales Trendline

10 1000

Figure A.93 NGO sales vs. customer sales by day - Prey Veng: Preah Sdach NGO Sales vs. Customer Sales in Time Prey Veng: Preah Sdach 700

600

500

Sales

400 Monthly Customer Sales Monthly NGO Sales

300

200

100

Figure A.94 NGO sales vs. customer sales by month - Prey Veng: Preah Sdach

114

Table A.42 Sales information - Prey Veng: Prey Veaeng Prey Veng: Prey Veaeng Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

2,354

96%

Total NGO Sales 98

Total Sales

Correlation Coefficient for Monthly Sales

2,452

0.04

% of Total Sales 4%

NGO Sales vs. Customer Sales by Day Prey Veng: Prey Veaeng 2500

2000

Sales

1500 30 1000 20

Cumulative Sales

40 Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

500

Figure A.95 NGO sales vs. customer sales by day - Prey Veng: Prey Veaeng NGO Sales vs. Customer Sales by Month Prey Veng: Prey Veaeng 600

500

Sales

400

300

Monthly Customer Sales Monthly NGO Sales

200

100

Figure A.96 NGO sales vs. customer sales by month - Prey Veng: Prey Veaeng

115

Table A.43 Sales information - Prey Veng: Sithor Kandal Prey Veng: Sithor Kandal Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

1,868

96%

Total NGO Sales 88

Total Sales

Correlation Coefficient for Monthly Sales

1,956

0.18

% of Total Sales 4%

NGO Sales vs. Customer Sales by Day Prey Veng: Sithor Kandal 2000

1800 25

1600

Sales

1200 15

1000 800

Cumulative Sales

1400

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline

600 400

200 0

Figure A.97 NGO sales vs. customer sales by day - Prey Veng: Sithor Kandal NGO Sales vs. Customer Sales by Month Prey Veng: Sithor Kandal 350

300

250

Sales

200 Monthly Customer Sales Monthly NGO Sales

150

100

Figure A.98 NGO sales vs. customer sales by month - Prey Veng: Sithor Kandal

116

Table A.44 Sales information - Prey Veng: Svay Antor Prey Veng: Svay Antor Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

3,089

97%

Total NGO Sales 81

Total Sales

Correlation Coefficient for Monthly Sales

3,170

-0.12

% of Total Sales 3%

NGO Sales vs. Customer Sales by Day Prey Veng: Svay Antor 25

3500

3000 20

Sales

2000

1500

1000

Cumulative Sales

2500

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

5 500

Figure A.99 NGO sales vs. customer sales by day - Prey Veng: Svay Antor NGO Sales vs. Customer Sales in Time Prey Veng: Svay Antor 400

350

300

Sales

250

200

Monthly Customer Sales Monthly NGO Sales

150

100

Figure A.100 NGO sales vs. customer sales by month - Prey Veng: Svay Antor

117

Table A.45 Sales information - Siemreap Siemreap Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

11,878

Angkor Chum

Total Sales

Correlation Coefficient for Monthly Sales

% of Total Sales

64.01%

Total NGO Sales 6,679

35.99%

18,557

0.58

958

90%

107

10%

1,065

0.12

Angkor Thum

647

73%

235

27%

882

0.01

Banteay Srei

266

13%

1,746

87%

2,012

-0.34

Chi Kraeng

2,473

56%

1,959

44%

4,432

0.53

Kralanh

1,759

99.9%

0.1%

1,761

0.32

Kuleaen

103

100%

103

Prasat Bakong

730

100%

730

Prasat Ballangk

229

100%

229

Puok

2,229

84%

442

16%

2,741

-0.06

Rovieng

177

100%

177

Siem Reab

571

88%

12%

651

0.49

Soutr Nikom

565

57%

432

43%

997

0.02

Srei Snam

888

45%

1,066

55%

1,954

0.47

Stueng Saen

100%

Svay Leu

170

100%

170

Varin

552

95%

580

-0.18

Districts

118

Figure A.101 Animation of sales population - Siemreap NGO Sales vs. Customer Sales by Day Province of Siemreap 14000

12000

Sales

8000 40 6000 30 4000

Cumulative Sales

10000 50

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

2000

Figure A.102 NGO sales vs. customer sales by day - Siemreap NGO Sales vs. Customer Sales by Month Province of Siemreap 1600

1400

1200

Sales

1000

800

Monthly Customer Sales Monthly NGO Sales

600

400

200

Figure A.103 NGO sales vs. customer sales by month - Siemreap 119

Table A.46 Sales information - Siemreap: Angkor Chum Siemreap: Angkor Chum Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

958

90%

Total NGO Sales 107

Total Sales

Correlation Coefficient for Monthly Sales

1,065

0.12

% of Total Sales 10%

NGO Sales vs. Customer Sales by Day Siemreap: Angkor Chum 45

1200

40 1000 35

800

25 600 20

400

Cumulative Sales

Sales

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

10 200 5

Figure A.104 NGO sales vs. customer sales by day - Siemreap: Angkor Chum NGO Sales vs. Customer Sales by Month Siemreap: Angkor Chum 140

120

100

Sales

80 Monthly Customer Sales Monthly NGO Sales

Figure A.105 NGO sales vs. customer sales by month - Siemreap: Angkor Chum

120

Table A.47 Sales information - Siemreap: Angkor Thum Siemreap: Angkor Thum Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

647

73%

Total NGO Sales 235

Total Sales

Correlation Coefficient for Monthly Sales

882

0.01

% of Total Sales 27%

NGO Sales vs. Customer Sales by Day Siemreap: Angkor Thum 700

600

Sales

400 20 300 15 200

Cumulative Sales

500 25

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

100

Figure A.106 NGO sales vs. customer sales by day - Siemreap: Angkor Thum NGO Sales vs. Customer Sales by Month Siemreap: Angkor Thum 180

160

140

Sales

120

100 Monthly Customer Sales 80

Monthly NGO Sales

Figure A.107 NGO sales vs. customer sales by month - Siemreap: Angkor Thum

121

Table A.48 Sales information - Siemreap: Banteay Srei Siemreap: Banteay Srei Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

266

13%

Total NGO Sales 1,746

Total Sales

Correlation Coefficient for Monthly Sales

2012

-0.34

% of Total Sales 87%

NGO Sales vs. Customer Sales by Day Siemreap: Banteay Srei 2000

1800 50

1600

Sales

1200 30

1000 800

600

Cumulative Sales

1400

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

400

200 0

Figure A.108 NGO sales vs. customer sales by day - Siemreap: Banteay Srei NGO Sales vs. Customer Sales in Time Siemreap: Banteay Srei 450

400

350

Sales

300

250 Monthly Customer Sales 200

Monthly NGO Sales

150

100

Figure A.109 NGO sales vs. customer sales by month - Siemreap: Banteay Srei

122

Table A.49 Sales information - Siemreap: Chi Kraeng Siemreap: Chi Kraeng Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

2,473

56%

Total NGO Sales 1,959

Total Sales

Correlation Coefficient for Monthly Sales

% of Total Sales 44%

4,432 0.53

3000

2500

2000

1500

1000

500

Cumulative Sales

Sales

NGO Sales vs. Customer Sales by Day Siemreap: Chi Kraeng

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

Figure A.110 NGO sales vs. customer sales by day - Siemreap: Chi Kraeng NGO Sales vs. Customer Sales in Time Siemreap: Chi Kraeng 900

800

700

Sales

600

500 Monthly Customer Sales 400

Monthly NGO Sales

300

200

100

Figure A.111 NGO sales vs. customer sales by month - Siemreap: Chi Kraeng

123

Table A.50 Sales information - Siemreap: Kralanh Siemreap: Kralanh Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

1,759

99.9%

Total NGO Sales 2

Total Sales

Correlation Coefficient for Monthly Sales

1,761

0.32

% of Total Sales .1%

NGO Sales vs. Customer Sales by Day Siemreap: Kralanh 25

2000 1800

1600

Sales

1200 1000

800

Cumulative Sales

1400 15

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline

600 5

400 200

Figure A.112 NGO sales vs. customer sales by day - Siemreap: Kralanh NGO Sales vs. Customer Sales in Time Siemreap: Kralanh 350

300

250

Sales

200 Monthly Customer Sales Monthly NGO Sales

150

100

Figure A.113 NGO sales vs. customer sales by month - Siemreap: Kralanh

124

Table A.51 Sales information - Siemreap: Puok Siemreap: Puok Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

2,229

84%

Total NGO Sales 442

Total Sales

Correlation Coefficient for Monthly Sales

2,741

-0.06

% of Total Sales 16%

NGO Sales vs. Customer Sales by Month Siemreap: Puok 2500

2000

Sales

1500 15 1000 10

Customer Sales

20 Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

500

Figure A.114 NGO sales vs. customer sales by day - Siemreap: Puok NGO Sales vs. Customer Sales by Month Siemreap: Puok 300

250

Sales

200

150

Monthly Customer Sales Monthly NGO Sales

100

Figure A.115 NGO sales vs. customer sales by month - Siemreap: Puok

125

Table A.52 Sales information - Siemreap: Siem Reab Siemreap: Siem Reab Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

571

88%

Total NGO Sales 80

Total Sales

Correlation Coefficient for Monthly Sales

651

0.49

% of Total Sales 12%

NGO Sales vs. Customer Sales by Day Siemreap: Siem Reab 25

600

500

Sales

300 10 200

Cumulative Sales

400 15

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

100

Figure A.116 NGO sales vs. customer sales by day - Siemreap: Siem Reab NGO Sales vs. Customer Sales by Month Siemreap: Siem Reab 120

100

Sales

Monthly Customer Sales Monthly NGO Sales

Figure A.117 NGO sales vs. customer sales by month - Siemreap: Siem Reab

126

Table A.53 Sales information - Siemreap: Soutr Nikom Siemreap: Soutr Nikom Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

565

57%

Total NGO Sales 432

Total Sales

Correlation Coefficient for Monthly Sales

997

0.02

% of Total Sales 43%

600

500

400

300

200

100

Cumulative Sales

Sales

NGO Sales vs. Customer Sales by Day Siemreap: Soutr Nikom

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

Figure A.118 NGO sales vs. customer sales by day - Siemreap: Soutr Nikom NGO Sales vs. Customer Sales by Month Siemreap: Soutr Nikom 200

180

160

140

Sales

120 Monthly Customer Sales

100

Monthly NGO Sales 80

0 Jun-12

Jul-12

Aug-12

Sep-12

Oct-12

Nov-12 Dec-12

Jan-13

Feb-13 Mar-13

Apr-13 May-13

Jun-13

Jul-13

Aug-13

Sep-13

Oct-13

Nov-13 Dec-13

Jan-14

Feb-14 Mar-14

Apr-14 May-14

Figure A.119 NGO sales vs. customer sales by month - Siemreap: Soutr Nikom

127

Jun-14

Jul-14

Aug-14

Sep-14

Oct-14

Table A.54 Sales information - Siemreap: Srei Snam Siemreap: Srei Snam Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

888

45%

Total NGO Sales 1,066

Total Sales

Correlation Coefficient for Monthly Sales

1,954

0.47

% of Total Sales 55%

NGO Sales vs. Customer Sales by Day Siemreap: Srei Snam 1200

70 1000 60

Sales

600

30 400

Cumulative Sales

800 50

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

20 200 10

Figure A.120 NGO sales vs. customer sales by day - Siemreap: Srei Snam NGO Sales vs. Customer Sales in Time Siemreap: Srei Snam 800

700

600

Sales

500

400

Monthly Customer Sales Monthly NGO Sales

300

200

100

Figure A.121 NGO sales vs. customer sales by month - Siemreap: Srei Snam

128

Table A.55 Sales information - Siemreap: Varin Siemreap: Varin Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

552

95%

Total NGO Sales 28

Total Sales

Correlation Coefficient for Monthly Sales

580

-0.18

% of Total Sales 5%

NGO Sales vs. Customer Sales by Day Siemreap: Varin 600

14 500 12

Sales

300

Cumulative Sales

400 10

200

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

4 100 2

Figure A.122 NGO sales vs. customer sales by day - Siemreap: Varin NGO Sales vs. Customer Sales by Month Siemreap: Svay Leu 140

120

100

Sales

80 Monthly Customer Sales Monthly NGO Sales

Figure A.123 NGO sales vs. customer sales by month - Siemreap: Varin

129

Table A.56 Sales information - Svay Rieng Svay Rieng Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

24,138

Chantrea

Total Sales

Correlation Coefficient for Monthly Sales

% of Total Sales

92.95%

Total NGO Sales 2,029

7.75%

26,167 0.19

1,931

95%

109

2,040

0.12

Kampong Rou

3,235

99%

3,280

-0.01

Krong Bavet

925

100%

925

Krong Svay Rieng

226

100%

226

Romeas Haek

6,905

95%

334

7,239

0.12

Rumduol

1,777

93%

125

1,902

-0.07

Svay Chrum

6,459

84%

1,259

16%

7,718

-0.07

Svay Teab

2,608

95%

140

2,748

0.22

Districts

NGO Sales vs. Customer Sales by District Province of Svay Rieng 8000

7000

6000

Sales

5000

Customer Sales

4000

NGO Sales 3000

2000

1000

0 Krong Bavet

Krong Svay Rieng

Kampong Rou

Chantrea

Rumduol

Svay Teab

Romeas Haek

Figure A.124 Relationship between NGO and customer sales by district - Svay Rieng

130

Svay Chrum

Figure A.127 NGO sales vs. customer sales by month - Svay Rieng 131 20

Cumulative Sales

15000

Oct-14

Sep-14

Sales 30

Aug-14

2014-10-04

2014-09-04

2014-08-04

2014-07-04

2014-06-04

2014-05-04

2014-04-04

2014-02-04 2014-03-04

2014-01-04

2013-12-04

2013-11-04

2013-10-04

2013-09-04

2013-08-04

2013-07-04

2013-06-04

2013-05-04

2013-04-04

2013-02-04 2013-03-04

2013-01-04

2012-12-04

2012-11-04

2012-10-04

2012-09-04

2012-08-04

2012-07-04

2012-06-04

2012-05-04

2012-04-04

2012-03-04

2012-02-04

2012-01-04

2011-12-04

2011-11-04

2011-10-04

2011-09-04

2011-08-04

2011-07-04

2011-06-04

2011-05-04

2011-04-04

2011-02-04 2011-03-04

2011-01-04

2010-12-04

2010-11-04

2010-10-04

2010-09-04

2010-08-04

2010-07-04

2010-06-04

2010-05-04

2010-04-04

2010-02-04 2010-03-04

2010-01-04

2009-12-04

2009-11-04

2009-10-04

2009-09-04

2009-08-04

Jul-14

Jun-14

May-14

Apr-14

Mar-14

Feb-14

Jan-14

Dec-13

Nov-13

Oct-13

Sep-13

Aug-13

Jul-13

Jun-13

May-13

Apr-13

Mar-13

Feb-13

Jan-13

Dec-12

Nov-12

Oct-12

Sep-12

Aug-12

Jul-12

Jun-12

May-12

Apr-12

Mar-12

Feb-12

Jan-12

Dec-11

Nov-11

Oct-11

Sep-11

Aug-11

Jul-11

Jun-11

May-11

Apr-11

Mar-11

Feb-11

Jan-11

Dec-10

Nov-10

Oct-10

Sep-10

Aug-10

Jul-10

Jun-10

May-10

Apr-10

Mar-10

Feb-10

Jan-10

Dec-09

Nov-09

Oct-09

Sep-09

Aug-09

Sales

Figure A.125 Animation of sales population - Svay Rieng

NGO Sales vs. Customer Sales by Day Province of Svay Rieng

40 30000

35 25000

20000

Customer Sales

NGO Sales

Cumulative Customer Sales

10000 Cumulative NGO Sales

Customer Sales Trendline

10 NGO Sales Trendline

5 5000

Figure A.126 NGO sales vs. customer sales by day - Svay Rieng

1400

NGO Sales vs. Customer Sales by Month Province of Svay Rieng

1200

1000

800

600

Monthly Customer Sales

Monthly NGO Sales

400

200

Table A.57 Sales information - Svay Rieng: Chantrea Svay Rieng: Chantrea Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

1,931

95%

Total NGO Sales 109

Total Sales

Correlation Coefficient for Monthly Sales

2,040

0.12

% of Total Sales 5%

NGO Sales vs. Customer Sales by Day Svay Rieng: Chantrea 30

2500

2000

Sales

1500 15 1000 10

Cumulative Sales

20 Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

500

Figure A.128 NGO sales vs. customer sales by day - Svay Rieng: Chantrea NGO Sales vs. Customer Sales by Month Svay Rieng: Chantrea 200 180 160 140

Sales

120 100

Monthly Customer Sales Monthly NGO Sales

80 60 40 20 0

Figure A.129 NGO sales vs. customer sales by month - Svay Rieng: Chantrea

132

Table A.58 Sales information - Svay Rieng: Kampong Rou Svay Rieng: Kampong Rou Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

3,235

99%

Total NGO Sales 45

Total Sales

Correlation Coefficient for Monthly Sales

3,280

-0.01

% of Total Sales 1%

NGO Sales vs. Customer Sales by Day Svay Rieng: Kampong Rou 3500

3000 20

Sales

2000

1500

1000

Cumulative Sales

2500

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline NGO Sales Trendline

5 500

0 2014-10-24

2014-09-24

2014-08-24

2014-07-24

2014-06-24

2014-05-24

2014-04-24

2014-03-24

2014-02-24

2014-01-24

2013-12-24

2013-11-24

2013-10-24

2013-09-24

2013-08-24

2013-07-24

2013-06-24

2013-05-24

2013-04-24

2013-03-24

2013-02-24

2013-01-24

2012-12-24

2012-11-24

2012-10-24

2012-09-24

2012-08-24

2012-07-24

2012-06-24

2012-05-24

2012-04-24

2012-03-24

2012-02-24

2012-01-24

2011-12-24

2011-11-24

2011-10-24

2011-09-24

2011-08-24

2011-07-24

2011-06-24

2011-05-24

2011-04-24

2011-03-24

2011-02-24

2011-01-24

2010-12-24

2010-11-24

2010-10-24

2010-09-24

2010-08-24

Figure A.130 NGO sales vs. customer sales by day - Svay Rieng: Kampong Rou NGO Sales vs. Customer Sales in Time Svay Rieng: Kampong Rou 400

350

300

Sales

250

200

Monthly Customer Sales Monthly NGO Sales

150

100

Figure A.131 NGO sales vs. customer sales by month - Svay Rieng: Kampong Rou

133

Table A.59 Sales information - Svay Rieng: Krong Bavet Svay Rieng: Krong Bavet Customer Sales

NGO Sales

Total Customer Sales

% of Total Sales

925

100%

Total NGO Sales 0

Total Sales

Correlation Coefficient for Monthly Sales

925

% of Total Sales 0%

NGO Sales vs. Customer Sales in Time Svay Rieng: Krong Bavet 25

1000 900

800

Sales

600 500

400

Cumulative Sales

700 15

Customer Sales NGO Sales Cumulative Customer Sales Cumulative NGO Sales Customer Sales Trendline

300 5

200 100

Figure A.132 NGO sales vs. customer sales by day - Svay Rieng: Krong Bavet NGO Sales vs. Customer Sales in Time Svay Rieng: Krong Bavet 120

100

Sales

Monthly Customer Sales Monthly NGO Sales

Figure A.133 NGO sales vs. customer sales by month - Svay Rieng: Krong Bavet

134

135

Figure A.135 NGO sales vs. customer sales by month - Svay Rieng: Krong Svay Rieng

Apr-14

10 150

6 100

Cumulative Sales

Oct-14

2014-10-10

Sep-14

2014-09-10

2014-08-10

2014-07-10

2014-06-10

% of Total Sales

Aug-14

Jul-14

Jun-14

May-14

2014-05-10

2014-04-10

Mar-14

2014-03-10

2014-02-10

2014-01-10

2013-12-10

2013-11-10

2013-10-10

2013-09-10

2013-08-10

NGO Sales

Feb-14

Jan-14

Dec-13

Nov-13

Oct-13

Sep-13

Aug-13

Jul-13

2013-07-10

2013-06-10

2013-05-10

2013-04-10

Total NGO Sales 0

Jun-13

May-13

Apr-13

Mar-13

2013-03-10

2013-02-10

100%

Feb-13

226

2013-01-10

Sales

% of Total Sales

Jan-13

2012-12-10

2012-11-10

2012-10-10

2012-09-10

2012-08-10

2012-07-10

2012-06-10

2012-05-10

2012-04-10

2012-03-10

2012-02-10

2012-01-10

2011-12-10

2011-11-10

2011-10-10

2011-09-10

2011-08-10

2011-07-10

2011-06-10

2011-05-10

2011-04-10

2011-03-10

2011-02-10

2011-01-10

2010-12-10

2010-11-10

2010-10-10

2010-09-10

2010-08-10

2010-07-10

2010-06-10

2010-05-10

2010-04-10

2010-03-10

2010-02-10

Customer Sales

Dec-12

Sales

Total Customer Sales

Nov-12

Oct-12

Sep-12

Aug-12

Jul-12

Jun-12

May-12

Apr-12

Mar-12

Feb-12

Jan-12

Dec-11

Nov-11

Oct-11

Sep-11

Aug-11

Jul-11

Jun-11

May-11

Apr-11

Mar-11

Feb-11

Jan-11

Dec-10

Nov-10

Oct-10

Sep-10

Aug-10

Jul-10

Jun-10

May-10

Apr-10

Mar-10

Feb-10

Table A.60 Sales information - Svay Rieng: Krong Svay Rieng Svay Rieng: Krong Svay Rieng Total Sales Correlation Coefficient for Monthly Sales

226 NA

NGO Sales vs. Customer Sales by Day Svay Rieng: Krong Svay Rieng 250

12 200

Customer Sales

NGO Sales

Cumulative Customer Sales

Cumulative NGO Sales

4 Customer Sales Trendline

2 50

Figure A.134 NGO sales vs. customer sales by day - Svay Rieng: Krong Svay Rieng

NGO Sales vs. Customer Sales in Time Svay Rieng: Krong Svay Rieng

8 Monthly Customer Sales

Monthly NGO Sales

136

Figure A.137 NGO sales vs. customer sales by month - Svay Rieng: Romeas Haek NGO Sales Trendline

8000

35 7000

30 6000

25 5000

20 4000

15 3000

10 2000

5 1000

0 0

Cumulative Sales

Oct-14

% of Total Sales

Sep-14

2014-10-21

2014-09-21

2014-08-21

2014-07-21

Total Sales

Aug-14

Jul-14

Jun-14

May-14

2014-06-21

Apr-14

2014-05-21

2014-04-21

2014-03-21

2014-02-21

2014-01-21

2013-12-21

2013-11-21

2013-10-21

2013-09-21

2013-08-21

NGO Sales

Mar-14

Feb-14

Jan-14

Dec-13

Nov-13

Oct-13

Sep-13

Aug-13

Jul-13

2013-07-21

2013-06-21

2013-05-21

2013-04-21

2013-03-21

2013-02-21

Total NGO Sales 334

Jun-13

May-13

Apr-13

Mar-13

Feb-13

Jan-13

95%

2013-01-21

Customer Sales

Dec-12

Sales

6,905

2012-12-21

2012-11-21

2012-10-21

2012-09-21

2012-08-21

2012-07-21

2012-06-21

2012-05-21

2012-04-21

2012-03-21

2012-02-21

2012-01-21

2011-12-21

2011-11-21

2011-10-21

2011-09-21

2011-08-21

2011-07-21

2011-06-21

2011-05-21

2011-04-21

2011-03-21

2011-02-21

2011-01-21

2010-12-21

2010-11-21

2010-10-21

2010-09-21

2010-08-21

2010-07-21

2010-06-21

2010-05-21

2010-04-21

2010-03-21

2010-02-21

2010-01-21

2009-12-21

% of Total Sales

Nov-12

Sales

Total Customer Sales

Oct-12

Sep-12

Aug-12

Jul-12

Jun-12

May-12

Apr-12

Mar-12

Feb-12

Jan-12

Dec-11

Nov-11

Oct-11

Sep-11

Aug-11

Jul-11

Jun-11

May-11

Apr-11

Mar-11

Feb-11

Jan-11

Dec-10

Nov-10

Oct-10

Sep-10

Aug-10

Jul-10

Jun-10

May-10

Apr-10

Mar-10

Feb-10

Jan-10

Dec-09

Table A.61 Sales information - Svay Rieng: Romeas Haek Svay Rieng: Romeas Haek Correlation Coefficient for Monthly Sales

7,239 0.12

NGO Sales vs. Customer Sales by Day Svay Rieng: Romeas Haek

Customer Sales

NGO Sales

Cumulative Customer Sales

Cumulative NGO Sales

Customer Sales Trendline

Figure A.136 NGO sales vs. customer sales by day - Svay Rieng: Romeas Haek

600

NGO Sales vs. Customer Sales by Month Svay Rieng: Romeas Haek

500

400

300 Monthly Customer Sales

200 Monthly NGO Sales

100

137

Figure A.139 NGO sales vs. customer sales by month - Svay Rieng: Rumduol 20 1000

15 800

Cumulative Sales

1200

Oct-14

Sep-14

% of Total Sales

Aug-14

2014-10-13

2014-09-13

2014-08-13

2014-07-13

2014-06-13

Jul-14

Jun-14

May-14

Apr-14

2014-05-13

Mar-14

2014-04-13

2014-03-13

2014-02-13

2014-01-13

2013-12-13

2013-11-13

2013-10-13

2013-09-13

2013-08-13

NGO Sales

Feb-14

Jan-14

Dec-13

Nov-13

Oct-13

Sep-13

Aug-13

Jul-13

Jun-13

2013-07-13

2013-06-13

2013-05-13

2013-04-13

2013-03-13

Total NGO Sales 125

May-13

Apr-13

Mar-13

Feb-13

2013-02-13

93%

Jan-13

1,777

2013-01-13

Sales

Customer Sales

Dec-12

2012-12-13

2012-11-13

2012-10-13

2012-09-13

2012-08-13

2012-07-13

2012-06-13

2012-05-13

2012-04-13

2012-03-13

2012-02-13

2012-01-13

2011-12-13

2011-11-13

2011-10-13

2011-09-13

2011-08-13

2011-07-13

2011-06-13

2011-05-13

2011-04-13

2011-03-13

2011-02-13

2011-01-13

2010-12-13

2010-11-13

2010-10-13

2010-09-13

2010-08-13

2010-07-13

2010-06-13

2010-05-13

2010-04-13

2010-03-13

2010-02-13

2010-01-13

% of Total Sales

Nov-12

Sales

Total Customer Sales

Oct-12

Sep-12

Aug-12

Jul-12

Jun-12

May-12

Apr-12

Mar-12

Feb-12

Jan-12

Dec-11

Nov-11

Oct-11

Sep-11

Aug-11

Jul-11

Jun-11

May-11

Apr-11

Mar-11

Feb-11

Jan-11

Dec-10

Nov-10

Oct-10

Sep-10

Aug-10

Jul-10

Jun-10

May-10

Apr-10

Mar-10

Feb-10

Jan-10

Table A.62 Sales information - Svay Rieng: Rumduol Svay Rieng: Rumduol Total Sales Correlation Coefficient for Monthly Sales

1,902 -0.07

NGO Sales vs. Customer Sales by Day Svay Rieng: Rumduol 2000

30 1800

1600

1400

Customer Sales

NGO Sales

Cumulative Customer Sales

Cumulative NGO Sales

600 Customer Sales Trendline

NGO Sales Trendline

5 400

200

Figure A.138 NGO sales vs. customer sales by day - Svay Rieng: Rumduol

250

NGO Sales vs. Customer Sales in Time Svay Rieng: Rumduol

200

150

100 Monthly Customer Sales

Monthly NGO Sales

138

Figure A.141 NGO sales vs. customer sales by month - Svay Rieng: Svay Chrum

Feb-14

Apr-14

20 3000

Cumulative Sales

4000

Oct-14

Sep-14

% of Total Sales

Aug-14

2014-10-04

2014-09-04

2014-08-04

2014-07-04

Jul-14

Jun-14

May-14

2014-06-04

2014-05-04

16%

Mar-14

2014-04-04

2014-02-04 2014-03-04

2014-01-04

2013-12-04

2013-11-04

2013-10-04

2013-09-04

2013-08-04

2013-07-04

2013-06-04

NGO Sales

Jan-14

Dec-13

Nov-13

Oct-13

Sep-13

Aug-13

Jul-13

Jun-13

May-13

2013-05-04

2013-04-04

2013-02-04 2013-03-04

2013-01-04

Total NGO Sales 1,259

Apr-13

Mar-13

Feb-13

Jan-13

Dec-12

2012-12-04

84%

Nov-12

6,459

2012-11-04

Sales

Customer Sales

Oct-12

2012-10-04

2012-09-04

2012-08-04

2012-07-04

2012-06-04

2012-05-04

2012-04-04

2012-03-04

2012-02-04

2012-01-04

2011-12-04

2011-11-04

2011-10-04

2011-09-04

2011-08-04

2011-07-04

2011-06-04

2011-05-04

2011-04-04

2011-02-04 2011-03-04

2011-01-04

2010-12-04

2010-11-04

2010-10-04

2010-09-04

2010-08-04

2010-07-04

2010-06-04

2010-05-04

2010-04-04

2010-02-04 2010-03-04

2010-01-04

2009-12-04

2009-11-04

2009-10-04

2009-09-04

2009-08-04

% of Total Sales

Sep-12

Sales

Total Customer Sales

Aug-12

Jul-12

Jun-12

May-12

Apr-12

Mar-12

Feb-12

Jan-12

Dec-11

Nov-11

Oct-11

Sep-11

Aug-11

Jul-11

Jun-11

May-11

Apr-11

Mar-11

Feb-11

Jan-11

Dec-10

Nov-10

Oct-10

Sep-10

Aug-10

Jul-10

Jun-10

May-10

Apr-10

Mar-10

Feb-10

Jan-10

Dec-09

Nov-09

Oct-09

Sep-09

Aug-09

Table A.63 Sales information - Svay Rieng: Svay Chrum Svay Rieng: Svay Chrum Total Sales Correlation Coefficient for Monthly Sales

7,718 -0.07

NGO Sales vs. Customer Sales by Day Svay Rieng: Svay Chrum 7000

35 6000

30 5000

Customer Sales

NGO Sales

Cumulative Customer Sales

15 Cumulative NGO Sales

2000 Customer Sales Trendline

10 NGO Sales Trendline

1000

Figure A.140 NGO sales vs. customer sales by day - Svay Rieng: Svay Chrum

900

NGO Sales vs. Customer Sales by Month Svay Rieng: Svay Chrum

800

700

600

500

400 Monthly Customer Sales

300 Monthly NGO Sales

200

100

139

Figure A.143 NGO sales vs. customer sales by month - Svay Rieng: Svay Teab 1500

Cumulative Sales

Oct-14

Sep-14

% of Total Sales

Aug-14

2014-10-07

2014-09-07

2014-08-07

2014-07-07

2014-06-07

Jul-14

Jun-14

May-14

Apr-14

Mar-14

2014-05-07

2014-04-07

Feb-14

2014-03-07

2014-02-07

2014-01-07

2013-12-07

2013-11-07

2013-10-07

2013-09-07

2013-08-07

NGO Sales

Jan-14

Dec-13

Nov-13

Oct-13

Sep-13

Aug-13

Jul-13

Jun-13

2013-07-07

2013-06-07

2013-05-07

2013-04-07

2013-03-07

2013-02-07

Total NGO Sales 140

May-13

Apr-13

Mar-13

Feb-13

Jan-13

2013-01-07

95%

Dec-12

2,608

2012-12-07

Sales

Customer Sales

Nov-12

2012-11-07

2012-10-07

2012-09-07

2012-08-07

2012-07-07

2012-06-07

2012-05-07

2012-04-07

2012-03-07

2012-02-07

2012-01-07

2011-12-07

2011-11-07

2011-10-07

2011-09-07

2011-08-07

2011-07-07

2011-06-07

2011-05-07

2011-04-07

2011-03-07

2011-02-07

2011-01-07

2010-12-07

2010-11-07

2010-10-07

2010-09-07

2010-08-07

2010-07-07

2010-06-07

2010-05-07

2010-04-07

2010-03-07

2010-02-07

2010-01-07

2009-12-07

2009-11-07

% of Total Sales

Oct-12

Sales

Total Customer Sales

Sep-12

Aug-12

Jul-12

Jun-12

May-12

Apr-12

Mar-12

Feb-12

Jan-12

Dec-11

Nov-11

Oct-11

Sep-11

Aug-11

Jul-11

Jun-11

May-11

Apr-11

Mar-11

Feb-11

Jan-11

Dec-10

Nov-10

Oct-10

Sep-10

Aug-10

Jul-10

Jun-10

May-10

Apr-10

Mar-10

Feb-10

Jan-10

Dec-09

Nov-09

Table A.64 Sales information - Svay Rieng: Svay Teab Svay Rieng: Svay Teab Total Sales Correlation Coefficient for Monthly Sales

2,748 0.22

NGO Sales vs. Customer Sales by Day Svay Rieng: Svay Teab 3000

2500

25 2000

Customer Sales

NGO Sales

Cumulative Customer Sales

1000 Cumulative NGO Sales

10 Customer Sales Trendline

NGO Sales Trendline

500

Figure A.142 NGO sales vs. customer sales by day - Svay Rieng: Svay Teab

180

NGO Sales vs. Customer Sales in Time Svay Rieng: Svay Teab

160

140

120

100

80 Monthly Customer Sales

60 Monthly NGO Sales

Appendix B Copyright Permissions for the Geographic Atlas 1.0 (Figures 3.2-3.4)

140

ABOUT THE AUTHOR Danielle DeVuyst began her higher education at the University of Florida, graduating summa cum laude, with a Bachelor of Design in Architecture, minoring in Spanish for the inherent affection of the culture and language she had experienced as a Florida native. She continued at Washington University in St. Louis, graduating in 2009 with a Master of Architecture. This university experience was particularly integral to her academic development as methods of construction and sustainability were interwoven into the curriculum in addition to providing various opportunities to study and teach abroad. Within this academic framework, she studied architecture abroad in Spain, Italy and Argentina, visiting a total of 13 countries within 5 years. These programs allowed her to encounter a variety of perspectives that undoubtedly affected her own while acquiring a broader understanding of human connectedness in a global context. She was able to transform her convictions into practical experience in the summer of 2006, while participating on a construction team for a service project in the Brazilian Amazon, assembling underground plumbing for the Satere Mawe tribe that resulted in a network of piping that would distribute clean water throughout the villages to each individual hut. Soon after, she traveled to rural India for 6 weeks with Washington University's anthropology department to teach construction drawing for engineering and mural painting to high school students. Through the Master's International - Environmental Engineering Program at University of South Florida, Danielle completed her Peace Corps service in Peru as a Water and Sanitation Engineer, focusing on biodigesters, solar-powered hydroponic systems, and renewable energy education.