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EMGuidance Give Essential Advice About How To Launch In The SA Market

Not every great business needs to be unique or even new. Some of the best business ideas are spotted in other markets and then brought to local shores. The trick is to recognise what will — and won’t — work.

Chris Staines




Vital Stats

  • Players: Yaseen Khan (Co-Founder and CEO) and Mohammed Dalwai (Co-Founder and COO)
  • Company: EMGuidance (Essential Medical Guidance)
  • Visit:

Although it’s well connected with the developed world, South Africa is not always seen as a developed country in its own right, and with good reason. Of the total population of some 50 million people, only about 10% enjoy the standard of living more normally associated with Europe and the US.

So when assessing ideas that have found favour in the more developed world, it’s hard to justify their entrance into the South African market where these might only appeal to about five million people, of whom less than half are economically active.

For this reason, many of the new start-ups that I see prefer to develop home- grown ideas, and then consider how these can be scaled outside South Africa — into either Africa or globally, depending on the living standard measure (LSM) of the target consumer.

Adapting a concept to fit the South African market


However, despite the limitations in buying power of the majority of the South African population, a number of companies have managed to look purely at developed world products and concepts, and then adapt these to meet the needs of a broader segment of the population, spanning far wider LSMs than their originators envisaged.

One such company is Essential Medical Guidance. Founded by two local doctors with international experience, they realised that mobile technology that had been developed for doctors and health care professionals in the US and Europe could have huge applicability in South Africa if the content could be made locally relevant. And by locally relevant, not just in a South African context, but locally applicable in a province by province and even town and city geography.

Related: 10 Young Entrepreneurs Under 30 Share Their Start-Up Secrets

In the US, the leading medical reference app is Epocrates. Although this includes a wealth of information for doctors, its homogeneity is not directly applicable to South Africa. In our country, drug availability and treatment protocols can vary widely over relatively small distances, and hence a new approach was required. EMGuidance therefore includes geo-location and relevant local content, so that wherever the doctor finds himself, the app can provide the right information directly via his mobile phone.

This concept has proven to be so powerful, the founders are now planning their expansion not only into Africa (where exactly the same conditions apply), but also throughout the developing world.

A true example of the adaptation of an idea imported from the developed world, into an iteration that is bespoke for the developing world and can then be exported into global developing markets.

Merging multiple ideas


Sometimes, simply adapting a business idea from the developed world to the South African market is insufficient to gain traction and scale to make this worthwhile.

What is needed is the vision to take that business idea, and to expand it into an altogether different direction, often by partnering with other more established local or international players.

A great example of just this vision is Rent My Ride. Founded by a local entrepreneur who cut his teeth in the traditional car rental market, he teamed up with a CTO to mirror in South Africa the explosive growth that peer-to-peer rental companies were experiencing across the US, Europe and Australasia.

Targeted at individual or fleet car owners looking to monetise their otherwise unused or occasionally used cars, peer-to-peer rental is also a much cheaper option for both individual medium–term and corporate longer-term renters looking to secure a reliable rental car.

In short, Rent My Ride is to car rental what Airbnb is to house/flat rentals — another business focusing on the ‘sharing economy’ that lets people monetise their unused assets.

Although peer-to-peer car rental is an exciting business model in its own right for South Africa, there is some debate as to the scale that can be achieved given the largely higher LSMs and corporates for which this model has appeal.

Recognising this potential limitation, the founders of Rent My Ride have now linked up with Uber in South Africa to provide an easy and equitable solution for both fleet partners (car owners registered with Uber) and Uber drivers to do business. A separate business and platform, DriverSelect, was established to connect these parties and enable the owners to still get great returns on their vehicles, but with far less involvement in the administration of their fleet. By the same token, drivers who are struggling to either buy or rent a car by more traditional means, can now become an Uber driver-partner through the far more affordable DriverSelect platform.

What might have been just an exciting stand-alone business in South Africa has suddenly become an explosive growth opportunity right across Africa.

The secret of successful research

Sometimes you can plan for success, and other times it just lands in your lap. There is no doubt that for EMGuidance, it is the former approach that is bearing fruit. The founders were clear from the outset that their product needed to overcome the limitations of their developed world mirror parentage if it was to stand a chance in the developing world.

The large pharmaceutical and medical device companies that provided the revenue streams through drug listings and advertising were much the same in both hemispheres, but these customers would not participate unless there was a realistic use case for the users of the app — the local medical professionals.

Related: 6 Reasons Your Business Won’t Make You Rich

By launching several non-profit medical apps prior to the launch of EMGuidance, the founders were able to understand the needs of their target user-base with great clarity. This research has stood them in good stead when formulating their product and roll-out plans.

In the case of Rent My Ride, although significant research was undertaken to create the South African peer-to-peer platform in the first place (the very best peer-to-peer platforms were analysed in both Europe and America, and the best features of each taken into the South African model), there was little advanced planning around the serendipitous tie-up with Uber.

What is evident, however, is that had the founders not taken the time and effort to develop the core Rent My Ride platform to be the best facsimile of other international peer-to-peer rental companies, and involved the right foundation team, the opportunity to set up DriverSelect may not have been possible. So in this case, detailed ‘product’ research for the core offering provided the opportunity to open up a new marketplace that might otherwise not have arisen.

Into the future

As South Africa develops, and its market adopts more and more of the trappings of the developed world, a plethora of developed world opportunities will become more and more applicable to the local market.

Factors such as the rapid penetration of smart phones even into the lower LSMs will change the local landscape dramatically.

There is no doubt that apps such as Uber would not gain any traction without such a shift, and hence opportunities for companies such as Rent My Ride to partner and expand with giants such as Uber would simply otherwise not exist.

For EMGuidance, as the percentage of health professionals using smart phones and other devices for their medical information resources increases, so the market to which pharmaceutical and medical device companies can talk will expand.

Without this shift, an app such as EMGuidance would not have the reach that is now evident, and which can truly make this into a global expansion opportunity. South Africa is catching up with the developed world as first world technologies cascade down the LSMs.

Related: The 10 Best New-Age Business Ideas You Haven’t Heard About Yet

For individuals looking to import clever ideas from other markets, having some knowledge of this will provide opportunities that hitherto would not have been apparent.

Apart from the growth in smart phone technology, the rapid advances in accessibility to data through free WiFi (via initiatives such as Alan Knott-Craig’s Project Isizwe and the access to far more rapid connectivity via fibre through companies such as Enth Degree), will dramatically change the local landscape.

Whereas some international business ideas might not appear relevant today, in a very short space of time these changes could rapidly make them commercially viable.

Entrepreneurs need to stay abreast of both sides of the equation — the business ideas and the local landscape — through ongoing research and awareness, and then connect the dots to take advantage of the myriad international business opportunities that will soon become possible in the local market.

Chris Staines has more than 25 years’ experience in company divestments, partial divestments, joint ventures, mergers and acquisitions. He has sold more than 60 private companies in the $1 million to $100 million range, and has worked across three continents. Chris is currently Head of Corporate Finance at Grant Thornton in Cape Town.



3 Actionable Insights To Make Your Investment Pitch Perfect

The best pitches aren’t just short and to the point, they deliver on investor expectations and needs.

Nadine Todd




The best pitches aren’t just short and to the point, they deliver on investor expectations and needs. 

1. Confront your product and market flaws from the start

Investors come from business and investment backgrounds. They will recognise the potential dangers in your business model. If you ignore these elements, you’re not addressing key concerns they may have, and how you will protect the business against them.

DO THIS: Look at your business from every angle. Where are your potential weaknesses, and what is your plan to overcome them?

2. Pitch to the right investors

The sectors and mandates that different investors and funds follow dictates the businesses that will interest them. Pitching your business to the wrong investors wastes their time, your time, and potentially damages your brand in the market place — waste the time of too many investors, and the word will spread.

Related: 6 Great Tips For A Successful Shark Tank Pitch

DO THIS: Research the investors and funds you are pitching to thoroughly. This will narrow your focus, and help you develop your pitch deck. It will also help you unpack the areas of the business that you’ve discovered are important to the particular investors you’re pitching to.

3. Don’t follow fads

Investors aren’t interested in ‘flash in the pan’ business ideas. They care about products that stand a chance of long-term success. You might start off selling to a niche audience, but the goal must be to reach a wider audience as the product develops and matures.

DO THIS: Critically evaluate the staying power of your business idea. Is it a product that’s trendy but could lose traction as market fads change, or does it solve a real and enduring need?

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5 Tips To Get You Ready To Launch That Business Now

Are you dreaming about becoming an entrepreneur, but not sure whether you’re ready to take the plunge? Some of the world’s top entrepreneurs weigh in on what it takes to be a success.

Nadine Todd




1. Think out the box

A general rule of thumb is that you should do what you know. Spend time in an industry before launching your business, build up a network and understand your target market and their needs. This is all sound advice, and has been the foundation of many successful start-ups.

However, there is an inherent danger that entrepreneurs should avoid at all costs: Many industries are bound by legacy ideas and systems that are the enemy of disruption and innovation. Entrepreneurs who didn’t know something couldn’t be done are often the ones who find a way to make it happen.

Approach an industry or idea with fresh eyes. Take lessons from other industries. Don’t be limited by your lack of knowledge — go out and learn, even if you’re learning on the fly.

Airbnb, Uber and Netflix are three of the most disruptive businesses in the world today, and they’ve achieved phenomenal success because they didn’t buy into the simple and engrained idea that an accommodation business should own property, a taxi service should own vehicles, or a movie rentals business needed to own DVDs.

If you really want to differentiate, you need to lead, not follow.

“Don’t be intimidated by what you don’t know. That can be your greatest strength and ensure that you do things differently from everyone else.” — Sara Blakely, Spanx founder and self-made billionaire

Related: 9 Answers You Need About Yourself Before Starting Your Own Business

2. Be an open-source person

Have you been delaying launching your own business because you’re not sure if you’re ready? Some of the most successful entrepreneurs have taken the plunge and learnt along the way. Gil Oved and Ran Neu-Ner, founders of The Creative Counsel — South Africa’s biggest advertising agency with an annual turnover of R750 million — followed this simple rule in their start-up days: They always bit off more than they could chew, and then chewed like hell.

Their philosophy was that ‘no’ was never the end of a negotiation, but the beginning of one. This tenacity kept them going, even though they spent their first year barely making ends meet.

Gil and Ran are not alone in their thinking. Robin Olivier, founder of Digicape, a R240 million Apple products and services business, prepared himself for entrepreneurship by putting his hand up for anything and everything that came his way. “I’ve always been like that. I jump in with two feet and figure things out along the way.” For Robin, that’s the only way you learn.

Joshin Raghubar, founder of iKineo and the chairman of Bandwidth Barn and the Cape Innovation and Technology Initiative, began his career working for Ravi Naidoo at African Interactive. At 23, he found himself project managing the African Connection Rally, a massive partnership with the Department of Transport. Why? Because he was always ready to step in, learn something new, offer his opinion and take on any challenge.

Joshin believes that successful entrepreneurs are open-source people who are willing and able to consistently and continuously learn new things. If you’re moving forward every day, you’re already on the path to success.

3. Be significant

Oprah Winfrey

Oprah Winfrey

Start-ups are tough. They are lonely, and they take a lot from you physically, mentally and emotionally. Passion and significance are two key components that will keep you going through your darkest hours. If you can answer why you are doing something, you’ll be able to forge on, even when the challenges ahead seem almost insurmountable.

“If something is important enough, even if the odds are against you, you should still do it,” says Elon Musk, who isn’t letting go of his dream to colonise Mars during his lifetime, despite many challenging tasks ahead of him. The lesson is simple: Whatever you endeavour to accomplish, out of this world or not, do not allow yourself to be deterred by the odds. Bravely forge ahead.

Steve Jobs shared a similar outlook. Before entering into business with Steve Wozniak, he dropped out of college and took time off figuring out what he wanted to do with his life.

“Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work,” he said. “And the only way to do great work is to love what you do. If you haven’t found it yet, keep looking. Don’t settle. As with all matters of the heart, you’ll know when you find it.”

If you know you want to be an entrepreneur, but you aren’t sure what you should be doing or haven’t found the right business idea, think about the things that truly matter to you. What problem would you ultimately like to solve? Sometimes you need to build up to it, and start with one thing that will lead you to the next (consider how Musk built the Tesla to fund other parts of his business), but once you’re on the path to significance, nothing will hold you back.

“The key to realising a dream is to focus not on success but on significance — and then even the small steps and little victories along your path will take on greater meaning.” — Oprah Winfrey, self-made billionaire media mogul

Related: 5 Books To Read Before Starting Your Business

4. Look for opportunities in every challenge


Some people see challenges, others see opportunities. The latter are known as entrepreneurs. Some of the most successful businesses have been launched in the midst of recessions. How? Because entrepreneurs aren’t daunted by a challenge. In fact, challenges are great, because they keep the competitive pool smaller.

Vinny Lingham, Shark Tank South Africa investor and serial entrepreneur, says that he would rather have been homeless than not start a company because he didn’t have any finances. He sold his house, rented back a room in his (now former) home, and launched Clicks2Customers, a business that hit the R100 million turnover mark three years later. He didn’t see the challenge; he focused on the opportunity.

You’ll have to keep a close eye on cash flow and find some really smart solutions to real-life problems, but that’s the foundation of a great start-up. It’s all about the lens you see the world through. Are you open to opportunities, or limited by challenges?

“Dear optimist, pessimist, and realist — while you guys were busy arguing about the glass of wine, I drank it! Sincerely, the opportunist!”— Lori Greiner, Shark Tank US investor

5. Failure is a critical element of success


Don’t let failure hold you back, or worse yet, keep you from trying. You already know that failure is a part of the business of entrepreneurship, but it’s easier said than done when you’re picking yourself back up after a bad break. Remember that with a shift in your perspective you can transform the stumbles and falls into opportunities to improve yourself and your business offerings. What didn’t work? What did? Keep at it — you only have to get it right once.

Oprah agrees. “At some point, you are bound to stumble, because if you’re constantly doing what we do, raising the bar; if you’re constantly pushing yourself higher, higher, the law of averages — not to mention the Myth of Icarus — predicts that you will at some point fall. And when you do I want you to know this, remember this: There is no such thing as failure. Failure is just life trying to move us in another direction.”

And what about Richard Branson? The billionaire mogul has launched more than 200 successful ventures, but he’s also had some dismal failures, including Virgin Cola and Virgin Brides. If he didn’t ‘screw it, just do it’ in the face of failure, where might he be today?

Related: 10 SA Entrepreneurs On What They Wish They’d Known Before Starting Their Businesses

Instead, he believes in getting back up and pushing on. “The main thing is, if you have an idea for business, as I say, screw it, just do it. Give it a go. You may fall flat on your face, but you pick yourself up and keep trying until you succeed,” he says.

There’s no such thing as a successful entrepreneur who didn’t fail while they found their success. But, there are many, many entrepreneurs who haven’t found success because they’ve been too afraid to fail. Which will you be?

“Don’t worry about failure. You only have to be right once.” — Drew Houston, CEO of Dropbox

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The 3 Blueprints For Starting A Business

There are three templates to starting a business. Get this first step right, and success will fall into place.

Douglas Kruger




“One reason that America continues to do so well as a market,” an economist explained to the audience at a recent conference, “is that they are still leading the charge to do new things. In addition to pioneering new products, they are still pushing the boundaries of frontiers like space-travel and technology. They don’t merely copy the products made in other countries. They make and do entirely new things, and that matters.

“By contrast,” he explained, “many of the older economies, like Europe, are just ‘kicking the can down the road’. They don’t really have a vision for the future. They’re just trying to maintain what is, to survive a little longer.”

Grow or shrink

Companies, countries and entire economies are all broadly following one of these two approaches. One is the bold, growth option, while the other is only about maintaining what already exists. The trouble with maintaining, however, is that, in a dynamic system, you tend to be either growing or shrinking. A dynamic system rarely tolerates anything simply standing still. To stand still is, often, to shrink.

Related: The Hard Truth About Launching A Business

Once in a lifetime chance

Your company, team or organisation’s founding moment is a once-in-a-lifetime opportunity to get this one right. Are you simply going to kick the can down the road? Or do you want to build spaceships? Are you going to be a soulless ‘also played’? Or would you prefer to do something new and meaningful? Mission matters greatly.

In Exponential Organizations: Why New Organizations are Ten Times Better, Faster, and Cheaper than Yours (and what to do about it), Salim Ismail calls it a ‘Massive Transformative Purpose’. The stronger your purpose, the more you attract tribes of people, both as aspiring employees and as a supporting community of customers.

This is not to say that you are obliged to invent something brand new and original. A good deal of research is showing that pioneers in a new industry do not tend to do as well, or last as long, as the ‘settlers’ who come after them. One reason is that the pioneers have to make all the initial mistakes. The settlers get to enjoy greater leverage, by observing what has already worked or failed, then capitalising on that learning.

The idea of founding a company that thrives on meaning has more to do with how meaningful the work is, and how much of a drive to achieve goals is built into your corporation.

Elon Musk’s SpaceX is certainly not the pioneering organisation in space-travel. We have left earth’s atmosphere before, decades ago. In that sense, SpaceX is a settler, and not a pioneer. That said, it is nevertheless a strongly goal-oriented, purpose-driven organisation. You don’t have to invent something entirely new to create a mission-driven company.

The Israeli Defense Forces is highly mission-driven, because it has to be. Pixar is mission driven, because it chooses to be, and because it believes in magic.

Being mission-driven, from the top to the bottom of an organisation, changes the energy. It converts ‘mere work’ into ‘shared purpose’.

Which blueprint?


Sociologist James Baron and his group of experts led a study in the mid-90s looking at how people founded their companies, across a wide spectrum of industries, including hardware, software, medical devices, research and manufacturing.

The study asked about their original blueprints. What organisational models did they have in mind when they started?

Baron determined that there were three templates for starting a business. You might start your company based on:

  1. A Professional blueprint, in which you hire people with a preference for specific skills (prior to its fall from grace, Kodak hired people based on specific educational qualifications)
  2. A Star blueprint, in which you hire ‘superstars’ based on future potential, placing a premium on choosing or poaching the brightest hires. You look for raw potential, not current knowledge
  3. A Commitment blueprint, in which you believe that skills are nice, but cultural fit and buy-in to shared values is more important. You build strong bonds to the company. Employees tend to be passionate about the mission.

Baron and his experts tracked the firms through the 1990s and into the next decade. Those that used the Commitment blueprint, which prioritises a shared sense of mission and values, greatly outperformed the others. The failure rate for firms with a Commitment blueprint was zero.

Failure rates were substantial for the Star blueprint, and more than three times worse for the Professional blueprint. It seems these approaches don’t keep people going in the same way that buy-in to a mission does.

Nevertheless, the Professional blueprint, which prioritises the specific skills on people’s CVs, tended to be the most common.

There were two other rare blueprints: Autocracies and bureaucracies, focusing on detailed rules and procedures. These blueprints were the most likely to fail, and autocratic was most likely to fail out of the two. This is an important point: Rules-based organisations and dictatorships, according to this finding, are so likely to fail that investing in them is not worthwhile. But where a culture of people is part of a mission, they are most likely to succeed. Translation: Autocracy rarely ever works, and systems of intense rules and guidelines work slightly less badly.

Rules and dictatorships = likely to fail.

Mission-driven culture = 100% success rate.

Most real-world autocrats would probably agree with this finding, if they heard it. Then they would continue to run their business as autocrats, because, they’d say, “My situation is different, I happen to be right, and people should do what I say.”

When you’re an autocrat, it’s hard to know that you’re an autocrat. When you create your business to follow a mission from the word go, and you allow a degree of genuine democracy in which others can outvote you for the good of the mission, you instil the possibility of overcoming this blind spot, sometimes in spite of yourself.

Related: Bongiwe Mhlongo Knows Launching a Business Means Starting What What You’ve Got Now

But wait

Now, here’s the kicker: The Commitment culture is extremely effective in starting an organisation and ensuring its initial survival. But over time, the same study found, it is not the best performer.

The challenge is that when organisations mature, encouraging layer upon layer of like-minded people tends to discourage innovation and original thinking. Too much shared value = groupthink.

So, what’s our total moral? In a best-case scenario, we need to start with a common mission and committed people, and focus on growing. Once we’ve matured, we need to make a point of bringing in diverse thought, in order to avoid too much homogeneous thinking and yes-mannery.

In Originals: How Non-Conformists Move the World, Adam Grant shows how these findings map perfectly onto the rise and fall of Polaroid. Like-mindedness worked well to get the brand going initially, but then, ultimately, the same like-mindedness prevented them from learning, growing, changing and adapting in a volatile market.

Like the IDF, they had a strong sense of shared purpose. But unlike the IDF, they were incapable of a belief system that said ‘the only tradition is that we have no traditions’. They were not a learning and growing organisation.

The more a company develops a culture, the more it will tend to hire for that culture, and the more resistant its own people will be to new ideas or contrary views.

So what if…?

What if you decided to be an organisation on an important mission, rather than merely a group of people kicking the can down the road?

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