- Players: Craig Bright and Brian Little
- Company: Seed Experiences
- Turnover 2014: R70 million
- Visit: www.weareseed.co.za and www.rockingthedaisies.com
Some businesses and industries have an in-built ‘cool’ factor that mundane but often more important sectors do not.
Try as we might, it’s tough to make commercial transport, construction or farming sound sexy, but where would we be without these valuable industries?
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When choosing to launch a business, entrepreneurs are often drawn to the industries that modern society simply cannot do without — after all, there will always be a market.
Unfortunately, there is usually a multitude of competitors doing exactly what you’re doing, and it becomes difficult to differentiate your offering.
The Road Less Travelled
Craig Bright and Brian Little didn’t go this route. They chose an industry virtually unknown in South Africa.
One with notoriously low profit margins, a propensity to not break even, and with no local players to learn from — good or bad. But man, the cool factor was off the charts.
They wanted to host music festivals, the likes of which form part of the backbone of European and American culture, but were not common in South Africa a decade ago.
They knew it would fulfil multiple passions, from business ownership to creating events with international acts they wished they could attend in South Africa – but most of all, they wanted to find a way for their dreams to make money in an incredibly tough industry.
Ten years later, Rocking the Daisies is a mainstream event that thousands of people attend every year. Festivals like Sowing the Seeds and Vodacom In the City are well-known, mainstream brands. Bright and Little are responsible for bringing international acts like The Lumineers, The Kooks, UB40 and Bastille to South Africa, with many more surprises up their sleeves.
Their turnover has tripled year-on-year for the past three years, and they’ve figured out a way to make the business sustainable and profitable.
They’ve also continued to learn tough lessons, and are consolidating the business to maximise revenue streams and ensure they’re never solely reliant on ticket sales. Their festivals bring in a captive audience, and financial sustainability comes from other, integrated verticals.
Here’s how they took a cool but not-so-lucrative idea, and are creating a new model that’s breaking rules and shaping an industry.
From 700 to 22 500 Fans
When Brian Little and Craig Bright first decided to host a music festival, they knew they’d have a few challenges. They had no money, no venue and no acts, and while a few isolated events existed, there was no music festival culture in South Africa.
They decided to do it anyway. Step one was choosing a date. Spring in the Western Cape seemed like a good time, and they could align it with the Namaqualand flowers. Now they needed a venue.
“We started calling our old boarding school mates to see who had a farm we could use. One guy said yes. It would take us four years to pay him the rental fee we agreed on, but at least we had a venue,” says Bright.
Next, they needed cash. Bright sold his house and Little sold his car. They both borrowed cash from their parents. “We were so inexperienced we ended up spending money on all the wrong things,” says Little. “We put a full 2kms of fencing up,” recalls Bright.
“We were very, very ambitious about how many people would attend, and we didn’t want anyone sneaking in. That fence cost us R20 000 and a lot of time and hard work because we put it up ourselves. And then 700 people arrived,” he laughs.
Through contacts they secured new local acts the Parlotones and Goldfish, printed fliers and hoped for the best. All in all, the event cost R1,1 million to put on. They had R350 000 in cash.
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After selling everything else they could, and Little moving out of his house and onto a mate’s couch so that he could rent it out, they were still R400 000 short.
Turning Things Around
“We owed on the venue, the bands and the equipment,” says Little. “We worked with some very understanding people who basically waited a long time to be paid.”
Based on those numbers, the future of Rocking the Daisies seemed uncertain at best, but Bright and Little didn’t let it deter them.
“We knew we’d lose cash; we’d made the decision to view it as an investment and lose it well,” says Bright. “We had such great feedback and support, and that motivated us to keep going, despite our losses.”
The following year they had 4 500 people and partnered with Cloof Wine Estate for the first time. To this day, Rocking the Daisies continues to be held in this beautiful setting.
By year three, 10 000 people attended the event. Today the title sponsorship has grown from R40 000 in year one to over R3,5 million.
“We’ve learnt so much about perseverance, following your passions and organic growth. We’ve been patient, and we’ve grown this incredible brand as a result,” says Little.
Creating a Showcase
A showcase can be anything, from the ideal client to a situation where your product works seamlessly. You need to be able to show potential clients what you can do, and ideally have a space where you can keep testing and refining your offering.
When Little and Bright first went into business, they knew their ultimate goal was music events, but the reality was that bills needed to be paid.
Bright had been organising sporting events in Durban, and so initially they focused on hosting school rugby tournaments and beach volleyball events, supported by a strong relationship with Vodacom. Within a year they took the plunge and opened an office in Cape Town. The KZN events continued, but they wanted to build new relationships.
The reality was daunting. Despite a track record in Durban, no one was hiring them, and they experienced very little growth. “It became the only thing we thought about or talked about,” says Bright.
“It became a discussion over braais and beers with our mates — what could we do to showcase ourselves? How could we get noticed?” And then one night an idea began taking shape. “It was a weird situation,” says Little.
“We were building the business on client and sporting events to develop the capital and experience we needed to launch music events, but we realised that to win clients, we needed a branded music event that showcased what we could do.”
That night, the first pieces of Rocking the Daisies began to take shape, and although it was a financial disaster, it delivered strategically — Bright and Little had their showcase. They had also planted the seed for what was to become South Africa’s largest annual multiple-day music festival.
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Celebrating its tenth year in 2015, title sponsorship at Rocking the Daisies is now over R3,5 million, 22 500 people attend each year and the event has won multiple local and international greening awards.
Plot the Lessons
It might sound strange to plot a curriculum within your own business, but the more focused your approach to identifying and then filling in gaps, the greater your foundations and ultimate sustainability and market domination will be.
Great businesses rarely happen by accident, and part of a winning strategy is continuous growth.
Bright and Little knew this, and were willing to learn. They took hard knocks, including one memorable occasion in their first year of business, when they hosted a big screen IMAX event, showcasing the Springboks vs Australia. “It was my first event,” recalls Little.
“We were screening the game in Durban and Cape Town, and Craig was at one venue, which meant I was flying solo for the first time. Nick Mallett and Dave Campese agreed to unpack the game at half-and full-time, and eTV were covering the whole thing, which was a major coup.”
It was a disaster. The power at Little’s event went out, and no one, including the commentators, saw a single minute of the first half. “I was in a complete panic,” says Little.
“Not only did our guests and eTV see nothing, but Nick and Dave were actually writing sports columns for major news outlets based on the game and they saw nothing. It was one of the worst experiences of my professional life.”
However, it taught Little that not everything goes as planned, and sometimes you have to pick yourself up and move on. As a team, Bright and Little also learnt how important fail-safes and contingencies are.
“You’ll never be able to plan for every eventuality, but we’re a lot better now at predicting worst-case scenarios,” laughs Bright.
The School of Life
These are the on-the-fly lessons that all businesses learn and Bright and Little have taken their schooling very seriously.
“We had two key areas that we needed to work on,” says Little, “growing our business acumen — which for me was non-existent — and learning the ins and outs of music events. Our strategy was to build the business on corporate events to create a stable income, but we couldn’t lose sight of the ultimate goal.”
And so they started formulating a very specific product. Bright’s background was sports psychology.
He had contacts in the sporting world, and they’d built up a solid client relationship with Vodacom. Vodacom’s Durban July stand and Vodacom Beach Africa became the year’s staple events. Everything else was focused on the music scene.
“We crafted brand experiences around music,” explains Bright.
“That was our niche. It was our way of learning about musicians, booking acts, dealing with managers and agents and understanding how people respond to music in a branded, experiential marketing framework, while still paying the bills.”
Even more important, the business was steadily building relationships with a number of consumer brands, particularly alcohol brands like Smirnoff and Mainstay, and other consumer brands like Wrigley 5Gum, Converse and Durex.
“We crafted exclusive, branded music events,” says Little. Each event taught the partners something new, taking them closer to their ultimate goal.
“We weren’t tapping into traditional marketing spend, which meant we could work well with each brand’s agencies instead of competing with them,” says Bright.
“We created live experiences at each event and worked with advertising agency DDB who created buzz around pre-campaign tickets and the digital experience. They got the interest, held it and got people sharing it.”
Bright and Little believe they have succeeded with both their branded client events and their own festivals because they’ve always put the consumer first in their planning. The lesson is a simple one: Start with your customer and build from there.
As Little’s background is in advertising, he approached each event from a brand messaging perspective while also considering the complete eventing experience.
“We always approached each event with a single core question: If I was at this event, what would I want from the brand?”
“Or ultimate goal is to create an experience that’s inextricably linked to the brand, but that only works if the consumer is getting real value from the brand engagement. Once that happens, they do your marketing for you, because they want to share the experience,” says Bright.
Bright and Little used the dual platforms of client events and Rocking the Daisies to perfect their theories. “The festival was our testing ground,” Little explains.
“We were very careful about sponsor selection, because we were creating a specific brand with Daisies, and then we took those lessons and applied them to our client events.”
“Daisies was our showcase,” adds Bright. “It wasn’t a money spinner at that stage, but it was a great place to test ideas, show what we could do, get brands involved and prove the value of our ideas.”
Most great and sustainable businesses are built on solid foundations, and that takes time and patience. In 2009, Bright and Little were lucky enough to be invited to one of Europe’s largest outdoor music festivals, Paleo, held over six days each year in Switzerland.
With the 2010 FIFA World Cup fast approaching, the organisers wanted an African theme for their World Stage the following year, and so they reached out to the company doing the most in the South African festival space.
“The timing worked out really well,” says Bright. “We were guests of the organisers, which meant we got to see how a huge festival operated behind the scenes.”
Even more beneficial to the two budding festival entrepreneurs was hearing about Paleo’s history. “We faced similar challenges, trying to grow a festival culture from the ground up,” says Little. “What really struck home was when they told us that the first time they made a profit was in their sixth year.
“This giant of a festival, one of the largest in Europe, took six years to make a profit. We realised that there was hope for us, and that struggling was normal. If anything, we were in a better position, because we had our corporate clients paying the bills while we grew Daisies.”
With assurances from the Paleo team that they were on the right track, Bright and Little returned to South Africa and decided to let the growth of Rocking the Daisies plateau.
“Your instinct is to keep pushing to grow, grow, grow, and get as many people to your event as possible — after all, more people equals more money. The reality was that if we wanted to grow a festival brand that’s loved and trusted, we needed to take things slow and not over-extend ourselves,” says Little.
“We had to plateau,” agrees Bright. “The year before we’d grown to 10 000 people, a massive jump from the previous year’s 4 500. We weren’t equipped or experienced enough to handle those numbers. We let it grow organically instead of pushing it, giving ourselves time to learn before getting too big, too fast.”
The partners also recognised the need to start bringing more experienced people on board. “We identified our gaps and filled them,” explains Little.
“We were still green, and we needed to learn from people more experienced at production. This would also allow us to focus on the areas where we added value.”
But Bright and Little were effectively leading the charge when it came to the local festival space — there were no experienced people they could hire. “We needed to look beyond South Africa for the skills we needed,” says Bright.
“We found someone who specialised in festival production in the UK and Europe and could come to South Africa on a contract basis during our summer months when his season was over.”
Bright and Little were now free to concentrate on other areas of business growth, but they needed to start employing a team that could learn and bring those scarce skills in-house.
“These are all expenses, often before you can actually afford them, but they were necessary if we wanted to become leaders in this space. We were always looking long term,” they say.
Partnerships come in many forms. Bright and Little work well together because their areas of expertise align but aren’t the same. As the business started growing, they recognised the need to bring in a partner whose financial experience exceeded their own.
“When Craig’s brother, Marc Bright joined us, he started by sorting out our books, which were a disaster,” says Little.
As the business grew, so did Marc Bright’s role. “We now had someone who was thinking strategically about the numbers, which made a big impact on our decisions, and how we viewed our income versus expenses,” adds Bright.
Like the founders, Marc Bright is acutely aware of his strengths and weaknesses, and has recently appointed an FD to take his place.
“In many ways, we’ve been victims of our own success, learning where our gaps lie as we’ve grown,” says Little.
“It’s important to be aware of these areas if you want the business to scale, and so we’ve focused on finding them and implementing solutions. As our turnover has grown, cash flow has become even more important, which has made strong systems and processes vital. This has required a new skill set.
“An established business needs different decisions, and a more careful focus on the bottom line. Every decision we make focuses on bottom-line growth.”
There are other external decisions and partnerships that are vital to growth. “Our main draw card from the beginning has been international acts, and that takes a lot of relationship building, with agents, managers and even companies doing what we’re doing on different continents,” explains Bright.
“Paleo opened a lot of doors for us, connecting us to international agents and managers. We’ve fostered those relationships, because they’re so crucial to our business, not just to get acts to South Africa, but for when we have an emergency as well — if someone drops us at the last minute for whatever reason, we need ticket insurance, but we generally try to find a replacement act that the audience will also love — and that takes assistance from agents. We can’t do what we do in isolation.”
South Africa is off the beaten track as far as concert tour schedules are concerned. “We’ve been working with companies in Dubai and Australia to be able to offer a full tour leg to international acts,” says Little.
“First, we added additional shows locally, so when someone comes out they play at least two or three different venues. Together with our partners, we offer a comprehensive tour leg, which makes the trip to the southern hemisphere more worthwhile.”
Create a Brand
“When we started out, we would do anything for cash, even weddings,” says Bright. As the brand activations side of the business grew and full year campaigns were signed, the partners were able to specialise in the music space, carving a niche for themselves, but the ultimate goal remained the same.
“We were waiting to hit a turning point when the festivals started making enough for us to drop events completely and focus on where we wanted to be,” says Little.
“We didn’t rush it, and when the time came it was a big decision. We were walking away from money, secure long-term contracts and a solid track record for an industry that was still in its infancy in South Africa.”
Passion won out and the entrepreneurs took the plunge. “By 2010, we had the knowledge, the connections, and the brand sponsors to do activations at the festivals we created, but that were branded as our own. We focused exclusively on festivals.”
Part of this fresh start was a strong focus on the brand. “In this space, the brand is all important,” explains Little. “We focused on building Seed Experiences, our brand, as well as the festival brands.”
International acts didn’t perform under the artist’s brand, but a Seed Experiences brand.
“We built our IP, brand awareness and sponsorship relationships,” says Bright. It’s an important step towards creating a strong brand, and Bright and Little knew they needed to concentrate on creating a predictable consumer experience, particularly around what music they brought to South Africa, and the unique look and feel of the annual festivals they hosted.
It’s an established business principal: To deliver an amazing customer experience, the brand experience must be personal and meaningful, deliver consistency, be responsive to audience needs and reliable.
To achieve this, the team needed branded vehicles, each with their own distinct personality. Rocking the Daisies was already established.
Now two new festivals were added, Sowing the Seeds, which was Cape Town and Joburg based, and In the City, a unique platform for Joburg that runs concurrently with Rocking the Daisies.
“We’ve always done activations, but only at our events, under our brands,” says Little. “It’s a necessary revenue stream that’s integral to our strategy, but ultimately our first priority is to build our brands. Everything else is built on those.”
Leverage Your Brand
There are three key elements to the Seed Experiences business model. First, create a vehicle that you can use to upsell other products with much bigger margins.
Second, find amazing, passionate partners who want your product to succeed as much as you do. Third, create experiences that no one wants to miss. If you offer value, you’ll have clients.
“We knew from early on that we don’t own our festivals alone. Many passionate people make these brands possible — the artists, the suppliers, the sponsors and organisations like Greenpop, who assist the greening of Rocking the Daisies. It’s a collaborative effort. Without them, this business wouldn’t exist,” says Little.
“In a way, we’ve reached a point where we can have the best of both worlds,” says Bright.
“We’ve led the way in building a festival culture in South Africa, and we host music events. That’s what we’ve always wanted to do. But we’ve also found a way to take an industry with historically tight margins, and make money.”
“We’re building a big machine here; it needs the right foundations,” says Little.
“What are we good at? Where are our skills? What aligns? And what’s good versus sexy? It’s easy to get seduced by the sexy, but is it right for the business? Does it align with our strategy? A key learning for us has been when to say no. It’s often tempting to take on a project to prevent another promoter from doing it or to please a sponsor, but that doesn’t mean it’s right for the business.”
Keeping a Balance
A big part of that strategy is consolidation on the one hand, and then spin-off businesses on the other. It’s a fine balance, particularly as the founders don’t want to dilute their focus and offering, but enhance it.
“We’ve brought all marketing, digital and social media and PR in-house, and will be creating a new entity to service clients through digital campaigns and activations geared towards music lifestyle and youth culture — which are our niche and wheelhouse. We’re sticking to what we know,” says Little.
Another new business within the group is The Bandwagon. “For years we’ve booked international acts, created travel itineraries and experiences for them, and yet travel agents have benefited from the bookings. We’ve hired an industry expert with all the connections and package rates, and we’re now bringing this in-house,” says Bright, whose primary focus is this new enterprise.
“This also means we can sell festival packages to international travellers. Oversees, whole holidays are built around festivals. We bought The Vic Falls Carnival, and launched this new offering with 100 package deals for fans, where everything is planned and covered, including transport, accommodation, the festival and activities before and after the festival.
“Once again we’re doing what we do best — selling an experience. We sold out almost immediately, and now we’re rolling it out on a larger scale.”
4 Lessons From The Pivotal Group Founders On Growing And Disrupting All At Once
Here’s how they’ve built what they believe to be the foundations of a successful group of businesses in five years.
- Company: Pivotal Group
- Players: Paul Hutton, Joel Stransky and Bruce Arnold
- What they do: Pivotal pioneered voice biometrics in the financial and telecommunications market. Over time, the company has grown to include nine divisions across multiple sectors.
- Launched: 2012
- Visit: pivotalgroup.co.za
How do you build a disruptive business while also focusing on growth? Disruptive ideas are by definition new and unknown to the market. They defy traditional and established solutions and ways of doing business, and they require the market to be educated before you can really onboard clients or even sell your product or service.
The answer is to build parallel solutions: Business units that bring in revenue while the more disruptive ideas are being developed and introduced to the market. Here are the four top lessons the founders of the Pivotal Group have learnt while building their business and pursuing disruptive opportunities simultaneously.
1. Know who your competitors (and potential competitors) are
Great ideas that are economically viable and solve a need that consumers are willing to pay for are few and far between. Great ideas alone are a dime a dozen, but if you’ve spotted a need, chances are someone else has as well. You then need to step back and critically evaluate why someone else hasn’t done this before; if they have done it and they’ve failed; or if you’re entering shark-infested waters riddled with competitors.
Once you’ve determined there is a gap in the market, you need to evaluate who your potential competitors are, and the impact if they suddenly started offering a similar solution to the market.
For Paul Hutton, Bruce Arnold and Joel Stransky, the founders of OneVault, competition was always a factor, particularly as a start-up, and given that potential competitors included Bytes and Dimension Data, this was a very real factor to consider. After careful analysis, however, the founders decided to go for it. Their differentiator was their business model. They wouldn’t be selling OneVault as a software solution, but as a service.
The idea had taken root while Paul was still CEO of TransUnion Credit Bureau. “I came across voice biometrics in Canada. There’s been a surge in identity fraud around the world, and I really understood the value of voice recognition as a verification tool,” he explains. “It can’t be faked, and it’s the only remote biometrics solution available, because you don’t physically need to be there to verify yourself.”
Paul had presented the idea to Transunion’s global board, and while they were intrigued, nothing came of it. “TransUnion’s model is to buy companies that are experts in their specific fields, not launch a new disruptive division from scratch.”
But this meant there was an opportunity for Paul to pursue the idea independently. Joel (former MD of Altech Netstar and CEO of Hertz SA) and Bruce (formerly Group CFO of TransUnion Africa and CFO at Unitrans Freight) were immediately interested in partnering with Paul. Both wanted to pursue entrepreneurship, although neither could do so immediately. The commitment was enough for Paul to get directly involved and start working on the business while he waited for his partners to join him.
In January 2011, Paul and Joel travelled to the UK and started investigating voice biometric solutions. “Voice biometrics was fairly new, but good technology was available, and there were global leaders in the sector,” says Joel.
It was important to choose the right product for the South African market, as this would form the basis of their offering. A contact at Dimension Data (one of whom became an investor in the business) offered this simple and straightforward advice:
When you’re choosing a technology partner, go with the company whose tech you’re confident in, and whose leadership is stable. You’re basing so much on this company and their longevity, so don’t disregard this criteria.
For Paul, Joel and Bruce, a US-based company, Nuance, ticked those boxes. But, from a competitive perspective, OneVault wasn’t the only potential player in the market. “Neither Bytes nor Dimension Data had gone into voice, but they had the potential to do so,” says Bruce. “The products were available to them through their partners.”
To mitigate this very clear risk, the founders made two critical decisions. “Our intention was to sell voice biometrics as a service, instead of a software solution that customers bought and owned, with the necessary infrastructure to go with it. The idea for OneVault was that there would be one place where your voice print lived, and different businesses could plug into our solution.”
The business model of large technology players in South Africa is to sell integrated software solutions, so OneVault’s business model was a differentiator. The next differentiator Paul, Bruce and Joel focused on was becoming specialists in their field.
“This is Paul’s baby,” says Bruce. “We’ve needed to build up a niche, expert team that specialises in voice biometrics. Because we aren’t generalists, 100% of our focus goes into this, instead of 5% or 10%.”
To attract the best in their fields, the founders needed a very appealing culture and a strong recruitment strategy. “We focused on what we wanted from our work environment, and then applied the same rules across the business,” says Joel. “Our goals were to drink good coffee, have no leave forms — ever; be able to take the time to ride our bikes and watch our kids play sports. If someone can’t make it work, or takes advantage without putting in the work, they come and go, but on the whole, we’ve had extremely low churn, and we’ve attracted — and kept — incredible talent.”
This differentiator would prove to be important for two reasons. First, two and a half years into the business, with investors on board and having pumped a significant amount of their own capital into the business, the team hit a major stumbling block. For a few weeks, they didn’t even know if they had a business.
“We had been operating on one major, and as it turned out, faulty, assumption,” says Paul. “We thought South African companies had the right telephony structure to implement our solution. We’d been building our solution on top of Nuance’s software, and were ready to start piloting the entire system with a few key customers, and we found out that in order to meet global voice biometric standards, the telephone technology had to be G711 compliant. South Africa was operating on G729.”
This was OneVault’s make or break moment. The team had six weeks to come up with a solution that ensured it met the necessary levels of accuracy. Without a highly skilled team this would have been impossible.
Even as a start-up, the strategy had been to only bring the best of the best on board. “We didn’t interview,” says Bruce. “We approached people whom we knew. We approached the best in the industry, and convinced them to take a chance with us. There was risk, but there were also rewards.” One of those people was Bradley Scott, a brilliant engineer whom both Paul and Bruce had worked with at Transunion.
Today, OneVault is one of the most specialist companies in the world, and often asked to speak at events in the US.
Being the niche specialists paid off, and OneVault achieved the almost impossible. But this had its downside.
Once you’ve shown something can be done, the bar of what’s impossible moves. Competitors enter your space.
This was the second reason why being such focused, niche experts paid off. “We demo’d the solution for a large local corporate, they loved it, and then went to a ‘then’ competitor to implement it,” says Paul.
“We always knew this was a real danger. Players like Bytes and Dimension Data have solid, existing client relationships with the same companies we’re targeting.”
18 months later the project still wasn’t working. “This is deep specialist knowledge,” says Paul. “Knowledge we built while we created our offering.” OneVault won the contract, and developed a partnership with Bytes at the same time. Today, OneVault works with all the major software integrators in the market. “We’re a specialist service they can offer their clients, without needing to put the same time and energy we needed to put in to become the specialists.”
Through a focused strategy, OneVault has become a partner, rather than a competitor, of some of the largest players in the industry.
2. Understand the nature of disruption so that you can prepare for it
In today’s ever-changing and fast-paced business world, most business experts are in agreement that as a company, you’re either the disruptor, or you’re being disrupted. The problem is that disruption comes with its own set of challenges.
“Our entire business model was built around a subscription service. Instead of a company buying a software solution, installing it and running it internally, we would do all of that. We would carry the infrastructure burden, and the high upfront cost,” says Joel.
In theory, this sounded like a clear win for businesses that would benefit from a voice biometrics solution. The reality is never so simple, particularly when you’re a disruptor.
“The software is expensive, and so we thought this would be seen as an excellent solution,” says Paul. “Instead, we faced a lot of reticence over the cloud. Businesses didn’t trust it yet.”
On top of that, first movers are often faced with a lag in corporate governance guidelines. As technology becomes more sophisticated, so governance guidelines change — but it’s a slow process, and the lag can impede disruptors.
“You also can’t give proper reference cases, because it’s all brand new to your market,” says Paul. “The best we had was a case study of how well it had worked in Turkey.”
To compound matters, proof of revenue is essential for businesses wanting to trade with large corporates, but non-existent in the start-up phase.
So, what’s the solution? According to Joel, Bruce and Paul, it’s all about being patient, never giving up, building gravitas and getting a few clients on board, even if it’s free of charge to build up your reputation and prove your concept. Finally, you need to bring in revenue from more traditional channels to support your disruptive products and solutions.
“Disruptive solutions are by their nature new and different, which means change management for your customers. This makes the sales cycle long and complex, and you have to be prepared for that,” says Bruce.
Don’t stop laying your groundwork. While disruptors are ahead of the curve, you need to be ready for the uptake when it arrives. “We’ve now concluded a partnership with South Africa Fraud Prevention Services,” says Paul. “When an imposter calls we won’t only terminate the transaction but we will alert the identity being compromised in the attempt and we will actively prevent fraud by contacting Fraud Prevention. The ultimate vision is for every South African’s voice biometric signature to live in our vault, and we are already receiving imposter information.”
3. Cultivate additional revenue streams
So, what do you do while you are living through the extremely long sales turnaround time of your disruptive, game-changing solution? Bills still have to be paid and investment is needed to develop truly disruptive ideas.
First, the team realised that while an annuity subscription service was their ultimate goal and where the industry was heading, initially they needed to be able to sell and implement the software.
It’s worth noting that one of OneVault’s earliest customers who bought the software has since launched a new business, which is on OneVault’s annuity service model. The shift has just taken time. “The change is happening, but it’s been slower than we anticipated,” says Bruce. “We needed to accept that fact and sell the software to bring revenue into the business while we were waiting for the market to catch up.”
It’s an important lesson. You don’t want to get distracted from your vision, but you need to be bringing in revenue, even if that means your short-term strategy differs from your long-term goals.
“It took three years before we really started seeing a move towards hosted solutions,” he adds. “Outsourced and offsite solutions are opex environments, not capex. They are more cost-effective for customers, but they require a shift in thinking. It’s a move away from how things have always been done, and that takes time.”
But, while Paul, Bruce and Joel were learning the art of patience, they also needed to start bringing revenue into the business.
“It was clear that we needed to find other opportunities,” says Joel. The result is the Pivotal Group, a diversified holding company with different businesses that are interlinked and complementary.
The group’s first business outside of OneVault, Pivotal Data, was based on a large call centre contract Joel, Paul and Bruce secured. “You can’t be an expert in everything – when you specialise you will always be more successful. The trick is to partner with other experts,” says Joel. In this case, three entrepreneurs were opening a call centre — this was their area of expertise; they were absolute subject matter experts. What they weren’t experts in was technology or facilities management. Instead of doing it themselves, they were looking for partners.
“We manage everything aside from the people element,” explains Joel. “We found and leased a building, built the bespoke workspace, put in the technology, and managed the facility and IT on an opex basis back to them.”
The business immediately had a good anchor client, and Pivotal Data has built on that. The annuity income has supported further growth.
“This was a base for us, but we’ve acquired a few businesses on the back of this success, and created our own cloud contact centre solution — which also feeds into what we’re doing with OneVault,” says Bruce. “Our vision is to create a technology stack that’s world-class and provides a range of services that no other businesses provide as a single solution.”
Because of this pivot into call centre management, a new opportunity has presented itself, and Pivotal’s ambition has grown to include a solution that calls, authenticates, and then analyses all the data that is collected during those calls.
“Through partnerships, my team has developed a predictive analytics system that gives contact centres deep diagnostic tools. We can predict why agents are having the conversations they have, and what to tweak to improve them. We see the agent’s problem before they do. This isn’t just value add, it’s a revenue generating tool if it improves lead conversion rates and customer service. It’s also all geared to lowering call volumes.
“We know we need to keep looking forward. OneVault is starting to gain real traction, but we need to be working on the next disruptive solution and model. We can’t sit back and relax,” says Bruce.
“Three years ago we said that’s it; no more start-ups or investing in pre-adoption phase businesses. From now on, everything we do will be revenue generating,” says Paul. “We’d stretched three years of runway to five years in OneVault, and we didn’t want to keep doing that. We wanted instant revenue businesses. And the very next thing we did was invest in a start-up. It’s a crazy space, but it’s also very rewarding.”
To sustain it, the group continues to grow, focusing on investing in businesses and entrepreneurs who are subject matter experts and therefore already know and understand the market, and then positioning each new business or service to plug into the current offering.
“Data is our golden thread — technology and the disruptive space,” says Joel.
4. Be open to new ideas and opportunities
Integral to the Pivotal Group’s positioning is Paul, Bruce and Joel’s focus on supporting other business owners whose offerings align with the group’s own growth goals, and who would benefit from joining a group.
“If your goal is to be disruptive, you need to be open to all kinds of new ideas,” says Joel. Some will be better than others, and the co-founders have made the decision to focus on the ‘jockey’ rather than the business as a result. Business offerings and ideas need to pivot. If you have the right partners, finding a solution is all part of the challenge.
Pivotal’s move into the world of artificial intelligence is due to one such partnership. “One of our clients approached us with a concept. But he needed a partner to develop it into a proper AI solution,” says Joel.
It’s an augmented intelligence solution that focuses on recruitment, talent management and career guidance. The solution screens, ranks and matches candidates against a job profile, or a number of profiles. It’s a multidisciplinary platform that predicts the performance of the individual in a role.
“Our partner is a former Accenture consultant and a leader in this field. His focus is on the IP and science of the product, ours is on the business component.”
The challenge is how to commercialise and scale the business in as short a time frame as possible. Like many disruptive products, the adoption process is a stumbling block. “We invest at the pre-adoptive curve — not at the revenue generating stage, which means a big focus is always on how we can take an idea and build it into a revenue generating business,” says Bruce.
The business uses capital selectively. “We want to invest in and drive our own agenda,” says Paul. “We’re in charge of our own destiny, but it’s not comfortable or simple. We came from corporate. Big machines that you need to direct and keep on course. This is an entirely different challenge and we are still learning.”
Listen to the podcast
Matt Brown interviews Paul, Joel and Bruce and discusses what it’s like to invest in pre-adoptive start-ups and staying ahead of the curve.
To listen to the podcast, go to mattbrownmedia.co.za/matt-brown-show or find the Matt Brown Show on iTunes or Stitcher.
The Matt Brown Show is a podcast with a listenership in over 100 countries and is designed to empower entrepreneurs around the world through information sharing.
Afritorch Digital An Overnight Success That Was Years In The Making
By any standard, local start-up AfriTorch Digital has seen phenomenal growth and traction. But, while the company’s success might seem quick and effortless, there is a lot of hard work behind it.
- Players: Michel M. Katuta and Thabo Mphate
- Company: Afritorch Digital
- Established: 2017
- Visit: afritorchdigital.com
- About: Afritorch Digital assists research agencies in conducting market research through its in-depth knowledge of the African continent and its use of the latest digital technologies.
There is a saying that goes: It takes years to become an overnight success. While a company or individual might seem to enjoy sudden (and seemingly effortless) success, there is often more to the story. The results are usually public and well-publicised, but the years of hard work that came before go unnoticed.
Local start-up AfriTorch Digital is a great example of this. Since launching in May 2017, the business has seen excellent growth. “To be honest, we were very surprised by the level of success. Things progressed a lot quicker than we anticipated,” says co-founder Thabo Mphate.
“All the goals we had hoped to reach in four or sixth months, we managed to hit in the first month. It was just amazing.”
Preparing to launch
While AfriTorch Digital has certainly seen quick growth and success, it would be a mistake to assume that the same is true of the two founders. For them, the creation of AfriTorch was years in the making.
“The goal was always to start our own business,” says Thabo. “I think we’re both entrepreneurs at heart, and we saw an opportunity to create a unique kind of business that offered an innovative solution to clients, but we also realised the value of getting some experience first. Without the knowledge, experience, network and intimate understanding of the industry landscape, getting AfriTorch off the ground would have been incredibly difficult.”
Entrepreneurs tend to dislike working for other people. They want to forge their own path. However, as AfriTorch Digital’s case illustrates, spending time in the industry that you’d like to launch your business in is tremendously useful.
“Finding clients when we launched AfriTorch was relatively easy,” says company co-founder and CEO Michel Katuta. “One reason for this, I think, was that we were offering potential clients a great solution, but the other was that we had established a name for ourselves in the industry. People knew us. We had worked for respected companies, and we had done work for large clients. So, when we launched, we were able to provide a new start-up with credibility in the industry.”
The Lesson: Becoming an entrepreneur doesn’t always start with the launch of a company. Spending time in an established business, gaining experience and making contacts, can be invaluable. Very often, it’s the relationships you build during this time and the knowledge you accumulate that will help make your company a success.
Solving a problem
Everyone knows that launching a successful business means solving a burning problem, but what does that mean in practice? Aren’t all the burning problems already being addressed? And how do you attempt this without any money?
Thabo and Michel identified a small group of potential clients with a burning problem. Crucially, it was a problem that no one outside of the research field could have identified. Having spent years in the trenches, they saw a massive gap waiting to be filled.
“A decade ago, researchers were still debating whether the future of the field was in the digital space. That debate is now over. Everyone agrees that online is the way to go. What once took months now takes days or hours, and the cost of research can be reduced by a factor of five,” says Michel.
“But researchers are not technology specialists. If made available, they are eager to adopt digital tools, but they aren’t eager to develop these tools themselves. That’s not their area of expertise.”
AfriTorch Digital stepped up to provide these tools. Katuta has a background in software engineering, so he could approach research problems with the eye of a tech specialist. Very soon, research agencies were lining up to make use of AfriTorch Digital’s services.
“We work with research agencies that conduct research on behalf of their clients. We provide the digital tools needed to conduct research online, and we provide the online communities. A big reason for our success is that we understand Africa. A lot of companies want to conduct research in Africa, but traditionally, this has been very hard. There was a lack of access and a lack of infrastructure that made research very hit-and-miss. Thanks to the continent’s adoption of mobile technology, it’s now much easier. If you have the technological know-how and an understanding of the environment, you can do amazing things,” says Michel.
The Lesson: Find a niche and own it. Research agencies might not have seemed like an obvious and lucrative market, but having spent time in the industry, the AfriTorch founders were able to identify clients who would be desperate for their offering. Spending time in an industry will help you see where the opportunities lie.
Before launching a business, get to know an industry from the inside out. This will give you an unparalleled view into gaps you can service.
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.
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