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Bridgestone: Romano Daniels

The first-ever tyre franchise concept in South Africa, Supa Quick is celebrating its 25th anniversary this year, and showing no sign of slowing down. Romano Daniels, MD of Bridgestone South Africa Retail discusses the brand’s history with Chana Boucher.

Chana Boucher



Romano Daniels

At a time when franchising was mainly characterised by burgers, restaurants and hardware stores, a major tyre manufacturer spotted the opportunity to do something unheard of – apply the franchise concept to the tyre industry.

Bill Taylor, MD of Firestone in the early 80s, believed that it was possible to establish a retail arm that would bring together the smaller operators currently trading in the market. This belief lead to the opening of a pilot Supa Quick store in Port Elizabeth in 1986, and over the past 25 years, Supa Quick has grown to become the biggest tyre franchise in South Africa with over 250 outlets across the country.

The franchise now falls under the Bridgestone Retail brand owned by Bridgestone Holdings, following the subsequent acquisition of Firestone by Bridgestone in 1996.

According to Romano Daniels, MD of Bridgestone South Africa Retail, when Supa Quick first entered the market the industry was characterised by a low focus on service. The franchise was poised to turn this perception around by delivering on service expectations.

Developing the Franchise Model

Daniels explains that the introduction of the Supa Quick franchise saw a slight shift in focus, in comparison to where the company started. “The core business was tyres because of the association with Firestone,” he explains, adding that the challenge was striking a balance between the owner of the brand who was supplying tyres and the profitability objectives of the franchise operators. He says that Firestone had to determine how to sustain an independent retail brand without compromising the future sustainability of its own brand.

In the late 80s a true franchise model emerged: one that was no longer only about tyres and pricing, but provided a back-up service as well. There was a strong support team that helped individual operators be part of the supply chain.

Daniels says a coach and mentor dynamic was needed. “In franchising there is a catch phrase, ‘Be in business for yourself, but not by yourself’. We needed to mentor a number of individuals and give them the option to be part of a franchise system.” He adds that Supa Quick was the pioneer of tyre franchising.

Lessons Learnt

While Firestone was breaking ground with its new franchise, Daniels says it learnt some very important lessons. “Whilst there was a need to distribute tyres through a channel, there were also needs on the other side. The operators needed to make money. There needed to be a balance between distributing the product and making money.” Daniels explains that as a manufacturer it was easy to view the world from one side of the fence, but once you put a foot on the other side, your perspective changes.

The brand realised that a different partnership had to be formed. The expensive lessons were learnt in the realisation that the relationship between a supplier and customer was different from the relationship between franchisor and franchisee. Supa Quick Pty Ltd was formed as a new company to manage this relationship, and the structure of the company was based on how best to manage franchisees. Within the Supa Quick company, much focus was placed on things like relationship partnerships and support structures to make it a viable business proposition.

Growing the Brand

From the early 90s to 2000, the Supa Quick brand enjoyed “massive” growth. Daniels attributes this to the franchise being something fresh to the market. He says the franchisees experienced tremendous success. But when something is successful, it attracts competition. “There were suddenly new entrants who wanted a slice of the pie. But this is always a good thing.”

Daniels says there were now a few franchises starting to compete in the tyre industry and that the free reign Supa Quick enjoyed before had to be shared. “The increased competition forced Supa Quick to challenge itself to maintain profitability and diversify its product range,” he explains. While the brand was extremely successful with tyres, it couldn’t sustain this level and there was a need to diversify.

“The entire brand shifted from tyres, and added shocks, batteries and exhausts,” says Daniels. This developed the model that Supa Quick is still currently applying as part of its franchise offering. In the ten years from 2000 to 2010 the model established a unique space for itself in the marketplace, Daniels explains.

Franchisees can take comfort in that they are not only competing on tyres, even though this is still the bulk of the business. The closest opposition to Supa Quick now are tyre and rim businesses.

According to Daniels, the brand’s turnover exceeds R1,5 billion a year and the aim is to be at R2,5 billion by the end of next year. Supa Quick is responsible for up to 30% of all tyres distributed in South Africa.

Remaining Relevant

Supa Quick, says Daniels, is in a strategic position to compete effectively by offering a model unlike any other to both franchisees and customers – a model comprising a one-stop-shop. “The strongest brand equity is a customer’s perception of the product,” he adds.

Looking at the decade ahead, Daniels says Supa Quick is working on a new revised model that will have a distinct differentiation in the marketplace. “Whenever we introduce something, people copy us, we pull ahead and people follow,” he adds.

Supa Quick has identified the major challenges it faces and is working on the next “leap forward.” Daniels says there have been two major shifts in the marketplace which affected the operations of the franchise. Firstly, Original Equipment Manufacturers (OEMs) have changed their products to make them more efficient; they are using components that last much longer than in the past, which has resulted in a decline in turnover in specific product categories for the industry. Government’s move to reduce the sulphur content in fuel has also resulted in less corrosion, and a reduced need for repairs to exhaust systems. Daniels says Supa Quick has to find new solutions for the next ten years to pull ahead of its competitors.

The other major shift has been in the world economy. “Consumers’ wallets have been arrested by debt. About 75% – 78% of their disposable income goes towards servicing some form of debt,” Daniels says. He adds that Supa Quick deals with a product that is more of a grudge purchase. People don’t have available income, but the products need to be purchased. “Most people do not budget for the product on a monthly basis.” Daniels says the franchise is looking at ways to manage the brand, maintain its customer base as well as attract new consumers, but in the same vein maintain a sound franchisor/franchisee relationship. “The operator has invested money, so when there are changes in the marketplace we have to look at how we adjust to the changes in the best possible way.”

Another factor is that cheap imports represent 35% of the market. Daniels says the challenge is to maintain a profitable model for franchisees that are selling a product they need to make money out of.

Keeping Watch

Daniels says it is vital to look at how to position the business to ensure that relationships are formed to attract and retain customers. He emphasises that a model that secures repeat business is required for the next ten years.

Further, Daniels says the franchise has to watch what is happening in the market all the time. For example, the proposed roadworthiness legislation, if implemented, will require that every vehicle which is ten years or older produce a roadworthy certificate every two years. “We have to watch new car sales, the second hand market, government legislation impacting the Ministry of Transport and road infrastructure,” he says.

“To be successful in the next ten years we have to change our footwork. We can’t do the same things to retain customers as we have been doing for the last 20 years. If the next ten years look the same as the last 20 years then we are failing.” However, understanding a problem, is 50% of the solution.

Attracting Franchisees

According to Daniels the tyre replacement market is now characterised by tyre franchising, and there are, relatively speaking, very few individual operators. “The South African consumer trusts franchise systems. There is a higher trust index buying from a franchise rather than from someone consumers know very little about,” he adds.

Supa Quick mainly attracts two types of operators; retailers from non-tyre franchise systems who want to do something different and existing tyre retailers mainly from the opposition. Daniels says some franchisees are lost to the opposition as well, but Supa Quick recruits more than it loses.

The franchise wants to have the largest tyre footprint and as such has an aggressive recruitment strategy. “We focus on recruiting prospective franchisees who could benefit from the brand, but the brand must also benefit from the operator. The brand services you and you service the brand.”

The Importance of the Right Location

According to Daniels, consumers change their behaviour and the manner in which they travel to a point to spend money. Supa Quick devotes resources to developing market intelligence that guides decision-making and ensures that outlets are positioned in the most suitable locations. Timing is also a very important consideration. The information collected is used to predict how consumers will visit certain places to spend money over the next three years.

Daniels says it is essential for a Supa Quick franchise outlet to be visible, accessible and convenient. “A customer is already irritated by having a flat tyre, they don’t have the patience to seek out a building that is hard to find,” he explains. Instead they will choose a brand that they are constantly exposed to.

Supa Quick works with its franchisees to relocate if they are outside the ‘shortleg’ (the route to buy) and open up new stores where there is new development. But, Daniels says, there is a shortage of ideal sites. Although Supa Quick has achieved success in spite of location, he concedes that site management is a critical driver of any sustainable business.

Learning the ‘Supa Quick Way’

All franchisees go through ‘The Supa Quick Way’ training to expose them to the retail company’s culture. But one of the things the franchisor is constantly improving is its formalised training programmes. ‘The Supa Quick Way’ training is ongoing and teaches franchisees and their staff how to manage the customer from the initial visit to waving them goodbye. The franchisor also offers training to the technical team employed at a franchise, including the branch manager and sales people.

Supa Quick has a dedicated training facility and a technical training manager who visits every Supa Quick site to check and assess the staff as competent. Daniels says staff turnover in the industry is relatively high, so this is something that constantly needs to be checked. There is also an area manager who services every Supa Quick to deal with any complaints. “We can’t allow one franchisee to hurt the brand,” he adds.

The evolution of the brand

The red and white colours used in the Supa Quick branding were taken from the Firestone brand. The brand’s name was conceived on the premise that one day service excellence would become the buzzword. ‘Supa Quick’ was chosen because the waiting time for tyre fitment had previously exceeded one hour. The franchise wanted to reduce the waiting time so that customers would say ‘that was super quick’.

The Supa Quick Franchisee

Daniels says it is important for franchisees to have an entrepreneurial streak, over and above financial ability. The franchisee should also appreciate the Supa Quick brand and understand that they are part of a bigger system. “If they don’t understand that they have to comply to a directive, there will be a problem.” In the interview process, Daniels says franchisees are selected on the basis that they understand these two things.

Franchisees are recruited from other retail franchise businesses and competitor franchises. It is critical that they fit into the organisation because of the culture, says Daniels. They should be comfortable fitting in with the way the franchise operates.


Entrepreneur Profiles

Jason English On Growing Prommac’s Turnover Tenfold And Being Mindful Of The ‘Oros Effect’

Rapid growth and expansion can lead to a dilution of the foundational principles that defined your company in its early days. Jason English of Prommac discusses how you can retain your company’s culture and vision while growing quickly.

GG van Rooyen




Vital stats

  • Player: Jason English
  • Position: CEO
  • Company: Prommac
  • Associations: Young President’s Organisation (YPO)
  • Turnover: R300 million (R1 billion as a group)
  • Visit:
  • About: Prommac is a construction services business specialising in commissioning, plant maintenance, plant shutdowns and capital projects. Jason English purchased the majority of the company late in 2012, and currently acts as its CEO. Under his leadership, the company has grown from a small business to an international operation.

Since Jason English purchased Prommac in 2012, the company has experienced phenomenal growth. At the time he took over as owner and CEO, it was a small operation that boasted a turnover below R50 million.

Today, Prommac is part of a diversified group of companies under the CG Holdings umbrella and alone has grown it’s turnover nearly ten fold since Jason English took over. As a group, CG Holdings, of which Jason is a founder, is generating in excess of R1 billion. How has Prommac managed such phenomenal growth? According to Jason, it’s all about company culture… and about protecting your glass of Oros.

Jason English

Related: 5 Top Lessons From LAWTrust To Prepare For Super-Charged Growth

“As your business grows, it suffers from something that I call the Oros Effect. Think of your small start-up as an undiluted glass of Oros. When you’re leading a small company, it really is a product of you. You know everything about the business and you make every decision. The systems, the processes, the culture — these are all a product of your actions and beliefs. As you grow, though, things start to change. With every new person added to the mix, you dilute that glass of Oros.

“That’s not to say that your employees are doing anything wrong, or that they are actively trying to damage the business, but the culture — which was once so clear — becomes hazy. The company loses that singular vision. As the owner, you’re forced to share ‘your Oros’ with an increasing number of people, and by pouring more and more of it into other glasses, it loses the distinctive flavour it once had. By the time you’re at the head of a large international company, you can easily be left with a glass that contains more water than Oros.

“Protecting and nurturing a company’s culture isn’t easy, but it’s worth the effort. Prommac has enjoyed excellent growth, and I ascribe a lot of that success to our company culture. Whenever we’ve spent real time and money on replenishing the Oros, we’ve seen the benefits of it directly afterwards.

“There have been times when we have made the tough decision to slow growth and focus on getting the culture right. Growth is great, of course, but it’s hard to get the culture right when new people are joining the company all the time and you’re scaling aggressively. So, we’ve slowed down at times, but we’ve almost always seen immediate benefits in terms of growth afterwards. We focus heavily on training that deals with things like the systems, processes and culture of the company. We’ve also created a culture and environment that you won’t necessarily associate with engineering and heavy industries. In fact, it has more in common with a Silicon Valley company like Google than your traditional engineering firm.

“Acquisitions can be particularly tricky when it comes to culture and vision. As mentioned, CG Holdings has acquired several companies over the last few years, and when it comes to acquisition, managing the culture is far trickier than it is with normal hiring. When you hire a new employee, you can educate them in the ways and culture of the business. When you acquire an entire company, you import not only a large number of new people, but also an existing organisation with its own culture and vision. Because of this, we’ve created a centralised hub that manages all training and other company activities pertaining to culture. We don’t allow the various companies to do their own thing. That helps to manage the culture as the company grows and expands, since it ensures that everyone’s on the same page.

“Systems and processes need to make sense. One of the key reasons that drove us to create a central platform for training is the belief that systems and processes need to make sense to employees. Everyone should understand the benefits of using a system. If they don’t understand a system or process, they will revert to what they did in the past, especially when you’re talking about an acquired company. You should expect employees to make use of the proper systems and processes, but they need to be properly trained in them first. A lot of companies have great systems, but they aren’t very good at actually implementing them, and the primary reason for this is a lack of training.

“Operations — getting the work done — is seen as the priority, and training is only done if and when a bit of extra time is available. We fell into that trap a year ago. We had enjoyed a lot of growth and momentum, so we didn’t slow down. Eventually, we could see that this huge push, and the consequent lack of focus on the core values of the business, were affecting operations. So, we had to put the hammer down and refocus on systems, processes and culture. Today Prommac is back at the top of it’s game having been awarded the prestigious Service Provider of the year for 2017 by Sasol for both their Secunda and Sasolburg chemical complexes.

Related: Establishing The Wheels Of Change In Business

“If you want to know about the state of your company’s culture, go outside the business. We realised that we needed to ‘pour more Oros into the company’ by asking clients. We use customer surveys to track our own performance and to make sure that the company is in a healthy state. It’s a great way to monitor your organisation, and there are trigger questions that can be asked, which will give you immediate insight into the state of the culture.


“It’s important, of course, to ask your employees about the state of the business and its culture as well, but you should also ask your customers. Your clients will quickly pick up if something is wrong. The fact of the matter is, internal things like culture can have a dramatic effect on the level of service offered to customers. That’s why it’s so important to spend time on these internal things — they have a direct impact on every aspect of the business.

“Remember that clients understand the value of training. There is always a tension between training and operational requirements, but don’t assume that your clients will automatically be annoyed because you’re sending employees on training. Be open and honest, explain to a client that an employee who regularly services the company will be going on training. Ultimately, the client benefits if you spend time and money on an employee that they regularly deal with.

“For the most part, they will understand and respect your decision. At times, there will be push back, both from clients and from your own managers, but you need to be firm. In the long term, training is win-win for everyone involved. Also, you don’t want a client to become overly dependent on a single employee from your company. What if that employee quits? Training offers a good opportunity to swop out employees, and to ensure that you have a group of individuals who can be assigned to a specific client. We rotate our people to make sure that no single person becomes a knowledge expert on a client’s facility, so when we need to pull someone out of the system for training, it’s not the end of the world.

“Managers will often be your biggest challenge when it comes to training. Early on, we hired a lot of young people we could train from scratch. As we grew and needed more expertise, we started hiring senior employees with experience. When it came to things like systems, processes and culture, we actually had far more issues with some of the senior people.

“Someone with significant experience approaches things with preconceived notions and beliefs, so it can be more difficult to get buy-in from them. Don’t assume that training is only for entry-level employees. You need to focus on your senior people and make sure that they see the value of what you are doing. It doesn’t matter how much Oros you add to the mix if managers keep diluting it.”

Exponential growth

When Jason English purchased Prommac late in 2012, the company had a turnover of less than R50 million. This has grown nearly ten fold in just under five years. How? By focusing on people, culture and training.


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Entrepreneur Profiles

Who’s Leading Your Business Billy Selekane Asks – You Or The Monkey On Your Back?

You’re either a change-maker, or someone who is influenced by the shifting conditions around you. The truly successful know how to determine their own destinies. Here’s how they do it.

Nadine Todd




Vital stats

  • Player: Billy Selekane
  • Company: Billy Selekane and Associates
  • About: Billy Selekane is an author, internationally acclaimed inspirational keynote speaker, and a personal, team and organisational effectiveness specialist.
  • Visit:

We live in a world of disruption. We live in a world where Airbnb’s valuation is $31 billion, but the Hilton’s market cap is $30 billion. Airbnb doesn’t own one square kilometre, and yet they’re worth more than the world’s biggest hotel chains with enormous assets. We live in a world where things have been turned upside down.

In this brave new world, you can either thrive, or fight to survive. As a leader in your organisation, the choices you make, the mental mind-space you occupy and how you engage with those around you, will determine your personal success, as well as that of your entire organisation.

“The business of business is people. You can’t just pay lip service to the idea that they are your most important asset. You need to live it. Leaders must be intelligent and honest. You can’t just push people to meet the numbers,” says Billy Selekane, personal and business mastery expert and international speaker.

The problem is that great leaders need to first find balance within, before they can successfully lead their organisations.

“Things can no longer be done the same way,” says Billy. “Success today is defined by people who are driven, are inspired by their own lives and goals, and have the power and capability to inspire others.” But before you can achieve any of this, you need to rid yourself of the monkey on your back.

Related: Billy Selekane

The monkey on your back

“If I continue doing what I’m doing, and thinking what I’m thinking, I’ll continue to have what I have,” says Billy. “That’s the definition of insanity. Are you doing things by default or design?”

Billy’s analogy is a simple one. It’s something we can all relate to, and it’s the single biggest thing stopping us from clearing our minds, focusing on the positive and achieving success. He calls it the monkey on our backs.

“Every one of us is born with an invisible monkey on their shoulder,” says Billy. “Your monkey is always with you. Sometimes they’re the one speaking, and you need to be careful of that.” What you need to be even more aware of than your own monkey though, is everyone else’s monkeys.

“Every interaction we have is an opportunity for what I call a monkey download. You have an argument with your spouse before work, and you end up getting into your car with not only your monkey, but theirs as well. Your irritation level has doubled thanks to the extra monkey. Now you get irritated with a pointsman, another driver or a taxi on your way to work. You’ve just added three monkeys.

“By the time you walk into the office, you’re bringing an entire village of monkeys with you. They’re clamouring, clattering, arguing with each other, and the noise is deafening. Not only does everyone get out of your way, but you can’t hear yourself think. And the more your mood drops, the more monkeys you download from the people around you. This is not the path to focus, achieving your goals or being happy. It’s certainly not the path to great leadership.

“Great leaders know how to keep all those monkeys out. They know how to control their moods, and regulate their own positivity. They understand that they are the architects of their own success.”

Getting out of the monkey business

To be a great leader — and personally successful and happy — you need to start by getting out of your own way, and as Billy calls it, ‘getting out of the monkey business.’ You need to not only shake your own monkey, but everyone else’s as well.

According to Billy, there are four simple areas you can begin focusing on today that will help you become the person (and leader) you want to be.

First, honesty is the foundation of everything else you should be doing. “Be clear and straight. Speak to people simply and honestly, but with respect. Connect with them, not through the head, but with the heart. Don’t play tricks.”

Related: 5 Top Lessons From LAWTrust To Prepare For Super-Charged Growth

Next, be authentic. All great leaders are authentic, and recognised as such. Aligned with this is integrity. “This is sadly out of stock, not only in South Africa, but the world,” says Billy.

“There is nothing as disturbing as a leader without integrity, and on a personal level, you won’t achieve emotional stability if you aren’t a person of integrity.”

Finally, you need to embrace love. “Wish your employees well. Wish your family, friends and connections well. When we are given love, and trusted to perform, we take that and pay it forward. In the case of business, this means your employees are giving the same love to customers, but if everyone showed a little more love, the world would be a better place. When people feel cared for, they show up with their hearts and wallets, and they pay it forward.

“Great leaders understand this. They don’t only focus on making themselves better, but adding to everyone around them. Remember this: In every business, there are no bad employees, just bad leaders. Employees are a reflection of that.”

If you want to build a better future, business or life, you need to start with yourself.

Do this

Stop letting negative thoughts and minor irritations derail you. You are the master of your moods and thoughts, so take personal responsibility for them.

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Entrepreneur Profiles

Shark Tank Funded Start-up Native Decor’s Founder on Investment, Mentorship And Dreaming Big

Vusani Ravele secured offers from every single Shark in the first episode of Shark Tank South Africa, eventually settling on an offer from Gil Oved from The Creative Counsel. Entrepreneur asked to him how this investment has changed his business.

GG van Rooyen




Vital stats

  • Player: Vusani Ravele
  • Company: Native Decor
  • Established: February 2016
  • Visit:
  • About: Native Decor creates visually pleasing products from sustainable timber. The company’s designs are innovative and functional, with its creations mostly inspired by South African cultures, landscapes and wildlife.

It all started with a cordless drill. In February 2015, Vusani Ravele received a drill from his girlfriend as a Valentine’s Day gift. He immediately became obsessed.

“I couldn’t stop drilling holes in things,” Vusani laughs. “I just loved working with my hands.”

Unlike most people, who lose interest in a Valentine’s Day gift by the first day of March, Vusani’s passion for his cordless drill didn’t dissipate. Instead, it had reignited a spark. Thanks to that cordless drill, he rediscovered a love for design he’d first felt in high school. And one year later, he had started a company called Native Decor.

Related: 6 Great Tips For A Successful Shark Tank Pitch

As a start-up he then made the bold move to enter the inaugural season of Shark Tank South Africa. He was funded by Gil Oved on the very first episode. It was a life-changing experience, but Vusani is keeping a level head. The money helps, but he’s trying not to let it change his approach too much.

I’m doing my best not to think of Native Decor as a funded start-up. The money has allowed me to do certain things, like buy a new CNC machine, but I still try to think like a founder without money. Once you have a bit of money in the bank, the temptation exists to throw it at every problem, but that’s not how you create a successful business.

You need to bootstrap and pretend that you don’t have a cent in the bank. With a bit of lateral thinking, you can often come up with a solution that doesn’t require money. It might require more effort, sure, but I believe it creates a stronger foundation for your business. If a business can carry itself from early on, its odds for long-term success are much higher. You also need to fight the urge to spend money on things like fancy premises or extra staff. The longer you can keep things lean, the more runway you create for yourself.

Vusani Ravele of Native Decor

I didn’t enter Shark Tank just for the money. The money was important, of course, but there was more to it than that. Looking purely at money versus equity, Gil Oved’s offer wasn’t the best, but I knew that I wanted to work with Gil. Stepping into the room, my primary aim was to attract him to the business.

He wanted 50% equity for R400 000 of investment. I wanted to give away 25% for the same amount. We settled on 40% for R400 000 with an additional R3 million line of credit. It was more of the company than I initially wanted to give away, but I was okay with it, since I saw it as the cost of Gil’s involvement, which I knew would add bigger value to the business than just the cash injection.

Related: Shark Tank’s Dawn Nathan-Jones: How Leaders Who Focus On Growth Will Build Successful Companies

Investment comes in many forms. I wanted Gil to invest in the business because I realised that investment isn’t purely about money. I didn’t just want him to invest his cash in Native Decor, I also wanted him to invest his time and energy. You can get money in different places. You can create a business that funds its own growth, for example, or you can get a loan from a bank.

What an investor like Gil offers, however, is knowledge and access to a network. Money can help a lot with the growth of a business, but a great partner can help even more. By giving Gil 40% of the business, I’ve ensured that he has skin in game. He has a vested interest in seeing Native Decor succeed, and that’s worth more than any monetary investment.

True mentorship can be a game-changer if you’re running a young start-up. A great advantage that often comes with investment is mentorship from someone who knows the pitfalls of the entrepreneurial game. With a new business, it’s easy to be sidetracked or to chase an opportunity down a dead end.

Gil is visionary, and he has helped me focus on the long-term goals I have for Native Decor. He has also helped me to think big. As young entrepreneurs, I believe we often think too small. We don’t chase those audacious goals. Someone like Gil, who has seen huge success, can help you push things further and to dream bigger.

You need to dream big, but act small. It’s important to have big dreams for your business, but you should also chase those easy opportunities that can help you build traction. When I started, I wanted to try and get my products into large retail stores, but the fact of the matter was, as a start-up, I didn’t have a strong negotiating position.

There was a lot of bureaucracy to deal with. Gil advised me to focus on the ‘low-hanging fruit’ — those small gift stores that would be keen to carry my products. By doing this, I’m gaining traction and building a track record for the business. Also, I realised the importance of aligning myself with the right kind of stores. Perhaps being in a large retailer isn’t a good idea, since this is where you typically get cheap items produced overseas. Unless you’re purely competing on price, that’s probably not where you want to be.

Related: Shark Tank’s Romeo Kumalo Weighs In On High-Impact Entrepreneurial Businesses

Take note

Funding is great but it’s not all about the money. If that’s what you’re chasing you’re doing your start-up an injustice.

Watch the Shark Tank investment episode here:

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