PROFILE

espAfrika is a cutting-edge global competitor in events management. Over the past decade, they have staged international music festivals throughout Africa and under their leadership; the Cape Town International Jazz Festival has been named the fourth best jazz festival worldwide by Melodytrip Independent Survey in 2007, the Best Festival in Cape Town in the OFLOCAL 2015 poll and in 2016 was voted one of the World’s Best Festivals by FEST 300. The festival contributes over R0.9bn to the gross domestic product (GDP) of the South African economy.

espAfrika’s highly skilled team of professionals is able to produce and host a range of events, from festivals to corporate functions, gala dinners and conferences. This innovative events management Company thrives on challenges and their collective energy produces dynamic results. espAfrika’s primary strategy is to use indigenous resources and they collaborate with local businesses and the public to ensure that all stakeholders benefit from this collaboration.

espAfrika consistently aspires and inspires new business within the events and entertainment sector throughout Africa. Having diligently established trustworthy relationships in the international music industry, espAfrika ensures a lucrative flow of artists and expertise between Africa, Europe, Asia and the USA.

2017 OPERATIONAL PERFORMANCE

Despite the current challenging economic climate espAfrika managed to fund all its operations without having recourse to external funding and delivered a successful Cape Town International Jazz Festival as well as the Royal Escape Experience at Sun City. The Company contributes positively to all its stakeholders and with its future growth plan, it will further strengthen its sustainability and returns to all the stakeholders.

VISION 2020 VISION – ESPAFRIKA’S CONTRIBUTION

A detailed review of espAfrika was done in 2015 with the primary objective of returning the Company to solvency and building a sustainable business going forward with adequate return to all its shareholders. A five-year strategic plan to the year 2020 was developed and implemented with clear deliverables and strategic actions to meet its stated objectives.

espAfrika is on target to achieve its Vision 2020 Vision goals.

2017 Achievements to date include:

• Funded its events through its own cash resources without recourse to external funding
• Further developed the Royal Escape Experience as a sustainable and flagship event for the Company outside the Western Cape
• Secured two new annual events for the Company in KwaZulu-Natal and Limpopo respectively
• Hosted a successful Cape Town International Jazz Festival and Royal Escape Experience events during the year
• Maintained good employee moral and a rewarding working environment
• Delivered sustainable returns to stakeholders

PROSPECTS AND FUTURE OUTLOOK

With the establishment of two new annual events in Limpopo and KwaZulu-Natal, the Company will now have four annual Company-owned events. This will allow the Company to maximise the use of its existing resources throughout the year and as a result, further improve on its profitability and sustainability, as well as create more employment to further contribute to the socio-economic impact.

In addition to the new Company-owned events, espAfrika will seek opportunities to produce and manage additional events on behalf of clients and establish the Company as the leader in events production and management in the country.

Through the existing and new business initiatives, social development and innovative leadership programmes, the previously disadvantaged communities will be able to have more access and opportunities to this industry.

The following has been identified in reaching their Vision 2020 Vision:

• Successfully launch the new music event in KwaZulu-Natal and Limpopo
• Further develop the Royal Escape Experience brand
• Secure sponsorship for existing and new events
• Expand into new markets outside of South Africa

FOOTPRINT

espAfrika now operates in the Western Cape, North West, KwaZulu-Natal and Limpopo and is now truly a national Company.

PRODUCTS/BRANDS

PROFILE

Tripos has been in existence since 1970 and has two distinct operating divisions: Travel Management Services and Inbound Tours and Events. While Tripos are specialists in corporate travel, they provide a service in both the corporate and leisure markets. In the tours and events department, they focus on inbound tours to Southern Africa for groups and independent travellers.

Tripos has long-term contracts with corporate clients and independent (on and off-site) travel consultants.

Tripos aims to:

• deliver a superior service while actively contributing to the development of people in the travel industry;
• invest in leading-edge technology to service clients online and in person;
• develop their employees;
• build strong relationships and leverage its membership in the Sure group to provide clients with the best prices;
• grow the inbound tourism business; and
• ultimately delivery good sustainable returns to their stakeholders.

OPERATIONAL PERFORMANCE

The challenging economic conditions had a negative impact on corporate travel margins with companies looking to cut costs, thereby creating a competitive arena for travel companies. Tripos managed to increase their revenue by increasing the number of clientele. However, they were unable to improve on the margin from corporate travel due to the downward pressure on pricing resulting from the competitive markets and the continued growth of online booking tools and the sharing economy.

Tripos managed to increase its outbound leisure sales considerably, albeit from a lower base but was unable to gain traction in the inbound tourism market which declined. Since greater margins are achieved in the leisure and inbound tourism side of the business, the impact has been a lower profit margin than originally budgeted. To address this, Tripos is investing more resources into the growth of their leisure and inbound tourism departments.

The cash flow management improved with a complete overhaul of the back office administration department. The efficiency in debt collection has improved and the Company is able to meet its day-to-day obligations through working capital.

VISION 2020 VISION – TRIPOS’ CONTRIBUTION

A detailed analysis of Tripos was done in 2015 with the primary objective of having focused and aligned efforts across the business to deliver on its long-term goals. A five-year strategic plan was implemented with clear deliverables and strategic actions for each strategic lever as well as detailed clear time frames.

Below is a high-level outline of their progress of their Vision 2020 Vision strategic goals:

• Tripos continues to grow by focusing on:
  • growing their share of the corporate market by concentrating their efforts to grow the number of corporate clients, NGOs and government business;
  • concentrating more of its resources to the outbound leisure market and in addition to a senior travel consultant. Tripos employed an additional person, with targets and incentives to grow this part of their business; and
  • investing resources in promoting Southern Africa and niche tours to grow its share of the inbound market and remain open to partnering with established businesses in this sector.
• Tripos’ relationship with the SURE Consortium has strengthened in that they continue to provide support in all aspects of their business, from client acquisition to supplier contract negotiation.
• Tripos was elected as the official Travel Partner by espAfrika, the owner and producer of the 18th Cape Town International Jazz Festival.
• A key value of Tripos is to put the customer first. This is entrenched in their values, staff coaching, training, incentives and allocation of resources.

PROSPECTS AND FUTURE OUTLOOK

South Africa’s tourism grew in volume by 2.8% compared to 2015 to a total of 34,3m tourists. Total tourism revenue of approximately R102bn was injected into the South African economy in 2016. This is an 11.1% increase compared to 2015. Almost 70% (R75,5bn) was generated from international tourists. Tripos is planning to grow this part of their business to exploit the increase in tourism revenue and better margins available from this income stream.

The outbound leisure business continues to grow and Tripos will continue to pursue growth in this market.

Tripos’ overall objective is to grow the leisure and inbound tours part of their business more aggressively than the corporate side of the business, thereby changing the sales mix to attain better margins.

The actions in progress to achieve this are listed below:

• Develop, promote and sell inbound packages for Southern Africa
• Evaluate prospects for acquisitions in the inbound tourism sector
• Sell niche packages for The Cape Town International Jazz Festival as the official travel partner on a long-term basis
• Sell niche packages for The Harley Davidson Tours
• Promote and sell outbound leisure packages
• Work closely with their suppliers to provide the best deals to their clients
• Sell the service to arrange meetings, incentive travel, conferences and corporate events for corporate clients
• Arrange customer service and sales training for all staff
• Improve systems and efficiency

OPERATIONAL FOOTPRINT

Tripos Travel has a single office in Cape Town with their corporate client list being predominantly Cape Town-based with a small percentage (less than 5%) based in Gauteng.

Its inbound tours department specialises in providing services in Southern Africa.

PRODUCTS/BRANDS

PROFILE

Magic 828 is a medium-wave (AM/MW) independent commercial music radio station, broadcasting to the Western Cape region. Their studios are situated in Mowbray, Cape Town with a transmitter sited at the centre of a geographic triangle with Paarl, Durbanville and Malmesbury as the three corner points.

Magic 828 radiates a 25 000 watt signal to all areas of the Western Cape, unrestricted by mountainous terrain. The transmitter is five generations up on existing medium-wave transmitters in South Africa. Magic 828 broadcasts in digital/stereo and streams via its website, or the TuneIn mobile application where listeners will receive Magic 828 in digital/stereo.

The essential format of the radio station is one of “old school” charted hits of past music, mixed with a little talk. They feature competitions, banter, music, history and headlines in sport, news, weather, financial indicators, as well as community information.

2017 OPERATIONAL PERFORMANCE

The radio station continues to function smoothly and efficiently. Daily training in different areas as well as fine tuning, continues as they keep a professional running sound and presentation. Magic 828 have had minor equipment malfunctions which is normal in this industry as well as having to replace small parts.

The radio station is built on an advertising revenue model driven primarily by listenership. Advertising revenue continues to increase as a result of the listenership increasing from 43 000 to 130 000 in year one and to over 341 000 in their second year – an increase of 200% year-on-year. With their base costs now established and stabilised, Magic 828’s focus will turn to marketing and exploring various product offerings.

Although Magic 828 has a large audience, it is pertinent to all radio stations that the proof of their audience size enables advertising. To some extent they have overcome this and the obstacle of a change of RAMS company whose new entry into the market created chaos in the radio industry whereby two stations are no longer broadcasting but were given listenership whilst others received nothing. Magic 828 is managed under the corporate office.

VISION 2020 VISION – MAGIC 828’S CONTRIBUTION

A detailed analysis of Magic 828 was done in 2015 with the primary objective of having focused and aligned efforts across their business to deliver on their long-term goals. A five-year strategic plan to the year 2020 was implemented with clear deliverables and strategic actions for each strategic lever as well as detailing clear time frames.

Magic 828 is on target to achieve its Vision 2020 Vision goals. Their financial target is to break even within three years from going live in October 2015 and being able to start repaying shareholders loans by 2020.

2017 Achievements to date include:

• Continuously creating brand awareness and increasing listenership;
• Increasing local sales team;
• Ongoing involvement with outside broadcasts and providing assistance to community radio stations;
• Minor breakthrough in government business;
• Creation of affordable packages to entities previously not advertising on radio;
• Breakthrough of agency business, which make up 60% of the total gross revenue;
• Efficient cost base;
• Delivered sustainable returns to shareholders;
• Nominated for the “Best Breakfast Show” at the Liberty Radio Awards; and
• Their CEO was inducted into the wall of fame.

PROSPECTS AND FUTURE OUTLOOK

Magic 828 has aligned its business model to ensure that their business structure, processes and objectives are aligned to the requirements of their ICASA radio licence.

The main opportunity that exists for Magic 828 is that agency business through their sales house “The Media Connection” started showing growth in the last quarter of the 2017 financial year. The advertising revenue from their sales house is set to grow significantly compared to the previous years. Magic 828’s management have adopted a 50|50 business model whereby direct local sales will continue to increase steadily on a monthly basis throughout the years leading up to 2020.

The following prospects have been identified in reaching their Vision 2020 Vision:

• Further increasing brand awareness and increasing listenership;
• Explore opportunities of obtaining government business with the assistance of their partners;
• Construct a road show to visit agencies in three centres Gauteng, Cape Town and KwaZulu-Natal. This has been proven by other stations to be exceedingly successful;
• Perform at various community events encouraging the underprivileged to participate;
• Extending their broadcasting via programming from Magic 828 AM on FM community stations;
• Protecting their industry to create more employment;
• Further advertising opportunities arising due to the exposure of their station;
• Further growth in listenership;
• Continue to look at joint ventures in marketing and advertising;
• In conjunction with another entity create an e-Entertainment magazine realising further advertising and income;
• Employing more people on an equal employment basis, as well as obtaining the HDP levels of 70% as per the ICASA licence agreement; and
• Increasing their broadcast area.

FOOTPRINT

Listenership is in the Cape Town and the greater Western Cape region with Paarl, Durbanville and Malmesbury as the three corner points.

PRODUCTS/BRANDS