One of the highlights of my month is moderating the Franchise Coaches Executive Mentorship Breakfast Series, proudly sponsored by Nedbank. Each breakfast brings together franchisors from across South Africa to learn from industry experts, challenge conventional thinking and share practical experiences that strengthen their businesses.

As these breakfasts have grown over the past few years, I'm starting to feel like I'm amongst family. There are so many familiar faces each month, and it's encouraging to see people openly sharing ideas, experiences and lessons, despite representing different brands. Every session leaves me thinking differently, and this month's discussion was no exception.

Our latest breakfast tackled one of the biggest challenges facing franchisors: How do you choose the right location for your next franchise?

Joining me on the panel were three exceptional experts.

Stephen Walters, Founder and CEO of Galaxy Retail Solutions, has spent more than three decades advising over 400 retail brands on location strategy and growth.

Celdri de Wet, CEO of AldottSA Property Services and formerly National Real Estate Manager for McDonald's South Africa, led the rollout of more than 200 McDonald's restaurants across the country.

Mohit Narotam, Managing Director of Lightstone Retail, specialises in helping retailers make smarter expansion decisions using data, AI and spatial intelligence.

The discussion covered everything from customer behaviour and retail trends to artificial intelligence and predictive analytics. But what surprised me most was that, despite all the sophisticated technology available today, the conversation kept coming back to one simple idea.

Data is incredibly powerful, but it doesn't replace experience.

Stephen shared a fascinating example from Acornhoek. A desktop study would never have explained why one shopping centre consistently outperformed another. It was only by spending time there that he noticed customers filling every shaded bench in the enclosed mall while the nearby open-air centre remained largely empty during the summer months.

That insight didn't come from the data. It came from observing people.It came from watching how people actually behaved.

That theme continued throughout the morning.

Mohit reminded us that data should help us understand customers, not just locations. Using Tembisa as an example, he showed how an area can appear extremely attractive based on population size and spending power. But once the data was analysed more deeply, it became clear that many residents actually shopped outside the area. Looking only at demographic information could easily have resulted in the wrong decision.

Celdri built on that by challenging us to think about customer missions.

Why does someone choose your brand?

Are they looking for speed and convenience? Are they meeting friends over coffee? Are they making a planned purchase or simply grabbing something while passing by?

The answers to those questions determine what makes a good location. A perfect site for one brand could be completely wrong for another because customers interact with different businesses in very different ways. Celdri encouraged franchisors to think beyond demographics and really understand where customers intersect with their brand during the course of their day. Are they stopping on the way to work, while they're at work, after dropping children at school, or are they visiting primarily on weekends? Understanding that customer journey should drive location decisions because the best site is one that naturally fits into customers' daily routines.

Another point that really resonated with me was how much customer behaviour has changed. She also reminded us that customer experience is becoming just as important as price, location and product availability. Some brands are built around speed and convenience, while others deliberately encourage customers to slow down, browse and spend time in-store. Understanding which experience your brand is trying to deliver should influence both your site selection and the way your stores are designed.

Consumers no longer simply shop close to where they live. We also discussed how shopping centres themselves are evolving. Traditional supermarket anchor tenants are no longer the only traffic drivers. Entertainment venues, health and fitness facilities and other experience-based businesses are increasingly becoming the reasons people visit a centre. For franchisors, it's important to look beyond the available premises and ask whether the surrounding brands attract the same type of customer your business is trying to reach.They research online before leaving home, travel much further than they used to and often shop as part of a journey rather than within a traditional catchment area. That changes the way franchisors need to think about expansion. We also discussed how shopping centres themselves are evolving. Traditional supermarket anchor tenants are no longer the only traffic drivers. Entertainment venues, health and fitness facilities and other experience-based businesses are increasingly becoming the reasons people visit a centre. For franchisors, it's important to look beyond the available premises and ask whether the surrounding brands attract the same type of customer your business is trying to reach.

The panel also reminded us that South Africa is far from one homogeneous market. Celdri also cautioned against making decisions based on what she called "a sample of one." A friend who lives in the area, a family member's opinion or even a single site visit is not enough to understand a market. Strong location decisions come from combining observation with reliable data and broader market evidence rather than relying on isolated experiences.

Customer behaviour differs between Cape Town, Johannesburg and Durban. Rural communities behave differently from farming towns. Even something as simple as where people prefer to park their cars while having lunch can influence the way a retail centre is designed.

Those are the kinds of insights you only gain by getting out from behind your desk and spending time in the market.

As the discussion drew to a close, one message came through loud and clear.

Data is an incredibly powerful decision-making tool, but it can never replace sound business judgement, time spent on the ground or the experience that comes from really understanding your market. Another practical reminder was to be very clear about the questions you're asking when requesting data. Different brands require different information. The value of any research depends on asking the right questions in the first place, rather than expecting the data itself to tell you what to do.

The best site selection decisions combine analytics with local market visits, a deep understanding of customer behaviour and solid knowledge of the brand itself. Data should be used to identify opportunities, highlight risks and stress-test assumptions—not to provide all the answers.

We also spent time discussing predictive analytics and AI. These technologies are becoming increasingly powerful, but they're only valuable if they're being used to answer the right business questions. Are you trying to grow revenue? Reduce costs? Better manage risk?

Those are the questions that matter.

While technology and data continue to evolve, the fundamentals of business remain unchanged. The franchisors who consistently make good expansion decisions will be those who combine data with experience, critical thinking and a deep understanding of their own brand and customers.

I also liked Celdri's reminder that we shouldn't only study our successful stores. Some of the most valuable lessons come from understanding why certain locations underperform. Looking objectively at what didn't work can often provide even greater insight than analysing a high-performing site.

The panel also challenged the assumption that nearby competitors are always a bad thing. In many cases, clustering complementary or even similar brands together creates greater customer choice and turns an area into a destination. Sometimes the presence of competitors is exactly what attracts more customers to a location.

It was a thought-provoking discussion with plenty of practical examples and healthy debate. Judging by the audience questions, this is definitely a topic we'll be revisiting in the future. A huge thank you to Stephen Walters, Celdri de Wet and Mohit Narotam for sharing their knowledge so generously, and to Nedbank for continuing to support these breakfasts and create a platform where franchisors can learn from one another.

Every month, the Franchise Coaches Executive Mentorship Breakfast, proudly sponsored by Nedbank, brings franchise leaders together to learn from people who have actually lived the challenges under discussion. At a recent breakfast, that meant a panel of three multi-unit franchisees, each from a completely different industry, unpacking what actually changes when an operator moves from running one outlet to running many.

Peter Myonga began as a single-unit McDonald's franchisee in 1988 and has since grown into a nineteen-restaurant multi-unit operator across several provinces. Karen Hill spent twenty years in executive sales and marketing before investing in Sorbet Man stores. Mary Makhubela, a multi-unit Cash Converters franchisee, previously served as an electrical engineer and later Deputy Director within the City of Tshwane's Energy and Electricity Department before entering franchising. Three very different paths into ownership, and remarkably similar lessons once they got there.

Expansion doesn't halve the workload — it can double it.

Karen was blunt about one of the biggest misconceptions in franchising: that owning multiple stores somehow reduces effort. In her experience, the opposite is true. While some efficiencies emerge elsewhere in the business, running two stores often demands almost twice the effort of running one — just distributed differently.

The hardest transition is the first one.

For Peter, the leap from one outlet to two or three is the most difficult stage of any multi-unit journey. He recalled opening his very first McDonald's in 1988 — the excitement of finally owning a business, quickly followed by the realisation that stock levels, cash reconciliation, sales analysis and every operational decision now rested entirely on his shoulders. He worked through his first night without noticing, only realising he'd been awake until his staff member Grace arrived for her 8am shift. For roughly nine months, he rarely slept more than two hours a night — a period that only ever happened with that first outlet, because by the second, the systems and habits were already in place.

Leadership never benefits from economies of scale.

Karen made the point that while many operational processes evolve naturally as a business grows, leadership is different — it demands more time and attention as the organisation gets larger, never less. Employees need to understand not just what to do, but why, and how their work fits the bigger picture. Leading from a distance, she said, means staying visible through communication and culture even when you can't physically be in the room.

Recruitment priorities shift with scale.

Karen also flagged a subtler shift: in a single-store beauty business, owners typically hire specialists — nail technicians, therapists, barbers. Once multiple stores are involved, success increasingly depends on hiring broader managers who can represent the owner and hold the standard when the owner isn't there. Documented, well-designed systems become essential precisely because the owner can no longer be present to solve every problem personally.

Honesty is a growth strategy, not just a value.

Mary's approach to developing managers starts with radical transparency about where the business is heading. When leaders withhold information or try to do everything themselves, she said, expansion becomes impossible — multi-unit operations require people who genuinely share the responsibility, not just execute instructions. She looks for teachability above all else in the people she promotes, encouraging staff to see themselves as future business partners or owners if they commit to continuous growth.

Karen echoed the same instinct in her own, more unconventional way — she runs her stores without traditional store managers at all, instead empowering front-of-house staff to take on leadership responsibilities whenever she's absent, and openly shares targets, financials and operational challenges with her whole team. She's been called reckless for it. She calls it the only leadership tool that actually scales.

Three industries, three very different businesses, one consistent thread: multi-unit success isn't about the second location at all. It's about whether the people already in your first one are ready to lead it without you.

When Sheldon Tatchell, founder and CEO of Legends Barbershop, addressed delegates at the recent Franchise Coaches Executive Mentorship Breakfast, proudly sponsored by Nedbank, he didn't begin by talking about franchising, rapid expansion or business strategy. Instead, he began with a story of failure. Standing outside the doors of his first barbershop after returning from his honeymoon, he discovered that his business partner had disappeared, the rent had not been paid, the barbers had gone unpaid and the business they had worked so hard to build had effectively collapsed. "I was standing in front of those closed doors, realising that I'd lost everything we'd worked for," he recalled.

It is difficult to reconcile that image with the Legends Barbershop of today. Over little more than a decade, the business has grown into one of South Africa's most recognisable franchise brands, operating more than 80 stores across five countries, developing its own technology platforms, launching a professional product range and establishing a training academy that equips young people with valuable vocational skills. Yet, as Tatchell shared throughout the morning, none of those achievements were the result of a carefully scripted business plan. Rather, they emerged from a philosophy that has shaped every stage of the company's journey: if you focus on creating opportunities for people, commercial success will often follow.

The Franchise Coaches Executive Mentorship Breakfast is a monthly leadership forum designed to expose franchisors and business leaders to the experiences of entrepreneurs who have successfully navigated the challenges of building and scaling businesses. Rather than focusing on theory, the breakfast series creates an opportunity for delegates to hear candid stories of success, failure and leadership from people who have lived them. Tatchell's presentation perfectly embodied that objective.

Interestingly, the values that would eventually define Legends were evident long before the business itself became successful. In the early days, business was slow and there were many quiet periods during the week. Instead of waiting for customers to arrive, Tatchell and his team travelled into the community, offering free haircuts at schools and old-age homes. Those visits had a profound impact on him. "We decided to name the barbershop after the old people, because they are actually the legends of our community," he explained. It was a simple gesture, but one that revealed an important truth. Long before the business became known for cutting hair, it had already established itself as a business that valued people.

That sense of purpose was tested almost immediately when the first business failed. Disillusioned, Tatchell left barbering altogether and returned to corporate life, taking a position at Standard Bank. Yet the desire to build something of his own never disappeared. Inspired by a verse from Ecclesiastes encouraging diligence and perseverance, he began cutting hair after hours, travelling to customers on a scooter. One seemingly ordinary incident would ultimately transform the business. A customer cancelled an appointment because there was no electricity. Rather than accepting the lost income as an unfortunate inconvenience, Tatchell asked himself a different question: how could this problem be eliminated altogether? He returned home and began sketching what would eventually become South Africa's first fully equipped mobile barber bus. "I went home and I started sketching\... Exactly five years later, that became a reality," he told delegates.

As Tatchell continued sharing his story, it became increasingly apparent that this approach to problem-solving lies at the heart of the Legends business model. Every significant innovation within the organisation has emerged not from a desire to introduce something new, but from a determination to solve a genuine problem. As the franchise network expanded, maintaining relationships between customers and their preferred barbers became more difficult. Rather than accepting that limitation, Legends developed its own queue management system and digital platform so that customer preferences and haircut histories could move seamlessly across the network.

The same philosophy shaped the creation of The Fade Company. After being interviewed on Metro FM about the growing problem of poor-quality roadside haircuts, Tatchell was asked whether consumers should simply visit Legends instead. His response was unexpected. Rather than viewing informal barbers as competitors, he recognised that many simply could not afford professional equipment. The business responded by launching an initiative through which every ten clipper sets sold funds the donation of professional equipment to an informal barber. "Our main mission is\... for every ten clippers sold, one pack is donated to that barber that's cutting on the side of the road," he explained.

Perhaps the most inspiring aspect of the presentation centred on the Legends Training Academy. Speaking with obvious passion, Tatchell explained that the academy provides free barber training to young people from disadvantaged communities, not simply to teach them a trade, but to change the trajectory of their lives. Quoting the well-known proverb, "Give a man a fish and you feed him for a day. Teach him to fish and you feed him for a lifetime," he described the academy's mission as developing young men and women who can contribute positively to society. This philosophy also influences the company's recruitment practices. "We hire based on attitude and not skill. Skill can be taught," Tatchell said, explaining that the organisation places far greater emphasis on character, resilience and willingness to learn than on previous experience.

That belief in developing people extends beyond employees to franchisees themselves. During the discussion, Tatchell shared the story of a woman who invested her retrenchment package into a Legends franchise. Rather than treating it as a passive investment, she immersed herself in every aspect of the business. Whenever he visited her store, he found her sweeping floors, serving customers and knowing every operational detail. Within a relatively short period she had expanded from one store to three. Her success, he suggested, was not simply the result of hard work but of genuine ownership. As franchisees grow, however, they must also evolve. Running one store requires a very different mindset from leading several. Eventually, owners must learn to build systems, empower managers and lead through information rather than constant personal involvement.

One of the most thought-provoking moments of the morning came during the question-and-answer session, when Tatchell was asked how Legends had managed to preserve its culture while expanding beyond eighty stores. His answer challenged a common assumption held by many business leaders. "Most of the time we think that we owe talent\... we owe systems much more than anything else," he replied. In his view, culture cannot depend on charismatic founders or exceptional individuals. It must become embedded within the systems, routines and behaviours that shape the everyday experience of employees, franchisees and customers alike. Only then can a business continue growing without losing its identity.

As the breakfast drew to a close, Tatchell reflected on his own commitment to lifelong learning, speaking about his executive education at Harvard and observing that entrepreneurs can only grow to the level of their own capacity. It was a fitting conclusion to a presentation that was, in many respects, less about franchising than about leadership.

Leaving the breakfast, it was difficult not to conclude that Legends has succeeded because it has never measured growth purely by the number of stores it has opened. Instead, it has consistently focused on creating opportunities: opportunities for young people to acquire a skill, for franchisees to build sustainable businesses, for informal entrepreneurs to improve their livelihoods and for communities to feel valued. In a world where many organisations speak about purpose, Sheldon Tatchell demonstrated something far more compelling. Purpose is not a slogan displayed on a wall. It is something that people experience every day through the decisions a business makes. That, perhaps more than anything else, explains why Legends has become far more than a successful franchise. It has become a business built on the belief that when people grow, businesses grow with them.

Top of Form

Bottom of Form

There is a common assumption in business that success follows a predictable path: develop a great concept, open more outlets, grow market share and, eventually, enjoy the rewards of scale. Yet anyone who has worked in franchising long enough knows that growth is rarely that straightforward. In fact, for many businesses, expansion exposes weaknesses that were never visible when the network was small. Systems that once seemed effective begin to buckle, decision-making slows, and founders find themselves working harder than ever despite employing more people and operating more stores.

This was one of the central themes explored during a recent Franchise Coaches Executive Mentorship Breakfast, where former McDonald's South Africa CEO Greg Solomon reflected on what separates businesses that continue to grow from those that plateau. His message was not about opening more stores or chasing market share. It was about understanding that every business has a life cycle, and that both organisations and their leaders must evolve continuously if they hope to remain relevant.

One of the most thought-provoking observations was that businesses often try to scale before they have truly learnt how to duplicate themselves. There is a significant difference between running a successful business and building one that can be replicated consistently hundreds of times. A founder may know instinctively how to delight customers, motivate employees and solve operational problems, but unless that knowledge is embedded in systems, processes and culture, it cannot be transferred to others. Growth then becomes increasingly dependent on the founder's presence rather than on the strength of the business itself.

This challenge is particularly evident in franchising. Opening additional outlets is relatively easy when compared with ensuring that every customer enjoys the same experience regardless of which location they visit. Consistency does not happen by accident. It is created through disciplined operating systems, rigorous training, clear standards and leaders who understand that duplication is an achievement in its own right rather than simply a stepping stone to expansion. As Solomon explained, businesses move through distinct stages—concept, duplication, scale and ultimately reinvention—and many struggle because they rush past the duplication phase in pursuit of growth.

Perhaps even more compelling was the discussion around leadership. Founders are often celebrated for their drive, vision and determination, yet these very qualities can become obstacles as organisations mature. In the early years, success depends on being involved in everything. Over time, however, sustainable growth requires something quite different. Leaders must become comfortable making themselves less indispensable. They need to develop capable people, delegate meaningful responsibility and create organisations that no longer rely on one individual making every important decision.

Solomon reflected that one of his proudest achievements was not the number of restaurants opened during his tenure, but the calibre of the people around him. He believed that great leaders deliberately surround themselves with individuals who are stronger than they are in their respective disciplines. Rather than feeling threatened by talented people, they create environments where others can flourish, recognising that the long-term strength of an organisation depends on its collective capability rather than the brilliance of a single individual.

The conversation also challenged traditional approaches to innovation. Too often organisations spend months debating new ideas around boardroom tables, searching for certainty before taking action. Yet in rapidly changing markets, certainty is rarely available. Instead, successful organisations cultivate a culture of experimentation. New initiatives are tested in one location, refined through practical experience and expanded only once the evidence supports wider implementation. Small, controlled experiments reduce risk while creating invaluable learning, allowing businesses to adapt more quickly than competitors who remain trapped in endless discussion.

Technology and artificial intelligence formed another important part of the discussion. Rather than viewing AI as a distant concept reserved for multinational corporations, Solomon argued that businesses should already be investing in practical technologies that eliminate repetitive work and improve decision-making. Whether it is helping franchise managers access information instantly or streamlining operational processes, digital capability is rapidly becoming a competitive necessity rather than a discretionary investment. Businesses that postpone these investments may discover that the future arrives far sooner than expected.

Equally significant was the recognition that customers themselves are changing. Younger generations increasingly expect organisations to stand for something beyond the products they sell. Culture, purpose and authenticity have become central components of successful brands. Values can no longer exist only in annual reports or framed posters on office walls. They must be reflected in everyday behaviour, experienced consistently by employees, customers and suppliers alike. A disconnect between what a company says and what it does is quickly exposed in today's transparent and highly connected marketplace.

Ultimately, the breakfast served as a reminder that reinvention is not a response to failure. It is a discipline practised by successful organisations long before they face decline. The strongest businesses continually question their assumptions, invest in new capabilities and adapt their leadership as the organisation grows. They recognise that the formula that built the business is unlikely to be the same formula that secures its future.

For franchisors, franchisees and business owners alike, perhaps the most valuable lesson is that sustainable growth is not measured simply by the number of outlets opened or the speed of expansion. It is measured by an organisation's ability to evolve without losing the qualities that made it successful in the first place. The businesses that endure are not necessarily those that grow the fastest, but those that never stop learning, adapting and reinventing themselves.

Every month, the Franchise Coaches Executive Mentorship Breakfast, proudly sponsored by Nedbank, brings together franchisors and business leaders to discuss the issues shaping the future of franchising. While operational excellence, leadership and technology often dominate the agenda, one recent breakfast shifted the focus to something every franchise system depends on, yet often underestimates: communication.

Our guest speaker, Devlin Brown, Managing Partner of Fossport Eclipse and a former journalist and editor, drew on decades of experience in media, communications and public relations to challenge conventional thinking about marketing. His message was refreshingly simple. Businesses do not build influence by communicating more. They build influence by communicating with greater purpose.

We live in an age where brands have more channels available to them than ever before. Social media, paid advertising, influencer marketing, podcasts, newsletters and search engines all compete for marketing budgets. The temptation is to be everywhere, saying everything, all the time. Yet despite this abundance of communication, many brands struggle to make a lasting impression.

According to Brown, the problem is not a shortage of platforms. It is a shortage of meaningful influence.

He illustrated the point with a story from a trip to Mauritius. On arriving at a luxury resort, he was encouraged to try the local street food. His instinct was to ignore the suggestion. It was only when a trusted Mauritian friend insisted on taking him to a small local market that he changed his mind. The experience transformed not only his perception of Mauritian cuisine but also became one of the highlights of his trip. The lesson was obvious: people are influenced far more by trusted relationships than by advertising alone.

That distinction has profound implications for franchise businesses.

Advertising allows a business to tell the world how good it is. Public relations, however, allows someone else to tell that story on its behalf. As Brown explained, credibility has always been one of the greatest assets a brand can possess. Consumers are naturally sceptical of self-promotion, but they pay far greater attention when a respected publication, trusted customer or recognised industry voice validates the same message.

This is not to suggest that advertising has lost its place. Quite the opposite. Brown argued that the strongest communication strategies combine paid, owned, shared and earned media rather than relying too heavily on any single channel. A company's website, social media platforms, newsletters, media coverage and digital advertising all perform different roles, but they should work together to reinforce a single, consistent message. When these channels operate in isolation, communication becomes fragmented. When they are integrated, they amplify one another.

One of the strongest themes to emerge during the breakfast was the importance of understanding audiences beyond simple demographics.

Businesses have spent years building customer personas based on age, gender or income. Brown argued that those categories are becoming less useful than understanding what motivates people. Consumers are driven by their interests, communities and passions. Successful brands understand those motivations and find authentic ways to become part of the conversations that customers are already having, rather than trying to interrupt them with promotional messages.

For franchisors, this presents another challenge.

Communication is no longer directed only at customers. Franchisees, prospective franchisees, employees, suppliers and consumers are all exposed to the same information. Different audiences require different messages, but those messages must never contradict one another. Every interaction should reinforce the same underlying brand promise. Consistency, Brown reminded delegates, matters far more than frequency. Brands should communicate consistently, not incessantly.

Another compelling insight was the growing importance of thought leadership.

Every business has news from time to time, but news alone rarely creates lasting influence. Thought leadership is different. It positions organisations and their leaders as trusted voices on issues that matter to their industries. Brown illustrated this through the story of WeThinkCode, where a deliberate thought leadership programme transformed its CEO into an internationally recognised speaker and opened doors to significant strategic partnerships. Rather than promoting the organisation directly, the focus was placed on contributing meaningfully to broader conversations about education, technology and opportunity. The organisation's credibility grew as a result.

Brown also offered a fascinating glimpse into the realities of today's media landscape.

Newsrooms are shrinking. Experienced specialist journalists are becoming fewer, while younger generalist reporters are expected to cover multiple industries under relentless deadlines. Although this creates challenges, it also presents opportunities for businesses that can provide credible, well-written and genuinely newsworthy content. Organisations that become trusted sources of information are far more likely to develop long-term relationships with journalists than those who approach the media only when they have something to promote.

Perhaps the most practical advice of the morning centred on social media.

Too many businesses still treat social platforms as digital advertising billboards, filling feeds with promotions, discounts and polished graphics. Brown argued that this approach misses the point entirely. Social media is fundamentally about people and conversations. Brands that succeed are those that tell authentic stories, show the humans behind the business, participate in relevant conversations and encourage local franchisees to create content that reflects the communities they serve. Local relevance, he suggested, is often far more powerful than centrally produced perfection.

The breakfast served as a timely reminder that communication is not measured by the number of messages a business sends. It is measured by the extent to which those messages influence behaviour.

In an era where consumers are bombarded with information every minute of every day, the brands that stand out will not necessarily be those with the largest advertising budgets. They will be the organisations that earn trust, contribute meaningfully to the conversations that matter and consistently demonstrate their expertise through actions rather than slogans.

Because in the end, influence is never claimed.

It is earned.

Supply chain and procurement were once viewed largely as operational functions—responsible for negotiating prices, managing suppliers and ensuring products arrived where they needed to be. Today, that role has changed dramatically.

Global disruptions, rising costs, artificial intelligence and increasingly complex supply chains have transformed procurement into one of the most strategic functions within any organisation. Businesses are no longer asking, "How do we buy cheaper?" They are asking, "How do we build a supply chain that is resilient, efficient and gives us a competitive advantage?"

These were some of the themes explored by Vilochanee Naidoo, Head of the Chartered Institute of Procurement and Supply (CIPS) Southern Africa, whose career has spanned the transformation and centralisation of procurement and supply chain functions across leading organisations including Massmart, Builders Warehouse, Mercantile Bank, IHD and Nedbank. With extensive experience in AI technologies and digital supply chain platforms, she has helped organisations rethink how procurement contributes to overall business performance.

One of the biggest shifts in recent years has been the recognition that procurement is no longer simply about reducing costs. The strongest procurement teams create value by building trusted supplier relationships, improving operational efficiency and helping organisations respond quickly to changing market conditions. In an environment where supply disruptions can have significant commercial consequences, resilience has become just as important as price.

Artificial intelligence is accelerating this transformation. Digital technologies are enabling organisations to analyse supplier performance, identify risks, improve forecasting and automate routine procurement processes. Rather than replacing procurement professionals, these technologies allow them to focus on higher-value activities such as strategic sourcing, supplier collaboration and long-term planning.

For franchise businesses, these developments are particularly significant. Consistency across a franchise network depends on reliable supply chains, quality assurance and strong supplier partnerships. Effective procurement protects brand standards, improves operational efficiency and helps franchisees deliver a consistent customer experience across every location.

Vilochanee is also a passionate advocate for entrepreneurship, empowerment and the adoption of best business practices. Her message is clear: organisations that embrace innovation while strengthening their procurement capabilities will be better positioned to navigate uncertainty and create sustainable competitive advantage.

As businesses continue to face economic pressures and rapidly evolving technologies, procurement is moving from the back office to the boardroom. It is no longer simply a support function—it is becoming a critical driver of growth, resilience and long-term business success.

Few people in South African franchising have seen the industry from as many angles as Mimi Masala. She spent twenty years at McDonald’s — rising through operations, recruitment and franchise management — before becoming a multi-unit franchisee herself. As a former franchisor and franchisee who has since moved on to lead operations elsewhere, she brings a rare, unusually honest view of what actually makes franchising work.

Corporate Doesn’t Prepare You to Run a Business

In corporate, there’s a department for everything — finance, HR, marketing, supply chain, all a phone call away. When Mimi became a franchisee, she had to build all of that herself. Payroll, marketing, rostering, supplier negotiations, cash flow — decisions she’d never had to make alone before now landed entirely on her desk. Even after years managing franchise relationships from the head office side, actually running a store taught her lessons that no amount of corporate experience could.

Franchisees Go Through a Life Cycle

Mimi has watched the same pattern repeat across hundreds of franchisee relationships: when things go well, franchisees credit their own hard work and instincts. When things go badly, the franchisor becomes the easiest place to lay blame. Neither view is entirely fair, and both sides need to plan — a franchisor’s strategy only works if franchisees translate it into their own business goals, rather than treating it as something imposed on them from outside.

Manage Expectations Before They Sign

One of Mimi’s clearest warnings is aimed at corporate professionals considering franchise ownership for the first time. Many assume that a single outlet will comfortably replace the salary they’re used to earning. It rarely does, at least not immediately — and the early cash flow a new franchisee sees in their account is not profit sitting there to be spent, it’s working capital that still has obligations attached to it.

Screen for Fit, Not Just Likeability

Mimi is firm that every franchise system needs its own psychometric profile, tailored to its own culture — not a generic, one-size-fits-all test bought off the shelf. Someone who scores brilliantly on paper, or who interviews beautifully, can still be the wrong fit for a particular brand’s culture and pace. One of the most effective screening tools she’s used isn’t a test at all: having a prospective franchisee actually work a shift on the floor, watching how they handle pressure, customers and staff in real time.

Never Let Integrity Slide

Auditing supply chains — matching what a franchisee actually buys against what they sell — isn’t bureaucratic box-ticking to Mimi. It’s brand protection. One franchisee quietly cutting corners on ingredients or process doesn’t just risk their own store; it puts every other franchisee’s reputation on the line too, since customers rarely distinguish between locations when they form an opinion of a brand.

Ask Mimi what matters most in the end, after two decades on both sides of the franchise relationship, and she comes back to one word every time: training. Not a single onboarding session, but a genuine, ongoing investment in equipping people to succeed — because a franchise system is only ever as strong as the people running it day to day.

The monthly Franchise Coaches Executive Mentorship Breakfast, proudly sponsored by Nedbank, has always had one objective: to expose franchise leaders to ideas that will shape the future of their businesses. Some topics focus on operations, others on leadership or growth, but every so often a subject emerges that has the potential to transform every aspect of a franchise system.

Artificial intelligence is one of those subjects.

At a recent breakfast, AI strategist Loren Phillips challenged delegates to move beyond the hype surrounding ChatGPT and consider a far more important question: How can artificial intelligence create better franchise businesses rather than simply faster ones?

Too often, discussions around AI begin with fear. Will it replace jobs? Is it safe? Should we trust it?

Phillips suggested these are the wrong questions.

The real opportunity lies in understanding that artificial intelligence is not a single technology. ChatGPT is only one small part of a much larger ecosystem that includes predictive analytics, computer vision, machine learning and intelligent automation. The organisations creating the greatest value are not simply asking AI to write emails or summarise reports. They are redesigning business processes around problems that AI is uniquely equipped to solve.

For franchisors, those opportunities are surprisingly practical.

Imagine using computer vision to monitor whether stores are consistently applying brand standards. Instead of relying solely on periodic audits, intelligent systems could identify deviations automatically and highlight them on a dashboard before they become bigger problems. Onboarding could become faster through AI-generated operating procedures tailored to different regions or languages. Training programmes could be personalised for individual franchisees based on their operational performance rather than delivered as generic content to everyone. Even customer feedback could be analysed automatically to identify trends and emerging issues before they affect the broader network.

The common thread running through all of these examples is prediction.

Rather than reacting after something goes wrong, AI enables businesses to anticipate problems while there is still time to intervene.

Phillips shared examples from organisations already applying these capabilities. Manufacturers are using sensors to predict equipment failures before production lines stop. Distribution businesses are optimising delivery routes to reduce fuel costs and improve efficiency. Restaurants are forecasting demand more accurately to improve staffing levels and reduce food waste. The objective is not automation for its own sake, but better decision-making based on patterns that humans simply cannot process at scale.

Importantly, Phillips cautioned against trying to transform everything at once.

The most successful organisations begin with small, clearly defined pilot projects. They identify one persistent operational problem, solve it well and build confidence before expanding into other areas. AI adoption, she argued, is far more likely to succeed when it delivers visible value early rather than attempting large-scale transformation from day one.

Yet technology itself is only part of the equation.

One of the strongest messages from the breakfast was that leadership remains the determining factor.

South African businesses are increasingly enthusiastic about artificial intelligence, yet relatively few have developed a clear strategy for implementing it. Many organisations are experimenting with AI tools without first deciding how those technologies support their broader business objectives. Phillips argued that AI should never be adopted simply because it is fashionable. It should always begin with strategy, values and a clear understanding of the business problem being solved.

She also devoted considerable attention to ethics and governance.

As businesses collect increasing volumes of customer and operational data, questions around privacy, consent and security become more important than ever. AI systems are only as reliable as the data on which they are trained, and large language models are capable of producing convincing but entirely incorrect information—a phenomenon commonly referred to as "hallucination." Leaders therefore need to understand not only what AI can do, but also where its limitations lie. Human judgement remains essential, particularly when important business or customer decisions are involved.

Another challenge many organisations underestimate is cultural change.

Implementing AI is not simply a technology project; it is a people project. Employees naturally worry about how their roles may change, while leaders often focus on software rather than helping people adapt. Phillips suggested that businesses should invest as much energy in change management as they do in technology itself, ensuring that employees understand AI as a tool that enhances their capabilities rather than replaces them.

Perhaps the most valuable insight from the morning was that artificial intelligence should strengthen human judgement, not replace it.

AI excels at processing enormous quantities of historical data, identifying patterns and generating predictions at remarkable speed. What it cannot yet do is understand context, apply wisdom or imagine possibilities that lie beyond historical experience. That remains the role of leadership.

As Phillips reminded delegates, AI can tell us what has happened before and what is likely to happen next. Leaders must still decide what future they want to create.

For franchisors, that distinction may prove to be the most important lesson of all.

The franchise systems that succeed in the years ahead will not necessarily be those with the most sophisticated technology. They will be those whose leaders understand how to combine intelligent machines with human insight, using AI to remove complexity while allowing people to focus on creativity, relationships and strategic decision-making.

Artificial intelligence may well transform franchising.

But it will be great leadership that determines whether that transformation becomes a competitive advantage.

Every month, the Franchise Coaches Executive Mentorship Breakfast, proudly sponsored by Nedbank, provides a platform for franchisors to learn from leaders who have successfully navigated some of the industry's most complex challenges. While many discussions focus on growth within South Africa, one recent breakfast shifted the conversation beyond our borders, exploring what it really takes to build a successful franchise network across Africa.

Our guest speaker, Akhona Qengqe, General Manager of KFC Africa, shared lessons drawn from leading one of the continent's largest and most geographically diverse restaurant networks. Her message challenged one of the most common assumptions in franchising: that a successful business model can simply be replicated from one country to the next.

According to Qengqe, Africa is not one market.

It is a collection of vastly different economies, cultures, regulatory environments and consumer behaviours. Each country has its own way of doing business, its own infrastructure challenges and its own customer expectations. Franchisors who approach Africa as though they are entering one large market often discover that success in one country provides very few guarantees in the next.

One of the strongest themes throughout the discussion was the importance of choosing the right franchise partner.

Many franchisors naturally look for investors with strong balance sheets, assuming that financial resources will reduce risk. KFC's experience has shown the opposite can often be true. Capital is essential, but it is not enough. The most successful franchise partners are those who understand retail, know the local consumer, have established relationships within their markets and possess the operational capability to build a business over the long term. In many cases, those qualities matter more than access to additional funding.

That emphasis on local capability extended throughout the presentation.

Head office may understand the brand, its operating systems and quality standards better than anyone else. What it cannot fully understand are the countless local realities that influence everyday business decisions. Municipal approval processes, licensing requirements, supplier relationships, consumer habits and cultural nuances all differ from country to country. Qengqe described local knowledge not simply as helpful, but as a strategic asset. Without it, expansion becomes slower, more expensive and significantly more risky.

Interestingly, KFC has also found that family-owned businesses often make stronger long-term franchise partners than purely financial investors.

Family businesses typically bring deep roots within their communities, strong reputations, generational commitment and a genuine desire to build something that will endure beyond the next investment cycle. While investment groups may provide capital, successful franchising ultimately depends on operators who understand customers, develop people and solve problems every day.

Perhaps one of the most valuable lessons was that standardisation has limits.

Franchising is built on consistency, yet international expansion requires a careful balance between protecting the brand and adapting to local markets. KFC shared examples where menu offerings, meal occasions and marketing strategies had to change because consumer behaviour differed dramatically between countries. In one market, lunch represented the primary eating occasion rather than dinner. In another, customer preferences required significant menu adaptations. The global brand remained consistent, but the local customer proposition evolved to reflect each market's realities.

This philosophy extends well beyond the menu.

Successful expansion requires local management capability rather than remote control from South Africa. KFC expects franchise partners to establish substantial in-country teams responsible for operations, finance, training, marketing, supply chain management and quality assurance. Sustainable growth depends on building organisations within each country rather than simply opening stores. Head office provides strategic direction, governance and brand stewardship, while local leadership manages the day-to-day execution.

The financial realities of operating across Africa present another layer of complexity.

Currency controls, exchange-rate volatility and delayed royalty payments all create challenges that many domestic franchisors never encounter. A royalty percentage that appears straightforward on paper can become significantly more expensive when foreign exchange constraints are taken into account. International expansion therefore requires careful financial planning alongside operational expertise.

Property and infrastructure also demand a different mindset.

In some countries, reliable electricity and water cannot be assumed. Backup generators, water filtration systems and alternative utilities become essential components of the initial investment rather than optional upgrades. Site selection itself varies from market to market, with successful locations ranging from shopping centres and transport hubs to traditional trading areas and central business districts. Expansion strategies that work perfectly in one country may prove ineffective in another.

Supply chain resilience emerged as another critical factor.

Without reliable suppliers, consistent product quality and dependable logistics, even the strongest franchise system will struggle. Questions around local sourcing, packaging, ingredient quality and cold-chain management need to be answered long before the first outlet opens. International franchising is not simply about licensing a brand; it is about building an entire operating ecosystem capable of supporting that brand over many years.

One insight that particularly resonated was KFC's emphasis on documenting organisational learning.

Too often, valuable knowledge disappears when experienced employees leave an organisation. Decisions that made perfect sense at the time are forgotten, unsuccessful market entries are repeated and new teams unknowingly make the same mistakes as their predecessors. KFC now places significant emphasis on documenting not only successful expansion strategies, but also failures, lessons learned and the reasoning behind key decisions. Organisational memory, Qengqe suggested, is one of the most valuable assets a growing franchise system can possess.

The breakfast served as a powerful reminder that successful African expansion is about far more than exporting a recognised brand.

It requires humility to recognise that local partners often understand their markets better than head office ever can. It demands the discipline to maintain non-negotiable brand standards while allowing sufficient flexibility to respond to local realities. And it requires patience to build the infrastructure, partnerships and organisational capability that sustainable growth demands.

Perhaps the greatest lesson of all is that Africa should never be viewed as a single opportunity.

It is a continent of diverse markets, each requiring its own strategy, its own relationships and its own understanding. The franchisors who recognise that complexity are the ones most likely to succeed—not because they replicate their business model unchanged, but because they know when to adapt it.

Every month, the Franchise Coaches Executive Mentorship Breakfast, proudly sponsored by Nedbank, brings together franchisors, franchise executives and business leaders to explore the strategic issues shaping the future of franchising. Rather than focusing on theory, these breakfasts provide practical insights from industry leaders who have spent decades solving real business challenges.

At a recent breakfast, Stephen Walters, founder and CEO of Galaxy Retail Solutions, challenged one of the most deeply held assumptions in retail: that successful site selection is simply about finding the busiest location.

According to Walters, that thinking belongs to another era.

The way South Africans shop has changed dramatically over the past few years. The pandemic accelerated trends that were already emerging, fundamentally altering how people move, where they shop and what convenience means to them. Large destination malls no longer dominate every retail decision. Convenience centres continue to flourish, filling stations have become retail destinations in their own right, food delivery has become part of everyday life across income groups, and coffee shops have evolved into informal offices filled with remote workers. Consumers are no longer behaving as they did five years ago, yet many retailers continue making property decisions using assumptions that belong to a different market.

Perhaps the most significant shift, Walters argued, is that retailers need to stop thinking only about catchment areas and start thinking about customer missions.

Traditionally, retailers assessed potential sites by analysing the surrounding population, income levels and demographic profiles. While these factors remain important, they no longer tell the full story. Today's consumers frequently travel outside their immediate neighbourhoods, combine multiple errands into a single trip, or choose locations based on convenience rather than proximity. Understanding why people visit a particular location has become just as important as knowing where they live.

A customer stopping at a filling station on the way to work has a very different mission from someone spending a Saturday morning browsing a lifestyle centre. A tourist destination attracts different purchasing behaviour from a suburban shopping centre, even if foot traffic appears similar. The question is no longer simply, "How many people pass this site?" but rather, "Why are they here, and does our brand fit their purpose?"

This distinction explains why two sites with seemingly similar traffic volumes can produce vastly different trading results.

Not all foot traffic has equal value.

Thousands of people may walk past a store every day without becoming customers. High pedestrian volumes can create a false sense of opportunity if shoppers are moving quickly, focused on another destination or have no intention of purchasing what the retailer offers. Conversely, a location with lower traffic but stronger alignment between customer intent and the brand may significantly outperform a busier site. Walters suggested that retailers should spend less time counting people and more time observing behaviour. Who is visiting? How long do they stay? Where are they coming from? What are they trying to achieve? These questions often reveal far more than desktop research ever could.

One of Walters' strongest messages was that technology, while invaluable, can never replace time spent on the ground.

Satellite imagery, demographic reports and sophisticated location software all contribute valuable insights, but they cannot reveal temporary road closures, changes in traffic flow, customer behaviour or subtle environmental factors that determine whether a location succeeds or fails. Some of the most expensive site selection mistakes occur because decisions are made from behind a computer screen rather than through careful observation of the location itself. As Walters put it, almost every site tells a story—but only if someone takes the time to stand there and watch.

His presentation also challenged businesses to think differently about expansion. New brands, he argued, should not attempt to imitate established brands when selecting sites. Well-known names can draw customers almost anywhere because they have already built trust and awareness. Emerging brands do not enjoy that advantage. They need to experiment more carefully, learn from pilot stores and understand precisely where their target customers are most likely to discover them. Site selection should therefore reflect the maturity of the brand rather than copying competitors with very different levels of market recognition.

Another recurring theme throughout the morning was the importance of disciplined decision-making. Walters introduced the concept of a Location Allocation Strategy (LAS)—a structured framework that uses historical trading performance to identify the types of locations where a particular brand consistently succeeds. Rather than relying on instinct or anecdotal experience, successful retailers analyse patterns across their network to understand which environments generate the strongest returns and which should be avoided. Expansion becomes less about finding available space and more about replicating proven success.

Interestingly, Walters also challenged conventional thinking around competition. Many retailers instinctively avoid locating near competitors, believing this will protect market share. Yet in many categories, clustering can actually strengthen performance. Customers are often drawn to precincts where they know they will find multiple alternatives, increasing overall destination appeal. The real question is not whether competitors are nearby, but whether the location creates a compelling retail ecosystem that attracts the right customer.

Perhaps the most valuable lesson from the breakfast was that successful site selection is no longer about finding the "perfect" property. It is about understanding people.

Consumer behaviour continues to evolve. Shopping patterns change. New developments alter traffic flows. Technology reshapes convenience. Markets that were highly attractive five years ago may no longer perform in the same way today.

For franchisors and franchisees, this means yesterday's assumptions cannot be allowed to guide tomorrow's decisions.

The most successful brands will not necessarily be those that secure the busiest sites, but those that develop the deepest understanding of their customers—where they go, why they go there and what they hope to accomplish when they arrive.

Because ultimately, great locations do not create successful businesses.

Successful businesses understand the people who choose those locations.

On 28 July 2026, Joe Boyle and I, Jurgens Wessels, had the privilege to attend the Franchise Coaches Breakfast, hosted by Nedbank in partnership with Franchise Coaches at the Nedbank Convention Centre in Sandton.

The event brought together franchise executives, retail professionals and industry leaders for an insightful discussion on one of the most critical drivers of retail success: choosing the right location for sustainable franchise growth.

The expert panel was moderated by Elana Koral, founder of Franchise Coaches. Celdri de Wet, CEO of Aldott SA Property Services, shared valuable insights drawn from more than 25 years in retail property. Stephen Walters, Founder and CEO of Galaxy Retail Solutions, discussed how data-driven forecasting and market analysis can significantly improve expansion decisions. Mohit H. Narotam, Managing Director of Lightstone Retail, demonstrated how data, artificial intelligence and spatial intelligence are transforming the way retailers identify growth opportunities.

A recurring theme throughout the morning was that successful expansion is rarely driven by instinct alone. Instead, the most successful retailers combine operational experience with robust market research, demographic analysis and technology to make informed decisions that maximise long-term profitability. While the panel discussion focused on franchise expansion across multiple industries, many of the key principles align closely with the approach Food Lovers Market takes when evaluating new store opportunities, relocations and store performance.

Even the best operators, supported by a strong brand and excellent product offering, will struggle if the fundamentals of a site are not right. Factors such as customer accessibility, traffic flow, visibility, surrounding demographics, complementary retailers and future developments all play a significant role in determining a store’s long-term success. For Food Lovers Market, these insights reinforce the importance of using a balanced approach when assessing opportunities — market intelligence, demographic data, customer shopping patterns and competitor analysis should be considered alongside operational experience and local knowledge before making investment decisions.

The discussion also highlighted that relocation can often be just as valuable as new expansion. As shopping patterns evolve, new residential developments emerge and retail nodes change, relocating an existing store to a stronger trading position may unlock significant growth opportunities while improving customer convenience and long-term profitability.

Technology Is Reshaping Location Decisions

Another valuable takeaway was the increasing role of technology in retail decision-making. The use of geographic information systems, artificial intelligence, mobility data and predictive analytics allows retailers to better understand where customers live, how they travel and where future demand is likely to emerge.

Perhaps the most important lesson was that successful expansion is not simply about opening more stores — it’s about opening the right stores in the right locations. Sustainable growth comes from disciplined decision-making, thorough due diligence and selecting sites that can support the Food Lovers Market value proposition for many years to come.

Customer Behaviour Continues to Evolve

While e-commerce has become an established part of retail, the panel highlighted that physical stores remain central to the grocery shopping experience. Consumers are increasingly selective about how they shop, choosing the channel that best suits the occasion. Routine or planned purchases may be completed online, but fresh food shopping continues to be driven by the in-store experience.

Customers want to personally select their fresh fruit and vegetables, inspect the quality of meat, browse the bakery and deli, and discover new products through attractive displays and seasonal promotions. These are experiences that are difficult to replicate online and remain a significant competitive advantage for retailers such as Food Lovers Market.

Another behavioural shift is the increasing importance of convenience. Modern consumers are placing greater value on stores that are easy to access, have ample parking, offer safe shopping environments and allow them to complete their shopping efficiently. Location is no longer simply about population density — it’s about fitting naturally into customers’ daily routines, whether they are commuting to work, collecting children from school or shopping closer to home.

The discussion also touched on the growing use of data to understand how customers move within communities. Advances in mobility data, demographic analysis and spatial intelligence allow retailers to identify where people live, work and travel, providing valuable insight into which retail nodes are growing and where future opportunities may exist. This enables more informed decisions when opening new stores, relocating existing stores or investing in refurbishments.

As shopping habits evolve, our stores must remain destinations that combine convenience with an exceptional fresh-food experience. By understanding how customers choose where, when and why they shop, we can position our stores to meet their needs today while preparing for the demands of tomorrow.

Beyond the presentations, the networking session provided an excellent opportunity to engage with professionals from across the franchise and retail sectors, exchange ideas, and discuss emerging trends that continue to shape the South African retail landscape.

As Food Lovers Market continues to strengthen and grow its network, events such as these reinforce the importance of remaining informed, embracing innovation and learning from industry experts. The insights shared will undoubtedly contribute to our ongoing focus on selecting the right opportunities, supporting our franchise partners and delivering sustainable growth across the business.

We extend our appreciation to Nedbank and Franchise Coaches for hosting a highly informative and professionally organised event. It was an excellent opportunity to gain valuable perspectives from some of the country’s foremost experts in franchise expansion and retail strategy.