Most entrepreneurs envision their business growing and providing them with enhanced returns. Some take a traditional view of growth while others plan and build their business for scale.
The traditional purpose of increasing financial returns in a business is to grow. Growth is defined as adding resources at the same rate as adding revenue, while scaling allows a business to grow its revenue and profits through a system that requires less resources, time to grow and overheads in achieving the desired financial returns.
You’ll need funding to scale
Most entrepreneurs with whom we have consulted have failed to take into account the investment or financial requirement for scaling their businesses, as well as the requirements of the partners/stakeholders, such as franchisees they plan to bring on board. To successfully implement a scale strategy, an entrepreneur must plan these financial requirements carefully.
A core strategy to grow revenue is through market expansion or penetration. Scaling uses the same fundamentals, but is focused on sharing resources through collaboration and leveraging partnerships.
Whilst leveraging existing platforms or distribution channels allows for a faster route to scale and market, a business may want greater control over its distribution channel. This could be in the form of franchising the existing business and identifying franchisees or developing an agency/distributor model.
For these to be scale strategies, the business must understand and identify solutions for financing its financial models and requirements, as well as those of its franchisees, agents and distributors.
Develop a scaling business checklist
- Replicable proceduralised business model
- Track record showing profitability and, in the case of franchising, that there are multiple sites
- Marketing strategy to attract the right franchisees/agents/distributors
- Human resource capacity for rollout
- Technology requirements for scaling
- Legal framework and agreements to be entered into
- Financial backing for the above.
Financing solutions for the scaling business
Reinvesting profits. We all do this as business owners, but rarely with a structured plan that will allow us to leverage the investment towards accessing additional finance. Whether considering traditional commercial finance or developmental finance, a business must demonstrate its own investment in the expansion or scaling project, in addition to a good business plan.
For all commercial banks, and even some developmental banks, surety is needed, so build this up as well. The Small Enterprise Finance Agency (SEFA) may lend money without surety, but the process is a bit longer and more intense.
The Industrial Development Corporation (IDC) may consider taking a small share in your business if the risk is high, which may be the case with a scaling project at its infancy.
For entrepreneurs without their own capital and/or surety, finding the right partner(s) to support the requirements of funders may be necessary.
Related: DTI Funding Guide
The biggest challenge will be to find the right jockey for your brand:
- Do they have the necessary industry/product knowledge and network?
- Are they going to be fully operational or dedicate resources to the agency?
- Do they have the financial resource to commit?
- Market and location — identifying suitable and viable markets to penetrate
- Financial backing to establish and grow the business.
Financing solutions for franchisees, agents or distributors
SEFA is a subsidiary of the IDC with a mandate to fund small businesses. SEFA has a wholesale loan which can be allocated to a pool of these partners.
For example, Chicken Stop is a Quick Service Restaurant offering flamed-grilled chicken with local delicacies, such as pap, gravy and beetroot salad, and its uniquely flavoured Smokey Chicken.
The average franchise set-up cost is about R1,5 million. SEFA (through its wholesale loan) has partnered with Chicken Stop to provide business development loans to qualifying candidates who can receive up to R1,5 million debt financing with a personal investment of R300 000 to R500 000, allowing Chicken Stop to scale its network with up to 30 additional stores.
Related: New Ways SMEs Can Find Funding
Businesses that accept card payments with a point of sale (POS) device can raise growth finance from service providers such as Merchant Capital, which allow businesses that have been trading for at least six months and have more than R30 000/month in card transactions to obtain a cash advance on future card sales with future repayment linked to trading activity.
At the end of the day, scale is a more profitable and less resource intensive strategy to grow your businesses in the long run, but it requires good governance, compliance and planning.
Alternative Finance – Filling The Gap
Alternative Finance is finance beyond the traditional – it is defined by the financiers’ area of specialisation – by what they specialise in, whom they serve, and how they provide their funding.
- Call: 011 886 0922
- Visit: www.spartan.co.za
Alternative Finance is finance beyond the traditional – it is defined by the financiers’ area of specialisation – by what they specialise in, whom they serve, and how they provide their funding. It does not replace traditional finance but rather functions as a complementary and additional form of funding.
Alternative financers are specialists – they focus on a particular need and on a specific audience. As a result their ‘how’ is customised to deal with their chosen target market and for this targets unique needs. This applies to the funder’s processes and to their level of flexibility around things such as collateral. An example of this is that a SME may have an existing R1 million overdraft (their traditional finance) secured by R 1.5 million collateral but suddenly they need R5 million for some kind of contract or bridging finance – they need it fast and don’t have that extent of collateral.
The traditional funder cannot provide what they need, their process is too long and their flexibility is too low. An alternative financier providing bridging finance and specialising in SMEs is ideally positioned to fill this gap.
One of the most significant differences between a traditional funder and an alternative financier is in their process. In the case of the alternative financier, they have often chosen to deal exclusively with a particular customer base, for example SMEs. As a result, this funder has both an affinity and contextually relevant empathy in working with SMEs.
Not only do they speak the same language the funder also has an appreciation for the time and material constraints of the SME and has developed their processes to cater to this market. This applies most notably to the turnaround time of the funding need and to the assessment aspect – where flexibility around things such as collateral is vital in making the finance happen for the SME.
A traditional funder is unable to meet the deadline of a bridging finance need, submitted on an urgent basis, where the finance is needed as soon as 2-3 days from time of application. A specialised or alternative funder is able to do exactly this. A traditional funder is also unable to find creative methods in solving the SMEs lack of high-value collateral in applying for finance.
This SME has generally already used their high-value collateral for traditional credit facilities but now needs funding for growth or resolution of a temporary cash flow challenge. An alternative financier is able to look at such an application in a different way, and has most likely already established alternative ways to make this happen for the SME.
CrowdFunding As E-commerce In South Africa
Crowdfunding is the new bank loan, without the pressures of repayments. This is why you should look into crowdfunding your ecommerce business in South Africa – from our experts.
“Crowdfunding is the new bank loan, without the pressures of repayments. Crowdfunding is an online method of fundraising that allows people all over the world to put their ideas or pitches onto a digital platform. These pitches are then available for people worldwide to see, and to decide whether or not they would like to support the campaign. There are four main types of crowdfunding: Rewards-based, donation-based, equity-based, and debt-based, each with its own unique purpose,” says Nicholas Dilley of South African crowdfunding platform Thundafund.
“In South Africa, crowdfunding is still a relatively new concept and with many South Africans sceptical about making online transactions, it’s very much a rising industry. Rewards-based crowdfunding has become a growing force. Thundafund is the brainchild of entrepreneur Patrick Schofield, who founded the company in 2013. The way that rewards-based crowdfunding differs from any other form, is that in exchange for the money raised, the project creator is expected to give something back to the backer in the form of a reward. These rewards can vary, anything from a thank you card to a tangible product. However, when selecting rewards for your campaign, it is important that you keep your project and potential backer in mind.”
In 2017 alone, Thundafund raised more than R8 million, which was almost equivalent to the previous four years combined.
“In South Africa, we say that, realistically, you can expect a maximum of R150 000 in crowdfunding. However, we are constantly being surprised. It really comes down to how amazing your project is, how big the network is, and if the rewards are what people want. There is no reason to believe that any start-up couldn’t raise over R1 million if founders put the work in and justify how the money will be spent,” says Nicholas.
The rising of Sugarbird Gin
One of Thundafund’s biggest recent success stories was Sugarbird Gin, which managed to raise R1 086 973. The gin is an idea conceived of by a four-person company called Steel Cut Spirits.
“As a company, we care about crafted products that have a story and an ability to excite, inspire and bring people together. We also have a proudly South African desire to put our produce on the global map, and an interest in great local gins that can use fynbos to create amazing flavours,” says Steel Cut Spirits CEO, Rob Heyns.
Despite having already had success in the industry, Rob and his co-founders identified crowdfunding as one of the best ways to bring Sugarbird Gin to the market.
“All FMCG products face the three-part challenge of competition, barriers to scale and working capital constraints. The model of rewards-based crowdfunding addresses all three of these challenges at the same time,” says Rob.
“By launching via a crowdfunding campaign, we were able to stand out from many other products on the market, and involve our new friends and fans in our ongoing mission at the same time.
“We were able to operate at scale from day one by consolidating these first orders and thus produce great gins at a better price by working with the volumes of more established gin companies. We were also able to access funds upfront before producing batches, which provided the cash flow needed to grow quickly. There are very few better ways than crowdfunding to test a concept, solve cash flow issues, scale to proper production from day one and stand out from the competition. When I decided to go ahead, I studied crowdfunding thoroughly for two months while ensuring that our team had the required skillset to be able to execute.”
With the crowdfunding of Sugarbird Gin, Steel Cut Sprits decided to treat the campaign like the online selling of a product.
“Rewards-based crowdfunding is essentially a form of e-commerce, as you are selling products or services, so we approached it from the angle of an e-commerce campaign. Your product and marketing thus need to be spot on. We employed an evolving product strategy of refining our offers based on sales feedback before and during the campaign. We also applied a plethora of online marketing strategies, including audio-visual, digital marketing, social media, PR and even direct selling to large potential backers,” says Rob.
Nicholas agrees that crowdfunding needs to be approached in a professional manner. Most people will judge your business purely on your crowdfunding campaign and its funding page.
“Businesses and start-ups must have campaigns that appear very professional. The campaign should also be viewed as a marketing exercise that will allow the entrepreneur to test his or her product in the real world and receive feedback. Doing fun activations, like launch parties and events can also be a great way to get the word out there about your project and brand.”
SAB Transforms Supply Chains
Supplier Development Programmes grow black-owned suppliers and create jobs.
The South African Breweries (SAB) has invested more than R200 million into creating an inclusive supply chain that incorporates black-owned and black women-owned SMEs through its supplier development programmes, SAB Accelerator and SAB Thrive. In addition, more than 100 jobs have been created through these efforts.
SAB Accelerator and SAB Thrive aim to create a diversified and inclusive supply chain by supporting the growth of black-owned suppliers through business development support and funding. The programmes are two of four entrepreneurship development programmes run by SAB to help create 10 000 jobs in South Africa by 2022 — SAB KickStart, SAB Foundation, SAB Accelerator and SAB Thrive.
SAB’s agriculture programmes also contribute towards the aim to create jobs by growing emerging farmers.
“From rural entrepreneurs to big business, SAB has laid the foundation to support entrepreneurs and to contribute towards government’s efforts to grow the economy and reduce unemployment in the country,” says Ricardo Tadeu, Zone President, SAB and AB InBev Africa.
“We recognise that one of the major hurdles for SMEs in South Africa is the ability to gain entry into big business and form part of their supply chains. This requires a symbiotic relationship with big business working alongside smaller suppliers.”
SAB Accelerator and SAB Thrive cohesively solve the challenges of creating a healthy pipeline of suppliers that represent the demographics of the country. SAB Accelerator has piloted ten businesses that have created 29 permanent and 79 part-time jobs in a period of just six months, and is currently incubating 24 businesses as part of the official post-pilot intake. SAB Thrive has invested R100 million in seven businesses, which have created 46 new jobs. In addition, the programme has contributed R140 million in new B-BBEE preferential spend.
The SAB Accelerator is an in-house programme dedicated to developing black-owned and black women-owned suppliers. Geared towards fast-tracking participants’ growth, the programme employs ten highly experienced business coaches and ten engineers, offering both tailored business and deep technical coaching to the participants.
It has a three-phased approach consisting of:
- Diagnostic: Screening the business’s current situation and systematically identifying gaps and opportunities for growth.
- Catalyst: Proposing an intensive three-month coaching intervention addressing key business functional and technical areas of improvement or growth.
- Amplify: Providing additional business development to support graduates of the Catalyst Programme.
The SAB Accelerator strongly focuses on enhancing market visibility and access of its participants.
- Existing black-owned or black woman-owned suppliers currently servicing SAB’s supply chain at the time of application.
- Existing black-owned or black women-owned businesses that have potential to join the SAB supply chain based on their product or service.
The SAB Thrive fund is an enterprise and supplier development (E&SD) fund set up to transform the company’s supplier base. The fund was established in partnership with the Awethu Project, a black private equity fund manager and SME investment company. The aim is to invest in and transform SAB suppliers to represent our country’s demographics. SAB Thrive investees benefit from 100% black equity capital and business support.
The fund invests growth equity capital into SAB’s existing high-growth black-owned suppliers, furthering their profitable expansion into the SAB supply chain without diluting the black-ownership of these businesses.
Existing white-owned suppliers are provided equity capital to support the enhancement of their black ownership, while facilitating the introduction of black entrepreneurs to their business. The intention is to apprentice the individual to take over the business in the near future.
- Black-owned suppliers in the SAB supply chain that want to grow their business through access to black-owned growth equity capital.
- Existing white-owned suppliers in the SAB supply chain that want to transform their B-BBEE ownership.
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