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Imperial Car Rentals: Carol Scott

Carol Scott, founder and former CEO of Imperial Car Rental, talks to Juliet Pitman about the creation of the largest car rental company in South Africa.

Juliet Pitman

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Carol Scott of Imperial Car Rental

Looking back, what do you remember as the most challengingperiod at Imperial, and why?

Perhaps the most memorable was the Hertz merger,in which Imperial became the major shareholder with management control. Twoextremely competitive companies were put together literally overnight. Itcreated extreme upheaval and discomfort for both Hertz and Imperial staff andthe fall-out directly impacted our service levels and caused loss of marketshare. However, by working (sometimes through the night) with staff and ourChairman, Bill Lynch, we overcame the challenges and by 1992 had achieved a 42%market share.

What lessons did you take away from it?

I was passionateabout Imperial becoming the biggest car rental company in South Africa.In my enthusiasm to achieve this, I should have determined the effects andconsequences of bringing two highly competitive companies together with greaterforesight and planning. The lesson was to plan in greater detail for such astrategic partnership and to realise that the impact of such change is huge.

Do you believe that entrepreneurs today need a differentapproach to business, or do you believe the attributes required to be asuccessful entrepreneur remain constant?

The business environment has changeddramatically, and technology and the sheer pace of change have impacted the waybusinesses are run. Entrepreneurs today have different challenges, particularlyin South Africa with the shortage of skilled people. Increased regulation andthe administration burden have taken away, in many instances, the opportunityto have a maverick approach to business, as we did in the 80s. But, generallyspeaking, I believe that entrepreneurs need to have certain common attributesno matter what business climate they may operate in. These include workinghard, being visionary, constantly challenging systems to find more efficientways, aggressively pursuing new customers, being unafraid to take risks andensuring all personnel are fully engaged in every aspect of the business.

Was there ever a time when you experienced a really toughperiod similar to the current economic downturn?

What would your practicaladvice be to entrepreneurs on how to get through such periods? I don’t thinkthe current economic downturn can be compared to anything that I experiencedduring my time at Imperial. But this does not mean we didn’t experience toughperiods. Instead of becoming negative, we saw them as an opportunity andaggressively sought out new prospects. So my advice is to quite unequivocallyremain positive, to seek out new opportunities and to associate with like-mindedpeople who have the foresight to weather the storm.

What empowered you to reach your potential at Imperial?

I amextremely grateful to Bill Lynch, who had absolute confidence in me andempowered me to reach my potential without any restrictions. The sky was thelimit and in that environment, I thrived. Because of that, my people thrived.

You stepped down as CEO and Chairman in 2002, but remainedon the main board for two years. What are your current plans?

I am now ready toinvest in a business and am exploring new opportunities. But whatever it is,it’s not my intention to be consumed by it as I was with Imperial – I want toenjoy everyday living and spend time with family and friends. It may well endup being something philanthropic.

Juliet Pitman is a features writer at Entrepreneur Magazine.

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Lessons Learnt

#Wealthiest List: 8 Self-Made Millionaires On How They Built Their Wealth

These inspirational self-made millionaires built businesses with nothing less than hard work and sheer determination.

Catherine Bristow

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1. Nick D’Aloisio Wrote a Million Dollar App At Age 15

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At the age of 15, Nick D’Aloisio wrote an app while sitting in his parent’s bedroom in the UK. At the age of 17, D’Aloisio sold his app Summly – a mobile news summarisation app to Yahoo for a staggering USD 30 million.

As one of the youngest millionaires, D’Aloisio is also the world’s youngest entrepreneur to be backed by venture capitalists – having secured seed funding from Sir Li Ka-Shing, Hong Kong’s billionaire, as well as raising USD 1.23 million from celebrity investors, including Yoko Ono and Ashton Kutcher.

“The number one thing I did that I think was wise was to get, through some of my advisers, was a Chairman; basically someone who was a very experienced business person, an industry veteran — Bart Swanson, who had been at Amazon and then Badoo. Then, myself and Bart really started finding people and growing the team.”

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7 Cannabis Industry Millionaires Making It Big In The Marijuana Business

These entrepreneurs have capitalised on a new market set to continue to grow rapidly as more countries legalise marijuana across the world.

Catherine Bristow

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1. Brendan Kennedy

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Brendan Kennedy worked on job sites as a carpenter to pay his way through university, with his eyes set firmly on becoming an architect, until the allure of Silicon Valley changed the course of his direction. While working at technology start-ups Kennedy began thinking about the possibilities that medical marijuana provided.

“I was really sceptical of medical cannabis,” he says. “It took a year of having conversations with patients and physicians and hearing the same story, repackaged but essentially the same, over and over and over again, where my scepticism eroded and I became a believer.”

In 2013, Kennedy and his partners applied for a licence from Health Canada and launched Lafitte Ventures, which was later renamed Tilray. Today, the company is a global leader in medical cannabis research, cultivation, processing and distribution.

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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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