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- Company: Triggerfish
- Players: (Back left) Jean-Michel Koenig, Anthony Silverston and Mike Buckland (Middle) Stuart Forrest and (front) James Middleton
- Bought: 2004
- Contact: triggerfishstudios.com
Sometimes growth happens quickly. The right market, idea and execution combine and the result is a high-impact, high-growth business. Other dreams take longer to fulfil. The strategy has a longer tail, and the entrepreneurs must practice painstaking patience. The goal might take longer, but the results will be worth it.
Stuart Forrest is living one of those long-term goals. He believes his company, Triggerfish, can produce a US bestselling animated film by 2030.
It sounds like a lifetime away, but when you’re competing with industry giants like Disney and Pixar, even two decades is pretty audacious. It’s going to take careful planning, unwavering focus, and continuously building on small victories, but Triggerfish is certainly up to the challenge.
Forrest and his partners believe that success is a practice thing – the more you do something, the better you get at it, from developing stories and characters, to implementing and fine-tuning systems and processes.
Here’s how they’re planning on doing it.
An international reputation
When Forrest joined Triggerfish in 2002, it was a stop frame animation company whose biggest client was Sesame Workshop, the New York-based parent of Sesame Street and Takalani Sesame. Forrest and a colleague, James Middleton, bought minority shares in the company in 2004, but hit their first roadblock almost immediately.
“Stop frame was becoming a thing of the past, and we didn’t have the skills to produce computer generated animation,” says Forrest. It’s a problem many companies have. The market shifts dramatically, and the business can’t keep up.
“We were forced to sell all the equipment and the original owners moved on to new things, leaving us with full ownership of Triggerfish.”
It was tough times, and Forrest went into huge debt financing his living expenses. “There was significant international credibility in the fact that we’d been doing Sesame Street animation for ten years, but we’d also done enough work for them to last the next two years. Our biggest client didn’t need us.”
Add to this the fact that the stop frame market had disappeared, Triggerfish had no clients and no work in the pipeline. All they had was the Sesame Street reputation, which was the gold standard in the kids’ animation industry. It was the only leverage Triggerfish had.
“We had scaled down, moved into my living room and sold all of our equipment.” And so the partners came up with an incredibly risky passion project: They would create a local, animated feature film based on a feature film pilot they had created for a US investor. It was a huge risk. They had no money, and even though they were living incredibly lean, they had no guarantee that the project would take off. If it didn’t work, the business would fail. But if it did, they were one step closer to creating a major local production house, with an eye on the international market.
Mike Buckland, who had worked with Forrest on the pilot for Zambezia, joined the team in 2006 as head of computer animation. At the same time, creative director Anthony Silverston joined as the fourth partner and began work on writing feature film scripts. The team was assembled, and focus turned to getting Zambezia off the ground.
“We spent a year writing the script, and then began pitching it to investors,” says Forrest. Which is where the studio’s great reputation started paying off, and where a key lesson is clear – always play to your strengths. “We secured funding and the project was green lit.”
This was in 2008. It took another year to close the legals, production began in 2009 and the film was released in 2012. With worldwide distribution and major releases in several big territories, the film went on to become one of the highest grossing African-owned films of all time. While the film did make money on its initial release, expenses and finance charges were high.
“Today we receive a cheque every three months, and this will continue indefinitely. That’s the beauty of digital; it doesn’t take up shelf space, so it will continue to be sold and screened.”
Making Zambezia wasn’t about money. It was about creating and distributing a feature film, and learning enough lessons to make a second, better film. That film is Khumba.
“The local film industry is too obsessed with South Africa. We make films for South Africans, and ignore the international market. At Triggerfish we didn’t want to do this. Our eyes are on the international stage. It’s going to take us a long time to really compete in that space, but that’s why we have goals, and a path that we’ve worked out. We’re not going to rush it. We’ve got a lot to learn before we hit that 20-year goal, and we know it.”
Getting Khumba off the ground is certainly a step in the right direction though. This time, funding was easier to secure. Production began in 2010 and the film was released in 2013.
“We’re still bootstrapping the business while we focus on the bigger picture. We have writers in the US and South Africa, story board artists and a core development team, but the bulk of the talent we use are contractors who work on a project-by-project basis.”
Major representation in Hollywood
The business side of Triggerfish had now become all-important, as Forrest realised that operating as a collection of artists working on passion projects wasn’t paying the bills.
In 2012 the fifth partner was brought into the business – chief financial officer Jean-Michel Koenig. Koenig recognised that the keys to improving revenue lay in getting better deals with the distributors, and this could only be achieved by deeper networks and holding more market leverage.
In 2014 Triggerfish signed a deal with William Morris Endeavor (WME), the Beverly Hills super-agent operating at the heartbeat of Hollywood. The deal sees WME partnering with Triggerfish to raise financing, handle distribution and use their extensive networks to enable the young studio to grow into their vision.
“We understand that to reach our aims, we can’t put a ceiling on what we want to achieve. If you want to be big, you have to think big, but understand that it’s the small, careful, and above all, patient steps that get you there. It would be delusional to expect to compete with the major studios on our first films, but we know we can get there eventually if we don’t lose our focus.”
A third project, Sea Monster, has already been in development for three years, and a fourth, Seal Team, is hot on its heels.
Meanwhile, Triggerfish’s momentum is accelerating, and the company is racking up awards, including the Sanlam/Business Partners Innovator of the Year award in 2012, and a nomination for the South African Premier Business Awards for best Exporter, as well as many awards for their films from China to Brazil. The ultimate goal is still a long way off, but anything really worth achieving always is.
3 Companies With Memorable Slogans, And How To Create Your Own
Three companies that have enjoyed these benefits as a result of creating memorable business slogans are Nike, Carlsberg, and Apple. Let’s look at each one now.
A good slogan serves many valuable roles in business. First, it reinforces recognition of your brand. After hearing it a few times, your consumer instantly thinks of you when hearing it again. If it’s catchy enough, they may even find themselves saying or singing it in their head, reinforcing your brand even more.
Slogans also share a little bit about your company. For instance, if your slogan is funny, it says you have a sense of humor. If it contains your goal or mission, it tells the consumer what is important to you. Some slogans share the problems the company is trying to solve or the consumer its trying to help, making it easier to identify the target market.
Finally, a slogan sets you apart from your competitors. It differentiates you from all of the other companies who offer similar services to you. And if it’s memorable enough, it puts you ahead of them in your consumer’s minds.
Three companies that have enjoyed these benefits as a result of creating memorable business slogans are Nike, Carlsberg, and Apple. Let’s look at each one now.
Company #1: Nike – Just Do It
Though many people use Nike’s ‘Just Do It’ slogan as a reminder that they can do amazing things if they just put their mind to it, its author, Dan Wieden, reports that this line actually has a grim beginning.
In fact, it was an idea he derived from a statement made by Gary Gilmore, a double murderer who, before being executed by a firing squad exclaimed, “Let’s do it!” Still, it has stuck in consumer’s minds and is undoubtedly one of the most memorable slogans of all time.
Related: Registering a Trademark
Company #2: Carlsberg – That Calls for a Carlsberg
Initially, Carlsberg’s slogan was ‘probably the best beer in the world.’ Many consumers came to know and love this slogan; however, in 2011, the company rebranded and created a new slogan: ‘That Calls for a Carlsberg.” The goal of this new slogan, according to CEO Jorgen Buhl Rasmussen, was to encourage the consumer to do good things and then enjoy a Carlsberg after as a reward for a job well done. Both have stuck in the minds of consumers, albeit with some discrepancy as to which one is most preferred.
Company #3: Apple – Think Different
Apple is a company known for thinking (and creating) outside the lines, so its ‘Think Different’ slogan fits it perfectly. According to Rob Siltanen, creative director and managing partner at the company that helped design this Apple pitch, though there are many accounts of how this slogan was created, its true inventor is Craig Tanimoto. Siltanen says that Tanimoto came up with the idea to use black and white photos of some of the most revolutionary people and events of all time and, atop each one, simply display the words ‘Think Different.’ Catchy, right?
How to Create Your Own Memorable Slogan
These are just three examples of how creating a memorable slogan can help your company get — and stay — in the minds of your consumer. So, how do you come up with this type of campaign?
One option is to get some of your company’s best talent together and see what slogans you can come up with. Have everyone submit one or two ideas and talk them out. See if any jump out at you and, if not, use them to inspire you to come up with even more possible ideas.
Another alternative is using a slogan generator. This enables you to come up with a simple, memorable slogan using keywords related to your brand. Just go through the list and of results and see which ones stand out. You could even pick your top two or three and let your social media followers vote as to which one you should select.
If you find yourself at a dead end and unable to come up with a memorable slogan, or if you lack the creativity or the time, you can also hire a marketing firm to help. Give them a little insight about your company and see what slogans they create. It may cost you some money to take this route but, as companies like Nike, Carlsberg, and Apple have taught us, a good slogan can really propel your brand.
Dear Family And Friends Of Entrepreneurs…
Young entrepreneurs often struggle to establish their businesses as they are not getting the support they need. Sometimes it is not only the obvious support of financiers and supply change developers which is lacking –but also not having that critical “home-ground support” can negatively affect the success of your venture. How can family and friends support entrepreneurs?
Entering the market as a newbie entrepreneur is a brave step, and having your family and friends share in your vision for success is critical. Once you have convinced them that being an entrepreneur is in fact “a real job” – one that requires a lot more sacrifices and hard work than a salaried worker – you can continue to encourage them to support your journey, to ultimately share in your success.
Get a job
In some communities, being an entrepreneur is not recognised as a profession. Therefore, those who pursue enterprise development are seen as irresponsible or lazy as it is not regarded as ‘real’ employment. Societal pressure to attain certain material possessions thus prevents them from pursuing their true passion.
This kind of resistance discourages a lot of entrepreneurs, making their pursuit for success even more difficult.
Finding out who your real friends are
Financial support is the most obvious support needed by entrepreneurs due to a lack of capital and start-up funding, as well as irregular payments and long periods of being cashless due to procurement holdups and fluctuation in the market for your product or service. Not everyone will stick with you in these times – and that’s OK. You may end up finding out who your real friends are, and these are the people who will give you emotional and social support to keep you focused and motivated.
“I know a guy….”
Another issue is friends and family looking for discounted prices as they know the owner. This means that they don’t see the value of the product or service, nor do they respect the owner. By asking for products and services for free, or at a reduced price, they end up taking advantage of their relationship with the entrepreneur and do not financially support his/her the business.
So, if you have friends or family who are business owners, set an example by supporting them in the following ways:
- Be willing to pay the full price of the product or service offered.
- Be kind when giving negative feedback – make sure it is constructive.
- Compliment them on good products or service. Share positive reviews on your social media pages.
- Share and promote their business among other people.
- Be patient and willing to help them establish their businesses.
Be prepared to listen to their dreams, hopes and frustrations. Sometimes, they just need an ear to vent about a bad day. Support them with a word of encouragement to keep going.
Why Embrace The Struggle?
Entrepreneurial success hinges on your ability to approach challenges with the right mindset.
Self-help and business coaching advice is littered with platitudes, which makes it difficult for entrepreneurs to know what they should take to heart. However, one universal truism that most successful entrepreneurs attribute to their success is their willingness and ability to endure the struggle.
It’s a lesson I learnt first-hand when building our ad-tech and Facebook Marketing Partner business, Popimedia. One of our sternest tests came when we moved into new premises and took on more staff to accommodate our exponential growth. Then, amid new and significant financial commitments, some of our pipeline never materialised.
It was at this time that my son was born, and our family had just moved into a new house. To preserve the business, we were forced into retrenchments and directors didn’t take a salary for a while. And, with a lower head count it became difficult to deliver on client deadlines. Needless to say, my personal and professional level of discomfort was at an all-time high.
We reviewed our operations and streamlined where we could. More importantly, though, the experience taught us a number of invaluable lessons.
Lesson #1: Reframe your context
Our leadership approach, our business mindset and our attitude needed to be drastically reframed.
There is a quote that has always stuck with me, which is: “The antithesis of comfort is struggle.”
I believe a person is moulded by the way they deal with struggle. That’s why I’ve always been inclined to welcome a proverbial punch to the face, and use as a mantra the phrase, “comfortable being uncomfortable”.
Being “uncomfortable” forced Popimedia into rapid innovation – and it was this innovation that led to a sea-change in the business. We learned how to scale, how to improve service levels, how to do what we do better, faster, more efficiently.
As a result, and without increasing our staff complement, our year-on-year growth has topped 100%. What was, at the time, the business’s greatest challenge became its greatest ally, and our biggest lesson.
Lesson #2: Fail fast, and learn from it
Obviously, this approach is not about making life difficult for the sake of personal and professional growth. It’s about understanding what is: expecting it to be difficult and taking a constructive approach towards failure and struggle.
There is one guarantee in business: you will experience failures, and you will struggle.
Central to this is your ability to recognise your failures for what they are, and quickly. This allows for a rejigging of processes, attitudes, operations, and sometimes even objectives.
My personal attitude to failure was reframed by simple sales stats. I came to understand that rejection was inevitable – but when it does happen, it brings with it opportunities. I always ask: “Why don’t you want my product? How is it not meeting your needs?” This way, “failure” is transformed into an opportunity to better understand the market and my clients.
This feedback loop has proved crucial, and allowed us to become what we are.
As an entrepreneur, the pressure never ends and you’ll never ‘arrive’. At Popimedia, we’ve come to embrace every opportunity that takes us out of our comfort zone. Working through failure is the foundation on which the entrepreneurial spirit is forged. It is the willingness to try again following a rejection, or to keep grafting knowing that there’s no guarantee of a pay cheque at the end of the month.
And doing so with the ‘chutzpah’ – the sheer audacity – to endure the hardship through mental toughness and a passion for what you do, becomes your greatest asset, because when you get comfortable, you become complacent… and complacency will work you into irrelevance.
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