This post is Part 4 of a five-part series on measuring Al Mokha's impact in Yemen. (Links to Part 1Part 2, & Part 3)

In my last post, I talked about numbers, about progress and about impact we could measure at Al Mokha. Economists tend to get wrapped up in numbers. This group of people is richer, you might say, and an economist wants to know, okay, but how do measure “rich”? Is it how much money or how many assets they have; is it how much they earn? How do you get a representative sample to answer your questions? How do you know that someone’s observable (or unobservable) characteristics aren’t influencing the way they perceive the question?

Economists have largely settled these questions. With a little effort, you could get to a point where you could measure “rich” satisfactorily, where you could answer the question of who is richest.

But some questions are simply unanswerable within the paradigm of statistical causality. Some of those questions are ones that Al Mokha wants to answer.

For instance, is coffee the best answer to Yemen’s woes?

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This post is Part 3 of a five-part series on measuring Al Mokha's impact in Yemen. (Links to Part 1 & Part 2)

Erin and a Tanzanian woman smiling with an orange dirt background
Author (on right) in Nyarugusu, Tanzania, during a project for the International Rescue Committee 

As a development economist with interests that are a little outside the norm, I spend a lot of my day thinking about how to measure unmeasurable things. How prevalent is a certain belief? And how does it affect people’s behavior? Can one violent event, or experience, be objectively seen as worse or more violent than another? And if so, what determines that violence—scope, tenor, frequency? How do we fix it?

So, when Anda told me he wanted to start thinking more about impact and measurement at Al Mokha, I jumped up and down with glee. From the moment he and I first talked development and coffee in Cambridge almost a year ago, I’d been questioning, "cool, but how do you measure that?"

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This post is Part 2 of a five-part series on measuring Al Mokha's impact in Yemen.

Erin Fletcher sitting at laptop with hut in background
Author conducting research for the IRC in Nyarugusu, Tanzania

In Part I, Anda wrote about the perils of trying to be a salesperson / academic, and how that duality plays out in the business: investors want to see sales growth whereas economists (me!) want to see real, measureable change in things like poverty levels, in coffee production, in anything we can quantify with data.

So we're working towards that. In this post, Part 2, I introduce myself and in parts III- V we tackle some tough questions.

Well, who am I? If you're here frequently you know Anda and you've heard mention of some of his advisors (as he spins tales of sinking all his time into a startup). I'm the nerdy PhD obsessed with data and development. I have a doctoral degree in economics. I spend most of my time reading and writing papers on violence against women and children and female labor force participation. I spend a lot of time thinking about very economist-y things like incentives.

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This post is Part I of a five-part series on measuring Al Mokha's impact in Yemen.

coffee cherries Yemen held by man

Two years ago, I founded a two-pronged enterprise with goals to be a successful coffee retailer and an entity that used our economic engine for the benefit of the people of Yemen. We call ourselves Al Mokha, Public Benefit Corp. and we source and market Yemen's World’s First Coffee™.

It has taken me two years to wrap my head around Al Mokha’s identity. Was I a coffee company? A development organization for a third world country? The reality is we are both, a startup with two faces; just like the Roman god Janus.

Let me illuminate.

We have two customers. The first is you, the consumer, and our product is our World’s First Coffee™. Our second customer is implied, and that’s the people of Yemen. If you turn our World’s First Coffee™ inside out, our product is life changing jobs. And here we can disappear down an academic rabbit hole.

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Happy April Fool's Day. A whimsical but also true post.

Harvard Business School crest logoI had a smile on my face as I departed Tealuxe in Harvard Square. It was just after 7 p.m. on October 26 last year, and I considered the date a success. In Tindering the whole process is bizarre. It's a bit like window shopping in that we look, we open a few doors, and maybe even peruse in more depth. And like in shopping, with a practiced eye, one can rapidly size things up. When I worked in fashion retail at Scoop NYC I saved customers the hassle of telling me their size. Rather, I would simply say, "hold-on, I'll get your size". My ability was doubly efficient as I could not only tell you your height, weight, shoe size, sleeve length, neck size, and more, I also knew how it varied across brands. Customers would tell me, "I'm not a 7 1/2 I'm an 8. I'd say try the shoe."

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Ambassador Mubarak learning about Al Mokha

Ambassador Mubarak, Yemen's top diplomat to DC, sampling Al Mokha coffee.

A few years ago I read a fascinating study of poverty and decision fatigue in India. In the study researchers offered poor and wealthy buyers name-brand soap at a steep discount. The wealthy buyers made the purchase without second thought. It was a great deal. The poor buyers, however, agonized over the decision. The name-brand soap was truly a good deal but the soap still exceeded the price of generic. For those poor buyers the deal became a conundrum of brand-name prestige against money for food. The decision was tiring. But not only that, it left less energy for other decisions. Aha! Decision fatigue.

I shortly applied this decision lens to my own behavior. I observed how navigating life with little income was tiring. Every decision takes energy. Take the bus or walk or take a cab. Purchase name brand OJ on sale for $2.50 or store brand OJ slightly cheaper at $2.29? Should I buy a subscription to the Economist? These conundrums may appear petty but I began to realize their cost. Lack of resources meant less time and energy for bigger decisions.

Or consider another angle, habits of Mark Zuckerberg. He wears a grey t-shirt all the time. You know why? Such a shortcut frees energy for other pursuits. He can focus on running a company rather than sartorial decisions.

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Anda Greeney laughingTwo years ago I had $500 and an idea to change the world. Today I have a $5000 hole, the website and branding you're looking at now, and the same idea to change the world. Speaking to my younger sister in regards to my progress, she said, "previously there was nothing and now there is something. That's pretty cool. I'll send your web address to my friends." In her casual comment, she hit on two remarkable aspects of entrepreneurship: 

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We rate 4.8 stars on Amazon

December 11, 2015


Shop our website for better prices (and margins for us) but consult our 4.8 star Amazon reviews.

They have a very unique taste that delays when it hits then it's like all at once almost like chocolate

on April 7, 2015
Verified Purchase
Cleaned out the inventory due to the civil war in Yemen.
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1 cow + 3 economists = Al Mokha

The Founder's Story: While I was a study-abroad student at Stockholm University I immersed myself in international development; and while serving in the U.S. Air Force I lived national security. Combining this background and armed with idealism and pragmatism, I stumbled upon Yemeni coffee by accident.

Anda Greeney living in SwedenAnda Greeney practicing Air Force combatives

In 2007 my classmates and I almost bought a cow in Tanzania. We were Americans studying Public Policy in Sweden and had just

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