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Less Than 10 Years Got 3 Way Marketing Crashing Through Glass Ceilings

Tom Goldgamer and Danny Aaron have never borrowed a cent; they’ve funded all their growth internally, and their business model is 100% risk- based – which means they take on all the marketing risk, and clients only pay for results (in the form of hot leads or sales). It’s a big upfront cost for the company, but one that’s paid off in spades. Today the Benater Production Group is the holding company for 14 separate companies, has impressive year-on-year growth and a turnover of R200 million per year – all achieved in under ten years.

Nadine Todd

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Vital Stats

  • Players: Tom Goldgamer and Danny Aaron
  • Company: 3 Way Marketing and Benater Production Group
  • What they do: Data, analytics and performance-based marketing
  • Est: 2008 and 2012
  • Turnover: R200 million+
  • Visit: 3waymarketing.co.za

When Danny Aaron and Tom Goldgamer launched their business in 2008 they had no grand strategy, five year plan or a physical product. But they did have an idea, a few business philosophies they planned to develop as they went along, and a willingness to take on a lot of risk as they built their company. They wanted to make it as easy as possible for clients to take a chance on them, and their focus was on big blue-chip companies.

“We operate in an industry that changes frequently, so strategising too far ahead is difficult and often counter-productive,” says Goldgamer. “But we knew we needed strong foundations if we wanted longevity and growth, and so we focused our energy on developing business philosophies that we could implement across our various companies.”

As philosophies go, they’ve worked. Turnover is over R200 million, with staggering year-on-year growth.

Related: Grant Rushmere Is Going Bos With Iced Tea

1. Leverage a great partnership

Local investor and dragon on SA’s Dragon’s Den, Vusi Thembekwayo, believes that the best businesses are run by partners. ‘Great entrepreneurs often come in pairs,’ he says. Ex-Accenture COO and venture capitalist Clive Butkow agrees. He will rarely — if ever — invest in a business with a sole founding partner. He believes that running a business alone is too hard, as no-one embodies all of the characteristics required to successfully run a high-impact business.

Goldgamer and Aaron are a perfect example of this simple rule in action. With a fluid management philosophy and roles that change with the business needs, Aaron manages the business development and Goldgamer is more focused on operations.

“Because 3 Way Marketing’s clientele leans towards the financial services sector, the business is regulated and must adhere to strict corporate governance guidelines and KPIs,” says Goldgamer.

“This means we need to be incredibly familiar with the regulations that our clients are subject to. It also means that we’re very hands-on with all of our customers, who interact with both of us depending on their needs. No client is either mine or Danny’s. We’re a single unit with almost interchangeable parts.”

It also helps to be good friends. The lines between business and personal aren’t just blurred, they’re non-existent. “We’ve spent hours and hours on the business during non-business hours,” says Aaron.

“This is our passion, and so it can’t be confined to an 8-to-5 day. Thank goodness our wives get along as well as we do. A business partnership requires a huge amount of trust and respect.”

Aaron and Goldgamer lived next door to each other for the first six years of setting up the company, which also helped to ensure that all of their focus and time was invested in the business.

2. Hire people you like

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Conventional business practice says hire for skill. Goldgamer and Aaron have done the opposite. Most of their early hires were friends or friends of friends with strong referrals and they only hired people they liked. Today 3 Way Marketing has grown to more than 180 employees, with over 300 people in the Benater group, but they still follow this basic principle.

“We hired people who we thought could help us grow the business, not necessarily because they possessed the right skills — those could be learnt — but because they had the right attitude,” says Aaron.

Today, those early hires are managers, instilling the company’s values in their own teams, hiring based on values and continuously focusing on upskilling.

The partners met at Hollard. Aaron was a data analyst in the marketing, insurance and risk management sectors, and Goldgamer was a GM. “Hollard has an excellent corporate advancement project,” says Goldgamer.

“Every new graduate has a line manager and a senior person overlooking their development, so training and mentorship continues on the job. You don’t need to hire for skill if you’re willing and able to upskill internally.”

Aaron and Goldgamer work in such a niche industry, it’s almost impossible to just hire someone who does what they do. “In our early days our core focus was hiring people who shared our values, were driven and who we knew we could teach our industry to. Above all we knew these people could be trusted. We then did a lot of informal mentoring, both during and after office hours. We had a small team, but everyone was engaged and hungry for success,” says Goldgamer.

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

“This was how we found great people at the beginning,” adds Aaron. “We’d call guys we knew, who we’d gone to school with or were our mates. Greg Canin, who runs the call centre business, went to school with me. Tom and I wanted a numbers guy, not a traditional call centre guy, and he fitted the profile. We gave him his own budget, bank account and created an environment where he has autonomy. Most importantly, we gave him the trust and space to create something amazing. With zero experience in call centres, he’s almost single-handedly built this into a very successful business.”

Canin is not a unique example to the group of companies. Dov Slowatek, previously a serial entrepreneur with a BSc in mathematics, now runs Benater’s operations environment. Kirill Levchenko started his career working in a call centre, and now heads up the group’s account management team, and Devin Karpes, who joined as 3 Way Marketing’s first designer, now forms part of the group’s exco.

So, how do you make something like this work?

“You need to accept that in a relatively new industry there are going to be a lot of growing pains. It’s important that you and your teams are open and transparent, and you give them a chance to learn from their mistakes. You’ll not only create an environment where everyone wants to try new things and find innovative solutions, they’ll treat your business like their own,” says Goldgamer.

“With friends this can be a bit trickier. It forces you into a more meaningful discussion with give and take, because you want to maintain the relationship. This has always worked for us, and if we’ve parted ways with friends, it’s been on a business level only, and on good terms because we’ve approached the relationship from a place of respect.”

“We learnt this lesson from friends in the private equity space who told us that you never fight over money, especially if it’s in your circle. That’s rule number one,” adds Aaron.

3. Find big clients and build loyalty

Goldgamer and Aaron’s first entrepreneurial venture was called Web Smart, and it focused on SEO for the SME market. “We had a third shareholder who bought us out within 12 months,” says Goldgamer. Although the company was a success, the partners learnt that they would rather focus on fewer clients with mass volumes. In this way, their time, energy, systems and funds would go a lot further, with more focus placed on each client.

“Our idea was to start with our core and then expand into different verticals,” says Aaron. That core was 3 Way Marketing, a data-driven lead generation business.

“Our first client was Hollard,” says Goldgamer. “I’d spent eight years with the organisation and we had a good relationship with them. They were open to our ideas, and had encouraged us to pursue our entrepreneurial dreams with our first business. Now we had a product that they could benefit from. Securing Hollard gave us traction to approach other blue-chips with a track record.”

Since Goldgamer and Aaron were determined to work with a select number of corporate clients and not hundreds of SMEs, they needed a way to get corporates to give them a chance, and they needed it fast.

To achieve this aim, they embarked on a business model and sales pitch where they carried all the risk.

4. Carry the risk to make the sale as easy as possible

“Businesses find it difficult to quantify the value of a lead,” says Goldgamer. “How qualified is the lead? How warm is it? And if no sale results from it, is it worth anything at all? Since our business starts with lead generation, we realised that we needed to put our money where our mouth is.

“Instead of asking, what is a lead worth to you, we now ask potential clients, ‘What is a sale worth to you?’ This is a completely different discussion, because it’s something they can quantify.”

Armed with this insight, Aaron and Goldgamer created a business model that is largely risk-based. “Clients only pay us for a pre-agreed result,” says Aaron. “This makes it much easier to close the sale, but it also means we only make money if we deliver. Until that point we’re actually running at a loss.”

“To make the business model work, we fire ourselves before a client can fire us,” adds Goldgamer. “We evaluate if we can come in with the numbers we need to make a client contract worthwhile. If we can’t, we’re not doing the client or ourselves any favours by continuing with the contract. Occasionally we’ll run at a loss if we can see long-term value, and of course we need to make provisions for poor response cycles and bad data patches, but on the whole it means that we only chase clients and businesses where we are sure we can deliver value and meet our targets.”

“The value to our clients is two-fold,” says Aaron. “First, they only pay us for hot leads and sales. Secondly, irrespective of the result of a campaign, they get brand awareness and exposure, which is a by-product of the lead generation process — and something they aren’t directly paying for. It’s win-win for them and it gets our foot in the door.”

Related: 6 Of The Most Profitable Small Businesses In South Africa

In order to generate leads, 3 Way Marketing uses a wide range of digital channels including email marketing, sms, social media, search engine marketing, affiliate marketing, foot soldiers and content marketing.

“Typically each channel is tested separately and the ones that yield the best results in terms of client sales delivered will be focused on, with the poorer performing channels stripped out,” says Goldgamer.

“This is an important process because we can’t afford to spend time or money on channels that don’t work, so we measure everything. After this filtering process, which typically takes three months, the platform is set for our clients to receive leads from only the top converting channels.”

5. Don’t spend cash on anything until you know it works

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Start small, test quick and measure to see if the yield is there. Every new idea, product or service must follow this path. “The upside is that we only invest significant funds on ideas that have already been market tested,” says Goldgamer.

“The downside is that we often have many processes running at the same time. We build something simple to see if it works. We then evaluate if we can make it profitable, or if it adds significant value to something else that we are working on. It’s a piecemeal and patchwork system, but it’s really worked for us.”

This philosophy directly impacts a value that everyone in the organisation embraces, which says that nothing is ever finished, complete or the best it can be. There’s always more: Another solution, a faster way of doing something, a smarter way to reach a better result.

“We’re continuously revising our system,” says Aaron. This means the team needs to really listen to their clients’ needs. “We’re always ready to make tweaks and adjustments. That’s how you keep improving. We know that systems never work like you think they do, or how you plan for them to work. You need client feedback, and then you need to adjust your systems accordingly.

“For example, we originally had one lead channel. We collected leads, sent them to our client. Because we get paid per lead or a sale, and their sales weren’t as high as we’d expected, we were able to determine that they weren’t receiving all the leads we sent. The problem was that we didn’t know why. So we built a component that tracked and pinged each lead.

“It worked incredibly well, except that now the client felt like they were being flooded with leads. They only wanted a set amount of leads per day. No problem, we adjusted the system for that too. The end result is that you’re providing a service or product that meets your business objectives as well as those of your clients, and that leads to longevity. We’ve lost only one client in eight years.”

6. Cross pollinate once you have scale

Today 3 Way Marketing has close to 60 blue- chip clients, so its risk is spread out, but this wasn’t the case in the early days. “Having only a handful of large clients meant that losing one of them would have a significant impact on our sustainability,” says Aaron. This was the driving force behind developing different but related verticals.

“We wanted a business model that spread our risk across multiple clients and verticals.”

It’s a solid growth strategy: Determining what else you can do based on your core product, service or expertise. Goldgamer and Aaron have done this particularly well. “We started as an intermediary matching affiliates with brands,” says Aaron.

“Then we realised we could create our own site and push leads through it. Today, we own thousands of comparison site domains. Our ‘engine’ is constantly profiling and running data analytics, and whether this is for 100 000 people or one million makes no difference to the system.”

“We then started looking at the lifecycle of a lead,” continues Goldgamer. “First, a lead is collected. Next it’s converted. How can we get involved there? We can make them warmer by asking qualifying questions. This led to the development of our call centre.”

“Next we looked at industries that worked in a similar way to the industry we knew from the inside out: the financial services sector,” says Aaron. “The pure risk model works just as well in automotive, travel, accommodation and education. For example, we generate hot leads for vehicle test drives for some of South Africa’s most prominent brands. We take this one step further by actually pre-qualifying every lead in our call centre and booking test drives on the client’s behalf. In this model our clients only pay once a test drive has been booked.”

As the business grew and diversified however, 3 Way Marketing was no longer an appropriate name for all the businesses Aaron and Goldgamer were involved in.

“3 Way is the golden thread that runs through everything we do,” says Aaron. “But it’s now just one business in a group of companies we launched in 2012.”

This has allowed new verticals and divisions to be added without diluting each business unit’s focus, team or skills.

The founders liken the group to a venture capitalist model. “The group and its companies were built from internally generated funds. Each new company begins as a lean start-up within the group. If we don’t have the specialised skills necessary for the business, we’ll find the right partners. We understand the power of dedicated leaders for each company within the group. This gives us the necessary skills and focus in each vertical, but it also frees us up to concentrate on overall group growth and strategies,” says Goldgamer.

Related: 27four Investment Managers Aren’t Afraid Of The Big Boys

7. Invest in people, processes and clients upfront

“From launch we decided to spend money on client campaigns before we made cash. This meant investing in people and processes, and following the risk model philosophy. We did it carefully, testing and measuring everything each step of the way, but it was a philosophy integral to our growth,” says Aaron.

“For example, we place conversion managers on-site at each client’s office. This is an upfront cost for us, and it’s one we shoulder before they’ve paid for a single lead. Our team member assists the manager with analytics, and best practice to ensure all leads are converted into sales.

“We also know that in sales, there are crucial touch points that ensure higher conversions, such as the time it takes to touch a lead, scripting, closing techniques and so on. An on-site resource makes the likelihood of successfully addressing these principles much higher.”

8. Embrace agility and openness

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“Our industry is constantly changing,” says Goldgamer. “Technology and channels continuously morph, which means we need strong individuals to grow within our organisation, and they’re hard to find. Once we have them, we need them to stay. We’ve found the best way to keep talent is to align them with the company’s performance. This incentivises them and aligns us all to the company’s goals. Our numbers and performance are transparently reported to our teams, which allows and empowers our employees to treat the business as if it were their own.”

Goldgamer and Aaron are the first to admit that it’s an important part of their business model. “What we do isn’t for everyone. It’s a tough, busy working environment. It’s full of daily lists, requires laser focus and you’re pretty much always on. But the rewards are great, both monetarily and from a growth and autonomy perspective.

“As a start-up we looked for passion and made a lot of promises to attract and keep rising young stars. As we’ve grown we’ve needed to deliver on those promises. Part of this is finding the right people who want to work within an organisation, but are also entrepreneurial enough to want to be exposed to deals, run budgets, and see a direct impact on what they do. Our senior managers have been with us since the beginning. They’ve earned their positions, and they run each business unit as their own. They go out and sign deals. Create a trusting environment where people can grow and feel in control, and they will flourish.”

The Benater Production Group

Since the Benater Production Group was formed in 2012, 3 Way Marketing’s role became the marketing engine for 14 other businesses within the group.

These include:

  • Phonefinder, South Africa’s first mobile aggregator.
  • Fix My Life, an online portal that allows you to virtually connect and transact with service providers for your home. The service includes plumbers, painters, electricians, handyman and builders.
  • Hudlr, a data mapping software tool that allows marketers to easily pinpoint and send instant direct messages straight to their target audience.
  • BMI, one of South Africa’s largest AVM (automatic voice recording) businesses, backed by a 6-seater call centre that pre-qualifies each lead before it hits a client’s environment.

In Place Recruitment, created to service the recruitment functions of the group as well as other blue-chip companies with a strong emphasis on financial services and digital.

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

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Lessons Learnt

Founder of Five-Star Wes Boshoff Weighs In On Becoming An Entrepreneur

Here are Wes Boshoff’s seven lessons in building a brand that matters, offering your clients something of worth, and always following your passions.

Nadine Todd

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A lot of starting a business is just winging it. Call it the hustle, faking it ‘till you make it or biting off more than you can chew (and then chewing like hell), the reality is the same: Doing what you can, when you can to get yourself and your business out there so that you can build a brand with longevity.

As a start-up, does your vision push the boundaries? Are you putting everything you have into achieving something great? Here are seven lessons to help you (and your business) reach full potential.

1. Seize the day

Wes began his career in the people development industry. He was involved in high-impact training and developmental coaching, and entrepreneurship couldn’t have been further from his mind. “I had no appetite for going solo,” he recalls.

Related: Failure Is Not An Option – Or Is It? Your How To On How To

“I was employed but doing some part-time coaching on the side, and while this may have seemed like a springboard into entrepreneurship, I’ve always viewed start-ups as requiring three key things: Timing, opportunity and experience. Experience in particular was a stumbling block for me. I was young. I didn’t feel like I’d earned real credibility or had enough life experience to offer real value to others. Who would listen to me? I was just Wes.”

And then an opportunity presented itself and Wes decided to take the plunge anyway. “After becoming an expert in behaviour and personality profiling, I was asked to join a project management company. About a year into joining them they shut down.”

Facing unemployment, Wes decided to take the plunge and never work for a boss again. Instead, he seized the opportunity to launch his own business and brand.

And so, Five-Star was born, a brand that sought to help businesses improve their customer service by first focusing on their employees. Wes decided to cut his teeth in the hospitality arena, where customer service is the life-blood of the industry.

The lesson: There is no perfect time to start a business. There will always be excuses to put it off. You will never be 100% ready. And yet, until you’ve taken that first step, you can’t start testing your model in the market, tweaking and adjusting your offering to suit your audience. If your dream is to become an entrepreneur, don’t look for all the reasons why you shouldn’t take the plunge, but focus on the one reason why you should.

2. Don’t wait for business to find you

When Wes launched Five-Star, he had no savings to invest in the business and no assets. He had himself and his experiences. “I didn’t spend time on a business plan or money on getting a website up and running — that would all come later. I spent what I could afford on business cards, and hit the streets. I believed I could tell my story better than a website could, and so I focused on getting myself in front of the people I needed to sell my services to.”

Wes’ first call was to the GM of one of the fastest growing hotel groups in the country. “I introduced myself as Wes from Five-Star, told him I’d heard a lot about how good his hotel was, and that I’d love to take him out for coffee to discuss what would take them to a ten. I didn’t sell anything over the phone — I wanted a face-to-face meeting, and the opportunity to share real value. I wanted him to see why we should work together, rather than make a hard sell.”

Wes is an expert in hospitality, training and customer service. But he was also winging it. During the coffee meeting he was asked to do a mystery guest assessment, to uncover which areas could be improved upon. “I asked him if he’d like me to use their report or mine, and thank goodness he said theirs, since I didn’t have one.” Nine years later, that hotel group is Wes’ longest-standing client.

This is the tactic Wes has used to build his business and brand ever since: He focuses on face-to-face meetings, sharing his story, who he is and what he’s learnt, and really listening to his clients’ challenges so that he can offer advice and add value — even if they don’t end up doing business together.

The lesson: Entrepreneurs make things happen for themselves. Wes personally does not like cold calls, and so he’s found a sales strategy that works for him. How you sell isn’t as important as the fact that you are out there, selling yourself, your business and the solutions you can offer. If you aren’t out there selling, you’ll never build a sustainable start-up.

3. Make the most of tools

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The report that the hotel gave Wes for his first mystery guest assessment became the template for a report he built for himself. Over the years he has developed numerous tools, building on his experience with Discus and other methodologies to create frameworks for his motivational talks, training and coaching programmes.

“In the early days I couldn’t afford to purchase tools, so I had to really listen to my clients and develop what they needed. There are so many resources available to us today. You just need to do your research, know your industry and be constantly tweaking your offering based on what works best.”

In Wes’ own words, he’s not a book smarts guy, but a street smarts guy. “It’s why a business plan didn’t work for me — I needed to be out there, testing my model and my theories, and tweaking and adjusting my offering. I paid my school fees, and used those learnings to develop the tools I needed to deliver results.

Related: The Journey Of Entrepreneurship: How The Tough Get Going

“I love developing models. Applied knowledge is power. But don’t overcomplicate things. There’s a simple process to learning and development: The stages of knowledge start with a revelation, new knowledge, followed by realisation — making it real — and finally a revolution, which leads to purpose and progress. That’s what I help people to do — create perspectives, interrogate the perspective, and then affect real change in their lives and businesses.”

The lesson: The more open you are to learning and adjusting your solutions, the more you’ll be able to offer to your clients. Any tools you can develop to add to the overall experience are value-adds that benefit yourself and your clients.

4. Add value before you add an invoice

Wes is a born networker. He loves meeting new people, sharing his story, and finding out more about the people he’s networking with. He’s also very good at uncovering the challenges they face and offering solutions, even if those solutions aren’t one of the products he offers.

“When you increase your network, you increase your net worth. I believe in being the go-to guy for my clients. I want them to feel comfortable picking up the phone and asking my advice on anything. I believe great businesses and brands are built when you add value before you add an invoice.”

This has been Wes’ motto throughout his career, long before he launched his own business. “I’ve always put my hand up when a new challenge or task has presented itself. I don’t believe in constantly looking for what’s wrong in what’s right. Face the reality, and determine the best way to get the opportunity out of the obstacle. You need to choose to be opportunistic. I’m a realist, but that doesn’t mean I want to live in a negative environment.

“I’ve brought this attitude to everything I do, including how I view my clients’ businesses. It’s not about what I can get from them, but what I can add to them. Some of this I can charge for, but valuable advice should be freely given. I believe in cultivating an opportunistic mindset; and I want to help my clients and their employees to do the same.”

The lesson: As an entrepreneur, you need to walk the talk. If you truly care about your customers, add real value without always expecting something in return. You’ll build long-term relationships built on trust and mutual respect.

5. Don’t lose Focus

It’s a common problem amongst start-up entrepreneurs. Early wins leave you feeling overly confident and eager for more. It’s at this stage that many business owners start looking for new challenges, and where else they can divest their energy for new and exciting wins.

For Wes, this diversion was cars. “I’d been accepted into the Branson Centre for Entrepreneurship, but instead of focusing on Five-Star, I was looking for a way to combine my passion for cars with business.”

Related: 8 Entrepreneurs Share Their Best Advice For When The Going Gets Tough

What Wes found was Plastic Dip, a US-based product used to wrap cars. “I stopped focusing on Five-Star and launched Plastispray,” he recalls. “I had this massive vision, with not much support. I forgot the cardinal rule that I’d learnt in Samuel Chand’s book, Who’s Holding Your Ladder, and that’s the importance of support. We might be the sole founders of our businesses, but that doesn’t mean we don’t need support systems. Who is holding your ladder? Who won’t get bored and walk away?

“I ended up in a situation where my focus was completely scattered, I wasn’t managing my personal life, and the business I was trying to build just didn’t have legs. I even landed this incredible project, building a Mini Cooper for the launch of Virgin Mobile. We turned it into a photo-booth and broke a world record for the most people squeezed into a Mini — which was 25.

“I thought, that’s it, after this project, the business will just take off. And nothing happened. It opened no doors.”

It was a hard lesson to learn, and one that took its toll on Wes emotionally. “2013 was the lowest year of my life,” he says. “I started seeing a psychologist, and spent 2014 rebuilding myself. I realised I needed to work on my attitude, my fears and my business. I also needed to learn how to focus again. We can’t achieve anything in life if we aren’t focused.

“I failed hard, but it also gave me perspective. When you learn you win — which means that failure isn’t actually losing. It’s important to understand that, and it’s what pushed me through the tough times. Sometimes you win, sometimes you learn.”

Once Wes regrouped and renewed his focus on Five-Star, the business started taking off. “People outside of the hospitality industry started asking me for help. I was invited to speak at international leadership conferences, and work with businesses on turnaround strategies. From there the business has just grown from strength to strength.”

The lesson: Focus is essential. It’s easy to get distracted and chase the next trend or hot idea, but real success takes time to build, and sticking to anything long-term takes focus. The more focused you are, the higher your chances of success.

6. Understand your brand

For nine years Wes has operated the business under the Five-Star name. The longer he’s been in the industry however, the clearer it’s become that his brand isn’t the business, it’s himself, and his ideas.

“I’m always, unapologetically, ‘just Wes’,” he says. “You’ll never be everything to everyone. The best thing you can be is authentic. Some people will love you, others won’t. That’s okay. Just be true to yourself. I’m not a suits guy. I arrive how I am, share my story, my lessons, and give the best advice I can. I share tools and tips to become the best version of you. I wouldn’t be able to do that if I wasn’t completely myself when I work with my clients.”

It’s for this reason that Wes has recently rebranded the business to ‘Wes’, with the tagline, Imagine Thinking. It’s an ideal closely linked with his talks, his philosophy, and his name in the market. “I’m becoming a thought leader, and that comes with risks,” he says. “When you put yourself out there, you need to have enough confidence for people to disagree with you, because that’s hard. Not everyone will like what you’re saying or agree with you on a particular issue. You put yourself out there in the public domain and if you aren’t sure of who you are and what you stand for, insecurities can come to haunt you.

“I tell everyone I speak to, ‘disagree with everything I say…’ I can’t change the way people think, or what they think — I just want to challenge them to think for a change. I want you to consider your opinions and question them. Imagine thinking. Thinking is a verb. You have to do something — you need to disagree to set your own thoughts in motion. Be brave; share your thoughts so that we all benefit together.

“I used to take myself seriously; I don’t anymore. I don’t want to offend, but I’m okay if you don’t agree with me.”

The lesson: Your personal and business brands tell a story. They let your customers know who you are, what you stand for, and what your values are. People do business with people, not companies, so don’t be afraid to authentically share your story.

Related: How To Start A Business With (Almost) No Money

7. Have a vision that scares you

For Wes, too many organisations have a vision that’s external and designed for clients. But he believes vision is an internal thing. “As an entrepreneur, your vision should be for you and your employees. It should be your guiding light. It’s your future, and it should consistently grow.

“If you don’t achieve your vision, it’s because you don’t have an appetite for the mission. If you’re only looking two to five years into the future, that’s a goal, not a vision. Your vision should scare you. It should wake you up and keep you up. It should drive you.”

“The mission is how you achieve the vision. You need to know what it will take to get there, and this usually includes a lot of hard work, stress, fear, and living on the edge. But that’s okay, because we’re designed to stretch ourselves. That’s when we discover our full potential.”

The lesson: Don’t ever be too scared to think big. Thinking small isn’t what entrepreneurs are built for. Big hairy audacious goals (or BHAGs) are the foundation of successful, game changing businesses — and successful, fulfilled entrepreneurs.

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Lessons Learnt

Successful People Always Chase the Impossible – Here’s Why

Achieving perfection may never happen, but the attempt can lead to results you never imagined.

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Vince Lombardi said it best: “We will chase perfection, knowing all the while we can never attain it. But along the way, we shall catch excellence.”


Successful people are always in the chase for perfection. As Lombardi knew, however, and as I’ve discovered more than once myself, what we chase is often very different from what we catch.

Early in my career, I planned on being a pharmacist, then making partner at a PR firm. Both goals were within reach, but I never caught them — as they came close I found myself rethinking my ambitions, then changing direction. I had to let go of the goals that had motivated me for years, and find different ones, chasing perfection in new and often unexpected ways.

If you are looking to catch the best in excellence, while not letting yourself get boxed in by chasing perfection, it is important to remember a few key guidelines.

Changing your path isn’t failing

Successful people – and entrepreneurs especially – are driven by their goals. It’s a fine line, though, between goals that inspire and goals that trap. The best stories about entrepreneurs are full of fresh starts and unexpected detours. If you find yourself disliking what you’re doing, or feeling frustrated even when things are going well, think about making a new plan.

Changing your path isn’t bad or wrong or failing – it’s simply a new choice, and often the right one.

Related: 7 Rules To Master Your Start-Up Success This Year

Never perceive anything as a setback

Circumstances can spiral out of control – plans tank, products fail, companies come apart. When something is running off the road you can be consumed by it, or you can realise that what you took to heart before isn’t your reality anymore, and the seeming chaos around you disguises a new reality. Don’t beat yourself up about it, don’t mourn the wasted time and the discarded mission. Negative experiences aren’t a setback, they’re a chance to make new decisions that are right for you.

However bad the situation, there’s always an angle

bad-situationWhen things get rough, take five minutes and give free rein to let it all out. Find a private place, get mad or cry, let whatever’s struggling inside you get out. Then get to work finding the angle. There’s always an angle, and a path forward to success. Usually, it involves getting over yourself. Whatever your emotions, stop thinking it’s about you.

Recognise that you’re in service to something larger than yourself – your company, your staff, the people who depend on you. That’s where you’ll find the angle you need, beyond your emotions, and outside of yourself.

Related: Elon Musk’s Formula For Successfully Growing Companies Faster

Success looks different to different people

We can all relate to the true believer who challenges conventional wisdom and beats the odds. When we make these challenges, our parents, bosses, society at large – insert appropriate authority figure – sometimes just won’t see it our way. But often it’s our own internal schoolmaster that’s the barrier we need to overcome. We persist in judging ourselves by standards that once seemed essential, but have outlived their usefulness. In fact, there are many different ways to succeed. The important thing is being comfortable with knowing there is more than one right answer.

It’s a never-ending experience

Is it ever time to stop chasing perfection? No. Chasing perfection is the opposite of a hamster wheel or rat race. It’s about your never-ending pursuit of happiness. The sooner in life that we master the flexible mindset needed for continuous evolution, the better.

My career has had enough twists and turns all ready to make a running back proud. At those times when I had no control over my external situation, I could see that the one path I thought I would take wasn’t the only path – or even the right path.

Related: To Be Successful Stay Far Away From These 7 Types of Toxic People

I’ve never come close to attaining perfection, but Mr. Lombardi was right. By chasing it, from my days studying to be a pharmacist to my current role as VP of Marketing and Communications at Intel, I’ve caught excellence again and again along the way.

This article was originally posted here on Entrepreneur.com.

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Why Grit Is The True Determining Factor Of Success

How grit and determination helped Bertus Albertse take control of his destiny and build an award-winning franchise brand.

Body20 franchise

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Vital Stats

  • Player:Bertus Albertse
  • Company: Body20
  • Established:2014
  • Contact:+27 (0)872310359
  • Visit: body20.co.za

What does it take to open a successful business, franchise it, and then take it global? In many instances, the answer is grit, determination and the ability to get back up when life knocks you down.

In fact, Angela Lee Duckworth, an academic and psychologist based at the University of Pennsylvania, where she studies concepts such as self-control and grit to determine how they might predict academic and professional success, believes that the single biggest predictor of success isn’t social intelligence, good looks, physical health or even IQ.

The single biggest predictor of success is grit.

According to Duckworth, grit is passion and perseverance for very long-term goals. It’s having stamina. Grit is sticking with your future, day in, day out, not just for the week or the month, but for

Years. It’s about working hard to make that future a reality. Grit is living life like it’s a marathon, not a sprint.

Related: The Wolf Within Bertus Albertse: Body20’s CEO

Finding self-worth

To find the epitome of grit, we need look no further than Bertus Albertse, the founder and CEO of Body20 Global, a local franchise that is now making international waves.

As a youngster, Bertus was used to living in the unpredictable. His parents divorced when he was just nine months old and his mother, walking with both him and his sister on her hips, moved from house to house whenever his alcoholic grandfather took to the rod.

He realised early in his life that material things come and go as his mother had to return worn clothes and used toys not long after they have been purchased.

In fact, it happened so often that at some point even Bertus and his sister had to return items at retail stores at a young age in order to have money for food or petrol.

“To this day I’ve never forgotten where I come from and how retailers looked at me and my sister with pity and shame in their eyes,” he recalls.

Going the distance

Instead of letting the experience bow him down, Bertus learnt to be comfortable with the uncomfortable, taking control and responsibility over his own life. As an excelling young sportsman, he soon realised how he could control his own destiny by consistently putting in huge effort.

One of his favourite quotes is “You are what you repeatedly do, therefore excellence is not an act but rather a habit.”

It’s a mantra he lives by. Through pure grit and determination, he went from a small, skinny kid from the ‘platteland’ in the West Coast to be the first Head Boy of both the school and boy’s residents at the prestigious high school, Jan van Riebeeck, situated in the heart of Cape Town.

Related: From Body20 Member To Franchisee Of The Year 2017

Stay hungry and make a real impact

Bertus also has numerous sports achievements, including national and international Body Building and Fitness titles. With his passionate and optimistic outlook on life, he soon realised that people are drawn to the ideas and things that inspire him and this has given him a flair for business, enabling him to share that passion with his community.

He started his first business in his second year of University in Stellenbosch with a R20 000 loan from his father, which he subsequently paid back three months later.

Today, Bertus is the founder and CEO of the award-winning global fitness franchise network, Body20. He strives to impact those around him by inspiring them to take control of their lives and encourages people to believe in the impossible, but to always remember to take consistent, daily actions to make it possible.

“A rabbit will always outrun the fox, because while the fox runs for its lunch the rabbit runs for its life.” He likes to be reminded of how hungry you have to be to truly make an impact in the world.

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