It took some convincing but Spencer Shaw, CEO of SG Shaw Foods, explained to the American owners that South Africa was unlike any other market and that things needed to work differently.
The first outlet, Hooters on the Rocks, opened in Umhlanga in December 2009. Shaw customised the marketing to make it relevant to South Africa; he also came up with his own design, and had his construction company build the outlet. The Hooters headquarters in the US had to approve the design however, and dictated the fittings and finishes to be used. Shaw had to make use of the training and operations manuals provided. Hooters has specific layouts for its outlets on which Shaw based his designs. He had to stick to the guidelines provided for the brand. Shaw says they are “pretty strict” but when an employee travelled from the US to assess the South African stores, he rated them excellent.
In the beginning stages, Shaw sent some of his employees to the US to train, but also trained them the “South African way.” According to Shaw, the American level of service is of a very high standard, which is why he brought in a US Hooters girl to train her South African counterparts.
Shaw says Hooters succeeds in South Africa because it is a totally new concept, something South Africans have never experienced before. Despite the image most people have in their minds about Hooters, Shaw says it is a family restaurant, complete with kiddies items on the menu and the girls get special training in dealing with children.
The menu is 80% American and 20% South African. Shaw says it had to be tailored as some items like Alaskan snow cones wouldn’t work in South Africa. He removed them from the menu and added some South African favourites, including fillet steak and the soon to be launched boerewors roll. The menu consists predominantly of big burgers, but Hooters is famous for its chicken wings and curly fries, as well as its ‘Big Daddy’ one litre beers.
The US stores are usually located in smaller towns and target the ‘everyday American’, says Shaw, but in South Africa the market includes a range of customers from businessmen, students and bachelor and bachelorette parties, to sports teams and sports lovers.
One of the main differences is the style of service. South Africans, unlike Americans, don’t like having a waitress constantly checking in with them. In the US, around 68% of sales are from food, 4% from merchandise, and 28% from beer, wine and spirits; while in South Africa sales are usually around 75% alcohol and 25% food. Shaw says this also has to be taken into consideration when studying the South African market. He relied on existing businesses for insight into the local consumer and studied the locations of McDonalds’, Steers and other recognised restaurant brands.
“There is always a vibe here,” says Shaw. The target market ranges from kids to adults during the day. Hooters recently hosted a 90th birthday party. At night, the clientele ranges from 18 to 45 and this is when alcohol sales surge. “We sell cold beer and a lot of it,” Shaw says. Hooters is where people come to enjoy good American food and cold beer, and to meet people.
As Seen On TV
Without doubt, the popularity of the Hooters brand is partly because of the self-proclaimed ‘nearly famous’ status it has. Many South Africans who had never been to an outlet would have seen it featured in many American movies and TV shows. But Shaw says that while the brand brings clients to the outlets at first, good service keeps them there. “People know about Hooters from TV but this is a South African Hooters. A brand can only do so much; if you don’t have the correct infrastructure, you’ve got nothing,” he explains.
Shaw says the tongue-in-cheek approach is present in all marketing campaigns carried out by Hooters. The marketing team keeps the brand edgy and will often play on words. Hooters girls are seen at outside events like Splashy Fen, the Durban July, matric Rage events and the cage fighting event, Fight Force. Shaw believes that these appearances provide another way of educating the market on what Hooters is.
“We have had a really warm response from South Africans. The public is open to the brand and likes it. It is a great brand.” Shaw emphasises that Hooters is not a sleazy outlet and is open to anybody.
“The Hooters girls are the brand,” says Shaw. He describes them as being the “captains of the ship” as they are basically responsible for running the store. The element of female sex appeal is synonymous with the Hooters brand. Shaw says Hooters girls are as socially acceptable as a Sharks or Bulls cheerleader.
Since the first outlet was opened, the uniforms have hardly changed, except on Fridays, when Hooters girls around the globe wear black. Otherwise, their uniforms consist of orange shorts and tank tops. Pantyhose and bras are a requirement. Girls have to fit the Hooters profile to be considered in this role and Shaw explains that the uniform comes in only one size. Each store manager is responsible for recruiting and selecting the girls who range from 18 to 30 years old and need to be independent and provide good service to customers.
Hooters South Africa’s head office is based in Umhlanga and comprises about 30 executive employees. Including all staff at the outlets, the staff complement is over 400. Shaw says to date, Hooters South Africa has performed beyond expectation, even winning the Service of Excellence award presented by the Restaurant Association of South Africa (RASA) at the end of 2010. Hooters on the Buzz, the second outlet, located in Fourways, is the largest Hooters outlet in the world by square metre, and Shaw says it began turning a profit within seven months of opening.
While not revealing specific numbers, Shaw says Hooters South Africa is a multimillion rand corporation — one which he expects will reach a nine-figure turnover by the end of the year. SG Shaw Foods purchased the franchise rights to 20 outlets in South Africa, and Shaw says he plans to open all 20.
The third outlet will be opening this month in Durbanville, Cape Town and by the end of September Shaw hopes to have opened a fourth at Emperors Palace. Pretoria is the next town he has his eye on, and will hopefully be the site of the fifth Hooters by the end of 2011. “We will open new stores as quickly as locations become available. If I find the right location, I’ll open a store,” he says.
To find these locations, Shaw relies on agents and word-of-mouth. “We like buying sites with existing restaurants and redoing them according to our design.” Shaw looks for locations in highly residential areas as Hooters is a family restaurant.
Shaw has experienced two main challenges in the establishment of the Hooters concept in South Africa: critics and staffing. He says people often criticise the brand before they actually see what it’s about. “It’s easy to change a critic’s mind. Once they walk through the doors they see what we are actually about,” he adds.
Shaw says it is critical to have the right staff, particularly managers, in place. “I encourage the managers to run their outlets like they are their own, so it is important to have a good manager.”
There is also a strict policy in place to avoid staff fraternising with the Hooters girls, explains Shaw.
He brings eight girls from the US and six training co-ordinators to South Africa to train his staff, which is particularly important when opening stores. Shaw says some of the girls have attended 24 store openings which is a huge benefit as they know how to deal with customers in these circumstances and can pass on this know-how.
Delightfully tacky, yet unrefined
With the above as its slogan, Hooters is clearly a brand unlike any other. During its history, the Hooters concept has undergone very little change. The current logo, uniform, menu and ambience are all very similar to what existed in the original store in 1983. This lack of change is understandable given the tremendous success the Hooters concept has enjoyed. The casual beach-theme establishments feature ‘oldies’ jukebox music, sports on television, and a menu that includes seafood, sandwiches, salads and spicy chicken wings. The ‘nearly world famous’ Hooters girls are the cornerstone of the Hooters concept. The chain has acknowledged that many consider ‘Hooters’ a slang term for “a part of the female anatomy”, but said that it does have an owl as part of its logo to allow debate to occur over the meaning’s intent. The company has no plans to alter the concept and feels doing so would be a tremendous disservice to its franchisees, employees, and customers.
- Leveraging off a successful brand. Using the globally recognised Hooters brand has been a huge benefit for SG Shaw Foods. With 27 years’ experience, the Hooters South Africa team is able to call on Hooters of America for advice on the brand and has done so extensively for opening procedures.
- Surround yourself with good people. Success is possible with a strong team, from having a good lawyer to a good chef.
- A higher level of professionalism. Meeting with Hooters of America exposed Shaw to a new level of franchising. He was made aware of operational professionalism and he knew from his experience in the US that the standard of service had to be high and that Americans are used to doing everything by the book.
- Research, research, research. Shaw says when dealing with a large company like Hooters it is essential to do as much research as possible. “Don’t go in cold. You actually have to anticipate all the questions they will ask and have the answers ready.”
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.
- Player: Jason English
- Position: CEO
- Company: Prommac
- Associations: Young President’s Organisation (YPO)
- Turnover: R300 million (R1 billion as a group)
- Visit: prommac.com
- 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.
“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.
“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.”
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.
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.
- 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: billyselekanespeaks.com
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.”
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.
Stop letting negative thoughts and minor irritations derail you. You are the master of your moods and thoughts, so take personal responsibility for them.
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.
- Player: Vusani Ravele
- Company: Native Decor
- Established: February 2016
- Visit: nativedecor.co.za
- 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.
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.
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.
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.
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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