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Friday, 12 August 2016

HARDWARE NEWS

Empowering the female technicians of the future

In the electronics repair industry, a field where 99% of employees are men, Samsung Electronics South Africa has begun making inroads into these numbers with its Samsung Women Technical Programme. The first 16 graduates of what will be an ongoing programme have recently begun working at Samsung's various service centres.

Empowering the female technicians of the future
The Samsung Women Technical Programme is an initiative which started in November 2015, when 20 female students from previously disadvantaged backgrounds were chosen from a group of some 200 at the Samsung Engineering Academy in Ekurhuleni. These young women had already undergone training on Samsung’s various products and appliances and were then selected for the first ever training programme specifically for hand held devices.

“They were trained on how to repair various mobile device models, how to conduct updates to software, as well as the different aspects around fixing hardware. The idea was to turn these young women into qualified cell phone technicians,” says Samsung’s director: SSA service, Richard Chetty.

“The 16 young ladies who graduated from this course are certified to work on Samsung cellphones and they have been placed at a number of our service centres, where they will undergo a year of practical work in order to gain necessary and valuable experience. Following a final assessment, they will be certified as technicians, which will open up a meaningful career path to them.”

Focus on future development


Chetty adds that while similar training programmes have been established in the industry, there is also a tendency for the hosting company’s responsibility to end when the trainees start their careers. However, he indicates that Samsung believes in focusing on things for the longer term, which is why the organisation will remain closely involved in the future development and occupational paths of these graduates.

“Most importantly, these young ladies are merely the trailblazers of what we hope will become a flood of young female technical learners in South Africa. We are planning to have three intakes every year for women, although each intake will cover a different product focus area. For example, a course focusing on larger appliances will require the learners to have a valid driver’s licence. In this way, they will not only learn how to service the appliances, but will be trained and certified as in-home technicians,” he explains.

Chetty states that Samsung is considering the bigger picture with courses of this nature. They are designed to develop skills and create jobs and will even include training in aspects of entrepreneurship, so that future graduates have the opportunity to set up small businesses of their own.

“Samsung is committed to our responsibility toward our community and our goal of positively impacting on people’s lives. Our Samsung Women Technical Programme proves that job creation, skills development and women empowerment can be achieved. We want to encourage other corporate organisations to contribute to the economy and job creation by getting involved in similar schemes. Samsung is leading the way and we hope others will follow,” concludes Chetty.

SERVICES NEWS

Silulo Ulutho Technologies: A franchise built from the boot of a car

Khayelitsha is said to be the second largest and fastest-growing township in South Africa, home to roughly 1.5 million residents, 75% of whom are under the age of 35. Half of its people are unemployed, living below the poverty line and more than a third have no easy access to water. But what may have seemed like challenges reserved for government or big business, high school teacher and resident Luvuyo Rani viewed as an opportunity for social innovation.
Luvuyo Rani, founding director of Silulo Ulutho Technologies.
Luvuyo Rani, founding director of Silulo Ulutho Technologies.

Eyeing opportunity


Witnessing his fellow educators struggling to cope with the newly-introduced outcomes-based education (OBE) system without access to computers, Rani quit his job and began selling refurbished computers out of the boot of his car. This marked the humble beginning of Silulo Ulutho Technologies as it's known today. But Rani says the computers sold often ended up collecting dust in teachers’ homes, due to almost non-existent computer literacy.

The lack of infrastructure and services offered in the community meant that residents had no affordable access to technology and were forced to travel to outlying areas for simple internet access. He knew he had to extend his reach within the area. The realisation led to Khayelitsha’s first internet café in 2006, opened by Rani and his partners Nandipha Matshoba and Sigqibo Pangabantu.

The café provided members of the community with email and CV assistance, access to basic software packages and the internet. But this was the start of something bigger. “We realised that many people couldn’t differentiate between fax and email so we knew that people needed training badly,” Rani said during his talk at last week’s Internet and Social Media Summit in Cape Town. To address this deficiency, they established the first Silulo Ulutho training centre. Demand increased rapidly, and soon more of these one-stop IT shops were rolled out in other townships and rural areas in need.
Silulo Ulutho Technologies: A franchise built from the boot of a car

Key business


Fast forward 10 years, and the company now has 40 branches to its name scattered between the Western and Eastern Cape, offering computer and phone sales and repairs, web development, CV creation, printing, scanning, faxing, binding, lamination, typing of letters and computer training. 15 of these are franchised. Central to the business model is affordability, so prices are kept as low as possible to cater to emerging markets. 

Rani says training is quickly becoming their key business as Silulo grows into one of the largest computer training organisations in the Khayelitsha community. 25,000 students have passed through the company’s training programmes, 80% of whom are female. Along with basic computer training, Silulo also offers certificates in office administration, graphic design, web design, end user computing, technical support, and digital video editing. He says that the training provided has greatly enhanced the possibility of employment, while some graduates become inspired to study further, and about 10% go on to start their own small business. 

Silulo Ulutho Technologies: A franchise built from the boot of a car

Cycle of employment


Sharing in Silulo’s success are the 178 staff members it employs, 60% of them being former students. Four of the 15 franchised branches are also owned by graduates. Commenting on this Rani says, “We need to share part of the cake that we’re baking with our people. They need to benefit from the model that we’ve built, and we need to produce other entrepreneurs through our work.“

He believes his entrepreneurial spirit was sparked at a young age assisting customers in his mother’s shebeen after school. And when the police raids ensued (as shebeens were illegal at the time), he says that taught him the resilience needed for the demands of running his own business. As the only black recipient of the Schwab Foundation Social Entrepreneur of the Year award, Rani asserts that personal triumphs must be highlighted. He says, “We need more entrepreneurs. As a country we need to create a culture of entrepreneurship and celebrate their success.”

Silulo Ulutho's story is certainly one worth celebrating.

RESEARCH NEWS

Big money in little spazas; accessing informal sector spend

There is big money in the little spaza; some informal sector traders earn six or seven digit annual figures, but this economic activity in South Africa is underreported, in some cases by as much as 1000%.
It is vitally important for brand owners targeting the mass market to understand how this sector operates and to appeal not only to consumers, but also to the informal traders. 

Big money in little spazas; accessing informal sector spend

Estimating informal market spend


According to the UCT Unilever Institute report 'Connecting with Survivors', there are a number of different estimates of annual spend in the informal sector in South Africa. StatsSA puts it at R120bn, Haroon Bhorat (UCT) at R280bn and Loane Sharp (Adcorp) at R680bn – the UCT Unilever Institute estimates the annual informal market spend to be about R285bn. 

Whichever figure is correct, this is significant, as marketers targeting the mass market who focus all their attention on the formal sector supply and demand chain, are missing out on huge opportunities.

The UCT Unilever Institute has estimated that there are 2,500 ‘chain stores’ in South Africa, 18,500 independent traders and 80,000+ spazas. According to Trade Intelligence, the independent wholesalers are worth R100bn a year (3% of GDP). The informal sector is growing and changing rapidly.

The mass market is full of consummate entrepreneurs, who are always looking for ways to supplement their income. Informal traders are often foreigners with little loyalty to South African brands and to have any traction in this market, local brands have to work hard to gain exposure - 76% of spaza owners in Soweto are foreign (HSRC) and in other parts of South Africa, the percentage is even higher.

“It is clear that social transformation is taking many different forms in the mass market and that previous assumptions no longer hold true,” states Lebo Motshegoa, MD of Foshizi, in an article in the Media Online.

Stokvels increase as young generation adopt the model


“One of the areas in which this transformation is most evident is in the financial services sector. While more people in the mass market now have banking and loan accounts, an altogether different trend is unfolding beyond the confines of traditional banking. A uniquely local institution, the Stokvel, is taking on an entirely new role, especially in the urban areas. Stokvels or savings clubs have been a feature of mass market money management for many years, but now a new generation of young black people are taking the concept into an expanded and even more empowering space,” says Motshegoa.

“The traditional savings clubs are being used by a younger, more educated and business-savvy generation in a different way and their knowledge benefits stokvel members in a different way. Stokvels have transformed into investment rather than just savings vehicles. People are often part of multiple stokvels for different purposes, some for big-ticket items. A larger and younger segment of the mass market is taking this traditional savings vehicle into important new territory.”

Old Mutual’s latest Savings and Investment Monitor reveals the importance of stokvels in an article on Moneyweb. “Informal savings vehicles and funeral policies remain the most popular savings and investment vehicles used by South Africans. Some 76% of black households surveyed make use of informal savings vehicles, which Old Mutual defines as stokvels, burial societies, grocery schemes and unbanked cash savings. Funeral policies remain the largest single savings category, while 41% of respondents said they have no formal retirement savings whatsoever.

“More than 70% of individuals earning R40,000 a month and more put money into informal savings vehicles every month. Old Mutual finds that there has been increased usage across all informal savings types. Stokvels remain the most popular, with 59% of black households surveyed contributing to at least one stokvel and those in higher income categories sometimes contributing to more than one. This is followed by burial societies (34%), grocery schemes (18%) and unbanked cash (18%). 

“Contributions made by high-income and low-income groups to stokvels posted a year-on-year increase, while middle-income groups contributed considerably less and dragged the overall average down. The uptick among lower income groups may be because stokvels are now acting both as savings vehicle and personal loan provider, based on Old Mutual’s findings.”

Multi-generational households


The next trend that Foshizi explored was multi-generational households. Motshegoa says, “Another way in which young black people are re-defining traditional ways of life is by revisiting the concept of the multi-generational household – with a twist. Many professionals and office workers, who have been able to buy houses in the suburbs, find they long for the social structures and way of life in the townships, which are affectionately known as eKasi, an urban term for ‘home’.

“Many of the younger generation have moved back in with their parents or parents-in-law, but are expecting more equality. The net effect is that young working people are re-embracing their cultural and geographic roots, but at the same time redefining their roles within the extended family. From a consumer point of view, the additional income they are bringing in from renting out their suburban properties is raising the overall disposable income of township households in a significant way.” 

Township life is not being abandoned, but it is changing rapidly and brands need to keep in touch with the transforming consumer landscape. 

“All of this indicates how rapidly and profoundly the nature and character of the mass market is changing, driven in many ways by access to smartphones and the internet. For marketers of both products and services, this presents a wide array of opportunities, but it does mean that they need to keep their fingers on the pulse of changing trends and to understand that a new world is dawning in the mass market,” concludes Motshegoa.

One way of doing this is for brands to associate themselves with successful newspaper titles in the mass market that have reach across print, online and social media. In order to stay relevant to their readers, these newspapers have to keep up with the mass market. Ads24’s mass market titles,Daily SunSonSoccer Laduma and Ilanga, are read by both traders and consumers in the informal sector and, with their digital properties, they have an unduplicated reach of 9.5 million. 

According to Brad Aigner, MD of Freshly Ground Insights (FGI), “Advertisers can engage most effectively with the informal sector through these newspapers and their digital properties by being honest, consistent and committed. Do not try to pull the wool over this market’s eyes, because they will catch you. Commit to the mass market for the long term and they will commit to you.”

SKILLS TRAINING NEWS

Learnership programme to aid development of young professionals

With South Africa's continued skills deficit being compounded by a lack of technical skills, on-the-job training and mentorship should be a priority in each organisation. In a step to close this skills gap, REDISA has launched a Learnership Programme at its head office in Cape Town.
Learnership programme to aid development of young professionals
© rawpixel – 123RF.com
The 12-month programme, valued at R460,507, will provide learners with the opportunity to gain a recognised qualification while gaining work experience. The five selected learners, Dillan Little (19), Litha Plaatjie (22), Melissa Jacobs (19), Aphiwe Gaqa (21) and Nolukhanyo Sibonda (22), all went through an interview process that included Personality Assessment and Learning Style Assessment.

“The launch of this programme is part of our on-going efforts to promote skills development amongst the youth,” said Stacey Davidson, director at REDISA. “Mentoring is something I am passionate about, especially for young people. I think that the economic emancipation of young people cannot remain a song; it has to become a reality. This means that, as a country and as business, we must encourage our youth to prioritise education in order to pull themselves and their families out of poverty and hopelessness,” she said.

The programme will develop young minds by imparting knowledge and skills that further their education and experience across various industries and sectors. In order to gain a certificate, learners will be required to complete both a theory component and a practical component. The programme will follow a strict module plan which includes practical work experience. The learners will perform administrative roles while gaining exposure to key areas across the REDISA business.

In three years, REDISA has already seen 18 interns gain valuable experience, and 10 of them are employed permanently at REDISA and 8 have moved on to formal employment and other projects. “We look forward to continuing to work with our partners in government, business and trade unions, as well as consumers and NGOs, as we continue to create jobs and develop small businesses,” said Davidson.

HIGHER EDUCATION NEWS

UJ takes SA to Enactus World Cup 2016 in Canada

A student team, comprising of 884-members, from the University of Johannesburg (UJ) have been crowned the winners of the Enactus South Africa National Competition. The UJ team will now fly the SA flag at the Enactus World Cup 2016 in Toronto, Canada on 28-30 September 2016.
Enactus University of Johannesburg: Enactus South Africa National Competition winners
Enactus University of Johannesburg: Enactus South Africa National Competition winners
The Enactus University of Johannesburg team, made up of students from various UJ faculties, competed against 21 South African universities in Johannesburg last week. The team’s projects explored solutions to the mounting unemployment crisis through enterprising business innovation.

Their entrepreneurial stealth demonstrated in reinventing strategies, finding innovative solutions to complex real-world issues and well-executed presentations clinched them the prestigious title.

The Enactus University of Johannesburg team was lauded for two multi-stakeholder engagement projects – an urban farming project and a project aimed to create entrepreneurial opportunities for refugees. 

Under the stewardship of Joyce Sibeko (Lecturer in Business Management, UJ), and Christa van Zyl (Lecturer in Communication Design, UJ), the team embarked on a multi-stakeholder engagement project that aims to create opportunities for urban agriculture in a sustainable food system in Soweto. Amidst a global concern over food security, this project highlights the impact of urban farming.

In collaboration with Dr Naude Malan (Lecturer Development Studies, UJ) the team was instrumental in providing a platform for entrepreneurs to satisfy a customer base in their own community. The Izindaba Zokudla (Conversations about Food) project was established as a result. 

“The Izindaba Zokudla project advocates specific approaches to urban agricultural development in Johannesburg. It draws on participatory research to build the capacity of farmers’ organisations; to facilitate engagement with food enterprises in the city; and to use design and technology development as a means to improve agricultural practices,” said Sibeko.

“The project not only markets urban farmers in Soweto but also increases the urban farmer’s opportunities for retail,” she elaborated.

Another global challenge that the UJ team tackled is the refugee influx into economies. The focus is on the development of a business model to secure a sustainable stream of income for foreign nationals in Johannesburg and Pretoria which could curtail xenophobia and be exploited in other global societies. 

“Looting and xenophobia attacks on foreign nationals were some of the reasons for the Enactus UJ team to explore solutions to better the standard of living within our communities. Training on how to run small informal trading outlets were held in Gauteng. The team assisted foreign nationals with business plans that enabled them to generate start-up capital,” she said.

“Our students’ performance was exceptional, as the level of competition was incredibly high. Our team competed against teams representing top South African universities,” says Sibeko.

At the World Cup Competition in Canada, they will go up against the national winners from the 35 other participating countries. Each team will be given 17 minutes to showcase their projects to the judging panel of business leaders, which includes J.P. Bilbrey, president and CEO of The Hershey Company, Andrew Cranston, global chief operating officer of KPMG International and Kees Kruythoff, president of Unilever North America.

For more information on the Enactus World Cup 2016 in Toronto, Canada, visit: 
www.enactus.ca/enactus-world-cup-2016/

Thursday, 28 July 2016

BUSINESS TECH

Why you need to stop giving money to beggars in South Africa

Why you need to stop giving money to beggars in South Africa

The South African Police Service (SAPS) has called on motorists to stop giving money to beggars at intersections.
The Bedfordview & Edenvale News reported this week that the local SAPS believes that criminals posing as beggars are behind a recent spate of violent crimes in the area, including rape.
Bedfordview SAPS spokesperson, warrant officer Mduduzi Nhlabathi, told the community paper: “It is important for our residents to note that these beggars will not leave our area as long as they are still getting money from members of the community.
“One of the main solutions to getting rid of beggars is to stop giving them a reason to come back. Stop giving money to beggars,” said Nhlabathi.
It isn’t the first time that the SAPS has called on residents to stop supporting beggars.
“When you give money to a beggar on the street, you are not just feeding their addiction. You are also giving them a reason to stay in the area. You are creating a market for them,” said Cherri-Lyn Croucamp of the Ekurhuleni Metropolitan Police Department (EMPD) in 2015.
Nhlabathi went a step further, saying that residents who continue to support beggars can be regarded as accomplices to the crimes they commit.
“We can’t, as law enforcement officers, keep quiet when we are working on ridding the area of beggars and some members of our community keep giving them a reason to be back. We rely on our residents to do the right thing,” he said.
A report published in January by Solidarity Helping Hand stated that “most beggars on the street are drug addicts”, putting that figure at as many as 80% to 90%.

More on South Africa

ICT NEWS

#CapeTownICTSummit: The building blocks of digital transformation

When Instagram was bought by Facebook in 2012, it was only two-years old and comprised 13 people. The startup used their digital smarts to change the concept of photography as we knew it, and it paid off - a total of $1 billion in fact.
Anthon Muller, executive head: enterprise mobility pre & post sales, Vodacom Business.
Anthon Muller, executive head: enterprise mobility pre & post sales, Vodacom Business.
Kodak, by comparison, at one point employed a whopping 140,000 staff members. The one-time industry giant, established in the 1800s, filed for bankruptcy protection in 2012 and today has a market capitalisation of less than $1 billion. Kodak's fall from grace now serves as a stark warning of the peril that awaits companies that don’t adapt to digital change and embrace the technologies that come along with it.

“If you’re not going to digitally transform your company and adopt new technologies, you’re going to go out of business.” These were the words of Anthon Muller, executive head: enterprise mobility pre & post sales for Vodacom Business, at the Cape Town ICT Summit this week. He spoke on the current business buzz-phrase ‘digital transformation’, which he says needs to be decoded into simpler terms that are applicable to all levels of business – from SMEs, to government and multinationals. According to Muller, SMEs equate to approximately 55% of South Africa’s GDP, so it’s especially important that they are digitally enabled and that it's made more affordable for them to do so.

Enterprise mobility 101


Part and parcel of digital transformation is enterprise mobility. If you’re in the dark about what this means Muller gives the following definition: "enterprise mobility is the set of tools that need to be adopted in order for [digital] transformation to occur." These technologies, he says, are needed to remain competitive, by improving products and services, as well as streamlining business processes within the organisation.
Transformation needs to extend to the individual as well. Muller asks the question: "how are we as employees transforming as individuals to adapt to the jobs of the future?" We have a personal responsibility to adapt our skill-sets accordingly and acquire new ones. 

A rough guide


Muller offers the following key considerations when embarking on a transformation journey.

Culture and leadership: Yes, the big back-end systems and data centres are important, but digital transformation ultimately begins with [company] culture. If business leaders and senior executives don’t have a good grasp of the concept it won’t filter down correctly to employees. It’s not the sole responsibility of the CIO either. Leadership needs to buy into digital change and invest in it. 

Creativity and design thinking: Get creative! How have you done business up to now, and how are you going to do business going forward? Can anything be changed for the better? The answer is probably yes. It’s important to note that these decisions cannot be made by the executive board in isolation, because the really creative ideas often sit with one’s employees. The creativity is there, but a think tank needs to be created so that the innovation can be harnessed.

Balance – inside and out: Transformation can’t only be worthwhile for your end customers. Internal systems need to be considered as well. How can digital transformation be used to make things simpler for employees? It must be remembered that a company that is digital on the inside also attracts new talent, namely the AlwaysOn workforce that thrives working from just about anywhere. Flaunt your digital wares to attract the right talent.

Holistic approach: Look at digital transformation as a holistic process and approach it as such. There’s no quick fix, and doing a patchy job will inevitably result in problems down the line. Remember, it’s a journey.