Emma Dunk: Networking is key to growth

Emma Dunk, EM-Between Communications

Emma Dunk from KwaZulu-Natal started EM-Between Communications, a public relations consultancy in June 2003 after deciding that a life back in the corporate world wasn’t as fulfilling as being a new mum. So she seized the opportunity and hasn’t looked back!

What were you doing before starting your business?

I worked in a corporate PR firm and then moved across to the advertising agency world. I worked at two different agencies as an account executive. The pressure and fast pace took a serious strain on my health and, as a result, I took longer to fall pregnant than I’d expected. Almost two years later my husband and I were blessed with a healthy baby boy (Ethan) and my whole world changed. I knew then that I didn’t want to go back to the corporate world and thought “If not now, when will I ever start my own business?” My passion always remained in PR, so the decision to move solely into this field was easy.

What kind of planning went into starting the venture?

There wasn’t too much “heavy” planning involved to be completely honest. I brainstormed a business name and settled on EM-Between Communications (for obvious reasons J), had my company name registered and then got a friend who was a graphic designer to design my logo.

What was your start up capital and where did you work from?

I converted my study at home into a small office, bought a computer, printer, fax machine, new office furniture, office stationery etc. Paid my graphic designer friend a whopping R250 for my logo and had a basic website developed. Total set up costs where just over R10 000, which I borrowed from my folks and repaid them within my first year in business.

What was your big dream for this venture?

One of my USP’s (Unique Selling Propositions) was the fact that I was a small consultancy and was therefore able to provide my clients with personal attention – they wouldn’t be palmed off to a junior account executive (AE) who didn’t know how to handle their account. Another big attraction for clients was the fact that I would build relationships on their behalf with key media and get them free below-the-line coverage. Working with someone on a retainer basis is also appealing to clients, as they don’t have the pressure of having to employ a permanent person and set them up with an office, furniture, equipment etc. It’s a far more cost effective option with not as many strings attached!

How does a new entrepreneur find business leads and profit from them?

I found networking key to the growth of my business. I joined up with a few networking groups and made sure I met with as many new people as possible – having one-on-one coffee appointments with people so that we could get to know each other and I’d have the opportunity to explain what I do. After all, people only do business with people they know, trust and respect. Ask for testimonials from existing clients and use them! I was pleasantly surprised at how willing my clients were to oblige. Testimonials are your biggest and most powerful form of advertising, especially in a service-related field!

How does a new entrepreneur figure out what makes them unique and leverage that difference?

Listen to what the market is saying: what problem are they experiencing and how can you help or fix it – make yourself the solution. In my case, I kept contact with a few of the clients from the advertising agency I had left and noticed a common thread when chatting with them – they all complained that they weren’t receiving the attention that they felt they deserved, as they had been pushed from junior AE to junior AE. They also wanted help in getting more free coverage and more below-the-line space in conjunction with their advertising as budgets were getting tighter and tighter.

How does a new entrepreneur figure out what to charge for their service/product?

I phoned around, Googled and spoke with other contacts in the industry to conduct research in terms of fee structures and billing options, and then positioned myself slap-bang in the middle – not too expensive and not cheap!

What was your most epic fail in the early days?

I had an idea of what I wanted my company logo to look like and got my graphic designer friend to do a few options of it for me to show to friends and family for their opinions. In a nutshell I wanted EM to be placed in the middle of the word communications – I figured this would be quite clever and would literally show EM in-between the word communications. Long story short… this was an epic fail and nobody else got it at all – if anything, they were all completely baffled! I quickly swallowed my pride and had my graphic designer buddy get stuck in to doing what she does best!

What are the two biggest/most common mistakes that new entrepreneurs make?

I think they often fall into the trap of saying yes to any and all business that comes their way instead of being selective with the types of clients they know they should be working with. Another mistake I think most new entrepreneurs make is under-valuing their time – or cutting their price just to get the work … big mistake!

How do you keep yourself motivated to continue?

I have a gratitude journal that I try to write in as often as I can … I always go back to it if I’m feeling low and page through it… within no time I am feeling less sorry for myself and ready to carry on moving forward!

Did you have a mentor?

I didn’t have one mentor in particular, but rather surrounded myself with a core group of other women in business who were always a phone call or email away with help, advice and reassurance!

How long does it take for a venture to get off the ground, in your experience?

I started off small with only one retainer client and slowly grew from there. It took me eight months before I managed to secure my second retainer client. Rather than shut shop if things aren’t picking up, I say tweak your offering.

Do you believe in internships for your business?

Yes, I have already had three students spend time with me – generally for a few days/week at a time. If readers want to intern, it’s a simple process: email me: emma@embetween.co.za  

If you could give yourself any advice back then, what are your top 5 wisdoms?

* Ask for help! You will be amazed at how many people are willing to give you advice freely!

* Stick to your knitting: stick to what you are good at and outsource what you battle with.

* Get a good accountant if, like me, accounting isn’t your thing.

* Learn to say no when you need to… and be okay with it.

* Get networking!

Get in touch with Emma Dunk from EM-Between Communications via email: emma@embetween.co.za, visit: www.embetween.co.za, find her on Facebook, Twitter: @Embetween and on LinkedIn. 

Leron Varsha: Learning from experience

Leron Varsha, Fore Good

Leron Varsha is the CEO and co-founder of Fore Good, one of South Africa’s leading fast moving consumer goods (FMCG) brand builders. He started this family business in 2004 from his sister’s study and has since grown the company into a South African market leader through brands like Pringles, Samsung, Tang and Bioplus.

Have you always been entrepreneurial?

I started in the corporate tech world, but I have always had an entrepreneurial goal.

What were you doing before starting your business?

I was involved in all areas of technology, including web and management. I always had a desire to learn more and to go to the next level. I never wanted to remain in the same field, to keep learning different things. I returned from London and wanted to start my own business.

What kind of planning went into starting the venture?

The idea is usually only a starting point. As business evolves, it starts with a certain idea, and then alternate opportunities open up. The business plan is important to sell yourself to potential investors and to ensure that you are on track with your envisaged goals. However they need to be constantly updated. Some of the essential requirements is a brief overview of the business, the people involved (incl. their expertise), the projected expenses and incomes, as well as a start-up expense sheet.

What was your start up capital and where did you work from?

We started with basic salaries and initial funding from a partner, working from my sister’s study.

What was your big dream for this venture?

Our vision has remained constant: “Fore Good is a dynamic investment and global trading company primarily focused on the Fast Moving Consumer Goods (FMCG) sector”.

How does a new entrepreneur find business leads and profit from them?

Every business has a different target for lead generation; you need to understand who your potential clients are and then service them better than anyone else.

How does a new entrepreneur figure out what makes them unique and leverage that difference?

Uniqueness can be on a product or service basis. With products an example may be performance or pricing superiority, while in a service business it may mean the best at a certain component.

How does a new entrepreneur figure out what to charge for their service/product? 

This is extremely important and often makes the difference between success and failure. Your pricing needs to be competitive in the market, however if you are offering additional value you need to ensure that you are charging for this, and that the client is willing to pay the premium. Also if you cost according to the market and do not have a good enough offering this will be an issue. Certain industries also work on scale; you need to ensure that you can compete on what you offer and the price points in the market.

What was your most epic fail in the early days?

Most perceived failures contain elements of successes and learning. For example, purchasing the incorrect product or quantity, can be painful, however you may still be able to sell to alternate channels to recover your capital investment.

What are the two biggest/most common mistakes that new entrepreneurs make?

Most new entrepreneurs are impatient and they believe success will happen overnight. They don’t understand the time, hard work and passion that are required to get a project off the ground.

Did you have a mentor?

Yes, my uncle. There’s not one most valuable piece of advice, but rather a lifetime of learning from experience. A mentor is fundamental to great success. Learn from their way of thinking.

Which three character traits do all entrepreneurs possess?

Perseverance, determination and a never let up attitude J

If you could give yourself any advice back then, what are your top 5 wisdoms?

* Listen intently to the other person, experience is essential.

* Absorb and learn as much about the industry as you can.

* Growth comes with pain; you can push yourself even further than you ever imagined!

* Understand as much about the financials as you possibly can.

* Get the right people on the bus.

Get in touch with Leron Varsha from Fore Good via email: info@foregood.com, visit: www.foregood.com or find him on LinkedIn and Twitter: @LVarsha.

Roberto De Carvalho: Get out of the kitchen to see your clients

Roberto De Carvalho, Roberto's
Signature Restaurant
Photo: Peter Unsworth 

Since he was nine years old, Roberto De Carvalho dreamed of being a chef and owning his own restaurant. So, after gaining valuable experience at some world-famous eateries like Nobu and Reuben’s, both at the One&Only in Cape Town, De Carvalho opened Roberto’s Signature Restaurant at 44 Long Street, in July 2011 with 12 staff.

Have you always been entrepreneurial?

For 16 years I worked for other people, but the last three years, I would probably say, is when I started to formulate how I would go about starting my own restaurant.

What were you doing before starting your business?

Prior to this I was the resort Executive Chef at the One&Only Hotel. Being in charge of world-renowned restaurants such as Nobu and Reuben’s at the One&Only also made me realise that I was capable of opening and running a successful restaurant of my own.

What kind of planning went into starting the venture?

I would say that an elaborate business plan is necessary, especially if you are opening a restaurant with many facets to think about (décor, food style, pricing, location, etc.). It gives you a good place to start from and I think that when you write a business plan for your own restaurant, you want your business to be the best it can be. It’s a great reminder too if you try and keep what you are doing on a daily basis, in line with what you thought of when you first did your business plan.

What was your start up capital and where did you work from?

My capital came from 10 years of saving and some investment from my father – I contacted letting agents and then started to view premises for my restaurant until I found the one which I thought had the best location, as well as the best rental payment that I could afford.

What was your big dream for this venture?

To be the best Mediterranean-style restaurant in Cape Town, offering five-star quality food and service at affordable prices.

How does a new entrepreneur find business leads and profit from them?

Every possible angle has to be utilised – in my line of business it means staying in touch with the concierges of the surrounding hotels, so that they send their guests to us for at least one meal while they’re in Cape Town. This brings many new feet into the restaurant – people who would probably never have known about us had the concierge not informed them about us.

How does a new entrepreneur figure out what makes them unique and leverage that difference?

By seeking out weaknesses in other businesses like yours and implementing better ways of doing things in your own business – I have found that not many restaurants in Cape Town cater to the vegetarian population, so I’ve implemented a vegetarian menu with new and different items on it to bring the vegetarians back and get them talking about it to their friends who are also vegetarian.

How does a new entrepreneur figure out what to charge for their service/product?

For me, I did price comparisons between the other restaurants around me. To start off, I pegged our prices somewhere in the middle of the competition because I didn’t want to be the cheapest, but I also didn’t want to be the most expensive and scare potential customers away when they saw the menu. From there, after a few months, I became aware of items that customers said they couldn’t get better in other restaurants, which meant I could then start to adjust the prices slightly to balance with the demand for those dishes.

What was your most epic fail in the early days?

Hiring the wrong staff – I eventually re-hired and became more stringent in the hiring process.

What are the two biggest/most common mistakes that new entrepreneurs make in their first three years of business?

Over-capitalising and not sticking to budgets.

How do you keep yourself motivated?

By remembering a little 9-year-old boy who was adamant that he wanted to be a chef and make people happy by providing them with the food that they like to eat.

Did you have a mentor?

I have three major mentors in my life: my father, who taught me to either do something properly or not at all; the second is Rudi Liebenberg who, I believe, pushed me in the right direction to make me the chef that I am today. My third mentor is Clive Bennett, who taught me the finer details of running a business from the financial aspect and forced me to rethink ideas I had about how to try and run a business with as little costs as possible.

How long does it take for a venture to get off the ground, in your experience?

In the restaurant business, I think it takes at least three years to get your name out to as many people as possible and that action plan should be tweaked as many times as needed during this time to make the business a viable entity. After that period, if you’re still not succeeding, I think it would be a good idea to shut shop.

In your opinion, is it ever alright to give up on a dream?

No it isn’t, as long as it is not to the detriment of your health or financial stability!

If you could give yourself any advice back then, what are your top 5 wisdoms?

* Save more money in summer to cover the winter months.

* Make sure to count stock more regularly to ensure that all is accounted for.

* Put more Portuguese items on the menu from the get-go as there’s a lack of good Portuguese food in Cape Town.

* Train staff more thoroughly. Show them how you want things to be done and triple check that they understand how you want the “ship” to be steered.

* Get out of the kitchen and speak to your customers every chance that you get.

Get in touch with Roberto De Carvalho from Roberto’s Signature Restaurant via email: info@robertodecarvalho.co.za, visit: www.robertodecarvalho.co.za or find him on Facebook or Twitter: @chefdecarvalho

Kate Emmerson: Support to live large!

Kate Emmerson, The Quick Shift Deva 
Photographer: Piet Filmalter

Kate Emmerson is known as The Quick Shift Deva and has been running her life coaching business for 10 years. 

Have you always been entrepreneurial? 

Yes, since I left varsity. I was in my first family business at 25 – I’d even bought jewellery in Bali in order to come home and have money to live off of until I could afford to go on my next travels. My dad was an entrepreneur, so it may be in my blood. I have only ever worked for three months in what I would call a “job” in the recruitment industry before I left to start my aromatherapy/reflexology business.

What were you doing before starting your business?

Before I started my life coaching business, I’d been involved in an outside catering company with my partner at the time. But there was an ever-increasing sense of inevitability pushing me to get back into personal development. 

What kind of planning went into starting the venture? 

I had to do a simple business plan as part of my coaching training in the UK, but I was not stressed about starting this business as I was planning to pick up all my existing clientele from my aromatherapy/reflexology days in Durban. Little did I know I’d land up in Johannesburg, knowing only four people and having to start from scratch again. 

What was your start up capital? 

I went to France – Provence, specifically – to executive chef for two months and earned the most money I’d ever earned up to that point. That money paid for my course in the UK, as well as my seed capital – if you can call it that. Ten years ago I came back to SA as one of the first professional coaches, armed with R35 000. I bought a VW Beetle and used the rest to set up and live. 

What was your big dream for this venture? 

At the time my coaching aimed to “support women on the threshold of making courageous leaps” but I grew out of it – I still love the catchphrase. 

How does a new entrepreneur find business leads and profit from them? 

For me, it was making real connection with people – going to places where I knew I would find the kind of clients I wanted. While I was getting my business started, I also had a “Goddess Gathering” in Joburg and just networked my butt off to bring like-minded people together. Business for me is about people and connecting, nothing more. Then you back it up with your product or service, not the other way around. 

How does a new entrepreneur figure out what makes them unique and leverage that difference? 

By being authentic, honest and knowing what makes you smile. I believe in being who you are, following your passion and the words: “build it and they will come” especially as a small entrepreneur offering a service. 

How does a new entrepreneur figure out what to charge for their service/product? 

This is the hardest one as it is related to the market, but also very related to your self-worth. I laugh now when I remember how little I charged when I started. And as my confidence/expertise and experience grew, so too did my prices. I also believe it is better to price myself in the top third of the going rate, never below, as there is perceived value from buyers. When I hear of coaches/organisers charging little, I think they are obviously no good if that is how little they value themselves. 

What was your most epic fail in the early days? 

It came about seven years after I started – I got into way, way, way too much debt with my partner, during a time of economic recession in SA. I was depressed and cried every day for at least a year until I acknowledged my shame, told my family and made a drastic move back to Joburg. I lived in a room in my brother’s home for seven months, with nothing more than my clothes and my car. I worked 90 hours a week for just R11 000 a month in the restaurant/night club industry while still coaching on the side. I had to put my flat into bank rehab, sell my Harley, lose my partner and four animals – but I got me and my life back. I still have the residue of this debt that I am paying off, but it is all manageable now, even if sometimes challenging as an entrepreneur.

What are the two biggest/most common mistakes that new entrepreneurs make? 

Take on too much debt, grow too fast, spend too much money on marketing rather than letting the business grow organically. Also not being able to say no can get new businesses into trouble – walking away from business feels like failure, but you have to say no to some in order to say yes to something even better! 

How do you keep yourself motivated? 

By constantly re-looking what I have written as my authentic goals, which I know I want more than anything, listening to my spirit, walking or doing yoga. And of course a glass of wine helps! 

Did you have a mentor? 

My mentors have been people I’ve not met – Jack Canfield, Sir Richard Branson and Oprah Winfrey. All clichéd but they think big, live large and show courage – that’s what I need to play bigger and bigger all the time. I have an author friend who has written 10 books, who is my publishing mentor now, and I have committed to writing my first book. I’ve also just been given the green light by a local publisher. 

How long does it take for a venture to get off the ground, in your experience? 

It takes a minimum of six months, depending on your capital outlay. It is vital to keep tweaking. I personally get bored so always have to keep moving forward in my offering for me to stay inspired and to keep re-inventing how I offer services to clients. Sometimes it is about learning the lessons, or adding to your skill set, or learning to ask for the right help rather than giving up. 

If you could give yourself any advice back then, what are your top 5 wisdoms? 

* Don’t get into any debt. 

* Do joint ventures from early on but be careful who you partner with. 

* Always trust your gut even if it means walking away from a deal (I do that all the time).

* Get a solid financial base before taking the next step.

* Ask the right people for help. 

Get in touch with Kate Emmerson, The Quick Shift Deva, via email: kate@kate-emmerson.com, visit: www.kate-emmerson.com, on Facebook, Twitter: @Kate_Emmerson and on LinkedIn.

Terri Brown: Get your brave on!

Terri Brown, Actuate

In 2002 and with zero capital, Terri Brown started Actuate, an internal marketing and communications agency that offers clients bespoke strategies to align their employees with their brand. She had three staff members and a few clients waiting for her to go it alone. Today, Actuate has won numerous industry awards and has some of South Africa’s biggest corporates as clients.

Have you always been entrepreneurial?I've always been very independent and I think that's part of being entrepreneurial – wanting to do it yourself.

What were you doing before starting your business?I was studying, and very briefly worked for a small marketing consultancy. The decision to start my own thing wasn’t a planned or considered one – it just happened in response to an opportunity that presented itself. One month I was a paid employee, the next I was paying employees.

What kind of planning went into starting the venture?
I didn’t have a plan; I just sort of stumbled along for the first year or two. I think those years were great learning years because a business plan can be a very hypothetical. Getting a few years experience allowed me to understand the realities of running a business and plan from there.

How does a new entrepreneur find business leads and profit from them?
Word of mouth – look after your clients very, very well. They’ll give you repeat business and send new business your way.

How does a new entrepreneur figure out what makes them unique and leverage that difference?
You have to know what everyone else is doing so that you’re aware of the gaps. You have to know what your clients want to know if the solution is viable and you have to know what you can do very well – better than the next guy.

How does a new entrepreneur figure out what to charge for their service/product?
Look at what it costs you to create or supply, and then add a reasonable margin. The offer must be sustainable – from a business perspective, a market perspective and a resource perspective. If any of these things are out of balance, the model isn’t sustainable.

What are the two biggest/most common mistakes that new entrepreneurs make?
Risking money they don’t have; rather grow slowly through self-funding. Taking on too much work and compromising on quality.

How do you keep yourself motivated to continue?
Put on your big girl pants and suck it up! You’ll go through shit times – everyone does – you just have to brave on.

Do you have a mentor?
I do. He told me it’s good to be a little bit scared. If you’re not a little fearful you’re complacent.

How long does it take for a venture to get off the ground, in your experience?
I think it’s different for every business, and every business needs to constantly tweak their offering – otherwise you’ll lose relevance and become outdated. But if you’ve done EVERYTHING and it’s still not working maybe it’s worth moving onto new challenges.

Is it ever alright to give up on a dream?
It’s alright to give up on a dream, but not dreaming. If it’s making you miserable and it’s not worth it, give up and find a new dream.

If you could give yourself any advice back then, what are your top 5 wisdoms?
* A lot of your problems will take care of themselves.
* It’s never as bad (or as good) as it seems.
* Work hard to keep good people.
* If you have a bad feeling about something walk away.
* If the worst thing imaginable happens – you’ll get through.

Get in touch with Terri Brown from Actuate via email: terri@actuate.co.za, visit: www.actuate.co.za or on LinkedIn.

Deon Kruger: Passion breeds perseverance

Deon Kruger, human.kind advertising

Deon Kruger knows entrepreneurship – and the lessons that come with it – incredibly well. He’s opened, (and closed) a number of ventures in his career. His most recent business, human.kind advertising, launched in 2003 from the back of his bakkie (and later his current ops director’s lounge), is a socially and environmentally conscious creative agency. Now, nine years on, the agency is a recognised force in the industry. 

Have you always been entrepreneurial?

I’ve always liked to be my own boss – as the youngest of four brothers, I learnt from an early age to fend for myself. Both my parents worked so I was left to entertain myself. I think this may have helped me become an independent thinker.

What were you doing before starting your business?

I worked in our family business as national key accounts manager in the FMCG industry. The business was sold to a large organisation and, after being employed by the new owners, I soon realised that the environment would be the death of me. Desperation is often the best incentive to step out and take the risk – you have nothing to lose anyway.

What kind of planning went into starting the venture?

When starting any new busines today you have to have done your homework well. There are many resources available to any new entrepreneur who has a good idea. The flipside is also true: desperation to make it work can also drive you to succeed. What you need is lots of guts, determination and to immerse yourself completely in the business for the first couple of years until it can manage without you. Most entrepreneurs forget that at some stage they need to be able to hand over to competent staff to manage the daily operations. I don’t think an elaborate business plan is always necessary when you have a very clear idea of what needs to happen, especially when you don’t need to raise money from a financial institute to start your business.

What was your big dream for this venture?

This was going to be my last advertising agency, which meant we were going to have to do everything better than before – I’d just lost my previous agency of seven years; I let success go to my head, thought we were invincible, and we made a very weak empowerment deal that ultimately sank our business. This time around, I wanted to create a highly successful agency that delivered exceptional creative solutions to clients without compromising on integrity and quality of life.

How does a new entrepreneur find business leads and profit from them?

This still remains my biggest challenge as most of our business is gerenated through word of mouth and referrals.

What are the two biggest/most common mistakes that new entrepreneurs make?

They give up too quickly when things don’t go exactly as they have dreamt they would, and they drain cash from the company too soon; usually when they need the cashflow most.

How do you keep yourself motivated to continue?

Your passion and belief in your vision for the business keeps you going. It’s always good to find yourself a mentor that will keep you motivated and remind you why you initially started the business; they will keep you accountable too.

Is it ever alright to give up on a dream?

Yes, if the dream can’t be turned into reality, give it up.

What’s your life motto?

Die happy and content.

Which three character traits do all entrepreneurs possess?

They’re constantly restless, they get bored quickly and have a short concentration span, and are never satisfied.

Do you believe in internships for your business?

We often have interns and ecourage it. It’s great exposure for youngsters hoping to break into the industry and we often employ them.

If you could give yourself any advice back then, what are your top 5 wisdoms?

* Never take your eyes off the finances of the business.

* Stay ahead of your competitors and continuously improve your offering.

* Make sure you employ the best people you can afford.

* Find out what consumers/clients want.

* Spend lots of time training, encouraging and mentoring your staff.

Get in touch with Deon Kruger from human.kind advertising via email: deon@hksa.co.za, visit: www.humankindadvertising.co.za, find him on Facebook and on Twitter: @kindhuman1.