- Player: Brian Altriche
- Company: RocoMamas
- Launched: 2014
- Visit: RocoMamas.com
Like many successful individuals, Brian Altriche experienced a life-changing event in his mid-20s. A car accident left him with a broken leg and a broken arm, stranded in hospital over Christmas and New Year’s Eve. He’d also suffered a head injury, and while the time in hospital was making him re-evaluate his life path, the concussion had altered him in a subtle but significant way.
He became obsessed with visualisation: Visualising his life path, what a brand should look like, how customers would experience a particular offering — nothing happened until he visualised it down to the tiniest detail.
Twenty years later this fanatical relationship with the power of visualisation would lead directly to the launch of RocoMamas, arguably one of the most successful new brands in South Africa’s restaurant industry and the leader in fast casual dining.
Altriche has taken his concept from three stores to 49 in 18 months, and is spearheading South Africa’s renewed love affair with the burger.
So how does a kid who attended 11 different schools, and has no education beyond matric, launch such a successful and universally loved brand?
The answer lies in the details, and in learning from what Altriche himself calls his ‘fabulous failures.’Altriche left South Africa after matric to airbrush Harleys and leather jackets on Hollywood Boulevard in Los Angeles. The late 80s and early 90s were a time of change.
The Berlin Wall came down, the Cold War ended, Nelson Mandela was released from prison and apartheid was coming to an end. Altriche wanted to be a part of something, and returning home to a new South Africa seemed the most obvious choice.
He moved to Yeoville and started painting signage for restaurants. This soon grew into any and all branding that restaurants needed. Altriche had no tertiary qualifications, but he was creative, and a fast learner. He was paying attention to branding and marketing, and figuring out what customers responded to. And then his accident happened. Two changes followed.
First, he decided to go into the restaurant game himself
“It was the ideal business model. A small stock holding, because everything is perishable. No debtors. Once your customer is through the door you take the order, manufacture, distribute and charge for it, and get paid, all within an hour. The trick is to get the customer into your store.”
Second was the focus on visualisation
“After the accident my memory changed,” he says. “I need to see something to understand and remember it. Before we opened our first RocoMamas store I obsessively walked through the entire concept in my mind: what did the store look like, smell like, sound like? What did the food look like and taste like? What was the customer’s experience from the moment they walked through the door until they left? Every detail lived inside my head before we began.”
But Altriche also had almost two decades of experience under his belt, and a few hard-won lessons, thanks to failures that were essential to his overall success — starting with his very first foray into franchising.
“I opened a Longhorn Steakhouse in Pretoria. It was a lead balloon,” he says. “My gut told me the location wasn’t right, but I didn’t listen. On paper it looked great — a good suburban, high-LSM area. Once I opened, it quickly became apparent that there were no office parks in the area, which meant no lunch trade, and the residents were primarily retirees whose kids had left the house. This was not the right demographic for my steakhouse.”
Through sheer grit and determination Altriche hung on for a year. And he paid his school fees
“I learnt how to run on a lean staff, about stock holdings, operations, and the make-or-break power of location.”
Finally, he gave up, accepted his losses and got out of his lease, thanks to the landlord reneging on a contract clause.
“Failure is part of the equation of success. I call them my fabulous failures. You can’t achieve greatness without failures and risk.”
Armed with a sizeable debt, Altriche took his equipment and approached Fats Lazarides, who at the time had opened five Ocean Baskets. Altriche would be his first franchisee.
“I opened in Southgate. The lessons I had learnt were valuable with the second business. Thanks to Ocean Basket I paid off my debt, had a nice living wage, and walked away with R240 000 in profit when I sold it in 1998.”
Altriche isn’t scared of working hard, and he’s always on the look-out for a new challenge
During his tenure with Ocean Basket, he found a partner and launched Passionade, a pre-mixed passionfruit and lemonade soft-drink in a can. The partnership did not end well, with Altriche squeezed out of the business.
“I didn’t hold a grudge,” he says. “For them it was just business. It would have hurt me far more than them to hold on to anger and disappointment.”
Running two businesses had taken its toll. Altriche arrived at the office at 6.30am and worked until 10am, then he’d open the Ocean Basket, return to the office, go back to the restaurant for the lunch trade, back to the office, and finally close up the store.
One day a case of energy drinks arrived for him to sample for the store, and Altriche was hooked
“I was exhausted, and those energy drinks really helped. I realised there was a definite market for that product.”
He found a chemist in the UK who could create a formula with Taurine as its active ingredient, secured a funding partner in South Africa, and called the energy drink Mad Bull. In 1998 he sold his Ocean Basket store to concentrate fully on the energy drink. It was a mistake. “I hadn’t taken into account that the Ocean Basket store gave me a great living wage that was suddenly absent when I started running a start-up. To this day I regret selling that store.”
But what’s done is done, and Altriche doesn’t believe in dwelling on things you can’t change. Instead, he threw himself into Mad Bull and GoGirl, a sugar-free version of the energy drink aimed at female consumers.
And then Red Bull sued over naming rights. Altriche and his partners lost, and Mad Bull was renamed Mad Buzz. It was the beginning of the end for the brand, not because of the name change, but due to corporate decisions made as a result of the court case and the money lost while fighting Red Bull.
Altriche, a gut-feel entrepreneur who relies on reading the market’s pulse and responding to consumer needs, did not see eye-to-eye with the MBA-educated marketing representative of the private equity majority owner of the brand.
To recoup losses, the decision was made to rebrand along with the name change. Altriche vehemently opposed the move.
“When you launch a brand, there’s a marketing curve,” he explains. “First you capture your outliers, your cult followers. They are critical to the success of your brand. They need to go the distance with you, even as you gain mass appeal. They’re influencers. With RocoMamas, they have been influential on social media. The same was true of Mad Bull, and then Mad Buzz. We had a fun, edgy marketing campaign for the name change, with street pole ads that said: ‘SA’s first Bull Fight’. Our early adopters loved it. They saw Red Bull as the bully.
“The shift in direction happened too soon. There’s a critical moment in every brand’s growth curve when you move from early adopters, to early mass market, to mainstream or general mass market. The key is not to lose your early customers. They need to feel appreciated and heard. They’re big influencers, particularly if you haven’t reached general mass market level yet.
“We shifted focus and lost them. We had a sizeable stake in the local market — about 15% — but not enough to lose our early adopters. I didn’t agree with the direction we were taking, and wasn’t adding anything to the new vision. I sold my share to my partners and moved on.”
Altriche sold Ocean Basket before he was 30, and a few short years later had his biggest failure to date. By that time he was in his early 30s, he’d lost two brands he’d created, he’d had a failed restaurant and he’d sold the one business that was doing really well. Worse still, the R240 000 he’d made from Ocean Basket and invested with a broker became R80 000 overnight after the 9/11 attacks in the US. Panicking, Altriche pulled his money out.
But, entrepreneurs are resilient, particularly if they accept the powerful role failure plays in eventual success. Altriche took stock of where he was, and visualised what he wanted his life to look like.
“I wanted a break. Through the natural way I visualise things, I realised I wanted to go back to running a restaurant, earning a decent wage, and being in control of my own business.”
Altriche had identified Spur as the franchise he wanted to own. But joining one of the oldest franchises in South Africa was easier said than done. The franchisor was fiercely loyal to existing franchisees who got first dibs on any new locations or stores.
“First, I got a loan from FNB. Then I did my own negotiations with the landlord at Southgate and got a good installation deal. I tap danced to open that store. It took me 25 phone calls just to get a meeting with Spur. I cut my hair, donned a collared shirt, and got a testimonial from Fats. Before they would even consider my application, Spur asked all the franchisees in the area if they wanted Southgate? No one did.
“I wasn’t focused on ROI. I worked that business, growing it step by step. I paid off my loan and earned a decent salary. Today it’s a massive business and I still own it. One year later I opened a second Spur with a 50% partner. We opened in the Carlton Centre in December 2006. It was a big risk. No one knew what was going to happen in that area. We stuck it out and today it’s also a great business. Trust in Joburg’s CBD is growing. The equity partners that I’ve developed are gems.
“I’ve bought two more Spurs over the years. I sold one, and closed the other. We bought into the idea of the regeneration of town leading up to the World Cup. Maboneng and Braamfontein have been a success. Hillbrow hasn’t. The recession hit and everything ground to a halt. It’s now full of empty and highjacked buildings.”
By 2007 Altriche had regrouped and was ready for a new challenge. “Sushi bars were everywhere when I lived in California,” he says. “When I returned to South Africa in the early 90s our market wasn’t ready for them, but almost 20 years later I thought it was.”
Altriche let Spur know what he was doing, and the franchisor gave him its blessing. He opened a Yume in Clearwater Mall and Monte Casino before selling the brand.
He’d learnt another valuable lesson, this time not from a failure, but interestingly from the success of his brand. “I had a lot of fun with the branding and the overall look and feel of the Yume experience, but throughout building and launching the brand I realised I never, ever wanted to eat sushi again. I still don’t.”
The lesson? Don’t launch something if it’s not going to hold your own attention. “Through my own reaction to sushi I began to doubt how long the market for sushi bars would last. I didn’t think I could build it into a large, vibrant brand with stores across the country. It was too niche and trendy.”
But this was the seed for RocoMamas. What wouldn’t get old and tired quickly? What dining and food experience would hold South Africa’s attention, across demographics, standing the test of time? “While that idea was percolating, I was grappling with the fact that my two teenage daughters considered fast food normal. I hadn’t grow up with that. In the US you get some fast food that’s still made like it was made in the 50s. It’s real food.”
The idea for RocoMamas was taking shape, becoming more real day by day, as Altriche started visualising what this dining experience would be like
“Initially I was going more gourmet, but I’ve learnt to walk through my ideas; feel them out from every angle. I wanted to see how the concept should fit together and work. What is the full brand experience? What does it look, feel, smell and taste like?
“You need to be able to under-promise and over-deliver and so I asked myself what that looked like? I wanted the concept to be franchisable. Colour, branding and food — everything needed to be replicable, but still based on fresh cooking. That was important.”
By being completely obsessive, Altriche has achieved his goal. 90% of RocoMamas’ menu is freshly prepared and cooked. The only items each store needs to buy are frozen fries and baked rolls. “The meat we buy is fresh. We spent a lot of time getting that right. All of our meat is from the same butcher who is audited by Spur. He’s a passionate youngster, born and bred in butcheries. We march to the same beat.”
The idea behind the smashburger, which Altriche has trademarked in South Africa, also came from the US. “There was a burger place I loved. It was run by a husband and wife team, and he smashed the burgers. He used meatballs with no binding agents, and he’d place them on a hot skillet and smash them down. You lose no juices with that method. Everything squeezed out of the meatball is immediately sealed into the patty. The entire idea was based on memory and obsessively walking through the vision.”
A well-run business is much more complicated than the customer perceives. “That’s the point though,” says Altriche. “It should be simple for the consumer. There are so many parts to make this work seamlessly. We’re targeting a market that is generally loyal to the big brands. The right marketing gets them through the door, but the atmosphere keeps them here. We’ve created a comfortable environment for anyone, with delicious, fresh food that will always be a firm favourite. Burgers are sexy again, but they’ve always been a food that everyone loves.”
As with Yume, Altriche presented the idea to Spur, and they gave him their blessing. “I opened two stores, and my brother-in-law became my first franchisee, bringing us up to three. Then Pierre van Tonder, CEO of Spur Group, told me Spur wanted to be involved. I’d designed the concept with franchising in mind, and I’d already had a lot of franchisee enquiries, so the partnership was an obvious next step. I had created the branding, marketing and look and feel of the brand, but Spur has the franchising know-how. The Spur Group is a master of systems, processes and training manuals, and these are a vital cog in a franchise’s success. We have taken this brand to incredible heights.”
RocoMamas has become an overnight household name, but longevity is going to come through slow, careful, sustainable growth, which is exactly what Altriche is doing.
5 Key Areas Pratley Are Using For Current And Future Growth
The aim of most family-run businesses is to stand the test of time, a goal that influences strategy and tends to take the long-term view over short-term gains. Entrepreneur spoke to Kim Pratley and his sons, Andrew and Charles, about growing a business without compromising on quality or price.
- Players: Andrew Pratley, Kim Pratley, Charles Pratley
- Company: Pratley
- Founder: George ‘Monty’ Pratley
- Est: 1948
- Divisions: Electrical division, adhesives division, mining and minerals division; Select Hairdressing Supplies
- Visit: www.pratley.co.za
In both B2B and B2C circles, Pratley is a household name. Pratley Putty and Pratley Steel can be found in most home workshops and garages, while cable junction boxes tend to be called ‘Pratley Boxes’ in the electrical world — even if they aren’t Pratley-made.
Building a brand that has cornered the market in many respects is a good foundation for future success, but it does not guarantee it. Sustainable growth takes an ingrained value system that the entire organisation believes and follows, strong cash flow, continuous innovation, an unwavering focus on quality and sacrificing short-term gains for long-term aims.
Pratley has been on a steady growth trajectory over the past 70 years. Many companies reach maturity and stagnate. Pratley has done the opposite. All growth periods are followed by consolidation, but despite numerous challenges and tough market conditions, the line continues to move up.
Here are five key areas that Kim, Andrew and Charles are focusing on to maintain that growth, now and for the future.
1. R&D: As the core – not a small side division
“Research and development has always been our core, and as a result of that, diversification,” explains Kim Pratley, CEO of the business. “We launched with our electrical division in 1948, followed by the adhesives division.” Before their first product of that division, Pratley Putty, was used by NASA on the moon, it was originally developed to stick electrical terminals into an electrical junction box and insulate them.
“Once it was developed though, we realised that we could productise it outside the electrical sector for the consumer market, and our adhesives division was born.”
Developing new products is in Pratley’s DNA. The company aims to release at least three or four new products into the market each year and is continually looking for new and better ways to do things. “We have to grow somewhere,” says Andrew Pratley, Pratley Group IT Manager and General Manager of Select Hairdressing Supplies. “We need to be simultaneously growing our markets and our product ranges, and that means we need to find better and more cost-effective ways of doing things.”
There is a school of thought that says a smaller, tighter product range keeps costs down and the business focused. In many ways Pratley has done the opposite, with its electrical division offering more than 3 000 products, many of which are patented and based on proprietary technology.
“Like most things in business, our product range follows the 80/20 principle,” agrees Kim. “20% of our product range is responsible for 80% of our revenue. Logic would say why have the rest then? Unfortunately, because of the way the market operates, customers expect us to also provide the niche products that don’t sell well but are occasionally needed. If we chopped off the 80%, we would lose a lot of the customers who make up the 20%, but are responsible for 80% of our revenue.
“It’s a perception — a customer who buys all their products from Pratley expects to be able to get everything from us. If they need to go to a competitor to get a special fitting, they might move all their business.”
That said, there are cost and complexity implications when carrying such a large product range, which means the management team needs to be hyper-focused on the details. “We’re currently looking at rationalising our product range. Products become obsolete and if you’re too focused on new products without paying attention to the entire range you can end up carrying old stock or manufacturing unnecessary items,” says Charles, Engineering Manager: Group Technical Services.
“Our customer base appreciates that we’ve become a problem solver in the market — they come to us with a need, for example, a stainless-steel cable gland for the food industry, and we will design and manufacture it. It must be viable for us as well, but on the whole, because we do everything in-house, we can add value as real problem solvers and as a one-stop shop,” adds Andrew.
Customers want quality, their lives simplified, and good service — exactly what Pratley aims to offer.
R&D’s role in creating diversification for the business has also mitigated Pratley’s risks. “Rubber brushes inside a flame-proof cable gland is what keeps people alive — if they fail, people die. If there’s an explosion inside the apparatus and it gets out and ignites the atmosphere, people die. The technology that goes behind that rubber is polymer technology; adhesives are also based on polymer science. We can bring the same expertise from the one side of our business into the others,” explains Kim.
A sister company of Pratley, Select Hairdressing Supplies, was first bought from Kim’s father-in-law when he retired, but the business has since been expanded to bring manufacturing in-house and to develop proprietary products. “We asked our R&D team what they knew about hair products,” says Kim. “They went away, did some research and came back and said we could definitely do this. We also import some products. It’s a profitable business in its own right that diversifies our risk.”
“It’s a high-end product,” adds Andrew. “Our market is professional hairdressing salons, and they cater to clients who demand quality, high-end hair products. We don’t compete with cheap imports at the lower end of the market. The focus is on quality at a reasonable price.”
On the whole, Pratley’s R&D follows a two-pronged approach. Charles, Andrew and Kim all love R&D. If they find something cool, they want to mess with it until they find a real-life application for it.
A strong R&D mindset means the team is always open to finding solutions to problems.
Pratliperl, a lightweight, thermally insulating cement aggregate that was originally developed for low-cost housing, is now used as a fire-proof plaster that doubles the thermal insulation of a building. It’s very lightweight and is ideal as a screed where additional floors to buildings are required. Pratliperl has been used at Loftus Versfeld Stadium and the Sandton City parking lot.
2. Finding market fit
A strong R&D component works hand in hand with the ability to shelve products that aren’t working in the market, and Pratley has had a few of those. Sometimes even the best products don’t find product-market fit — in one memorable case it was because the product worked too well.
“We launched a product called Wham a few years ago because customers kept requesting an ultra-quick super-glue,” says Andrew. “We wanted to design the fastest adhesive in the world — and we did — but it ended up being practically unusable. It was just too quick for the end user.”
It was an interesting lesson for the team on giving customers what they need, and not necessarily what they ask for.
“We also brought out a palm cleaner that I love, but which the market hated,” says Kim. “We wanted a solution for dirty palms after you’ve changed a tyre, for example. Palm Cleaner was essentially a glue that stuck to the dirt and then rolled off the hands in little balls. It was extremely effective.”
Consumers didn’t read the instructions and thought it was a hand cleaner. The result was Palm Cleaner getting stuck in the hairs on the back of people’s hands.
“We try to stay away from ‘me too’ type products. We look for problems that haven’t been solved or where we can do it better. That involves a lot of trial and error, and we won’t always get it right,” says Charles. “That’s the cost of R&D. You can’t let your ego or personal feelings get in the way of what your market research is telling you.
“We have a department that tests everything in every way the market could use it. Interestingly, we often find that we test a product for one thing, and end up finding a whole host of other applications for it. Sometimes the larger market is the one we didn’t originally develop the product for.”
It’s an interesting process. You can’t make assumptions about any market, even one you know well, and if you aren’t looking at solutions from every angle, you could miss a huge opportunity. This thinking has become ingrained at Pratley.
3. Quality first
In a world where one industry after the next is becoming commoditised and businesses are competing on price (particularly against low-cost imports), Pratley’s strategy has remained the same, with a strong focus on quality, in-house manufacturing and R&D.
How do they maintain this from a cost perspective, particularly when so many companies are turning to outsourcing to keep costs as low as possible?
“We have two main drivers,” says Kim. “Every pack of Pratley carries a statement signed by me that our products must outperform any other on the world market. It’s a big statement, and we mean it. It’s so big that we’ve found in some cases people actually don’t take it seriously because of its magnitude.”
Over the years Kim has performed a number of stunts proving his confidence in Pratley’s products, including filming a TV commercial standing below a 13 tonne bulldozer suspended by a joint bonded together with Pratley Wondafix.
“We don’t believe the statement itself necessarily leads to sales, but it does have a big impact internally,” he says. “Inherent in our core values is the ideal that we need to be producing the best — it’s expected from every person in the organisation, at all times.
“From an external customer point of view, the fact that the product works is important. How we ensure that quality is a result of what we do internally.” A product that consistently works fosters trust and brand loyalty, which results in repeat customers.
Because the company’s focus is on quality, this is a non-negotiable, but there is a cost to quality as well. From a sales perspective, this means Pratley’s sales force needs to concentrate on educating the market about purchasing a slightly higher priced product for the long-term gains that are achieved from peace of mind and the risk mitigation of operating in a safer environment.
“We manufacture cable junction boxes, cable glands and the rubber shrouds that protect those glands for hazardous locations. If something goes wrong and there’s a fire or an explosion because a cheap inferior product was chosen and used, people can lose their lives,” says Charles.
“In some cases, it’s relatively easy to convince the customer as they have either had a costly experience with a cheaper product or have seen UV-damaged rubber shrouds from a cheaper brand. It’s up to our team to educate our customers. There is also always a segment of the market that will buy cheap, no matter what, and we accept that and don’t waste resources trying to convert them. There is also a segment that recognises and always chooses quality, and that’s our ideal market.”
To mitigate higher costs associated with quality, R&D and local manufacturing, Kim and his directors work tirelessly to control costs. Every line item is scrutinised, but never at the expense of quality.
“Our sales arm plays a key role in the business for this reason and we emphasise training to ensure the team is equipped to engage with customers and understand their needs and the risks they face, balancing those risks with the costs of investing in quality.”
In line with a strong quality proposition are high exstore service levels that ensure Pratley can offer high-quality customer service. “We measure this according to the value that comes in versus the value executed. If 100 orders come in, we must execute 99% of them exstore immediately,” says Kim.
“This requires a large amount of inventory on hand, so we need to pay attention to which stock moves and how quickly, but ultimately we understand the frustrations and costs of downtime, and we aim to minimise both for our customers.”
From a cost perspective, the father and sons team understand that they need to be aware of the market and competition in order for their manufacturing methods and pricing to be internationally competitive, and the way to achieve that is through the right machinery, controls and management.
“We have a very flat management structure,” says Kim. “We aren’t top heavy. We have directors who are in charge of specific departments, middle managers and foremen. Each department is run as clean and lean as possible. The numbers are monitored by each foreman and reviewed at board level. Nothing slips through the cracks, and each number is scrutinised.”
4. The power of (the right) people
One of the biggest hinderances to growth that Pratley has faced is human resource issues. Based on the West Rand of Johannesburg, the business doesn’t have access to as large a labour pool as it would if it was based on the East Rand or closer to the city centre.
That said, Kim, Andrew and Charles love the lifestyle on the West Rand, and they operate from a large property developed specifically for their needs. 185 employees work from that site, with satellite offices in Durban, Port Elizabeth, Cape Town and Bloemfontein.
“We employ multi-disciplined people who have skills in their primary activities, but who can also play a secondary role,” says Andrew.
“If you employ a person for their underlying work ethic, willingness and general attributes, you’ll employ a good person who can do anything,” agrees Kim. “Attitude and a willingness to learn means you can upskill someone and they will be eager to take on more responsibility and perform their defined roles. This is true across the organisation and not just in middle management positions.”
As a result of this people-focused strategy, Kim, Andrew and Charles remain involved in the business’s hiring process. “It’s not something you can delegate,” says Kim.
5. Cash is king
Pratley is in the enviable position of never having financed the business. As a result, the company has grown more slowly than it could have, with each new acquisition or investment into machinery or R&D funded internally through cash flow, but it has never had to service debt.
“We’ve been comfortable delaying growth, where necessary, to be able to make investments from our own cash reserves,” says Kim.
“We have very strict but fair payment policies in place. Credit control is a non-negotiable. Our rules are set in stone and there’s never an exception; it doesn’t matter who the client is.”
The terms are straightforward: Payment is in the month after the date of invoice. If you place your order on the first of the month (and it’s dispatched immediately, thanks to the company’s 99% exstore service levels), you can essentially have 60 days to pay, as the payment is only due at the end of the following month. Pratley also offers good settlement discounts.
But there are never, ever any exceptions to the rules. When their biggest adhesives client took a R2 000 settlement discount that they weren’t entitled to, supply was immediately stopped.
“The Adhesives sales manager resigned over that decision,” says Kim. “He handed over his letter of resignation and said we were mad. It was a small amount and they were a big customer, but I knew that we’re not in business despite that decision; we’re in business because of that decision.
“If we had buckled, it would have set a precedent. Instead, I called them up and said, ‘You know the rules, I know the rules, I know what you’re doing, you know what I’m doing, let’s carry on.’ They’re still a very good customer today — but it was important to stick to our guns. It’s important to have people in the business who understand this, which is why I accepted that sales manager’s resignation. More companies flounder on the rocks of cash flow than anything else.
“Our growth strategy has been to build up cash reserves. That takes rules that you stick to above all else. One of my favourite business mantras is that profit is the very small difference between two very large numbers. All you need is one small percentage change on one of those numbers and your profit disappears. If you’re not taking risk with one of those numbers, well, I see that as security and survival.
“That doesn’t mean we don’t spend money — we’ve just invested in some very expensive machinery that will increase our output, productivity and efficiency down the line. It’s a large upfront expense for future growth and sustainability. But it’s a mitigated risk because we’ve built up the reserves to take that next step.”
Cash is King
Profit is the very small difference between two very large numbers. One small percentage change on one of those numbers and your profit disappears. How are you mitigating that risk?
In a competitive business landscape where skills are in high demand, employing multi-disciplined people who have skills in their primary activities but can play strong secondary roles is crucial.
The cost of quality
When you’re competing against commoditised products that differentiate in price, it’s not enough to know you offer quality. You have to prove the value of that quality by educating your market.
The Law Of Attracting Your Success
Once you discover your who, you automatically discover your why, which in turn allows you to lead with your heart rather than your head. Discover that energy source, and the world is your oyster.
From the teachings of Buddha to the concept of karma, the Law of Attraction has been expressed in many ways by both ancient and contemporary thinkers. In its most simplistic interpretation, the Law of Attraction states that ‘like attracts like’.
Your ability to Magnetiize exists whether you are aware of it or not, whether you are positive or negative. You make daily decisions to choose whether you want to attract success or failure (however you define them), whether you want to live a more conscious, elegant and curious life or whether you want to keep your head down and stick to the old rules.
We are constantly Magnetiizing in every aspect of our lives, whether we’re running a business, interacting with friends or simply walking into a room. Changing how you do it can be a scary prospect, but it will move you from a stagnant space to one in which you can develop with meaning.
When you are in a space of positive magnetism, the momentum builds and your access to energy is incredible — it feels like electricity running through your body, with your ideas in focus and creativity flowing.
Magnetiize in 3 Steps
To Magnetiize is to take control of your own future and, in so doing, transform from a state of panic to a state of calm; from chasing ambition to seeking meaning.
- The first step is a process I call Micro Inspection: How to confront the obstacles in your mind and start making decisions that are led by your heart.
- Then comes Mega Exploration: Examining the qualities of future-forward and conscious businesses.
- Finally, you need to bring it all together into your own reality, with the Macro Perspective: Understanding new technology and trends, and embracing the future.
This holistic approach allows you to Magnetiize into your life the right type of people, appropriate access to opportunities, and the money and power you need for sustainable success. To truly achieve, you must combine Micro Inspection, Mega Exploration and Macro Perspective.
When you learn how to Magnetiize, you attract a tribe of people who you can work (and socialise) with in harmony. Your tribe should consist of elders, advisers and friends who complement your skills and personality and bring out the best version of you — the best ‘I’ behind your ‘I’. You’ll find that the tribe changes, for the better, the type of decisions you make and the discussions you have.
And as a result, your ability to Magnetiize will rub off on those around you, encouraging them also to step out of their comfort zone and to participate in shaping the future.
Magnetize is circulated through all good book sellers and at www.johnsanei.com
Lessons From The Rich And Famous: Manage Your Money Like Oprah To Avoid Going Into Debt Like Nicholas Cage
Have a plan in place for your money, no matter how much you earn.
Seven-figure pay cheques are enough to buy a lifetime of financial security, right? Well, not exactly. Despite making millions, seemingly wealthy celebrities often have a tough time keeping their heads above the financial waters.
Johnny Depp spending $3 million to fire Hunter S. Thompson’s ashes out of a cannon, or Nicholas Cage shelling out $150,000 for a pet octopus, are both prime examples of how lavish lifestyles can quickly lead to debt. The two A-listers are part of a long list of actors, musicians, athletes, etc. – including Floyd Mayweather, 50 Cent and Curt Schilling – who have all experienced financial troubles.
While there’s nothing wrong with celebrities enjoying their earnings, a little budgeting can go a long way. Just take a look at Tori Spelling. After failing to pay a balance of more than $35,000, the actress was taken to court by American Express. Another example is 80s movie star Corey Haim. He became so desperate for cash after filing for bankruptcy he tried to sell his own tooth on eBay for $150, which didn’t get any buyers.
Avoid falling into any of these situations by keeping a close eye on your spending. Regardless of how much you make, the following few budgeting tips promise to help you practice safe and responsible money management.
Put a plan in place
Nearly everyone lose sleep over their finances. Get a good night’s rest by figuring out where your money should be going long before it’s in your bank account. Spending without a plan, even if it’s only splurging on a one-time event, can have unintended consequences.
One example of this is former NFL star Vince Young – after dropping $300,000 on his own birthday party he was forced to file for Chapter 11 bankruptcy. Another example is Mike Tyson, who went into debt after overspending on Bengal tigers, 110 cars and a $2-million bathtub.
That doesn’t mean you can never treat yourself, but make sure you’re not spending money faster than you can earn it. Set up a series of “fun funds” each month to splurge on nonessentials. Depending on what else you have going on that month, each fund should be adjusted accordingly.
If, for example, you’re heading out to a friend’s wedding, there may be a little less left over for eating out. Stay up to date on your spending by downloading a budgeting app. The easier it is to see where you are for that month, the better chance you have of staying under budget.
Carry around some cash
Credit cards are becoming the most common payment method among consumers. The average American currently carries around three credit cards at any given time. While they may be more convenient, credit cards can easily lure consumers into a false sense of security.
After all, a simple swipe or tap is often all it takes to complete a purchase. However, it’s important to take time to research any costly items thoroughly and ensure you won’t regret them like Nicholas Cage. He learned this lesson the hard way when he blew $276,000 on a dinosaur skull that he was forced to return after it was discovered to be an illegal import.
Curb some of your impulse spending during a night out by bringing enough cash for the occasion. In addition to avoiding spending money you don’t have, you’ll also sidestep costly ATM fees at establishments that only accept cash.
Whether it means stopping by your bank on the first of every month or getting cash back at the grocery store, do whatever it takes to have a little bit of cash on hand. As you cut back on credit card purchases, your chances of falling into debt should begin to dwindle.
Lean on an expert
When it comes to your finances, take a lesson from the likes of Oprah, Tyga and Hugh Jackman, who invest in financial and life coaches. Many celebrities, including Oprah, attribute their success to their coaches helping put them on the right path. Even celebrities are human and can find it difficult to stick to budgeting goals.
Personalised features of a comprehensive coaching programme, such as daily check-in texts and bi-weekly budget reviews, promise to provide you with the encouragement needed to remain accountable even as the going gets tough.
Better yet, a financial coach can take your individual goals into account. Say you decide to start a family or need to make a cross-country move. Instead of wondering what that might mean for your budget, you can work with a financial coach to modify your spending habits and investments long before a change comes to fruition.
Budgeting goes beyond class. No matter how much you make, responsible money management has shown itself to be a necessity. Avoid following in the footsteps of celebrities who face serious financial trouble by keeping a close eye on where your money is going.
As we’ve seen all too often, failing to do so can mean losing millions. Simple steps – including creating a spending plan, occasionally relying on cash and reaching out to an expert – can help you achieve financial security sooner rather than later.
And if you plan carefully enough, you might just end up with the funds you need for that pet octopus.
This article was originally posted here on Entrepreneur.com.
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