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Fry’s Vegetarian: Wally and Debbie Fry

Without any experience and no knowledge of the industry, Wally and Debbie Fry — winners of the emerging entrepreneur category at the 2010 Ernst & Young World Entrepreneur awards — cornered an international market with Fry’s Vegetarian, the home-grown brand that makes a vegan and vegetarian range of meat-alternative products.

Juliet Pitman

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Wally and Debbie Fry

Wally Fry is the kind of man who jumps in with his boots on. He never intended Fry’s Foods to be an international company, shipping 6 000 tons of food products a year. In fact, he never intended there to be a company, having started making the meat alternative products for which the brand is now famous as “something of a hobby.” But, having made the decision to build something in 1992, he’s been relentless in pursuing his chosen course of action.

“He’s also an absolute perfectionist,” says Debbie, his wife, with whom he started and now runs the company. Wally happily agrees. “I’m pedantic about absolutely everything. There is a process and a system for everything in the company. There’s a process for how you walk into my factory – and if you walk in the wrong way, you have to know I’m going to klap you for it, because that system is there for a reason. It has its foundation in the mistakes that we’ve made and the solutions we’ve found to challenges,” he says.

Doing it all

It might sound overly dictatorial (and Wally uses the word klap in a strictly figurative sense) but, if anything, he has earned the right to his fastidiousness. He’s the kind of entrepreneur who’s done absolutely everything in the company, so he should know what works best and what doesn’t. After all, this is a man who devised the recipes and developed the products and who, along with Debbie and a single employee in the early days of the company, weighed and measured ingredients, cooked the food, packaged it, boxed it and delivered it. He’s fixed the factory machines, run the finances, done the marketing, secured supermarket listings, run the operations, managed the payroll, hired and fired staff, and steered the strategic ship.

Of course today the company has structures in place to run the different functions and Wally and Debbie have been freed up to focus on strategy and growing the business. But Wally gave up control of each function incrementally, and only once he was happy he’d put in place the right person with the right training to run things the way he believed they should be run. “The food we make is unique. No other company does it. It’s not like we’re running a bakery, for example, and can just hire someone who’s worked in a bakery before. We have to make sure everyone understands our processes and systems, and our way of doing things. I had to write the manual on how things worked because every job was so specific,” he says.

It’s that perfectionism talking again, along with a healthy dose of being a stickler for detail. But it’s not like Wally is one of those entrepreneurs who refuse to relinquish control, believing only they have the magic touch to make the company a success — the company wouldn’t be where it is today if he’d refused to delegate responsibility. It’s not even that he believes he has a line into the one right way of doing things. It’s rather that he knows what the right way is. He’s learned what it is through trial and error, through working 18-hour days, and having done it himself. He’s gone from making 20 sausages in his kitchen in his KwaZulu Natal home, using a Kenwood Chef, an AMC pot and a two-plate burner, to running a factory that produces 500 tons of food a month, and has cornered the vegetarian and vegan markets. And that has to count for something. So when he stipulates that things follow a particular course of action, he expects to be listened to.

Setting up systems has been central to the success of the business. Processes and well-defined ways of doing things are vital to any business, but particularly in an area where you want to maintain the same standards and quality throughout. Systems allow a business to scale up and repeat its initial success over and over again.

Sit up and listen!

On that note, there’s something commanding about him in general that demands you listen. Interestingly, what drives this hard-nosed, tough, uncompromising businessman is a deep passion for saving the planet. Get him talking on the subject of the environmental havoc being wreaked by animal farming and that passion flares. He was invited to speak on the topic at the World Preservation Foundation’s 2010 Westminster Conference in the UK, addressing MPs, local government and the media, and got a standing ovation. People listen to him. This is not some peace-and-yoghurt hippie who makes vague hand-waving gestures in the direction of ‘green issues’, or even a fundamentalist who engages in heated rhetoric. He talks straight facts. He knows his stuff. He grabs your attention. Uncomfortably (for a sworn meat-lover) what he says makes sense.

And yet Wally wasn’t always a vegetarian (how many people who’ve been raised on a farm are?). “I’ve been a vegetarian since I was very young but Wally always loved meat, and it caused some degree of difficulty in our home because I wasn’t used to cooking or preparing meat,” says Debbie.

The change came by degrees but started, Wally says, when their daughter Tammy was born. “Since she could understand where meat came from, she refused to eat it. She’d ask me what she was eating and I’d say, “A drumstick” and she’d say, “Drumsticks are for playing drums” so I’d tell her it was the leg of a chicken, and that was it. She wouldn’t touch it,” he relates. The influence of his daughter and wife got him thinking and reading. “At the same time I studied Eastern religion, which of course is centred very much on vegetarianism. I started learning about the environmental collapse being driven by intensive animal farming, and I eventually decided I couldn’t in good conscience continue to eat meat,” he said.

Turning personal passion into a business edge

The fact that he had previously been a meat-eater was, in fact, the driving force behind the development of Fry’s products. “Just because I believed it wasn’t ethically right to eat meat, didn’t mean I didn’t miss it. It was really tough to give it up,” says Wally. That’s when he started experimenting with the creation of a meat-alternative. “I wanted something that had the same taste, texture and mouth-feel as meat,” he says.

And therein lies the uniqueness of Fry’s products. “No one else is making a vegan meat alternative range of products,” says Wally. Not only is the product both vegan and vegetarian, it’s also Kosher, Halaal, Suddah and non-GM, making it very special in its category. Wally’s conviction about environmental responsibility and ethics has driven him to extraordinary lengths in developing the product range. “We look at the ethics of every one of our raw material suppliers, and make sure that neither the company nor any of its shareholders is involved in any way in another company that might have interests in animal farming,” Wally explains. The brand has been voted the Best Buy label in the UK, based on the company’s ethics.

This was all driven by the Frys’ passion, but it’s had a positive business spin-off too, giving it a unique competitive edge in a market that’s increasingly focused on sustainability and the ethics of animal farming. It’s opened doors to a substantial international market and the company now exports to 23 countries around the world.

Passion is a significant motivator, and the Frys have it in spades, but is it enough to take you out of a home kitchen and into a global market? How does someone with no knowledge of food science or food manufacturing get to where Wally is today? Part of the answer lies in being willing to put in hours, days and years of hard, hard work. “We weren’t particularly clever but my goodness have we worked hard. I think we’re living proof that if you work hard enough at anything, you will succeed,” says Wally.

Mastering through learning

He’s also proof that you can master an industry about which you know absolutely nothing, having learned most of what he knows from reading books and through trial and error. “I’d read up on the different properties of food ingredients and then experiment by putting together different combinations. I learned that if I put together two different ingredients, it would give me a particular taste or texture, and that’s how our products evolved,” he says.

Wally also put himself through a crash course in machine engineering. “I bought all of our first machines for the factory on auction and I had no idea what they did or even if they were the right ones,” he says. He started learning and in a short time he was carrying out repair work on the factory machines.

And there’s the thing. Wally is the kind of person who masters whatever he puts his mind to. He doesn’t do things in half-measures. This is a ‘go big or go home’ kind of guy. Other entrepreneurs could learn a lot from him. “Someone once asked me what course I’d recommend an entrepreneur should take before starting a successful business and my answer was ‘None’. You need vision and enthusiasm and you just need to go for it,” he says.

Grab opportunities and run

The story of how the company got started is testament to this willingness to grab opportunities and run with them. Wally relates the story of how an encounter with a marketing expert really got things going.

“A vegetarian friend of a friend heard about the products I was making, purely for family consumption, and asked if he could come over and try them. When he tasted them he tried to convince me that they needed to be marketed and listed in supermarkets, but I wasn’t really interested in setting up a business. I was doing this as a hobby really,” he relates.

So convinced was the marketer of the potential success of the product that he offered to conduct market research and compile a full marketing plan for free. “His words were that I owed it to society to commercialise these products and that he himself wanted to be able to buy them in supermarkets,”

Wally adds.

Being a natural businessman and entrepreneur, the realisation that there was a market out there was enough to galvanise him into action and he couldn’t walk away from the opportunity once it had been pointed out to him. “The marketing person helped us with the package design, which we hand-drew on pieces of cardboard, I got my kids to make little flags stuck on toothpicks to identify the different products and I set off to go visit the supermarkets to get listings,” Wally recalls.

Getting a foot in the door

Anyone who’s run a business in the food industry knows just how hard this can be. Getting listed in significant supermarkets is the make-or-break tipping point, but it’s notoriously tough to do. Large supermarket chains hold all the cards and competition is fierce.

Here again Wally’s ability to make people listen and to push where necessary stood him in good stead. “I took all my pre-cooked sausages and other products and prepared them in the boardroom tea room before the meeting, sticking all our little home-made flags into the products. When the guys arrived for the meeting they told me they didn’t do taste testings in these meetings, but I said, ‘Well humour me. I’ve done all this work so you might as well eat it,” he relates. “They started tasting and then called in people from outside to taste as well, and when I left they wanted to know when I could start supplying them.”

It was a good question. “We had no factory, no equipment, no staff. I had an AMC cooking pot! I didn’t even know what equipment I’d need to buy,” he says. Machines bought at an auction were loaded into two 20 ton trucks and delivered to a small factory space the Frys owned. Wally snapped up an experienced factory worker who knew how the machines worked – the company’s first employee – and within 15 days Fry’s was up and running. The first delivery was made within three months.

Slowly does it

This makes it sound easy but the reality was anything but. “I had to learn everything from scratch. Food is a highly regulated industry – I needed to learn about food safety standards, how it should be prepared, cooked, frozen, packaged and distributed. I was also used to ordering raw materials in batches of a kilogram and I now had to order them in bulk,” Wally says.

The first orders required large quantities, but thereafter Wally and Debbie would call the supermarkets every day to find out how many boxes had been sold as this told them how much new product they would need to prepare. “We did it very, very slowly, only making as much as was required. If they had only sold two boxes, that’s how much we would make,” Debbie indicates.

It’s a far cry from the dream many entrepreneurs have of reaching a tipping point and ‘making it big’, but Wally stands by his experience of slow, steady, risk-averse growth. “I don’t subscribe to the notion that you need to sit down before starting a business and draw up a detailed SWOT analysis. If you look at the pitfalls too closely, they will become your reality. You don’t need to build an empire overnight. Just start something small and see if it works,” he advises.

‘If I can’t afford it, I don’t want it’

Growth was incremental but continuous – and entirely self-funded. Wally’s
personal rule is, ‘If I can’t afford it, I don’t want it’ and he’s applied that rigorously to the company, which has never borrowed a cent.

“If we had borrowed money the growth might have been quicker but we only know now that the product was a success. Back then, we didn’t know that so we grew organically and we’ve been very happy with that,” says Debbie.

The company was able to make use of factory space that it already owned, and some might argue that it’s easy to make a business succeed if you are lucky enough to have access to such assets. But here’s the thing. The reason the Frys owned that space in the first place was because Wally had already built up and then sold a construction company. This is the second time he’s made a success of a business, the second time he’s put in the long hours and the hard work to make something happen. So luck has nothing to do with it. And it’s worth bearing in mind that while the Frys have never borrowed money, they risked their early retirement money to make the business work.

Developing a brand people fall in love with

As Fry’s initially had no marketing budget, the product became known only through word of mouth. However, it was unique enough to make itself felt. “One supermarket told us they would have to delist us because they simply weren’t selling enough. Three months later they called us up and asked us to deliver stock because there’d been such an outcry from the vegetarian customers who had been purchasing our products,” Wally explains. Listings grew incrementally, until the product reached that golden ‘critical mass’ where stores would be out in the cold for not stocking it.

Creating something unique that meets a previously unfilled need is one thing, but how do you develop a brand that people fall in love with? Ask Wally and he’ll tell you it all comes back to passion. “You can’t start a business just because you want to make money. You need to start it because you are inspired to deliver a service or a product to people that will make their lives better or easier in some way. You need to have conviction that what you are supplying is really great for people to use. Believing in and being passionate about your product will inspire other people to believe in it too. People buy into passion. You can’t manufacture it,” he says.

Fry’s offers its customers an alternative to meat products, giving them the opportunity that Wally hoped for – to eat a meat-free or, at the very least, a reduced-meat diet. But it also offers them a chance to go green, save the planet, prevent animal cruelty and, ultimately, make a difference. That’s what builds brand loyalty and getting it right is what every brand is trying to achieve.

Taking on an international market

Customers’ demand for Fry’s products indirectly drove its penetration into international markets, as expats who wanted to continue to buy the product contacted the company to find out if they could distribute it in their new home country. “We’re represented in other countries by people who have the same passion and conviction that we do, and that makes all the difference to our success,” says Wally.

The international market currently accounts for just 25% of the company’s business, but Wally has a vision to grow aggressively on the international stage. “We just got into the States and the response has been phenomenal – our first container was sold before we had time to get the second one on the water,” he says. He’s certainly not about to ignore the South African market, but indicates that if the scales of economy are right in another country, the company would consider setting up an operation outside South Africa’s borders. “It’s not something that’s on the cards right now but yes, we’d look at it,” he says.

Continuous improvement

Wally’s drive is relentless and sometimes surprises even him. “When we were packing 500 kilograms a day I said to myself, ‘Now I’ve reached my goal. This is enough, I need to take a rest.’ But somehow I never did and today we pack 16 tons a day,” he says.

His drive propels continuous improvement in the company and the development of new product lines. A few years ago the company turned its attention to reducing the salt and fat content of its products. Today fat content is down from around 12% to between 3% and 4% while sodium content has been halved.

“We’re researching new ingredients all the time. We look all over the world, and of course where we source from has to be aligned with our ethics and values. This means R&D can take months or even years, but it’s worth it,” Wally says.

“I’m working harder now than I ever have, but I’m loving every minute of it. I’m doing something I really believe in.” It’s something nearly everyone wants to be able to say, but in the case of Fry’s Vegetarian it’s no accident – it’s integral to the business’s success. And there must be a lesson in that for other entrepreneurs.

The impact of animal farming

“The world is currently raising over 50 billion farmed animals for slaughter each year and, in addition to its major impact on global warming, this is contributing significantly to the destruction of tropical rainforests and other valuable habitats. Because of its high degree of inefficiency compared to plant protein production, animal agriculture is disproportionately depleting the planet’s dwindling reserves of fresh water, land, fuel, and other resources,” says Tammy Kelly.

The company draws on hard facts to support its position. Here are some of their stats:

  • At least half of all the greenhouse gases are due to livestock production
  • If all Americans ate no meat, chicken or fish for just one day a week, this would result in the same carbon savings as taking 19,2 million cars off the road in the USA for an entire year, or save gas emissions equivalent to 46 million return flights from New York to Los Angeles
  • It requires 500 times as much land to produce 1kg of beef as it does to produce 1kg of vegetables
  • It takes 250 litres of water to produce 1kg of wheat, and 25 000 litres of water to produce 1kg of meat
  • Cows, pigs and sheep bred for human consumption discharge millions of tons of methane, a more potent greenhouse gas than carbon dioxide. Livestock accounts for about 18% of greenhouse gases, more than all the world’s transportation systems including

Juliet Pitman is a features writer at Entrepreneur Magazine.

Entrepreneur Profiles

6 Lesson Gems From Appanna Ganapathy That Helped Him Launch A High-Growth Start-Up

Twenty years after first wanting to own a business, Appanna Ganapathy launched ART Technologies, a business he aims to grow throughout Africa, starting with Kenya thanks to a recently signed deal with Seacom. As a high-growth entrepreneur with big plans, Appanna spent two decades laying the foundations of success — and now he’s starting to collect.

Nadine Todd

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Vital Stats

Like many entrepreneurs before him, Appanna Ganapathy hadn’t even finished school and he was already thinking about his first business venture. A friend could secure the licensing rights to open Nando’s franchises in Mozambique, and they were very keen on the idea — which Appanna’s mom quickly dampened. “You can do whatever you want,” she said. “As long as you finish your degree first.”

Unlike many other entrepreneurs however, Appanna not only finished his degree, but realised that he had a lot of skills he needed to develop and lessons to learn before he’d be ready to launch the business he wanted.

“We launched ART Technologies just over two years ago. If I had started any earlier, I don’t think I would have been as successful as I am now,” he says.

Here are six key lessons that Appanna has learnt along his journey, which have allowed him to launch a high-growth start-up that is positioned to make an impact across Africa.

1. You don’t just need a product – you need clients as well

Business success is the ability to design and execute a great product and solution, and then be able to sell it. Without sales, there is no business. This is a lesson Appanna learnt while he was still at university.

“I was drawn to computers. I loved figuring out how they worked, playing computer games — everything about them,” he says. “My parents lived in Mozambique, and during my holidays I’d visit them and a friend who had a computer business. I helped him assemble them and thought I could do this too while I was studying. I convinced my dad to buy me a car so that I could set up my business — and never sold or assembled a single computer. I delivered pizzas instead.”

So, what went wrong? The simple truth was that at the time Appanna had the technical skills to build computers, but he lacked the ability to sell his product.

“If someone had said, ‘I’ve got an order for 30 computers’, I would have filled it — but to go out and get that order — I didn’t really even know where to start.”

2. Price and solution go hand-in-hand

As much as you need the ability to sell your solution, you also need a market that wants and needs what you’re offering, at a price point that works for everyone.

In 2007, Appanna was approached by a former supplier whom he had worked with while he was based in Mozambique. The supplier had an IT firm and he wanted to expand into South Africa. He was looking for a local partner who would purchase equity shares in the company and run the South African business.

“I loved the opportunity. This was something I could build from the ground up, in an area I understood well,” says Appanna. The firm set up and managed IT infrastructure for SMEs. The value proposition was simple: “We could offer SMEs a service that they could use for a relatively low cost, but that gave them everything an enterprise would have.”

The problem was that although Appanna and his team knew they had a great product, they were competing on price with inferior products. “If we couldn’t adequately unpack the value of our solution, an SME would choose the cheaper option. It was a big lesson for me to learn. It doesn’t matter how good the solution is that you’re offering — if it’s not at a price point that your target market accepts, they won’t choose you.”

It was this understanding that helped Appanna and his team develop the Desktop-as-a-Service solution that ART Technologies now offers the SME market.

“While I was developing the idea and the solution, I needed to take three key things into account: What do SMEs need from an IT infrastructure perspective, what is the most cost-effective way to offer them that solution, and what will the market pay (and is it enough to cover our costs and give us a small profit margin)?”

Appanna’s experience in the market had already taught him how cost-conscious SMEs are, and so he started developing a solution that could deliver value at a price point SMEs could accept. His solution? A unique Desktop-as-a-Service product that combines all the processing power and Microsoft products a business needs, without any capex outlay for servers or software.

“It’s a Cloud workstation that turns any device into a full Windows computer,” Appanna explains. “We hold the licences, and our clients just access our service. A set-up that would cost between R180 000 and R200 000 for 15 users is now available for R479 per user per month.”

It took Appanna and his partners time to build the solution, but they started with the price point in mind, which meant a solution could be designed that met their needs as well as the needs of the market.

“Too many businesses set everything up, invest in the solution, and then discover they can’t sell their product at the price point they need. My time in the market selling IT and infrastructure solutions gave me invaluable insights into what we needed to deliver on, and what we could realistically charge for our service.”

3. Get as much on-the-ground experience as you can

appanna-ganapathy-art-technologies

The time that Appanna spent building the IT firm he was a part-owner of was invaluable. “I started as a technical director before being promoted to GM and running the company for three and a half years. Those years were very, very important for me. They’re where I learnt everything about running a business.

“When I started, I was responsible for sales, but I didn’t have to actually go out and find clients, I just had to meet them, compile quotes and handle the installations. Everything I did was under the guidance of the company’s CEO, who was based in Mozambique. Being the guy who did everything was the best learning ground for me. It set me up for everything I’m doing today. In particular, I learnt how to approach and deal with people. Without people and clients your business is nothing.”

Appanna didn’t just learn by default — he actively worked to expand his understanding of all facets of the business. “At the time I wasn’t planning on leaving to launch my own business,” he says. “I was a shareholder and I wanted to grow that business. That meant understanding as much as possible about how everything worked. If there was something I wasn’t sure of — a process, the numbers, how something worked — I asked. I took personal responsibility for any errors and got involved in every aspect of the business, including areas that weren’t officially ‘my job’. I wanted to really grow and support the business.”

4. Stay focused

Interestingly, while the experience Appanna has accumulated throughout his career has allowed him to build a high-growth start-up, it also taught him the importance of not wearing too many hats as an entrepreneur.

“I’m glad I’ve had the experience of wearing multiple hats, because I’ve learnt so much, but I’ve also learnt that it’s important to pick a lane, not only in what you do as a business, but in the role you play within your business. I also race superbikes in the South African Kawasaki ZX-10 Cup; through this I have learnt how important it is to focus in the moment without distractions and this is a discipline I have brought into the business.”

“If you’re the leader of an organisation, you need to let things go. You can’t be everything to everyone. When I launched ART Technologies, I knew the key to growth would be the fact that although I’m technical, I wasn’t going to run the technical side of the business. I have strong technical partners whom I trust, and there is an escalation framework in place, from tech, to tech manager, to the CTO to me — I speak tech and I’m available, but my focus is on strategy and growth. I believe this is the biggest mistake that many start-ups make. If you’re wearing all the hats, who is looking at where you’re going? When you’re down in the trenches, doing everything, it’s impossible to see the bigger picture.”

Appanna chose his partners carefully with this goal in mind.

“All the partners play a very important role in the business. Ruaan Jacobs’s strength is in the technical expertise he brings to the business and Terry Naidoo’s strength is in the support services he provides to our clients. Terry is our technical manager. He has the most incredible relationship with our customers — everyone wants to work with Terry. But there’s a problem with that too — if we want to scale this business, Terry can’t be the technical point for all of our customers.

“As partners we have decided what our blueprint for service levels will be; this is based on the way Terry deals with clients and he is developing a technical manual that doesn’t only cover the tech side of the business, but how ART Technologies engages with its customers.

“Terry’s putting his essence down on paper — a step-by-step guide to how we do business. That’s how you build a service culture.”

5. Reputation, network and experience count

Many start-ups lack three crucial things when they launch: Their founders haven’t built up a large network, they don’t have a reputation in the market, and they lack experience. All three of these things can (and should) be addressed during start-up phase, but launching with all three can give the business a valuable boost.

Appanna learnt the value of networks at a young age. Born in India, he moved to Zambia with his family as a young child. From there he moved to Tanzania and then Mozambique, attending boarding school in Swaziland and KwaZulu Natal. At each new school, he was greeted by kids who had formed strong bonds.

“I made good friends in those years, but at each new school I recognised how important strong bonds are, particularly as the outsider.”

Appanna’s early career took him back to Mozambique, working with the UN and EY on various projects. When he moved to South Africa, as a non-citizen he connected with his old boss from the UN who offered him a position as information officer for the Regional Director’s team.

His next move would be to the tech company that he would run for just over three years — also the product of previous connections. “Who you know is important, but how you conduct yourself is even more so,” says Appanna. “If your reputation in the market place is good, people will want to do business with you.”

Appanna experienced this first hand when he left to launch his own business. “Some key clients wanted to move with me,” he says. “If I had brought them in it would have settled our business, but I said no to some key customers who hadn’t been mine. I wasn’t ethically comfortable taking them with me.”

One of those multinational clients approached Appanna again six months later, stating they were taking their business out to tender and that they were hoping ART Technologies would pitch for it. “Apart from the Desktop-as-a-Service product, we also provide managed IT services for clients, particularly larger enterprise clients. Due to the client going out on tender and requesting for us to participate, we pitched for the business and won. The relationship with this client has grown, allowing us to offer them some of our services that they are currently testing to implement throughout Africa.”

“I believe how we conduct ourselves is essential. You need your own personal code of ethics, and you need to live by it. Business — particularly in our environment — is built on trust. Our customers need to trust us with their data. Your reputation is key when it comes to trust.”

Interestingly, although Appanna and his team developed their product based on a specific price point, once that trust is built and a certain standard of service is delivered, customers will pay more.

6. Start smart and start lean

Appanna was able to launch ART Technologies with the savings he and his wife, Kate, had put aside. He reached a point where he had ideas he wanted to take to market, but he couldn’t get his current business partners to agree to them — and so setting up his own business became inevitable.

Although he was fortunate to have savings to bootstrap the business, it was essential for the business to be lean and start generating income as quickly as possible. This was achieved in a number of ways.

First, Appanna and Kate agreed on a start-up figure. They would not go beyond it. “We had a budget, and the business needed to make money before that budget was reached.” The runway Appanna gave himself was only six months — highly ambitious given the 18-month runway most start-ups need. “Other than my salary we broke even in month three, which actually extended our runway a bit,” says Appanna.

Appanna had a server that he used to start with, and purchased a second, bigger server four months later. He also launched another business one month before launching ART Technologies — ART Call Management, a virtual PA services business that needed a PABX system, some call centre technology and two employees.

“I’d been playing around with the idea for a while,” says Appanna. “We were focused on SMEs, and I started noticing other challenges they faced. A lot of entrepreneurs just have their cellphones, but they aren’t answering them as businesses — it’s not professional.

“In essence we sell minutes — for R295 you get 25 incoming calls and 50 minutes of transferred calls. We answer the phone as your receptionist, transfer calls and take messages. How you use your minutes is up to you. For example, if you supply the leads, we can cold call for you. ART Technologies uses the call management business as a reception service and to do all of our cold calling. It’s kept the business lean, but it’s also brought in an income that helped us with our runway.” In 2017 ART Call Management was selected as one of the top ten in the SAGE-702 Small Business Awards.

The only problem with almost simultaneously launching two businesses is focus. “It’s incredibly important to know where you’re putting your focus,” says Appanna. “The call management business has been essential to our overall strategy, but my focus has been pulled in different directions at times, and I need to be conscious of that. The most important thing for any start-up is to know exactly where your focus lies.”


Into Africa

Thanks to a distribution deal signed locally with First Distribution, ART Technologies was introduced to Seacom, which has available infrastructure in a data centre in Kenya.

“It’s a pay-per-client model that allows us to pay Seacom a percentage of every client we sign up,” says Appanna. “First Distribution will be our sales arm. They have a webstore and resellers, and we will be opening ART Kenya with a shareholder who knows the local market.”

From there, Appanna is looking to West Africa and Mauritius. “We have the product and the relationship with Seacom gives us the foothold we need to grow into East Africa.”

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Entrepreneur Profiles

Kid Entrepreneurs Who Have Already Built Successful Businesses (And How You Can Too)

All over the world kids are abandoning the traditional notion of choosing a career to pursue until retirement. Gen Z aren’t looking to become employable job-seekers, but creative innovators as emerging business owners.

Diana Albertyn

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Do kids have an advantage or disadvantage when it comes to starting and building a company? It depends on how you look it. Juggling school, friends, family and other aspects of childhood and adolescence comes with its own requirements, but perhaps this is the best age to start.

“Being an entrepreneur means having to learn, focus, and connect to people and these are all traits that are valuable throughout life. Learning this when you are young is especially crucial, and will set you up for success and to be more open to other opportunities,” says billionaire investor, Shark Tank personality and author Mark Cuban.

Here are some of the most successful kidpreneurs who have cashed in on their hobbies, interests and needs to start and grow million dollar businesses borne from passion and innovation:

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Entrepreneur Profiles

30 Top Influential SA Business Leaders

Learn from these South African titans of industry to guide you on your entrepreneurial journey to success.

Nicole Crampton

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Entrepreneurship is said to be the answer to South Africa’s unemployment challenges and slow growth, but to foster entrepreneurship we ideally need business leaders to impact grass root efforts. Business leadership is vital to improved confidence and growth. These three titans of global industry say:

  • “As we look ahead, leaders will be those who empower others.” – Bill Gates
  • “Leaders are also expected to work harder than those who report to them and always make sure that their needs are taken care of before yours.” – Elon Musk
  • “Management is about persuading people to do things they do not want to do, while leadership is about inspiring people to do things they never thought they could.” – Steve Jobs

Here are 30 top influential SA business leaders forging the path towards a prosperous South African future.

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