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Start-up Advice

How Lize Fouche Started with Nothing but Blood, Sweat, and Fears

Lize Fouche is the founder of Number 1 Foods with product ranges Nutristart, Hemel&Hawer and Chunky Muesli available in Pick n Pays nationwide. But did you know this venture, launched a little over two years ago, was prompted by hard times, with a few thousand rand and a kitchen oven? Here are her start-up success lessons.

Tracy Lee Nicol




The Start-Up Story

My career before entrepreneurship was under new product development in Woolworths. Then in 2006 I left to run my own luxury guest house in Summerstrand, Port Elizabeth.

I would make our own muesli using healthy ingredients and guests loved it so much they wanted to buy it. Cadbury’s was also a regular guest and they wanted to buy my recipe. I was very flattered but didn’t act on the idea, focusing instead on the guest house and other entrepreneurial projects.

By May 2013 my husband and I were struggling to make ends meet, we shared his car, and I was now raising a baby girl. I had to do something to bring in extra income. That’s when my attention returned to muesli.

The Lean Approach into Launch

March 2013. With almost no money I couldn’t buy large quantities of ingredients so I used the kitchen oven, lived very sparingly and started small by selling muesli to guests, friends and family.

Related: Turning a Perfect Formula on its Head: The Lean Start-Up 

As my daughter grew, it became harder to care for her and watch over roasting muesli, so we took our last few thousand rand and tried to build a steel roasting drum. It didn’t work.

Undeterred I approached a local engineer to help design a muesli roaster and he told me about a nearby chicory roasting factory. It turned out they had extra capacity, so I negotiated to rent one of their roasters and pay after sales.

Turning Hiccups into Wins

April – June 2013. The first few batches in the bigger roaster were a complete flop, but there was a positive outcome – we had inadvertently created a muesli pop that would later become a popular product in our range. With a few tries we then mastered roasting muesli in the bigger oven.

With increased production, I approached local hotels, but learnt that the larger chains have strict regulations. The answer was smaller chains and independent hotels. I had to be really persistent to get meetings with chefs, but once they tried it they realised the quality and cost worked out to be a huge convenience for them!

Setting Audacious Goals

June – July 2013. While I was giving samples and building clients around Port Elizabeth, I signed up for the four-day Kirkwood Wildsfees, a large annual expo. That gave me just two months to get a professional logo, packaging and produce enough to sell there.

I approached my local SEDA and, impressed with my business plan and numbers, they agreed to assist with packaging and design which only arrived three days before the expo. I poured everything into Wildsfees. I’d played with numbers gestimating visitors and likelihood of sales and came to 1,2 tonnes of muesli that I financed with previous sales. I recruited two of my friends to help and we camped to save money.

We got people sampling and we didn’t just sell out everything; we had orders for another 800kgs! We had to start roasting the minute we got back, and I used some of the profits to buy equipment to help grow the business further.

Getting into Retail

August – October 2013. The Wildsfees really excited and motivated me, which is why I turned to retail. I approached some Eastern Cape grocery stores and began stocking there, while I continued attending national festivals to build brand awareness.

I wanted to get into national retailers but discovered we didn’t have the necessary food and ISO accreditations, so I hired a consultant who helped me implement the necessary systems in my business to get the right accreditations.

Making Big, Bold Moves

Unfortunately the chicory factory didn’t have the needed accreditations, so we had to find a new plan. I applied for R30 million in IDC funding but it was rejected.

In hindsight it was a great learning curve that forced me to gain a better understanding of my business, that would help with future funding applications, plus I don’t think we were ready back then.

With research we learnt about contract manufacturing, which meant we rented space in an existing manufacturing plant, and could therefore grow without huge debt. We found a facility in Joburg and customised it with some of our machines.

By October 2013 we were roasting and distributing from Joburg and we had all the right accreditations to approach Pick n Pay. There are horror stories about buyers steam-rolling entrepreneurs, but we found them eager to help and supportive of our business. The negotiations to supply Pick n Pay increased our production considerably.

Related: This Mental Trick Can Help You Bust Through Obstacles on the Way to a Goal

The Right Time to ExpandNutristart-cereal

November – December 2013. Early in the business I got the Nielsen Report for the cereal market and saw big growth for functional cereal – food that’s nutritious, not just filling. Now, with a steady income we knew the time was right to break into the functional cereal market and develop Nutristart, but this would require a lot of finance.

SEDA put us on to Anglo Zimele, and we approached them and the Eastern Cape Development Corporation (ECDC) for finance.

Anglo’s fund manager told us what documents we’d need to submit with our application and we realised we didn’t even have a tax clearance certificate; I was just a one woman show at festivals. I went into overdrive working for weeks and through the nights so I could compile everything accurately.

Both Anglo and ECDC could see the business’s potential and we landed R4,8 million from Anglo Zimele, which went into six months of product development and testing, and a further R4,9 million from ECDC for launching and financing key staff. Through our contract manufacturer we found and employed a great general manager to allow me to focus on product development and relationship building.

We’re now looking into export deals to the US, and I’ve developed recipes with another company and supply them with ingredients for their products which helps with revenue streams and mentorship.

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Top lessons for aspiring entrepreneurs

  • Start small
  • Learn as you go
  • Just keep trying
  • Negotiate your butt off
  • Get yourself out there
  • Set big hairy audacious goals
  • Don’t be afraid to ask for help

Don’t be defeated when you get rejected

  • Get busy partnering
  • Keep doing research
  • Be prepared
  • Focus! Chase one rabbit at a time.


What Lize Did Right

Lize is not your typical entrepreneur who spent years dreaming about being her own boss and running her own business, instead she became an entrepreneur through circumstances. The advantage of this was that she wasn’t chasing a ‘blue sky’ dream – she had to make this work!

The first thing that she did right was returning to basics. She used her previous experience and made that her business focus. She knew that muesli was popular, there was a market demand for it and there had been a market pull with Cadbury’s requesting the recipe. She also kept her inputs minimal, her process lean and cultivated expenses throughout her operating process.

Lize did not allow setbacks or disappointments to deter her business focus. Remaining positive helped to overcome obstacles and keep her business moving forward. Lize also promoted her business in clever and visible ways so that she would reach her target market effectively.

One of the greatest limitations that most entrepreneurs face is their inability to ask for help. Or their unwillingness to share a piece of their pie by engaging in partnerships. Lize saw the positive opportunities which could result from getting help and from linking her strengths with others. The outcome proved constructive.

Finally, Lize paced her company growth conservatively and intelligently. She took logical steps to grow in the right direction and when the time was right.

Related: 10 Truths That Sustain Successful Entrepreneurs

The bottom line is that Lize kept level-headed about her business. She did not allow her ego or emotions to derail her focus, and most importantly, she knew there was demand for her product, which was something that she was familiar with and able to work with comfortably.

Tracy-Lee Nicol is an experienced business writer and magazine editor. She was awarded a Masters degree with distinction from Rhodes university in 2010, and in the time since has honed her business acumen and writing skills profiling some of South Africa's most successful entrepreneurs, CEOs, franchisees and franchisors.Find her on Google+.

Start-up Advice

Should Entrepreneurs Lie? It’s A Tricky Question

In the hustle of the startup world, entrepreneurs often drop little white lies – and don’t even consider them to be lies. Where’s the ethical line?

Jason Feifer




Gary Hirshberg knew the exact amount of money he needed to save his company: $592,500. It was 1988, and his fledgling yogurt brand, Stonyfield Farm, was near collapse – rocked by the closing of its third-party manufacturer, hemorrhaging money as it struggled to fulfill orders and unable to find new investors. But with that exact amount of cash, Hirshberg and his co-founder, Samuel Kaymen, calculated, they could open their own facility and regain their footing.

So Hirshberg drove down to his local SBA office with an informal proposal. “We’ve got a bank willing to provide the loan,” he told an officer, and he said his shareholders agreed to put up $100,000. All he needed from the SBA was its 85 percent loan guarantee, which would make the bank comfortable executing the financing.

The SBA liked what it heard, and that positive response set in motion the funding that would save Stonyfield Farm and enable it to grow into one of today’s most recognisable yoghurt brands. But in truth, the SBA didn’t know the whole story. Hirshberg didn’t have a bank lined up. His investors hadn’t committed the money. All he had was a vision for his company, a plan to save it…and, ugly as it may sound, a lie that would pull it all together.

Let’s put it bluntly: This is common. Entrepreneurs lie. It’s not like they regularly drop Theranos-level falsehoods to defraud customers and investors, but the scrappiness of entrepreneurship inevitably leads to some kind of deception. People say their company is bigger than it is, that they’re more prepared than they are, that they know how to do something they don’t. They spot an opportunity and they lie to get it, and that becomes part of their story – an origin that may one day even be celebrated, like how Steve Jobs famously faked his way through the first iPhone demo at Macworld even though the device itself was a buggy mess.

But here’s a question the entrepreneurship community has been struggling with for centuries: Is it OK to lie? And when does a lie go too far?

It’s tricky, because most entrepreneurs don’t see their deceptions as lies at all. Hirshberg doesn’t. “I mean, look – you beg, borrow, steal, stretch. You do what’s necessary,” he says today. In truth, the editors of Entrepreneur can get drawn into this logic. Just recently, this magazine ran a series of articles on bootstrapping, which featured a number of stories about entrepreneurs stretching the truth. One of them, for example, was about Anthony Byrne, the CEO of a Dublin-based company called Product2Market.

In the start-up’s early days, Microsoft considered hiring it but first wanted to conduct a site visit to make sure Product2Market had the necessary manpower. In reality, it didn’t. So in advance of Microsoft’s site visit, Byrne brought friends, family and neighbours into his office, having them pose as employees to make his startup seem twice its size. It worked. Microsoft signed on.

Related: 10 Successful SA Women Entrepreneurs’ Top Advice On Balancing Work And Family

After that story ran, an Entrepreneur reader emailed an objection. “I don’t think the magazine should be promoting people who got ahead by lying as an example for others to follow,” he wrote. But Byrne doesn’t think of his action as lying; he sees it as a simple act of survival. In a crowded industry dominated by big players, he needed to look larger and capable.

“As soon as we got our first big deal, I did in fact hire the right number of people to fulfill the contract,” he says.

This is also how Hirshberg of Stonyfield Farm sees his own circumstance. Rather than lying, he was creating an opportunity he knew he could fulfill. True, he didn’t have a bank or his investors on board with his plan. But he knew a banker that was interested in his brand and figured that if the SBA seemed on board, the bank and investors would follow. And that’s what happened. “It’s OK as long as you ultimately do deliver,” Hirshberg says.

But context is also important, he thinks. If entrepreneurs lie for the sake of lying, or for their own personal gain, that’s a problem. But what if it’s for a common good? Consider his plight, he says: Stonyfield Farm may have been small at the time, but it was employing people and supporting their families. Hirshberg’s wife was pregnant, and his mother-in-law and other family and friends had put significant money into the company. He’d tried repeatedly to save it by more direct means. He even found a potential manufacturer that promised to step in and help – but at the last second, the manufacturer tried changing the contract to steal the brand away.

Hirshberg and his co-founder nearly gave up. Then they made one last-ditch effort — going to the SBA. “I believe that determination is the most undervalued and essential ingredient for success,” he says. “More than a great product. More than financial acumen. More than great marketing. It’s just absolute determination, and as a corollary, believing in yourself when no one else does.” If they went out of business, lots of people would lose. He was determined for that to not happen. The lie was worth it, he says. It was just an entrepreneur doing what was necessary.

Not everyone is going to accept this. Purists will surely say Hirshberg and Byrne and others are just liars justifying their actions. But Tomas Chamorro-Premuzic, a professor of business psychology at University College London and Columbia University, who has written about lying in entrepreneurship, thinks they’re onto something.

“If you can somehow measure harm to others, that is the limit,” Chamorro-Premuzic says. He believes most entrepreneurs tell lies when they think the falsehoods will do no harm. Had Hirshberg failed to get bank financing, the SBA simply wouldn’t have offered the loan guarantee. Had Byrne been caught, his deal with Microsoft would have fallen through. They were largely victimless crimes, wasting little more than someone’s time.

Related: “See The Gap, Be Decisive And Love What You Do” – Advice From A Fempreneur

The way Chamorro-Premuzic sees it, the greatest lie we all tell is that we don’t lie. “There’s a reason why we have to all pretend the world is more honest than it actually is,” he says, “and that’s because we’re part of the same world that thrives with at least a certain level of getting away with some deception.” And he says creative people — the kind of fast-thinking, big-dreaming people who often become entrepreneurs – tend to lie more than others. The truth, he says, is that people in business expect some kind of transactional lie – whether it’s from a job applicant, a potential partner, or someone else.

“The system is encouraging at least some form of fact distortion, and rewards it,” he says. “If you ask an interviewee if they enjoy working with others and they say, ‘Most of the time I don’t,’ they won’t get brownie points for being honest. You’ll say, ‘This guy is antisocial.’”

So what’s an entrepreneur to do? Simple, says Chamorro-Premuzic: Treat lying as a tool to be used in very particular moments. It cannot result in harm to individuals. It must lead to an opportunity you can genuinely succeed in. And very critically, it cannot become a foundation you build on with other lies. “The brands that people trust, the products that people trust, clearly are created and run and owned by cultures that respect the customer,” he says. “Long-term focus requires honesty.”

Seen this way, a lie is a gamble – a slight tilting of the odds in a critical moment. But what follows must be truthful, because, as our liars say, that’s the only way to build an honest company.

This article was originally posted here on

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Start-up Advice

The ‘Anything’ Entrepreneur

Most entrepreneurs are told to ‘stick to their niche’ but what happens when you make diversification your key to success?

Rowan Fine




Traditionally, entrepreneurs are told to stay focused and stick to their niche. But what if this advice isn’t always the right thing to do? What if this isn’t the perfect plan for your business, especially when you are facing a mercurial economy and a complex market? The instructions to build a thriving business aren’t set in stone, they’re as fluid as the customers and markets that inspired their creation in the first place. So, instead of hugging that niche rut, here are seven steps to intelligent diversification that could make a huge difference to your business…

1. The price tag

Having a niche business can become expensive, especially if you purchase stock from a specialised or niche supplier. They tend to charge a premium as they have the expertise and market position that allows them to do so. If you instead look to selling a variety of products and solutions, you can reduce the prices for your own bottom line as well as that of the customer.

Often, you are paying for a brand and not the deliverables so ensure that you’re investing into solutions that add value to your business not weight to your bottom line.

Related: How to Start A Business When You’re Flat Broke

2. Variety is key

To survive in this economy, small business owners can no longer afford to only offer single product lines. By adapting and diversifying, you ensure your business isn’t the one left behind. Your competitors may very well be planning on introducing complementary products and services that boost existing offerings or add value. Don’t be the business that hasn’t been paying attention to the customer’s need for more bang for their buck.

3. Bolt on is bolting in

Offer your customers bolt-on extras where you can. This furthers the value you can add to your service and the value that the customer perceives you are offering to them. Extended warranties and value-added services not only add value, but they add longevity to your customer relationships. This means that you build depth with your customers as opposed to a hit and run sale.

Related: How To Start A Business With No Money

4. Build a fence

When you diversify into a variety of solutions and services, you are giving yourself the opportunity to ring fence client spend. They won’t need to go to a multitude of suppliers as you will become their trusted one-stop-shop. You can then use this as an opportunity to showcase other products and services and to use your relationships to pitch clients into new areas of your business.

5. Client retention

When you have a rich pool of resources and strong client relationships, then you build trust and you prove to your clients that you have what it takes to get them what they need. When you’re trapped into single product lines you can’t offer this level of depth to your clients and they will simply go elsewhere.

6. Communication and collaboration

Diversification also offers you the opportunity to communicate more regularly with your clients. Instead of only selling to your customers seven or eight times a year, you can talk to them several times a week. Instead of just supplying products, you are helping them to deal with their day-to-day challenges and requirements. This allows for richer upselling and even more opportunities to engage.

Read next: 21 Steps To Start-Up Success

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Start-up Advice

How To Forge Your Own Path In Business

Finding your own way doesn’t require reinventing the wheel.

Timothy Sykes




You don’t need to be a visionary to forge your own path in business.

Honestly, you don’t even need to be a business owner to forge your own path. It’s more about a state of mind where you’re able to think for yourself professionally. To clarify, that doesn’t mean you’ve got to be a lone wolf: ideally, you want to be able to to work with and even for others, but without being a follower.

The ability to balance being an independent thinker yet simultaneously remaining accountable for your actions will make you a much more valuable worker, no matter what field you’ve chosen. The good news is that with targeted effort, anyone can adopt this mindset. Here are some of my tips for how to forge your own path in business, and why it matters.

Learn the rules first

This might sound out of place in a post about how to forge your own path in business. After all, aren’t we talking about independence?

Here’s the thing. Before you want to break the rules, you have to actually learn what they are. Take the time to learn the “rules” of your trade before you start trying to reinvent the wheel. You’re likely to pick up wisdom that will serve you, even if you intend on using the rules to inspire new and creative ways of breaking them.

Related: 30 Top Influential SA Business Leaders

Seek guidance

Once again, you might find yourself thinking: Why should I seek out guidance if I want to forge my own path? Picture a cliche movie scene of a parent teaching their kid how to ride a bike. There’s that magical moment where the parent lets go of the back of the bike, and the kid is doing it on his own.

In business, you often need that initial helping hand before you can ride smoothly on your own. Before you can think for yourself, it can be helpful to absorb all of the wisdom you can from others.

One powerful way to do this is to find a mentor, or someone established in your field or a similar field who can give you words of advice and help you avoid making mistakes. Another is to make sure to take part in networking groups and to engage with other entrepreneurs. The more people you connect with and the more knowledge you gain, the better!

Set realistic and specific goals

If you want to gain confidence, become an independent thinker, and a better problem solver, do this one thing: Set realistic and specific goals.

Say that you want to increase sales for your business. It may not be realistic to say that you want to double your sales, but to simply have a goal to “increase sales” isn’t specific enough. However, setting a goal of increasing sales by 20% this year might be more realistic and is definitely more specific.

A goal like this is motivating, as it gives you something specific to work toward. It also allows you to break it down into actionable steps. You can begin to problem-solve, making specific plans for ways in which you could make your goal a reality. As you reach these milestones, you’ll gain more confidence in your abilities, which can help you move forward more confidently in your career.

Observe, but don’t copy

It can be very helpful to look at what your competitors and other entrepreneurs are doing. It keeps you relevant, gives you ideas, and can help keep you nimble in your chosen field.

However – this is important – you should never copy what others are doing. For one thing, it doesn’t work. Say you see someone killing it with a brand new hummus restaurant start-up. You can’t just start crushing chickpeas and expect success. There are lots of inner workings to the business that you’re not privy to, so even if you were to try, you couldn’t quite replicate someone else’s success.

Further, by the the time you copy, you’re already a follower and behind the curve. It’s better to use the information you observe as data, so that you can gain insight on things like effective marketing techniques and aesthetics, and apply these things to your own original ideas.

Think for yourself

You probably already guessed this one, but to forge your own path in business, you need to learn to think for yourself. So…how do you do that? Education is key. You need to absorb all of the knowledge you can, talk to as many people as you can, and observe as much as you can.

It’s almost like you’re forming your own personal library of data and resources. As time goes on, you’ll become better able to use this knowledge that you’ve gained to put your own unique ideas out in the world. You’ll be better able to generate ideas and to come up with intelligent solutions.

Related: Business Leadership – Learn How To Embrace Change

Let yourself grow over time

Ultimately, if you want to forge your own path in business, you need to be patient. Expertise, independent thinking, and autonomy won’t all happen overnight, so take the pressure off of yourself.

Remember: Patience is a trait of some of the most successful people. Focus on progress, not perfection. If you want to be successful for the long haul, allow yourself to learn and grow and continue to improve over time. Slow but steady, right?

This article was originally posted here on

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