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  • Great experience working with you to gain clarity of what needs changing in my business. Stephen Jordan Access to Africa - 25 August 2011, Marketing Module

Focus helps Fly Brother really take off

Turnover has more than tripled since this owner took his ‘hobby’ in hand, writes Hendri Pelser

For the past three years, green mobility solutions provider Fly Brother SA had an annual turnover of about R200000.

So far this year, it has more than tripled this.

Owner Sandile Zwane is an aeronautical engineer but he says the reasons behind the dramatic turnaround do not amount to rocket science.

It took determination, a dash of logic and a decision to focus on the business, says Zwane.

Fly Brother SA imports electric scooters, wheelchairs and bicycles.

Zwane explains that a family member suffers from cerebral palsy but that the family simply could not afford R100000 for a wheelchair. During a business trip to China, Zwane came across the Fly Brother range. He imported a R10000 chair and word spread.

“I saw a niche and had to do it. I realised we are being ripped off – to a disabled person a wheelchair is a necessity. It is like shoes (to the rest of us).”

Over the next three years, the business ticked over with Zwane leaving his three employees to their own devices to a large extent. As a professional in the telecoms industry, he needed to focus on his job.

Late last year he won a training course with the Aurik Business Incubator through the Mzansi Entrepreneur competition on Kaya FM. In a matter of weeks, the business started to blossom.

“It has always been a case of selling a wheelchair here and there. Now we are invoicing for tens of thousands of rands.

“They did not tell me anything new. You know what to do but there was a lot of uncertainty, confusion and procrastination. They removed the blinkers.”

Zwane says that he, as the business owner, had to decide if Fly Brother SA was a hobby or a business.

It was as simple as revisiting the business plan and working through it in a logical manner, he says. Instead of just focusing on schools for the disabled, he decided that old age homes, medical aids and government institutions were markets that need to be investigated.

He had to create the systems and processes that guided his staff: “I might know what needs to be done but my employees might not. Systems and processes are needed to make the business run when I am not there.”

Zwane also realised that he had to rethink his approach to the different markets, and hear what clients wanted instead of deciding what to offer them.

“The response was phenomenal. I had thought that because my product was cheaper it would fly off the shelves. But there are more important elements, such as quality or the service they expect.

“You need to spend time at an old age home and explain (every part of the chair). You can’t just drop off the chair and leave. You need to allow them to test the chair, get a feel for it and see if it fits in their corridor.

“It takes times and effort but you need to be willing to go the extra mile. It’s not rocket science but 90% of us don’t do it. I had to attend training to understand the impact and I could see the difference after a month.”

Zwane says that as the business owner, the onus always rested on him to make the venture perform. It was only when he accepted his responsibility as the leader that changes started to materialise.

An example of this is the business’s website. On one level it seems extremely obvious that this tool should generate sales. On another, Zwane was content with just having an online presence.

By having a goal of increased sales to work towards, he could revaluate his strategy with clarity: “I could see that my website was not competitive and doing its job. It needs to explain the products on offer and show that we are a green company. I just expected things to happen.”

Zwane has spent his professional life in the corporate arena and says this mind set has hampered the business’s growth path. As an entrepreneur one does not have a variety of divisions to call on – in the end it comes down to your determination and drive.

“You can’t just register a business and expect money to come in,” he says.

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