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Founder of SlenderYou Greg Tinkler Shares His Top Tips For Starting A Business

While there are no shortcuts to start-up success, there are proven ways to improve your chances. Greg Tinkler shares his lessons in launching and scaling a new-product based business in a short time frame.

Nadine Todd

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Vital Stats

  • Player: Greg Tinkler
  • Company: Slender You
  • Launched: 2017
  • Visit: slenderyou.co.za

Entrepreneurship teaches you how to persevere and build businesses. This is one of the reasons why many business owners either pivot or launch second or even third businesses based on lessons they’ve learnt, contacts they’ve built up and industry and market changes they’ve observed.

Greg Tinkler launched his latest brand, Slender You, based on the principles he learnt through eight years as a business owner. Here’s what you can learn about start-ups from his experiences.

Build on your domain experience

What it is: Doman Experience is actual experience in an industry or field. While this is not essential for start-up success, it will give you key insights into the market you’re targeting, competitors and what key pain points you can solve.

In action: Greg has been in the sports supplementation industry for eight years, primarily on the marketing side. “This has given me invaluable contacts and expertise within this industry,” he says. “I understand the market, what’s available, where the gaps are and what consumers are looking for.”

While Greg understood the end-user of the industry, he needed to research emerging trends in supplements and slimming products.

“Safety and transparency are important — in fact, consumers demand both. After extensive research, we chose to base our products on vegan-friendly ingredients, not because we want to be a vegan brand, but because there are so many advantages to plant-based protein and herbal ingredients for the body and the environment, both of which our target market care about.”

Related: How Content Marketing Adds Real Value To Your Customers’ Lives

Working with some of the biggest brands in South Africa from an agency and marketing perspective has given Greg an unparalleled view of what does and doesn’t work. “I’ve experienced these things first hand. I’ve seen bootstrapped start-ups thrive and multi-million-rand campaigns fail.

“This experience played a key role in the immediate growth of our brand once we launched, because we had already developed a playbook to follow. I’m also lucky to be surrounded by professionals in every aspect of the business, from our graphic designers to our digital marketing, logistics and promotions teams. That doesn’t mean we can rest on our laurels. This landscape changes daily and consumers are spoilt for choice, so we need to continue innovating every day, especially on the eCommerce and social media front.”

Have a partner

What it means: Most successful entrepreneurs agree — partnerships tend to be more successful than entrepreneurs who launch and run businesses alone. The reasons? First, no entrepreneur has all the skills necessary to make a business successful. You either hire the right skills or partner with someone whose skills complement your own or fill your gaps. Second, you share the risk and have someone to discuss ideas and strategies with.

In action: Greg has expertise in marketing and vast domain experience in the sports and supplements industry but doesn’t have product manufacturing experience, so he partnered with someone who does. “My business partner, Jaco Serfontein, is the owner of South Africa’s top manufacturing facility, which means we can do everything in-house, from the physical product to packaging and labels. In addition to the cost benefits, we have tighter control over quality and innovation.”

Go-to-market strategy

What it is: A go-to-market strategy is an action plan that specifies how a company will reach target customers and achieve competitive advantage.

In action: To achieve competitive advantage, you need to understand your target market. From there, you can develop a solution that meets their needs — and that they will pay for.

In Greg’s case, experience had taught him that the average corporate employee, working mom or entrepreneur doesn’t have the time to prep six healthy meals a day or go to gym five times a week — and yet they still want to be slim and healthy.

“Based on this and people’s willingness to spend money on diets and weight-loss supplements, we developed a range of healthy, 100% natural weight-loss and weight-control supplements and meal solutions. Our core principle is convenience. Taste is also a factor in the development of our products.”

From there, you need to reach your target market. “Our aim is to become the ‘go to’ resource in South Africa for a healthy lifestyle, weight loss, exercise, diet and recipes. To do that, you need to provide your followers with excellent content, not just products or product-pushes. We have combined influencer marketing, paid media advertising and content creation to build a database and follower base of authentic customers and leads. Telling people what you do and what your products are isn’t enough. You need to become an expert that offers valuable advice, over and above your products.”

Related: 5 Smart Cost-Effective Marketing Moves That Will Build Your Business In A Tight Economy

Blend digital with physical stores

What it is: Products can be sold through physical stores or online, or both.

In action: “From day one, our focus has been on becoming an eCommerce-first brand.  I believe the future of retail shopping is online and all brands should have a strong eCommerce presence.

“In South Africa, eCommerce is still growing trust among consumers. So, it was essential for us to gain listings in physical stores to become profitable, scale and get our products into consumer hands. Shoprite, Wellness Warehouse and DisChem stock our products.

“On the other hand, unless you have investment capital, keep lean. With eCommerce you can be up and running within a few hours and making sales for a small cost of entry.”

Top advice

slender-you-meal-replacement

1. Start with a good product

Experience, expertise or budget will not make a bad product tick and scale. Run a few tests, chat to people about the brand, do some surveys. Find out if there is interest in your product, does it solve a problem and see if people like or need it.

2. Know your audience

Make sure you’ve done your research, figured out who your exact target market is and what currently holds their attention. We found that our target market (women aged 25 to 40) were spending most of their time on Facebook and Instagram, but also searching Pinterest and google for recipes, workouts and advice.

3. Keep upskilling yourself

I built the first Slender You Shopify store myself by watching tutorials online. I was up and running and making money in a week, without outsourcing the site’s development. The Internet has everything you need: You can learn about Facebook and Instagram ads, how Google Adwords work and how to tap into influencer marketing strategies just be googling them. Learning these skills will help you enormously and save you a ton of cash. You can also listen to blogs like the Shopify Blog for eCommerce tips.

Related: 6 Reasons Why Influencer Marketing Really Works

4. Build for eCommerce

Greg TinklerRetail is a beast. Build a strong online brand, create loyal customers and physical stores will follow because you can prove you’ve already got a captive market.

If you approach stores first, you have to accept their trade terms. If you create a demand before going to stores, you have more room to negotiate.

5. The struggle is guaranteed, success is not

Don’t give up. It took me nine months of weekly meetings, calls and back and forth communications to get Slender You listed in Shoprite. It’s not easy starting your own brand. My philosophy is simple: If you spend most of your day and life working, you might as well be working on something that you enjoy and that makes you want to wake up each morning.

Nadine Todd is the Managing Editor of Entrepreneur Magazine, the How-To guide for growing businesses. Find her on Google+.

Lessons Learnt

Scaleup Learnings From Our Top Clients – What The Most Successful Entrepreneurs Do Right

So, how do our successful clients move through these constraints to scaling up? We see four key drivers of success, and they are: people, strategy, flawless execution and finance.

Louw Barnardt

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You’re out of your start-up boots, staff is increasing, your client base is growing, revenue is up and you’ve proven your case to the market. Now it’s time to scale up. The challenges of this vital growth phase are different and it’s a time that demands different mindsets and different actions. In a world littered with small business failures, it helps to be well-prepared for scaling up using a proven methodology. At Outsourced CFO, we get an inside look at the success factors of our clients who are mastering the transition.

On the one hand, scaling up is a really exciting phase; this is what moves you into real job creation and making an impactful contribution to economic growth. On the other hand, it is really hard to scale up successfully. We see three major constraints that limit companies’ transition from start-up to scale-up:

Leadership

The business has to have the leadership that can take it to the next level. When you start scaling up, especially rapidly, the founders can no longer do everything themselves. The team must grow and include new leadership talent that can take charge and execute so that the founders are working on the business instead of in the business.

Infrastructure

The processes, procedures, networks, systems and workflows of the business all need to be scalable. This is imperative when it comes to your infrastructure for the financial management of your business. You’re only ready for growth when your infrastructure can seamlessly keep pace.

Market access

Scaling up demands more innovative marketing and storytelling so that you can more easily connect and engage with the new employees, clients, network partners, investors and mentors that need to come along with you on your scale-up journey.

Businesses that build a market conversation and a compelling brand narrative during their start-up phase are better positioned to have this kind of market access when they need to scale up.

People

It is critical to have the right people on your team. Our successful entrepreneurs have what it takes to attract, inspire and retain top talent. A strong team of smart, ambitious and purpose-driven people who love the company and want to see it succeed contribute greatly to a world class company culture. They are adept at communicating a compelling vision and establishing core values that people can take on. These entrepreneurs are tuned into the aspirations of their people and focus on developing leaders in their teams who can in turn develop more leaders.

Strategy

It is planning that ensures that the right things are happening at the right times. At successful scale-ups strategies and action plans are devised to ensure that the most important thing always remains the most important thing.

Strategy includes input from all team members and setting of good priorities for the short, medium and long term. Goals are clear and everyone always knows what they are working towards. The needle is continuously moved because 90-day action plans are implemented each quarter to achieve targets and goals that are over and above people doing their daily jobs.

Flawless execution

Top entrepreneurs are not just focused on what operations need to achieve, but how the business operates. They have the right procedures, processes and tools in place so that everyone can deliver along the line on the company’s brand promise. Frequent, quick successive meetings ensure the rapid flow of effective communication. Problems are solved without drama. There is no chaos in the office environment. Everyone is empowered to execute flawlessly to an array of consistently happy clients.

Finance

Everyone knows that growth burns cash. A rapidly scaling business faces the challenge of needing a scalable financial infrastructure to keep the company healthy. Our successful entrepreneurs pay close attention to finance as the heartbeat of the business, ensuring that everything else functions. They look at the tech they are using for financial management and for the ways that their financial systems can be automated so that they can be brought rapidly to scale. The capital to grow is another vital finance issue.

The best way to finance a business is through paying clients on the shortest possible cash flow cycle. However, when you are scaling up and making heavier investments in the resources you need for growth, it is likely that you will need a workable plan for raising capital. Our scale-up clients know the value of accessing innovative financial management that provides high level services to drive their business growth.

Navigating the scale-up journey of a growing private company is one of the hardest but most rewarding of careers to pursue. Having people in your corner who have been through this journey before helps take a lot of pain out of the process. No growth journey looks the same, but there are tried and tested methods that will – if applied diligently – lead to definite success. Happy scaling!

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Lessons Learnt

That Time Jeff Bezos Was The Stupidest Person In The Room

Everyone can benefit from simple advice, no matter who they are.

Gene Marks

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When you think of Jeff Bezos, a lot of things probably come to your mind.

You likely think of Amazon.com, a company he founded more than twenty years ago, that’s completely disrupted retail and online commerce as we know it. You probably also think of his entrepreneurial genius. Or the immense wealth that he’s built for himself and others. You may also think of drones, Alexa and same-day delivery. Bezos is a visionary, an entrepreneur, a cutthroat competitor and a game changer. He’s unquestionably a very, very smart man. But sometimes, he can be…well…stupid, too.

Like that time back in 1995.

That was when Amazon was just a startup operating from a 2,000 square foot basement in Seattle. During that period, Bezos and most of the handful of employees working for him had other day jobs. They gathered in the office after hours to print and pack up the orders that their fast-growing bookselling site was receiving each day from around the world. It was tough, grueling work.

The company at the time, according to a speech Bezos gave, had no real organisation or distribution. Worse yet, the process of filling orders was physically demanding.

“We were packing on our hands and knees on a hard concrete floor,” Bezos recalled. “I said to the person next to me ‘this packing is killing me! My back hurts, it’s killing my knees’ and the person said ‘yeah, I know what you mean.'”

Related: Jeff Bezos: 9 Remarkable Choices That Shaped The Richest Man In The World

Bezos, our hero, the entrepreneurial genius, the CEO of a now 600,000-employee company that’s worth around a trillion dollars and one of the richest men in the world today then came up with what he thought was a brilliant idea. “You know what we need,” he said to the employee as they packed boxes together. “What we need is…kneepads!”

The employee (Nicholas Lovejoy, who worked at Amazon for three years before founding his own philanthropic organisation financed by the millions he made from the company’s stock) looked at Bezos like he was — in Bezos’ words — the “stupidest guy in the room.”

“What we need, Jeff,” Lovejoy said, “are a few packing tables.” Duh.

So the next day Bezos – after acknowledging Lovejoy’s brilliance – bought a few inexpensive packing tables. The result? An almost immediate doubling in productivity. In his speech, Bezos said that the story is just one of many examples how Amazon built its customer-centered service culture from the company’s very early days. Perhaps that’s true. Then again, it could mean something else.

It could mean that sometimes, just sometimes, those successful, smart, wealthy and powerful people may not be as brilliant as you may think. Nor do they always have the right answers. Sometimes, just sometimes, they may actually be the stupidest guy in the room. So keep that in mind the next time you’re doing business with an intimidating customer, supplier or partner who appears to know it all. You might be the one with the brilliant idea.

This article was originally posted here on Entrepreneur.com.

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Lessons Learnt

How Sureswipe Built Its Identity By Building A Strong Company Culture

Culture is unique to a business, it’s the reason why companies win or lose.

Nadine Todd

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A company’s culture is its identity and personality. Since this is closely linked to its brand and how it wants to be viewed by its employees, customers, competitors and the outside world, culture is critical. The challenge is understanding that culture contains unwritten rules and that certain behaviours that align to the culture the company is nurturing should be valued and cherished more than others.

At Sureswipe, the core of our culture is that we value people and what they are capable of. We particularly value people who are engaged, get on with the job, take initiative, are happy to get stuck in beyond their formal job descriptions, and who sometimes have to suck up a bit of pain to get through a challenge.

We include culture in everything we do, so it’s a fundamental element in our recruitment process. In addition to a skills and experience interview, each candidate undergoes a culture fit in the form of a values interview. We look for top performers who echo our core values (collaboration, courage, taking initiative, fairness and personal responsibility) and have real conviction about making a difference in the lives of independent retailers. If we don’t believe a candidate will be a culture fit, we won’t hire them.

If we make a mistake in the recruitment process, we won’t retain culture killers, even if they are top performers. This is such a tough lesson to learn, but it liberates a company and often improves overall company performance.

Culture should be cultivated, constantly communicated and used when making decisions. At Sureswipe, we often talk about what it takes to win and have simplified winning into three key elements: A simple, yet inspirational vision; the right culture; and a clear and focused strategy. The first and third elements can be copied from organisation to organisation. Culture on the other hand is unique to every business and can be a great influencer in its success.

Catch phrases on the wall are not the definition of culture

A strong culture is purposeful and evolving. It’s what makes a company great, but also exposes its weakness. No company is perfect and it’s important to acknowledge the good and the bad. Without it, we cannot ensure that we are protecting and building on the good and reducing or eradicating the bad.

Mistakes happen. That’s okay. But we are very purposeful about how mistakes are handled. Culturally we’re allergic to things being covered up or deflected and have had great learning moments as individuals and as an organisation when bad news travels fast. It’s liberating to ‘tell it like it is’ and almost always, with a few more minds on the problem at hand, things can be rectified with minimal impact.

Related: Starbucks Coffee Is All About Culture… For A Reason

Culture should be built on values that resonate with you and that you want to excel at. In our case, some are lived daily and others are aspirational in that we’re still striving for them. In each case we genuinely believe in them and encourage each other to keep living them. This increases the level of trust within the team, as there is consistency in how people are treated and how we get things done.

We are always inspired when, after sitting in our reception area, nine out of ten visitors will comment on the friendliness of staff. We hear their remarks about how friendly the Sureswipe team is or a potential candidate will talk about the high level of energy and positivity they experience throughout the interview process.

These are indicators that our culture is alive and well. It’s these components of our culture — friendliness, helpfulness and positivity — that cascade into how we do business and how we treat our customers and people in general. Being able to describe your culture and support it with real life examples is a great way to communicate and promote the type of behaviour that is important and recognised within the organisation.

Culture doesn’t just happen

We are fortunate that culture has always been important to us, even if it wasn’t clearly defined in our early days. As we grew it became important to be more purposeful in the evolution of our culture. About four years ago, the senior leadership team and nominated cultural or values icons were mandated to relook all things cultural.

A facilitator said to us, “You really love it when people take the initiative, and get very frustrated when they don’t.” That accurate insight became core to our values. We love to see people proactively solve problems, take responsibility for their own growth, initiate spontaneous events, change their tactics or implement new ideas. It energises us and aligns to the way we do business.

We celebrate growth and love to see our staff getting promoted due to their hard work and perseverance. We recently had one of our earliest technicians get promoted to the Regional Manager of Limpopo. It was one of the best moments of 2018.

Be purposeful with culture, describe it, communicate it and use it in all aspects of business. Culture should change. Don’t allow phrases like ‘this is not how we do things,’ or, ‘the culture here is changing,’ to stifle the growth and development of your culture. When done correctly change is a good thing. Culture is driven from the top but at the end of the day it’s a company-wide initiative. Design it together with team members from different parts of the organisation to get the most from it. And then make sure everyone lives and breathes it.

Cost Cutting

The best ROI is achieved when you stop wasting money.

Peter Drucker once said that businesses have two main functions — marketing and innovation — that produce results. “All the rest are costs.”

If you agree, that means that the average business has a lot of fat to trim. Obviously you can go overboard trying to cut costs too. My philosophy has been to look at some of the general areas where you can add some efficiency but not at the expense of impairing your most valuable resource — your focus.

The following cost-cutting measures will do that. Think of these as adding value to your company, whether it’s time, creativity or a closer connection to your consumers.

Related: Wise Words From wiGroup On Building A “Wow” Company Culture

Uncover inefficiencies in your process

This is where I begin. In fact, it was analysing the inefficiencies of legal communication and knowledge sharing that led me to create Foxwordy, the digital collaboration platform for lawyers. I noticed that attorneys in our clients’ legal departments were drafting new documents from scratch when they could pool their knowledge and save time by using language that a trusted colleague had employed in a similar document. Business is all about process. When you create a new process, or enhance an existing process, you will drive cost efficiency.

Refine your process, then automate

If existing processes are lacking, it is time to create process. If you have processes, but they are not driving efficiency, it’s time to redefine your process. Either way, a key second step is refining processes that are needed in your business. Only then can you go to automation, since automating without a process will result in chaos — and won’t save time or money. Similarly, automating a poor process is not going to give you the cost-saving results you are looking for.

Thanks to the Cloud, there are very accessible means of automating manual processes. For instance, you can automate bookkeeping functions with FreshBooks and use chatbots to interface with clients — for very basic information. If you’re a retailer, a chatbot on your site can explain your return policy or address other frequently asked questions. Automating such processes allows you to spend more time focusing on clients and customers. Technology alone isn’t a panacea for all business functions, but if you find something you’re doing manually that can be automated, take a look and consider how much time and process definition automation would save you.

Rethink your outreach

Marketing and outreach are usually big and important challenges for an organisation. In my experience, there are two main components to successful marketing — knowing your customers and using the most effective media to spread your message. For the first part, I recommend polling. There are various online survey services that offer an instant read on what your customers are thinking. You may think business is humming along, but a survey could reveal that while consumers like your product, a few tweaks would make it even better.

For the second part — marketing messaging — once you have a firm idea of your marketing messaging, Facebook is a great vehicle for outreach. The ability to granularly target customers and create Lookalike audiences (from around 1 000 consumers) can help grow your business.

Related: Take Responsibility For Your Company’s Culture To Boost Productivity

Scrutinise your spend history

There are tools that can help you assess spend history and find cost-cutting opportunities. For example, you might be able to take advantage of rewards or loyalty programmes to reduce common business expenses, like travel, or consolidate vendors for a similar function. If you have a long-standing relationship with a vendor, negotiate better pricing.

The most important elements to keep in mind are resources that make your company special. Your company may be built on one person’s reputation and expertise. Guard against tarnishing that reputation with inappropriate messaging in advertising or social media. If your company’s special sauce is intellectual property, protect that too. But everything else — ranging from physical property to salary and benefits — are costs and should be considered negotiable. — Monica Zent

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