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01/06/2026

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27/05/2026

Developing a business plan for start-ups
Article by: LNDR Business Credit

Article provided by LNDR Business Credit

Based on the Virtual Book by Kenneth Fisher called Simply Successful Small Business and published by Eduflex

Starting a new business demands more than a good idea; it requires careful planning and strategic foresight. In this discussion, we will explore the essential components of a business plan – a fundamental tool for guiding business development and securing financing. By the end, you will grasp how to frame your core business concept, analyse your market, and prepare operational and financial plans effectively.

The purpose of a business plan
According to Fisher, the business plan serves two critical roles: guiding your business strategically and attracting investors or lenders. This process compels you to methodically examine every aspect of your venture, ensuring thorough preparation before launch. Fisher points out the following purposes:

Acts as a strategic roadmap for business growth.
Functions as a tool to secure financing from investors or banks.
Encourages comprehensive planning of your venture’s key elements.
Executive summary
This is your opening statement, but it should be written last. Fisher states it must be brief, engaging, and encapsulate the entire plan to motivate readers. Essential details include:

A compelling overview drawing attention and interest.
Mission and vision statements reflecting purpose and aspirations.
Introduction of the product or service offered.
Summary of the target market and opportunity identified.
Highlight of the competitive advantage your business holds.
Brief financial projections indicating viability.
Statement of funding needs and intended fund utilization.
Company description
You must present a factual introduction to your business’s identity, structure, and goals. Fisher highlights these components:

Legal business name,
Clear mission and vision statements,
Legal structure choice, such as sole proprietor, partnership, or (Pty) Ltd.,
Goals and objectives framed using the SMART * criteria, and
A concise history outlining how and why the business started.
Products or services
This section covers what you offer and why it matters, according to Fisher’s framework:

Detailed description of products or services,
Explanation of uniqueness and the benefits offered to customers,
Overview of the product lifecycle,
Intellectual property considerations — patents, copyrights, trade secrets, and
Research and development processes involved, if applicable.
Market analysis
You must evaluate the industry, customers, and competition. Fisher draws attention to these factors:

Description of the industry, including size, growth trends, and outlook,
Definition of the target market using demographic and psychographic information,
Analysis of customer needs and buying patterns,
Estimation of market size and realistic market share potential,
Identification of major competitors, along with their strengths and weaknesses, and
SWOT analysis * to assess your competitive advantages.
Marketing and sales plan
Fisher outlines the necessity of a coherent plan to reach customers and generate sales:

Unique Selling Proposition (USP) that distinguishes your offering,
Brand positioning and the intended customer perception,
Pricing strategy with rationale, such as cost-plus or value-based methods,
Distribution channels for product or service delivery, and
Promotional activities and communication methods.
Organisation and management plan
According to Fisher, solid management structures and clearly defined roles are crucial:

Organisational structure visualised through a hierarchy chart,
Biographies detailing the experience and skills of key management personnel,
Defined roles and responsibilities within the team, and
List of advisors, such as lawyers, accountants, and mentors.
Financial plan and projections
A precise financial outlook confirms your business’s viability. Fisher requires:

Detailed start-up costs, identifying once-off expenses,
Sales forecasts projected monthly or quarterly over 3 to 5 years,
Profit and Loss (P&L) projections showing expected profitability,
Cash flow projections to track money movement and prevent shortages,
Balance sheet projections summarising assets, liabilities, and equity, and
Breakeven analysis indicating the sales volume required to cover costs.
Funding Request
For those seeking finance, Fisher advises clear articulation of funding needs:

Specific amount of funding sought,
Detailed allocation of funds (e.g., equipment, marketing, inventory, overhead costs etc.), and
Proposed terms for repayment or equity sharing.
Appendix
Finally, Fisher suggests supplementing the business plan with additional relevant documents to support your claims and add credibility:

Résumés of key personnel,
Market research data and survey outcomes,
Permits, licenses, or legal certifications,
Product images or diagrams,
Supplier quotes, and
Company registration documentation.
Final thoughts
Fisher’s comprehensive framework reveals that a well-developed business plan is indispensable. Think of this document not as a bureaucratic requirement but as a navigational chart – it guides your venture through predictable risks and investments. By meticulously crafting each component, from the executive summary to financial projections, you create a persuasive argument for your business’s success and can transform your entrepreneurial vision into a structured, fundable reality.

*Acknowledgements: The concept of the SWOT analysis was developed in the 1960s by an American business consultant named Albert Humphrey while working at the Stanford Research Institute (SRI). His research, funded by Fortune 500 companies, aimed to understand why corporate planning failed and resulted in the creation of the SOFT framework, which was later changed to SWOT by another team member, Otis Benepe.

The SMART approach to goal setting was developed by George T. Doran in 1981, with the help of Arthur Miller and James Cunningham. Doran, then a consultant and director of corporate planning, published the framework in the Management Review article “There’s a S.M.A.R.T. way to write management goals and objectives” to make goals clearer and more achievable.

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27/05/2026

Standard Bank highlights common mistakes costing SMEs growth
Article by: Standard Bank

Article provided by Standard Bank

Running a business in South Africa requires more than ambition, with many SMEs still being held back by avoidable mistakes in cash flow management, financial discipline, digital adoption and long-term planning.

That is according to Umesh Madhav, Provincial Head of Coverage for Business Banking in Gauteng at Standard Bank South Africa, who says resilience is built through clarity, planning and strong business networks rather than chasing trends.

He says one of the most common problems is that entrepreneurs overcomplicate their businesses instead of focusing on the core activity that actually makes money. Businesses that understand their main source of income are generally better positioned to stay disciplined and make sound decisions.

Cash flow remains another major pressure point, particularly for cash-heavy businesses such as retailers, salons, taverns and fast-food outlets. Madhav says businesses need to plan inflows and outflows carefully, manage cash securely and avoid keeping large amounts of money on site.

He also warns that many entrepreneurs still blur the line between personal and business finances, which makes it harder to measure performance properly and build a sustainable operation. Using dedicated business accounts, tools and reporting systems is important even for smaller businesses, he says.

Digital tools can also help smaller firms operate more efficiently, improve record-keeping and build a financial track record. Madhav says digital payments reduce administrative burdens and create traceable transaction histories that can support funding applications and business growth.

At the same time, he notes that cash still plays a major role in the South African economy, particularly for township businesses, spaza shops, salons, eateries and seasonal traders. For these businesses, balancing cash and digital payments, using proper cash-management processes and tracking every transaction remain essential.

Madhav adds that relationships with banks, suppliers and business partners should be built before problems arise, not during a crisis. Strong networks can help businesses manage pressure and unlock opportunities that may otherwise be out of reach.

He also points to formalisation as an important step for small and informal businesses. Standard Bank’s Township Informal Economy Report, published in October 2025, found that nearly 80% of township businesses remain unregistered, which can limit access to funding, supplier contracts, e-commerce opportunities and long-term stability.

Beyond day-to-day operations, Madhav says SMEs should prepare early for busy trading periods by collecting invoices, meeting obligations and renegotiating supplier terms where needed. He also encourages businesses to look at growth opportunities beyond South Africa, including regional trade and export markets opened through frameworks such as the African Continental Free Trade Area.

He says the businesses most likely to endure are those that focus on consistency, healthy cash flow, reliable systems and strong client relationships rather than short-term hype.

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27/05/2026

Annual leave under the BCEA: What employers must grant and what they must pay
Article by: CEO SA

Understanding statutory leave entitlements, accrual, shutdowns, and when leave pay is (and isn’t) owed on termination.

Article by Keanu Ward – Dispute Resolution Official (CEO SA)

Annual leave remains one of the most frequently misunderstood areas of South African employment law. While most employers are aware that employees are entitled to paid annual leave, disputes often arise around how leave accrues, how shutdown periods are handled, and whether leave pay is always owed when employment ends.

The Basic Conditions of Employment Act 75 of 1997 (BCEA) provides clear answers — but only if Sections 20 and 40 are read together.

Annual leave entitlement: The starting point
In terms of Section 20 of the BCEA, an employer must grant an employee at least 21 consecutive days of annual leave on full remuneration for each annual leave cycle.

An annual leave cycle consists of 12 months of continuous employment with the same employer, calculated from:

The employee’s commencement date, or
The completion of the previous leave cycle.
This entitlement translates into:

15 working days for employees who work a five-day week, or
18 working days for employees who work a six-day week.
The statutory leave provisions do not apply to:

Employees who work fewer than 24 hours per month, or
Leave granted in excess of BCEA minimum entitlements (i.e. contractual leave above the statutory floor).
Public holidays during leave
If a public holiday falls during an employee’s annual leave and that holiday falls on a day the employee would ordinarily have worked, the employee is entitled to an additional day of annual leave. Public holidays may not be counted as annual leave days.

How annual leave accrues
Annual leave does not vest upfront. It accrues progressively throughout the leave cycle, starting at zero and increasing over time.

There are two recognised methods of accrual:

Accrual by Agreement
Where agreed between employer and employee:

1 day of leave for every 17 days worked, or
1 hour of leave for every 17 hours worked.
Automatic Accrual (No Agreement Required)
In the absence of any agreement:

1.25 days per month for five-day workers.
1.5 days per month for six-day workers.
Proportionally adjusted for other working arrangements.
Employers may apply this method unilaterally; no employee consent is required.

Shutdown periods and forced leave
Many employers implement shutdowns, particularly in December. The BCEA permits employers to require employees to take annual leave during a shutdown period.

Where an employee has already exhausted their annual leave entitlement:

The shutdown period may lawfully be treated as unpaid leave.
Clear advance communication is critical to avoid disputes.

Carry-Over Leave and Employer Obligations

If annual leave carries over into a new leave cycle and is not taken within six months of the new cycle commencing:

The employee is entitled to demand that the leave be taken, and
The employer may not refuse such a request.
Employers should actively monitor leave balances to prevent excessive accumulation.

Leave pay during employment
Employees must be paid in full while on annual leave. Leave pay must be paid:

Before the leave starts, or
On the employee’s normal payday.
Leave pay on termination: The often-missed rule
Employers frequently assume that accrued leave must always be paid out on termination. This is not always correct. While Section 20 regulates leave entitlement, Section 40 of the BCEA governs payments on termination.

The four-month rule
In terms of Section 40(c):

An employee is entitled to payment for accrued annual leave only if they have been employed for more than four months.
Where this threshold is met, payment is calculated at one day’s remuneration for every 17 days worked.
If employment ends before four months of service, the employee:

Is not entitled to payment for accrued leave, even if leave has technically accrued.
When may leave be paid in cash?
Payment in lieu of annual leave is strictly prohibited during employment. It is permitted only:

Upon termination of employment (for any reason), or
On death or retirement.
Key takeaway
Annual leave compliance requires more than simply granting time off. Employers must understand:

How leave accrues,
How shutdowns interact with leave balances, and
When leave pay is legally owed on termination.
A failure to distinguish between entitlement (Section 20) and payment on termination (Section 40) is a common and costly mistake.

Proper leave management protects both the business and the employment relationship, and ensures that statutory obligations are met without overpayment or underpayment.

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27/05/2026

Win before the world wakes up
May 18, 2026
Business Success

Own the Dawn. Own Your Destiny.
By Mike Anderson (NSBC Africa Founder & CEO)

At 05h00, while most of the world is still asleep, elite entrepreneurs are already creating separation.

The early morning hours hold one of the greatest competitive advantages in business: silence, clarity, focus, and uninterrupted thinking time before the noise of the world begins.

No meetings.
No notifications.
No distractions.
No reaction mode.

Just space to think, prepare, sharpen, and execute.

Most people wake up and immediately start consuming: messages, emails, social media, problems, pressure.

Elite entrepreneurs start the day creating.

That difference changes everything.

The world’s most successful entrepreneurs understand that mornings are not merely about productivity. They are about strategic advantage.

The first hour after waking – the “Golden Hour” – often determines the quality, focus, and momentum of the entire day.

Before the market becomes noisy and reactive, elite entrepreneurs are already:

planning,
learning,
training,
thinking,
visualising,
building,
and executing.
They win mentally before they win commercially.

Winning before 08h00 is not about waking up early for the sake of it. It is about operating ahead of the market.

Elite entrepreneurs do not chase the day.
They position themselves ahead of it.

The entrepreneurs who accelerate fastest usually dominate their mornings with intention.

They wake up at 05h00 and plan their attack for the day.

Not endless task lists.
Clear ex*****on priorities:

What moves the business forward today?
Which opportunity must close?
Which relationship must strengthen?
Which action creates momentum?
What deserves my highest energy and focus?
Focused entrepreneurs move faster because they move deliberately.

They also train their bodies before the world wakes up.

Energy is a competitive advantage. Entrepreneurship demands stamina, resilience, mental sharpness, emotional control, and ex*****on under pressure.

A strong body strengthens a strong mind.

Most importantly, elite entrepreneurs use the early hours to reconnect with vision.

Too many business owners become trapped inside operational chaos and slowly lose sight of where they are actually going.

The early morning restores perspective.

Before the world arrives, assess:

your short-term targets,
your medium-term strategy, and
your long-term vision.
Ask yourself:

Where is this business truly going?
What must happen over the next 12 months?
What must I stop tolerating?
Am I building intentionally – or merely surviving?
Elite entrepreneurs fiercely protect their mornings because they understand that distraction destroys clarity, momentum, and strategic thinking.

The morning is where elite entrepreneurs create distance between themselves and the competition.

Because while others sleep, they are already strengthening:

discipline,
focus,
ex*****on speed,
strategic thinking,
resilience,
and belief.
This is where momentum begins.

And momentum is one of the greatest accelerators in entrepreneurship.

The market rewards urgency.
It rewards visibility.
It rewards consistency.
It rewards ex*****on.

The future rarely belongs to the distracted.

It belongs to the disciplined.
The intentional.
The entrepreneurs willing to prepare before the world wakes up.

Wake up at 05h00.
Train your body.
Sharpen your thinking.
Plan your attack.
Visualise success.
Reconnect with your vision.

“The entrepreneurs who accelerate fastest are usually the ones who win the morning before the world wakes up. Clarity, discipline, momentum, and strategic advantage are built long before the market opens.”
— Mike Anderson

Own the dawn.
Own your destiny.

Because early mornings do not only shape your day.
They shape your future.

Proudly brought to you by NSBC Africa.

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27/05/2026

The biggest lie in entrepreneurship
May 11, 2026
Business Success

By Mike Anderson (NSBC Founder & CEO)

The biggest lie in entrepreneurship is that success takes a long time.

It does not.

Confusion takes a long time.
Fear takes a long time.
Indecision takes a long time.
Distraction takes a long time.

But focused ex*****on moves incredibly fast. The moment an entrepreneur becomes fully committed, everything changes.

Their standards rise.
Their urgency changes.
Their network changes.
Their conversations change.
Their opportunities multiply.

Because the market rewards momentum. And the entrepreneurs who rise the fastest understand something most people never do: Entrepreneurial greatness is not reserved for the lucky. It is built by people who refuse to surrender. That is the difference.

“The world does not reward hesitation. It rewards visibility, ex*****on, resilience, and the courage to keep moving when everyone else stops.” – Mike Anderson

The world sees the revenue.
The headlines.
The growth.
The recognition.

But behind every successful entrepreneur is a private war nobody talks about:

The sleepless nights.
The uncertainty.
The rejection.
The debt.
The pressure.
The loneliness.
The moments where quitting appears logical.

Great entrepreneurs are not the people who avoid those moments. They are the people who survive them.

That is why I wrote Never Surrender.

It was never written as motivation. That was never the intention. It was written as reality.

Because entrepreneurship is not a career – it is a psychological endurance test. And the entrepreneurs who ultimately win are the ones who become impossible to ignore.

Not busy.
Not interested.
Not “working on something.”

Visible.
Focused.
Consistent.
Relentless.

Most entrepreneurs disappear because they operate in invisibility. The market cannot reward what it cannot see. That is why visibility, positioning, and credibility have become the new competitive advantage. The entrepreneurs winning today are not necessarily the smartest.

They are the most trusted, most visible, and most consistent.

“Entrepreneurship is not about waiting for the perfect opportunity. It is about becoming the kind of person who can create opportunity under pressure, uncertainty, and impossible odds.” – Mike Anderson

How to achieve entrepreneurial greatness faster:

1. Obsess over ex*****on
Ideas are everywhere. Ex*****on is rare.

The market does not reward potential.
It rewards completed action.

Move fast.
Launch early.
Adjust quickly.

Momentum creates opportunity.

2. Stay in the game longer than everyone else
Most people quit emotionally long before they quit physically. Entrepreneurial greatness often belongs to the person who simply refused to leave the battlefield.

Persistence compounds. Every extra month you survive intelligently increases your odds dramatically.

3. Build credibility before you need it
Trust accelerates business. Credibility opens doors faster than marketing budgets ever will. Your reputation becomes your economic leverage. Protect it relentlessly.

4. Get close to opportunity
Growth happens in proximity.

Customers.
Partners.
Funders.
Decision-makers.

Your future changes when your environment changes. Entrepreneurs rise faster when they intentionally place themselves where decisions are being made.

5. Eliminate distractions ruthlessly
Great entrepreneurs are extremely selective.

They protect energy.
They protect time.
They protect focus.

You cannot build something extraordinary while living in constant distraction.

6. Refuse to surrender during difficult seasons
This is where greatness is decided. Not during growth. During pressure.

Anyone can operate when things are easy. Elite entrepreneurs continue moving when things become uncomfortable – That is the separating line.

The truth about entrepreneurship.

At some point, entrepreneurship stops becoming about money. It becomes about identity. About proving to yourself that you can carry pressure, uncertainty, responsibility, and leadership at the highest level.

And eventually, successful entrepreneurs realise something powerful: The struggle was never punishment. It was preparation.

If you are building something right now and things feel difficult – good. You are in the arena. Stay there. Because the people who eventually achieve greatness are rarely the most gifted.

They are the people who kept moving after everyone else stopped.

Never surrender.
Not when it gets hard.
Not when the market doubts you.
Not when progress feels slow.

Because one breakthrough can change everything. And breakthroughs belong to the entrepreneurs who endure long enough to reach them.

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27/05/2026

14/04/2025

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