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Security Sector Success In Africa With Securitas SA

Until 2009, Securitas had no presence in South Africa. Today it’s a large and respected local player. Here’s how the company posted extraordinary growth in record time by having the courage to make some very bold moves.

GG van Rooyen

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Securitas-SA-founder-Loic-Potjes

loic-potjes

Vital Stats

  • Player: Loic Potjes
  • Position: CEO
  • Company: Securitas SA
  • Established: 2009
  • Visit: securitas-rsa.co.za

As the saying goes, Africa is not for sissies. For any company wishing to do business here, there are unique challenges to contend with. Take, for example, the South African security sector. It is, to put it mildly, very different from the one you’ll find in Europe.

A key reason is the ubiquity of crime in South Africa. In fact, it’s the third-most violent country in the world (Venezuela is first, and South Sudan second).

The prevalence of crime has subsequently resulted in the local security sector becoming a very busy one. There are no less than 9 000 security companies active in the country. Moreover, the average offering consists of low-cost entry-level manpower services, and in the case of some small operators, employees don’t receive the salaries and benefits dictated by law.

So establishing yourself in this difficult industry and turning a profit can be hard. But that is exactly what Securitas decided to do in 2009. The company (large and established in Europe) made the move into South Africa. The transition wasn’t a simple one.

Related: How Do I Start A Security Company?

Here’s what the company learnt about succeeding in an industry where competition is fierce and margins are small.

1. Use acquisitions to jumpstart business

When you’re faced with a plethora of competitors in a given market or industry, getting your foot in the door can be hard. Even with a respected international name and brand behind you, organic growth is often difficult. So, to jumpstart things, Securitas acquired a small but respected security firm, which gave them a solid base to operate from. Suddenly the company had the licences, workforce and assets needed to start doing business on a meaningful scale.

“We quickly realised that we couldn’t simply ‘copy and paste’ what we did in Europe,” says Securitas SA CEO Loic Potjes.

“South Africa is unique, so we needed a unique strategy. When you enter a new market, you have to be willing to listen and learn. We decided that the best way to do this was to acquire a local business that was entrenched in the market.”

Lesson

When you find yourself playing catch-up in a particular field or industry, a strategic acquisition remains one of the best ways to draw level (and surpass) the competition.

Modern examples are easy to find. Despite having its own instant-messaging app in the form of Messenger, Facebook bought WhatsApp as well, instantly making itself one of the key players in the industry.

Just as videos were becoming ‘a thing’ on the Internet, Google purchased YouTube. Thanks to this, Google largely owns the online video space.

In fact, YouTube is officially the world’s second-biggest search engine — only Google itself is more popular. Most recently, Microsoft decided to stop sitting on the social media side-lines by purchasing LinkedIn for a phenomenal $26 billion. Suddenly, Microsoft is a big social media player.

Related: En-novate Goes Toe-To-Toe With The Best In The World

2. Differentiate yourself

Securitas-SA-founder

With 9 000 players in the local market, it can be hard to grow your market share when you’re not only a new player, but also positioned at the premium end of things.

Securitas SA’s situation was exacerbated by the fact that the global financial crisis struck just as the company arrived in South Africa. Businesses were looking at areas where they could cut costs, and security expenses seemed as good a place as any. After all, there were plenty of small operations out there willing to undercut the competition.

“Our offering was better than the vast majority of players. Our guards were well trained, and our success rate in preventing incidents was higher,” says Potjes.

“We had the data to prove it. When you’re dealing with a lot of competition, you need to differentiate yourself in a meaningful way. And this doesn’t mean just having a nice brochure that lists all your accolades. You need the cold, hard data that proves you’re worth the price you’re asking for.”

Securitas SA’s strategy worked. By 2011, it had more than 2 000 employees, an impressive list of blue chip clients, and was viewed as one of the top-ten players in the industry.

Lesson

A product or service is worth what clients are willing to pay for it. If you don’t want to be drawn into a price war, you need to demonstrate your value. And a slick sales pitch is not enough. It’s all about data. Show your value. Prove it.

Why do so many companies use Apple products, despite the fact that they are often far more expensive than other available systems? Because they are user-friendly and great to use. They improve productivity, which makes them worth the extra expense.

Related: Customers Will Pay For Amazing Experiences – If You Deliver Explains Karabo Sepharatla

3. A service business is hard to scale

As 2011 was drawing to a close, Securitas was in a reasonably good position. But it was finding it increasingly hard to scale. Why? It was facing a problem that many service-based operations have to deal with when trying to expand.

Whenever Securitas grew its client base, there was a corresponding growth in cost and complexity. Because Securitas was using highly-trained guards, the marginal cost associated with every new client contract was substantial.

“We realised that the very nature of the business was constraining growth. The business model was based on low-cost, low-margin, manpower-based services, which couldn’t easily scale,” says Potjes.

Lesson

There is a reason why modern tech companies are receiving sky-high valuations and massive investment: They are eminently scalable. And why are they so scalable? Because the marginal cost of a tech product or service is practically zero. Just consider a company like Dropbox, Airbnb or Uber.

Signing up an extra user brings with it virtually no cost. The opposite is often true when selling a physical service in a bricks-and-mortar world. The marginal cost is significant, it takes time to implement and it adds complexity to the business.

4. You need to find a scalable business model

Securitas-SA-offices

To take the business to the next level, Potjes and his team realised that a fundamental shift was needed. Growing Securitas SA incrementally through its existing service offering would take too long. But pivoting a business with thousands of employees would not be easy. So the company relied on a strategy that had worked well early on: Acquisition.

“By 2011, we had realised that we needed to start looking at different products and services. Specifically, we wanted to move away from the traditional manpower-based service offering towards technology-based solutions,” says Potjes.

“We started aggressively pursuing this strategy in 2013, which was why we acquired an excellent South African company called Rentsec that focused on providing offsite monitoring.”

Securitas brought Rentsec into the fold, and radically changed the business. The company started selling security solutions that were based on technology and upskilled specialised manpower — operated largely out of control rooms.

“A number of security functions can easily be replaced by technology,” says Potjes.

“For instance, it’s inefficient to have guards patrol a boundary wall. They can only guard a small section of wall at any given moment. A proactive solution consisting of security cameras with video analytics managed by off-site control room operators can do a much better job.”

The company was overhauled completely. It went from 90% of its bottom line being based on low-cost manpower services to 75% of its bottom line being dependent on highly-differentiated tech services with specialised manpower.

“We managed to quadruple our bottom line. Moreover, we didn’t need to let any of our employees go. In fact, we have 4 000 employees today. And we’ve managed to upskill them and, to a large extent, keep them out of harm’s way,” says Potjes.

Lesson

Many great businesses in history have hit growth ceilings, and were only able to punch through once they changed their business models substantially. A great example is Starbucks.

The company was founded in 1971, and sold coffee beans and espresso makers. By the late 1980s, there were only 11 Starbucks stores. Then Howard Schultz bought the brand and took the concept of the Italian coffee shop to the US. It now has
24 000 stores worldwide.

Another interesting example is PayPal (originally called Confinity). Initially, the company offered a way to ‘beam’ payments from one PDA (like the Palm Pilot) to another, but these early versions of smartphones went extinct pretty quickly, leaving the company without a platform for its service. But a smart merger with Elon Musk’s online banking company X.com saw it become a hugely successful online payment platform.

Related: What To Focus On At Each Stage Of Your Business Growth

Key Learnings

  • An acquisition can be a great way to play catch-up in a market or industry.
  • If you want to play in a saturated market, you need to differentiate your offering. What makes it special?
  • Not every business model is scalable. If yours is not, you need to find a way to make it scalable.
  • Pivoting is not only for start-ups. Making that leap from medium to large enterprise might also require some pivoting.

Lessons Learnt

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.

Christopher Tracy

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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

mike-tyson-tigers

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.

Related: 6 Money Management Tips For First-Time Entrepreneurs

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

hugh-jackman

When it comes to your finances, take a lesson from the likes of OprahTyga 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.

Related: 15 Wise Money Quotes From Millionaires And Billionaires

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.

Related: 6 Habits Long-Time Millionaires Rely On To Stay Rich

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Lessons Learnt

The 5-Hour Rule Used By Bill Gates, Jack Ma And Elon Musk

The most successful people on the planet are also the people likeliest to devote an hour a day to reading and learning.

John Rampton

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You just walked in the door from an exhausting day at work. You’re hungry and spent, just wanting to catch your breath for a minute. You grab something to eat and then veg out in front of the TV. Next thing you know, you’ve just binge-watched five episodes of “Jessica Jones.”

While that’s OK occasionally – we all need ways to decompress and shut down – this isn’t a healthy habit. That’s why the most successful people in the world spend their free time learning.

It’s not exactly breaking news. During his five-year study of more than 200 self-made millionaires, Thomas Corley found that they don’t watch TV. Instead, an impressive 86 percent claimed they read – but not just for fun. What’s more, 63 percent indicated they listened to audiobooks during their morning commute.

Productivity expert Choncé Maddox writes, “It’s no secret that successful people read. The average millionaire is said to read two or more books per month.”

As such, she suggests everyone “read blogs, news sites, fiction and non-fiction during downtime so you can soak in more knowledge.” If you’re frequently on the go, listen to audiobooks or podcasts.

Related: 6 Leadership Lessons From Bill Gates On His 60th Birthday

Maybe you’re thinking: Who has the time to sit down and actually read? Between work and family, it’s almost impossible to find free time. As an entrepreneur and a father, I can relate – but only to an extent. After all, if Barack Obama could fit in time to read while in the White House, what excuse do you have? He even credits books to surviving his presidency.

President Obama is far from the only leader to credit his success to reading. Bill Gates, Warren Buffett, Oprah Winfrey, Elon Musk, Mark Cuban and Jack Ma are all voracious readers. As Gates told The New York Times, reading “is one of the chief ways that I learn, and has been since I was a kid.”

Breaking down the five-hour rule

The five-hour rule was coined by Michael Simmons, founder of Empact. The concept is wonderfully simple: No matter how busy successful people are, they always “set aside at least an hour a day (or five hours a week) over their entire career for activities that can be classified as deliberate practice or learning.”

Simmons traces this phenomenon back to Ben Franklin. “Throughout Ben Franklin’s adult life, he consistently invested roughly an hour a day in deliberate learning. I call this Franklin’s five-hour rule: One hour a day on every weekday,” Simmons wrote.

For Franklin, his learning time consisted of waking up early to read and write. He established personal goals and tracked his results. In the spirit of today’s book clubs, he created a club for “like-minded aspiring artisans and tradesmen who hoped to improve themselves while they improved their community.” He also experimented with his new information and asked reflective questions every morning and evening.

The three buckets of the five-hour rule

five-hours

Today’s successful leaders have embraced Franklin’s five-hour rule by breaking the rule into three buckets.

1. Read: 

Self-made millionaires including Mark Cuban and Dan Gilbert, owner of the Cleveland Cavaliers, read between one and three hours daily. Elon Musk learned how to build rockets, which lead to SpaceX, by reading.

Besides expanding your knowledge, Jack Ma, co-founder of Alibaba, says that “reading can give you a good head start; this is often what your peers cannot obtain. Compared to others, readers are more likely to know other industries’ strategies and tactics.”

Related: 20 Crazy Things We’ve Learned About Alibaba Billionaire Jack Ma

Even if you can’t commit to an hour or more of reading every day, start with 20 to 30 minutes. I always have a book with me so when I’m waiting for a meeting to start or in the waiting room of a doctor’s office, I can read instead of waste time on my smartphone. You could also try audiobooks during your daily commute or when exercising.

So how do they find the time to read daily? They adhere to the five-hour rule.

2. Reflect: 

Other times, the five-hour rule includes reflecting and thinking. This could be just staring at the wall or jotting down your thoughts. Jack Dorsey and LinkedIn CEO Jeff Weiner are well-known thinkers, while entrepreneur Sara Blakely is a longtime journaler.

Focusing on the past gives you a chance to learn from mistakes you’ve made, as well as assess what you did correctly. As a result, you’ll be better suited to achieve your goals and improve your life. The University of Texas also found that mental rest and reflection improves learning.

Need help getting started? Schedule reflection time in your planner. I’ve found blocking out 15 to 20 minutes after lunch is ideal because I’m coming out of that post-lunch slump. But start small: Allocate five or 10 minutes per day, and then work your way up so you’re not overwhelmed.

Know the questions you want to ask. Stick with just two or three questions focused on that specific day. For example, if you attended a conference, ask, “What were the key takeaways?” and “How can I apply this to my business?”

3. Experiment: 

The third and final bucket is rapid experimentation. Ben Franklin and Thomas Edison became leading inventors and thinkers because of their experiments. We have Gmail because Google allowed employees to experiment with new ideas.

The reason experiments are so useful is because you have facts, not assumptions. Experiments show you what’s working. You can learn from your mistakes and obtain feedback from others. Best of all, experimentation isn’t that time-consuming. Most of the time, you’re testing through the same activities you’d perform without testing.

Jack Ma even recommends applying the knowledge you’ve learned to a real-life scenario. For example, after reading a book about collaboration and teamwork, you could take on new volunteer work to put that knowledge to use.

When you make learning a habit, you’ll be more successful and productive in life. By investing in a reading habit, you can ensure you’re growing yourself – and your company – every day.

This article was originally posted here on Entrepreneur.com.

Read next: What Elon Musk Can Teach You About Getting Funding for Your Start-up

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Lessons Learnt

How Matthew Piper And Karidas Tshintsholo Launched Their First Business From Their UCT Dorm Rooms

Matthew Piper and Karidas Tshintsholo launched their first business in their first year at varsity. They found a niche, but they also realised it wasn’t as sustainable as they’d like, or solving a big enough problem. Their next start-up, KHULA, is through its proof of concept phase and proving that two young entrepreneurs can find big solutions for even bigger problems.

Nadine Todd

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Vital Stats

  • Players: Matthew Piper and Karidas Tshintsholo
  • Company: KHULA
  • Launched: 2016
  • Visit: www.khula.co.za 

You don’t always hit your game-changing idea on your first take. In fact, most start-ups look very different after a few pivots and course corrections.

If you have a real sense of purpose however, and know that ultimately you want to build your own company and hopefully change lives in the process, each of those adjustments will bring you closer to a sustainable business.

Matthew Piper and Karidas Tshintsholo (both 24), have learnt these lessons first hand. The business they launched together while studying finance at the University of Cape Town is very different from the business they’re running today, but it’s the lessons they’ve learnt over the past five years that have helped them to bootstrap an 18-month pilot project proving their business model, and find a solution to a systemic problem that will hopefully change hundreds — and eventually thousands and even hundreds of thousands — of lives.

Related: Watch List: 20 SA Tech Entrepreneurs Making It Big In The Industry

University start-ups

Matthew and Karidas launched their first business, Money Tree, from their UCT dorm rooms. “We recognised the realities of South Africa and that financial inclusion is one of the biggest barriers to any kind of growth facing our country,” says Matthew. The business partners met through the Allan Gray Orbis Foundation, for which they had both been selected.

They wanted to start a business that would solve a real, endemic problem. As finance students, financial literacy seemed the best fit.

“We were both studying finance and interested in investing, and the business actually started out as a hobby,” says Karidas. “We wanted to share what we were learning in class and through our own research with anyone who was interested. We started a website and posted videos and content and shared it with other students.”

Once they had the platform up and running, the budding entrepreneurs strategised how they could take it to other universities and high schools. “We wanted to monetise what we were doing instead of just sharing insights,” says Matthew.

“So, we got our friends together and created a group of about 20 students from all over South Africa. Everyone went home for the December holidays, but universities go back a full month after schools. This gave us four weeks to go on a national roadshow, visiting 50 schools, sharing financial literacy lessons with their students and adding them to our network.”

Next, the young entrepreneurs met with a printing house, and convinced them to print a magazine without an upfront payment. “Our plan was to approach financial institutions who would sponsor the magazine, which was aimed at financial literacy for students,” says Karidas.

But, the magazines arrived before the funding came through, and Matthew recalls writing his first exam and returning to boxes of magazines at his door. “We started getting calls from lawyers and people wanting their money, but we didn’t have any funding,” says.

“We needed to go all out,” says Karidas. “We were calling everyone we knew and going to as many events as possible. At one of those events — hosted at the Reserve Bank — we met someone interested in investing in us. He put up our initial capital, which was how we were subsequently able to do more roadshows and build a network of universities and high schools. We ended up with an incredible network of ambassadors and a quarterly magazine, which ran for two years.”

Lessons learnt and changes made

south-african-produce

It wasn’t smooth sailing though. The magazine’s margins were low, and the young entrepreneurs were aware that the concept was a hard sell: Students didn’t have money and the corporates that were able to pay did so from CSI budgets. “CSI initiatives tend to be project-based, and we didn’t want to base our whole business model on them. We knew it wasn’t sustainable,” says Karidas.

Money Tree had also done some business with Government. “We waited 14 months to be paid.”

By that stage, the business partners had moved from Cape Town to Joburg and had dropped out of UCT. They wanted to focus on their business full-time, but they knew the model needed some serious work and adjustments. Although they would start studying part-time again to finish their degrees, they first gave their business their full attention to pivot it.

So, freewheeling everywhere because they couldn’t afford fuel — or food or rent — Matthew and Karidas took their business to pieces and examined it from every angle.

“The first decision we made was that we weren’t going to pursue any more Government projects,” says Matthew. “We wanted to remove the bad stuff from the business and keep the good stuff, and we needed to be brutal about which was which.”

Related: Watch List: 50 Top SA Black Entrepreneurs To Watch

The magazine had to go — it was a lot of work for low margins with no clear revenue model. The ambassador network that Money Tree had built up on the other hand had a lot of value. “We had two ambassadors at almost every university campus across South Africa, including SRC presidents and the heads of societies — all influential people on campus,” says Karidas. “We packaged that network and started approaching banks. Banks were always on campuses trying to speak to students, but they didn’t have our network. We built a relationship with the Banking Association of South Africa with their start saver programme and closed a deal with Old Mutual. We currently run the biggest funding show and education programme across South African universities.”

The deal wasn’t the ultimate game plan, but it brought money into the business, helped the entrepreneurs pay rent and salaries, and gave them the breathing room to start seriously thinking about what they wanted to achieve.

“We started thinking about our long-term play. Financial education is good, but we were still relying on the budgets and current strategies of banks,” says Matthew. “Instead, we started focusing on what had always been our core, and that’s financial inclusion. This is our highest value, and we wanted a business that solves this challenge for South Africans.”

While they were mulling over this problem, Matthew and Karidas secured a spot on an Ennovate programme to Israel. It was on that trip that they were exposed to the fact that Africa has 60% of the world’s arable land, and yet still spends billions importing food.

“There are many inefficiencies in agriculture,” says Matthew, “and yet half of Africa’s population is dependent on small-scale subsistence farming.”

Determined to learn as much as they could, the partners approached Due Crisp to conduct a project in Pretoria. “We’re just finance guys,” says Karidas. “We needed to understand how agriculture works — and we were shocked. When you actually take the time to look at it, the problems are glaring. There are so many emerging farmers in South Africa, and yet they’re excluded from the market. They can’t fill big orders, and so they have no access to market.”

Suddenly, Karidas and Matthew had a problem they could solve — and they knew the solution would be found through technology.

Creating a proof of concept

khula-food-funds

“If we’ve learnt one thing about agriculture, it’s that it’s impossible to solve one specific problem — everything is interlinked,” says Matthew. “Our main aim is to give farmers access to market, and we’ve developed a platform and app to help them do just that, but we can’t work in isolation.”

As a result, the entrepreneurs have partnered with the University of Johannesburg and the City Of Joburg and will continue to look for other partners who are as interested in solving this systemic problem as they are.

In the meantime however, they have launched their new business, KHULA, and self-funded and bootstrapped their pilot programme, proving their concept and solution.

“The farmers’ app can be downloaded on any phone that has whatsapp capabilities,” explains Karidas. “Most phones that can be bought for R100 or R200 work, and in our initial research we realised that farmers are pretty tech savvy.”

Related: Student Investor Built Their Business By Burning Their Ships

Farmers go to the app store, download the app and sign up. They then need to provide all their details: Who they are, where they are geolocated, what they grow, and when they expect to harvest different produce. Matthew and Karidas then do a site visit to verify

them and accept them onto the platform.

“Our pilot has been mainly focused on Gauteng and the North West, but we’ve driven 17 hours to Jozini,” says Matthew. “Some of these farms are incredible,” adds Karidas. “One of our farmers in Magaliesburg has this incredible farm in the middle of a dump site. You can’t even believe it’s there. No one knows about them though — which is exactly what we’re trying to solve.”

Through their partnerships, the system has been tweaked and honed throughout the proof of concept phase. “UJ has a farmers’ school that meets every two weeks, and they became our focus group for the app’s beta version,” says Matthew. “We had a focus group of 300 helping us fine-tune the look, feel and usability of the platform.”

The business has also partnered with government. “Government needs data on emerging farmers, but they collect it through extension offices, and it’s often old and irrelevant by the time it’s collated — our data is real-time, so this could make a huge impact to them.”

Key to the success of the platform is the ability to link farmers with customers, which is where KHULA’s key focus has been.

“We have 104 farmers on the platform, and 26 customers, including Rocomama’s, Munching Mongoose and the Michaelangelo,” says Karidas.

The solution is simple: Farmers can click on product and show exactly what they currently have available and what they will be harvesting and when. Customers can then either browse the produce, follow their favourite farmers, or put in orders that farmers can then elect to fill. In some cases, multiple farmers might fill a large order, which is one of the key solutions the aggregated platform offers, giving small-scale farmers access to large customers. In addition, KHULA has one of the biggest organic offerings available, and the platform offers complete transparency.

“Our customers love knowing exactly where their produce is coming from, and the fact that they are supporting small-scale local farmers,” says Matthew. “The entire system is geolocated, so you can put clear parameters in place. If your carbon footprint is important, you can select farmers within a 10km radius for example.”

The platform has also revealed how much high-end produce is locally available. “Elderflowers are niche and typically imported, and yet there are quite a few farmers in Joburg who grow them,” says Karidas. “Through KHULA, there is now supply and demand for this product.”

The market incentivises farmers to update their data weekly because they see orders coming in. “If they don’t update their data they aren’t able to contribute,” says Matthew.

Related: Khula SME Fund

Creating systemic change

During the pilot phase Matthew and Karidas handled packaging and collections and deliveries — going so far as to don jerseys and jackets and turn their Polo into a refrigerator with the aircon cranked up to ensure fresh deliveries.

Today they have partnered with a delivery and logistics service company on an uber-type basis. “Mospa Logistics has 30 trucks, but at any given time, ten are in the parking lot,” says Matthew. “We’ve created an app that triggers a pick-up when needed. The whole system is designed for a just-in-time service for both the farmers and our clients.”

In fact, the entire business is focused on finding solutions — for their clients, farmers, and in streamlining their solutions. “We need to mitigate the risk of non-delivery to ensure our clients are satisfied with the platform. We have had instances where a farmer has disappeared on us and we had to deliver, so we went out onto the network and another farmer in the area could fill the order. It’s important to have a large network to ensure this is possible.”

The solution is also based on a win-win-win model. Farmers, clients and KHULA all need to benefit from the platform. “From our side, we need to provide value. This means giving the farmers access to market, but also providing real value to our clients,” says Matthew.

“We have different types of clients and farmers, and it’s important to classify the produce they offer and are looking for. For example, Rocomamas chops up their jalapenos, so how they taste is far more important than how they look. The Michaelangelo on the other hand requires tomatoes that look perfect, while Spaza Sun is concerned with edible produce that is available at wholesale prices. These gradings and classifications give an added — and valuable — dimension to the platform.”

The pilot project has performed so well that in 2017 a large telco offered to purchase the platform for R5 million, but the entrepreneurs turned them down. “This is our business, and we want to see how far we can take it, and how many lives we can change,” they say.

In fact, the more time they spend in the market, the more solutions they are finding to endemic problems. “Emerging farmers often aren’t bankable because they don’t have track records,” explains Karidas. “Our system tracks everything; we send out invoices, collect payments and make payments to our farmers, which means they have banking records and a guaranteed market. This, in turn, makes them bankable.”

“Our system tracks everything; we send out invoices, collect payments and make payments to our farmers, which means they have banking records and a guaranteed market. This, in turn, makes them bankable.”


Top Tips

  1. There is nothing more important to a start-up’s success than word-of-mouth. Build your network — the more people who know about you and what you’re doing, the more people will share your story. This is particularly true if you’re solving a need. We would also suggest only relying on word-of-mouth at the beginning and not marketing — this will tell you if you’re on the right path. If no one is talking about you, you might need to adjust your business model.
  2. Partnerships lead to more partnerships. Most communities are small; the more you’re doing, the more people will hear about you. Every one of our partnerships grew from a previous partnership.
  3. Start by solving a problem. We didn’t start with an app — we started with an idea. We used paper to record everything and called farmers directly to get them onto our books. We had already traded close to R50 000 before we built the app, and by then we had some experience and knew what the app needed to include.

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