- Player: Peter du Toit
- Company: Soccer Laduma
- Established: 1997
- Turnover: R90 million
- Visit: soccerladuma.co.za
It was 1993. Peter du Toit had long hair and an earring, and he’d just made the decision that he never wanted to wear a suit again. He wanted to wear flip-flops, surf and go to work in shorts.
So far life hadn’t quite turned out the way he’d planned. He’d left South Africa in the mid-70s to play professional football overseas but his dreams were shattered when he broke his leg, and to make ends meet he started a micro-computer business. It was the 1980s, and although he knew nothing about this fledgling industry, he learnt enough to build a business that he was able to sell for a decent profit a few years later.
But now what? He was nearing his late 20s and wasn’t actually sure what he wanted do with his life. All he knew was: No suits.
And so he did what any young man in his 20s with no responsibilities would love to do. He travelled. For four years he followed football around the world, indulging his greatest passion, even if he could no longer play himself.
And along the way he stumbled across an amazing business idea. “There were only a handful of dedicated football newspapers around the world,” he says.
“And I was buying them all. I couldn’t even read most of them, but if I was in Brazil, I was buying their Portuguese football newspaper and muddling my way through it. That’s what passion for a subject does, and people can get really passionate about football.”
So… a business built around football. Could he make it work? “I knew nothing about publishing, but then, I’d known nothing about micro-computers or the stock market either, and I’d managed to build a business there.
“The first rule of business is: Don’t do something you know nothing about. But I’ve always found that rules are made to be broken. Plus, this was something I genuinely loved. The universe would teach me what I needed to know. I just needed to get started.”
For the first 18 months Du Toit lost money. A lot of money. “Because I didn’t know this industry, I’d hired experts. That just meant that we were doing what already existed. There was nothing special about us, and the business wasn’t working.”
So Du Toit made a risky decision. He replaced his industry experts with himself and readers as writers. He chose passion over skill and industry experience. And something magical happened as a result.
“For the first 18 months we sold 27 000 copies a week. Within two weeks of my changes, we were up to 40 000 copies a week. It was a quantum moment for me. If you’re doing what you love, and you’re surrounded by people who are doing what they love, success is inevitable.”
It’s all about the passion
“From the moment we hired readers who were passionate and could write, we started to skyrocket. Hiring like-minded people was a game-changer for me. I realised that experience is irrelevant. You can learn skills, particularly if it’s around a subject you’re passionate about. You don’t even need to ask them. They’re committed to your vision. If you offer trust upfront, they’ll even redirect themselves after mistakes. If you love what you do, this comes naturally. Even mistakes don’t come from a bad place. You can find a solution together, and nine times out of ten it won’t happen again.”
Soccer Laduma’s current success lies in the fact that Du Toit has maintained this culture, even though the business has grown to 45 full-time employees.
“Those early hires were incredibly important, because they brought like-minded people into the business. As we grew and needed to hire more people, they knew exactly what we were looking for. We all wanted to maintain the same team dynamic. I’m not even needed anymore in that respect. The team understands its own make-up.”
Du Toit’s first rule is that he’s not the boss. The reader and online user is the boss. “No one works for me. They work for the reader. It’s an important mindset, because it means that everything we do is with the reader in mind. What do they need from us? What do they care about? Are we delivering on those needs?”
Even though the reader is the boss, Du Toit has implemented a system to ensure everyone works towards keeping that boss happy. It’s called the six golden rules: Planning, planning, planning, preparation, preparation, preparation.
“If a story didn’t do well we know that one of the six golden rules was missing. I’m able to ask the writer if they followed the rules, and they’ll know that somewhere they cut a corner, and the result is clear for everyone to see.
“I don’t like conflict, so I’ve found it’s important to all be on the same page. If the guidelines are clear you can point to them when something doesn’t have the desired effect. No arguments needed.”
The system’s working. Soccer Laduma has a 100 to one compliments/complaints ratio.
“I believe this is because we don’t have an opinion or ego. We haven’t set ourselves up as industry experts, but instead bring readers and fans to the players and coaches. We connect those dots, and so everything is all about their opinions. We’re not telling you what to think. We’re giving you access. No one in our organisation is an expert. Experts focus on what they know. We believe that what we don’t know is far more important. That’s what we’re always pursuing.”
This attitude means that Du Toit will put anything into the paper that his readers want. “We receive reader letters and are then able to call players and tell them how much our readers want an interview with them. They’re happy, the readers are happy, and we’re living up to our values of connecting those dots.”
Soccer Laduma takes this a step further though. Readers can send in questions for specific players as well, and they’re published with the reader’s name. “We sell 310 000 copies per week, and have an even larger online user base, and we’re still managing to feel like a small community. Each of our readers feels a sense of ownership over the Soccer Laduma brand, and that fosters real loyalty.”
Clients above all else
As the business has grown, a level of sophistication has grown alongside it. 310 000 weekly copies is a far cry from 23 000, and that growth is maintained through a level of understanding amongst Du Toit and his team of Soccer Laduma’s readers.
“What we do is only as successful as our understanding of our readers. We think of it as a relationship. The first encounter is simple: I like football. The second encounter is where we can start developing a relationship with a reader or user, and this is our job, not theirs. We need to understand them: Who they are, what they care about, what they need from us. They need to trust us as well — that we’re listening to them, understanding them, and focused on delivering to their needs. The work needs to be on our side; not theirs.
“I think it’s easy for businesses to forget this, particularly successful brands. You can easily start buying into your own hype and believing that you’re somehow doing your customers a favour. That should never be the case. They’re doing you the favour, and you need to keep earning that trust and loyalty.
“As with any relationship, real trust doesn’t come easily, and it should be cherished.”
The reality though is that as a brand, Soccer Laduma is trying to maintain a relationship with three million readers, which is no small task. In addition, advertisers are the company’s clients as well, and they have their own needs. Du Toit believes that the only way to achieve this is through authenticity.
“Once you’ve earned trust, people will accept mistakes if they know you’re authentic. We understand that people get bored. They’re growing and developing, and we need to as well. We need to reach new levels, incorporate new skills, deliver new offerings.
“Because our readers know we’re continuously striving to achieve this, they’ll accept a few stumbles along the way as well. We’re a community.
“I’ve put a score in incorrectly due to finger trouble. People noticed. I spent an hour responding to each of them individually. Almost everyone laughed and said no problem. It actually created a relationship with them. But if I’d left it, I shouldn’t be on twitter!
“It must be consciously done though. You need to have a system in place, as well as a culture that everyone believes in. Digital is of course easy to track, and we have a philosophy to always listen to our readers, which means we’re very responsive. It’s built into our DNA. Because of this, we learn so much, but it’s also clear that we’re listening, which goes a long way towards building and maintaining trust and loyalty.
“But digital and social media is also tough. It’s a different kind of content creation that evokes immediate reactions and requires quick response times. It’s emotionally more rewarding but it can also be more challenging.
“Social media is such a medium for knee jerk reactions, especially when you’re dealing with topics people are passionate about — and South Africans are passionate about football. We have to remember that they love us. That’s why they’re on our site. And they have a form of ownership over it; they’re emotionally invested. They have the right to say something. If you respect that, you won’t just react to criticisms, whether you see them as unfair or not. And if you do, then they have a right to get offended.
“We’ve found that the best way to handle online criticism is to step back and understand that it’s not directed at you. What is the person saying? Is their opinion valid? If you understand their viewpoint and the language they’re using to get that across, you can respond from a place of understanding. Something could sound bad, but they’re actually asking you for something.
“The website is the same. You need to think of it as your shop. If 100 people come in a day, your manager can’t treat them badly. You’re trained to give good service — but you get good and bad customers.
“Through our website we’ve opened our doors to thousands of people. Are your staff trained to deal with them? Think back to a bricks and mortar store. Is service fast, efficient, with no queues at tills? Imagine a scenario where the store is flooded with people all talking at the top of their voice. That’s the reality of an interactive website. And you need to treat everyone with respect or they will destroy your shop.
“Everyone is expected to have empathy towards our users, and to focus on their section of the site. That’s how we ensure community engagement and that we’re quick and responsive. It means a lot of trust, and that the whole team needs to share the same values and have the same voice, and that means working together as a close knit team, even as we grow.”
Learning to listen
Du Toit believes that most of Soccer Laduma’s growth is as a result of listening to its customers. “We created an internal unit, Brands Laduma, whose sole purpose is determining what our readers want and think: What’s important to them, their challenges, how articles and adverts make them feel. It’s not a division designed to generate profit, but rather feeds into our editorial team and also offers valuable insights to our advertisers.
“We’re able to give them feedback on which adverts delivered the message they were aiming for, which adverts fell flat and how our readers feel about their brands.
“Brands Laduma allows us to engage with our supporters in a deeper manner, and this led directly to the formation of Educate24. While engaging with our readers, we started digging into what is most important to them, and we discovered that education is high on that list. Education is seen as a status symbol. It leads to jobs and wealth, but it’s also often out of reach.
“If we really started evaluating our readers’ pain points, this was a big one: Qualifications cost money, but we can’t make the money to pay for the qualifications without having the qualification in the first place.
In the interim, The University of Cape Town had approached Soccer Laduma because they wanted to use the business as a case study for their MBA students, particularly given the level of engagement the company has with its readers.
“Through this engagement we started asking our readers new questions: What would people like from education? What courses will give them something now? What did they see as actionable skills?
“UCT Marketing Department found the study fascinating, and of course they can provide the quality and credibility to short courses to make them valuable for job seekers who cannot afford higher qualifications.
“Next, Media24 came on board, offering their support and input. Educate24 grew from our user base. This soccer business has given birth to something incredible for the needs of the people.
“Professors from around the country are involved, and the platform has been developed for online and mobile to increase its accessibility. It’s also affordable for the people who it can help the most.
“This has been the most incredible journey for me. It’s taken two years to come together, but it’s also shown what you can achieve when like-minded people come together to solve a real need. We posted two adverts and received 13 000 enquiries, proving that the need does exist.
“We also assist with CVs and psychometric tests, which have been provided for free because the companies want the research they provide. It’s a win-win for everyone involved. I know nothing about education. I did one year of university and failed. And yet here I am, hopefully playing one tiny part in improving thousands — hundreds of thousands — of lives. For me, that’s what entrepreneurship is about, and I hope we continue to find new ways to add value long into the future.”
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.
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.
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