- Company: ClickMaven
- Player: Ferdie Bester
- Est: 2007
- Contact: +27 (0)11 726 1074
- Visit: www.clickmaven.co.za
When digital marketing expert, Ferdie Bester, decided it was time to launch his own business in 2007, his wife handed her bonus over to him so that he could get ClickMaven up and running.
“I was lucky, I had just written the business plan and I was preparing to bootstrap the company, when my wife got a windfall and invested it in my start-up,” Bester recalls. That support continued through the ups and downs of the young business which required a shift in mindset and lifestyle.
Bester is candid about the mistakes he made in the beginning. “I wanted to start a business because it seemed glamorous and would give me more freedom. I also believed that hard work would logically equal success. I could not have been more wrong.”
Bester says his first mistake was to work from home. “All my anxiety about work affected my home life. My work hours were erratic and it was difficult for people to take me seriously on the phone when they could hear the dog barking. I also began to sense that I was socially deprived. I had little contact with the outside world and I was getting very little affirmation.”
Changing the business model
Bester’s business model was built on performance marketing, a combination of advertising and innovation that helps retailers and affiliates grow their businesses through highly targeted campaigns. Done well, it creates big opportunities for both retailers and affiliates.
“After a year of working alone, the business had gained little traction, and I realised I’d have to change what I was doing and find a way to really make the business stand out. It was about making the change from freelancer to entrepreneur.
“I also had to let go of the delusional idea that by paying myself a low salary I could convince myself that I was breaking even.”
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How do you get your business to gain traction and go from small start-up to serious industry player?
Doing one thing well
Bester focused the business on one thing only – Google AdWords management. He’d gained experience in it at a time when the concept was still new in the local market.
By helping clients put their message in front of potential customers searching for what those clients had to offer, he began to distinguish ClickMaven’s offering. That helped him to position the business and start building a significant client base.
Within two years ClickMaven achieved break-even, with Bester signing up more and more clients, thanks to his technical know-how and his new mindset.
“I was lucky enough to fail quickly and often. That sounds counter-intuitive, but it meant that I could see that my initial plan was not going to work and I could adjust accordingly. I was basically forced to figure out what to do next.”
Paving the way for growth
From the initial focus on AdWords, the company now has a suite of digital marketing products that drive leads and sales for clients, a move that happened in line with rapidly changing market needs. It builds sales-focused websites, marketing clients’ services, driving traffic to their sites, and bringing them more qualified leads.
Today the business employs 16 people and has a solid client base in the financial services industry, as well as a number of mid-sized companies. From 2011 to now, the business has doubled its revenue, and is growing at a rate of 30% per year.
“We have always been excellent at what we do technically. The challenge now is to continue to promote an organisational culture that is innovative enough to enable us to compete in what has become a commoditised market.
“Our team is united by a passion for digital, and we are always ready to embrace new technology and new ideas. I’m committed to making sure we have a great mix of people and products. That will make the business sustainable.”
In 2012 Bester joined Entrepreneurs’ Organisation, a global non-profit organisation which engages leading entrepreneurs to learn and grow.
“It was an enormous help to receive advice and mentorship from other people, and to be able to surround myself with people who face the same challenges and operate in similar spaces to me. There’s a lot to be said for reaching out.”
Alan Knott-Craig Answers Your Questions On Money And Partners
From starting the right business, to managing business partners and finding your magic number, there is a secret to happiness.
If I get rich will I be happy? — JC Lately
Does money equal happiness? Mostly, yes. Research in the US shows that your happiness is proportionate to your earnings up until you earn $80 000 per annum. Thereafter, incremental income gains have a negligible effect on your happiness.
In other words: More money will make you happy as long as you’re poor. Once you break out of poverty and enter a comfortable middle-class existence, more money will not make you happier.
These are the top three for old folks:
- I wish I’d spent more time with family.
- I wish I’d taken more risks.
- I wish I’d travelled more.
Therein lies the secret to happiness. Spend time with your family. Take risks. Travel.
But first, make money. Don’t do any of the above until you’re making enough money not be stressed about money.
What is the magic number? — Mushti
The magic number is the amount of money you need to not worry about money ever again. If you don’t need toys like Ferraris, yachts and jets, the magic number is R130 million. Here’s the math: R130 million will earn R9,1 million in interest annually (assuming 7% interest). After tax that is R5,46 million.
Assuming you need 50% to maintain a good lifestyle, that leaves approximately R2,7 million for reinvestment, which is enough to keep your capital amount in touch with inflation for 50 years. The balance of R2,7 million (after tax) is for your living costs. In South Africa, R2,7 million will afford you a lifestyle that allows you to send your kids to a great school and university, to travel overseas a couple of times a year, and to live in a comfortable house.
Over time your living costs (and inflation) will eat into your capital amount. After 50 years you should be down to nil, assuming you earn zero other income in that time.
In 50 years, you will probably be dead. If you’re not dead, your kids will be able to support you (because they love you and they have a great university education).
I am the sole director of a company (the others still have full-time jobs and don’t want to be conflicted) and there is pro-rata shareholding based on our initial shareholder loans. However, I am putting in most of the hard work, together with one of the other actuaries. How best do I manage the director/shareholder dynamic? I obviously want to make as much progress as possible but there are times when I need the input from the others (and their responses aren’t always as quick as I would like). — Mike
If you have any perception of unfairness regarding effort/risk vs reward, deal with it NOW! You can’t do so later. The best approach is honesty. Call your partners together. Explain your thinking. Perhaps argue for 25% ‘sweat equity’ for yourself. Everyone dilutes accordingly. Ideally cut a deal whereby you have an option to pay back all their loans, plus interest, within six months, and you get 100% of equity (unless they quit their jobs and join full-time).
Equity dissent must be resolved long before the business makes money, otherwise it will never be resolved.
What do you think of WiFi in taxis?— Ntembeko
It’s a good idea, but not original. Before embarking on a start-up, you should survey the landscape for competitors. Just because there are none doesn’t mean no one has tried your idea.
It just means that everyone that tried has failed. You need to be 100% sure that you have some ‘edge’ that makes you different from everyone who came before you (and failed). Otherwise you will fail. What is your advantage that is different to everyone who came before?
Read ‘Be A Hero’ today
What You Need To Know About The Lean Start-up Model
The Lean Start-up philosophy was developed by Eric Ries, a Silicon Valley-based entrepreneur who also sat on venture capital advisory boards. He published The Lean Startup in 2011, igniting a movement around a new way of doing business.
The model follows key precepts that include:
Taking untested products to market
The fact that too many start-ups begin with an idea for a product that they think people want, spending months (or even years) perfecting that product without ever testing it in the market with prospective customers.
When they fail to reach broad uptake from customers, it’s often because they never spoke to prospective customers and determined whether or not the product was interesting. The earlier you can determine customer feedback, the quicker you can adjust your model to suit market needs.
The ‘build-measure-learn’ feedback loop is a core component of lean start-up methodology
The first step is figuring out the problem that needs to be solved and then developing a minimum viable product (MVP) to begin the process of learning as quickly as possible. Once the MVP is established, a start-up can work on tuning the engine. This will involve measurement and learning and must include actionable metrics that can demonstrate cause and effect.
Utilising an investigative development method called the ‘Five Whys’
This involves asking simple questions to study and solve problems across the business journey. When this process of measuring and learning is done correctly, it will be clear that a company is either moving the drivers of the business model or not. If not, it is a sign that it is time to pivot or make a structural course correction to test a new fundamental hypothesis about the product, strategy and engine of growth.
Lean isn’t only about spending less money
It’s also not only about failing fast and as cheaply as possible. It’s about putting a process in place, and following a methodology around product development that allows the business to course correct.
Progress in manufacturing is measured by the production of high quality goods
The unit of progress for lean start-ups is validated learning. This is a rigorous method for demonstrating progress when an entrepreneur is embedded in the soil of extreme uncertainty. Once entrepreneurs embrace validated learning, the development process can shrink substantially. When you focus on figuring the right thing to build — the thing customers want and will pay for, rather than an idea you think is good — you need not spend months waiting for a product beta launch to change the company’s direction. Instead, entrepreneurs can adapt their plans incrementally, inch by inch, minute by minute.
Start-Up Law: I’m A Start-up Founder. Can I Pay Employees With Shares?
Bulking up employee salaries with equity is a common method to attract, retain and incentivise top talent.
Every early stage start-up company battles with restricted cash flow and not being able to pay market related salaries to their employees. Bulking up employee salaries with equity is a common method to attract, retain and incentivise top talent.
Can I pay salaries with shares?
South African labour laws require that employees be paid certain minimum wages, and “remuneration”, as defined within the Basic Conditions of Employment Amendment Act, either means in ‘money or in kind’. ’In kind’ does not include shares or participation in share incentive schemes, as determined by the Minister of Labour. As such, there is no room for start-ups to completely substitute paying salaries with shares or share options. However, there is no restriction in topping up below market related salaries with equity via an employee share ownership plan (‘ESOP‘).
Employee Share Ownership Plans
There are a variety of ways in which employees can be incentivised, and it will always be important for the start-up founders to consider what goal they wish to achieve by incentivising their employees.
ESOPs can be structured in several ways, for example: employees may be offered direct shareholding in the company, options for the acquisition of shares in the future; or alternatively, a phantom / notional share scheme can be set up.
ESOPs permit employees to share in the company’s success without requiring a start-up business to spend precious cash. In fact, ESOPs can contribute capital to a company where employees need to pay an exercise price for their share options or shares.
The primary disadvantage of ESOPs is the possible dilution of the Founder’s equity. For employees, the main disadvantage of an ESOP compared to cash bonuses or bigger salaries, is the lack of liquidity. If the company does not grow bigger and its shares does not become more valuable, the shares may ultimately prove to be worthless.
Some key features to consider when setting up an ESOP are:
- ELIGIBILITY – who will be allowed to participate? Full time employees? Part-time employees? Advisors?
- POOL SIZE – what percentage of shares will be allocated to incentivise employees?
- RESTRICTIONS – will employees be able to sell their shares immediately?
- VESTING – will there be a minimum period that service employees will have to serve with the start-up to receive the economic benefit of his or her shares?
Employee share ownership plans are great corporate structuring mechanisms for attracting and retaining employees, as well as fostering an understanding of the company ethos and encouraging loyalty and productivity. It is essential when implementing an ESOP that all the tax implications are considered and that the correct structure and legal documentation are in place.
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