Winning together for 40 Years

Transcription

CONTENTS
............................................................................................................
SUPER TRADING PERFORMANCE ...................................................................
2
MARK TURNER - DIRECTOR GAME AFRICA ..............................................
GAME’S FUN IDENTITY - A HISTORY.............................................................
4
MY JOB IS SIMPLE - EXPAND THE GAME BRAND INTO AFRICA
THESE MEN DROVE GAME’S SUCCESS OVER 40 YEARS .........................
13
GAME’S SECRET? PEACE OF MIND .................................................................
15
ROGANY RAMIAH - HR DIRECTOR ...............................................................
THE BRANDING GAME LEADS TO RETAIL DOMINANCE .....................
21
MY GUIDING PRINCIPLE IS TO ACHIEVE BUSINESS STRATEGY
AFRICAN FOOTPRINT GETS BIGGER ............................................................
31
THROUGH PEOPLE
WHERE WE ARE TODAY - BUT POTENTIAL IS MASSIVE .......................
33
GRANT PATTISON - MASSMART CEO ..........................................................
35
89
95
TONY CONNELL - CORPORATE IDENTITY MANAGER ........................ 101
I THRIVE ON RETAIL’S RAW ENERGY
A MAJOR TALENT OF A VERY HIGH ORDER
VIS GOUDEN - MEDIA ACCOUNT MANAGER .......................................... 102
JAN POTGIETER - MANAGING DIRECTOR .................................................
47
IT MAY BE GAME - BUT WE PLAY TO WIN
THIS BUSINESS STRATEGIST HAS TAKEN THE BRAND TO NEW
THE CONTRIBUTORY FACTORS TO GAME’S SUCCESS ........................ 104
HEIGHTS
PRIVATE BRANDS .................................................................................................. 109
TYRONE VIEIRA - MERCHANDISE DIRECTOR ...........................................
57
THEY OFFER PROFITABILITY, MARGINS, PRICING AND
DIFFERENTIATION BENEFITS
THE TRICK IS TO OFFER CUSTOMERS WHAT THEY WANT AT
THE RIGHT PRICE
CORPORATE SOCIAL INVESTMENTS
RICHARD FULLER - STORE OPERATIONS DIRECTOR ............................
63
Education boost for 5 000 needy pre-schoolers .............................................. 116
A BORN AND BRED RETAILER WHO UNDERSTANDS HOW
Game Midmar Mile swimmers put charity in the pink .................................... 118
EVERYTHING WORKS
The AmaLunchbox Campaign ............................................................................... 119
Vodacom / Game Wheelchair Drive ................................................................... 123
RICHARD MILLSON - MARKETING DIRECTOR .........................................
71
Social Responsibility ................................................................................................ 124
I ENJOY MIXING THE LOGICAL WITH THE CREATIVE AND
Cape Peninsula Feeding Scheme ........................................................................... 124
IDENTIFYING THE NEXT TREND
Game goes green by planting 40 000 indigenous trees ................................... 125
Tools 2 Teach improves literacy in poor rural schools .................................. 127
JOHN HART - IT AND LOGISTICS DIRECTOR ...........................................
77
MY JOB IS TO CREATE SUSTAINABLE EXCELLENCE IN
Game and DionWired shoppers raise R1, 3 million for Casual Day ........... 128
Casual Day makes a big difference in the lives of the deserving ................... 129
CENTRALISED DISTRIBUTION
ANN HANSEN - FINANCIAL DIRECTOR ....................................................
85
Advertiser’s Index .................................................................................................... 132
A KEY FUNCTION IS TO PROCESS INFORMATION AND OFFER
CREDITS
RELIABLE DATA
This 40th Anniversary Company Profile has been
published by HGR on behalf of GAME. (2010)
Written & compiled by
IAN HUGHES
Publishing Co-ordinator
KERRYN McMURRAY
HGR: PO Box 41632, Craighall, 2024
Tel: 011 447-9326
Website: www.hgr.co.za
Sales
KERRYN McMURRAY
Administration & accounts
LOVENESS BANDA
Layout & Design
TARYN HALEY
Publisher
IAN HUGHES
Printed by: Paarl Media
2
SUPER TRADING
PERFORMANCE
010 is a year of major milestones in South Africa –
not only did we host the fantastic Soccer World Cup,
but 2010 also marks 40 years of successful retailing
by ‘Game’.
While reflecting on the last four decades, I realise more than ever that “even if you are on the
right track, you’ll get run over if you just sit there.”
To increase our competitive edge, the executive team and I know that in order to ensure that this
incredible brand remains at the forefront of retailing, we need to constantly rethink and redesign
the business to create a sustainable platform for the future.
We conduct ongoing research into new ways to keep Game as the destination of choice for our
existing shoppers, and to grow our customer base both within South Africa and across the border.
This process allows us to remain both competitive and efficient. We are now part of the global
village and we have to play a better game than our local and global competitors.
I would like to extend a sincere vote of thanks to every person – including suppliers, team
members and customers – who have helped to make Game’s 40-year voyage into the successful
journey that it has been.
To all of you – we look forward to
superb trading over the next 40 years.
Jan Potgieter
• 2
I
GAME’S FUN
IDENTITY - A HISTORY
t
started
in
1970!
The
GAME
adventure, the Game journey. But it
is highly doubtful that the founders of
the tiny outlet in Smith Street in Durban
would have had any idea at all about the
monumental scale of the journey they had
embarked upon. There is a story that the
first outlet was called Grant’s Liquor Store.
Maybe, maybe not. What is beyond dispute
is that the name GAME was settled upon
subsequently, albeit at an early stage, as the
founders felt that shopping was being taken
Game’s iconic uniform in the ‘70s was the height of fashion at the time – customers were
delighted to be served by staff wearing shocking pink mini-dresses, shirts and jackets.
too seriously, and had become too tedious
Game ‘pink’ was settled upon for their logo,
of merchandise at the most competitive
and too boring. They wanted to create a
not from any particular fondness for pink,
prices. But to go back to those early years
‘fun’ identity and a fun shopping environment.
but simply because all the other fanciable
– initially the company offered – according
They wanted to make retailing a game. And
colours had been snapped up by other
to one source – pots, pans and brooms.
also, let’s face it, the name Grant’s Liquor
retailers. Today, of course, that ‘shocking
But surely, we asked, with a
Store was a little restricting.
pink’ Game logo is known the length and
Grant’s Liquor Store, there must have been
But 40 years is a long time and memories
breadth of the country, not to mention the
a selection of Scotland’s finest allied to the
inevitably become heavily cobwebbed – not
many Game outlets in 11 African countries.
considerable native produce of South Africa.
that there are too many survivors from those
The Game logo has become synonymous
The wines, the brandies, the cane spirits
early days who can agree on anything at all.
with fun shopping, with value-for-money
(being Natal) and above all the beers in all
We do know that the iconic colour, the
shopping and for offering the widest variety
• 4
name like
...to page 6
GAME’S HISTORY continued...
from page 4...
their rich South African variety?
Sadly, there was no consensus on that, so
we are stuck with pots, pans and brooms,
but clearly, although sales were brisk for
these household necessities, more needed
to be added to their merchandise mix, if
the owners were going to achieve any sort
The Game logo has
become synonymous
with fun shopping,
with value-for-money
shopping and for
offering the widest
variety of merchandise
at the most
competitive prices.
a shopping destination of choice.
In those early years – from 1970 onwards
– the names Alan J Hellman, Jack Schaefer
and John Dobbin were closely associated
with Game. The Game message became
clearer. It was to become a cash discount
operation and it was going to guarantee
the quality of its products and offer them
at a price none of their competitors could
of success. So other household necessities
toasters, irons were followed by other
match. It proved to be the magic formula, a
were added as demand grew – kettles,
appliances and in due course Game became
winning formula and sales took off.
• 6
The original outlet in Smith Street closed
eighties, with Alec Hurter who had the
one in Roodepoort and then Randburg. Of
in 1980, lasting a good 10 years and perhaps
designation of President of Game reporting
course the Western Cape was not neglected
setting an image and an environment which
to Alec Rogoff. By the end of that decade six
and two more stores were added at that
the others could build on and learn from.
more stores were opened in KZN. At the
time, one in Claremont and one in Parow.
Three other shops opened in the 1970s –
same time the decision was made to expand
Overseeing all this was Terry Rosenberg,
Brickhill Road 1971 (closed in 1986), Church
into other provinces and the ninth store
who in 1988 had set up Prefcor in which
Street in Pietermaritzburg in 78, which was
was opened at Blue Route in the Western
Game was a wholly owned subsidiary and
followed by Blue Heights in Westville a year
Cape, closely followed by one in Bruma in
so was Beares.
later.
Johannesburg.
Game’s early success was noted and
Before the end of the eighties, Game had
Game became part of Beares in the early
opened its first Alberton site followed by
Rosenberg appointed Philip Heber-Percy
as acting MD, until he could arrange the
...to page 8
7 •
from page 7...
secondment of Frank Luckin from Beares
to take over as MD of Game. Luckin lasted
18 months before returning to Beares and
was replaced by Clive (twolley for twolley)
Weil... who had come from Checkers and
assumed the executive chairmanship of the
group. That was in 1990.
By now Game was flying, irresistible and
unstoppable and growth had become the
• 8
What is beyond dispute
is that the name GAME
was settled upon
subsequently, albeit
at an early stage, as
the founders felt that
shopping was being
taken too seriously,
and had become too
tedious and too boring.
norm through the nineties and under the
direction of John Willoughby-Williams who
had succeeded Clive Weil in 1993, and then
the great and much lauded Dan Barrett who
ran the company until 1998. Followed by
Alan Herman, Game grew massively. By the
end of the eighties Game had 28 stores, by
the end of the century that figure had grown
to a mind-blowing 52 stores.
...to page 10
from page 8...
And these were now spread throughout
the country, into all the provinces and into
all major and not so major cities. It was also
the decade that Game made its first tentative
By the end of the
eighties Game had 28
stores, by the end of
the century that figure
had grown to a mind
blowing 52 stores.
took over and he embarked on an aggressive
push into Africa.
In the next four years Game grew to 96
outlets which included a further six in Africa,
These were Kampala (Uganda) in June 2004,
and Maputo (Mozambique) in December of
foray into Africa, opening in Gabarone
that those experimental southern African
that year. One year later in December 2005
(Botswana) in 1993, then Windhoek in 1996,
projects would open the door to expansion
Game Lagos (Nigeria) opened and in the
followed by Oshakati, (both Namibia), Lusaka
in continental Africa on a huge scale over
folowing year Malawi and Dar-es-Salaam
(Zambia) and Francistown (Botswana) in
the next 10 years.
(Tanzania)
1999, accompanied by a growing excitement
At the start of the new millenium in 2000
opened
in
September
and
November respectively.
Alan Herman was replaced by Grant Pattison
In 2007 Fanus Nothnagel handed over the
(currently CEO of Massmart). Pattison ran
reins to current MD Jan Potgieter. Shortly
Game (MDD) until 2003 and by the time he
thereafter in May 2007, the latest (but by
left, Game had grown by a further 20 odd
no means the last) of Game’s expansionist
stores, including a second Gabarone site and
drive, concluded with the opening of its
most thrillingly – Mauritius. When Pattison
store in Accra (Ghana). Up to October
was recalled back to the Massmart head
2010 Game boasts 107 stores in Africa and
offices in Johannesburg, Fanus Nothnagel
South Africa.
DECORLAND SAYS...
DECORLAND has been in an exclusive partnership with GAME for the past 32 years. We have experienced the professionalism, passion and
solid business ethics that have made GAME the world class leading retail giant that it is today.
In our relationship with their marketing, development, financial and operational divisions, we have been treated with integrity, fairness, high
levels of technical skill, professionalism and friendliness.
We have been made to feel like part of the family and have enjoyed growing with Game from our first store in Ordinance Road to our
complete South African and African presence in GAME today. We congratulate you on 40 years of growth and success and thank you for all
the support and loyalty that has helped us grow with you.
Doing business with GAME has been an absolute pleasure.
• 10
THESE MEN DROVE GAME’S
SUCCESS OVER 40 YEARS
+/- YEARS SERVED
MANAGING DIRECTOR’S NAME
1970 - 1975
Alan J Hellman
1976 - 1979
Jack Schaffer
1979 - 1982
John Dobbin
1982 - 1986
Alec Hurter
1986 - 1987
Terry Rosenberg
1987 - 1989
Philip Heber-Percy
1989 - 1990
Frank Luckin
1990 - 1991
Clive Weil
1992 - 1993
John Willoughby-Williams
1993 - 1998
Dan Barrett
1999 - 2000
Alan Herman
2000 - 2003
Grant Pattison
2003 - 2006
Fanus Nothnagel
2007 - Current
Jan Potgieter
13 •
GAME’S SECRET?
PEACE OF MIND
the widest range of products (branded and
private label) at the best possible price.
Game rightly regards itself as a trader and
loves bargains, so to keep its customers
intrigued, it attempts to come up with new
promotions every week which generally
ties into popular themes.
A one-stop family shop is how Game
describes itself.
Three guarantees distinguish Game from
its competitors, calculated to offer peace of
S
mind. They are “we’ll swop it if we stock it”,
o much for chronology, but what
of its product range is emphasised by bulk
unused items in their original packaging will
about the actual Game stores
merchandising methods.
either be exchanged or refunded. Secondly,
themselves? There are two types
of Game stores – free standing trading
The stores are open seven days a week
and are staffed by over 12 000 people.
“we’ll beat any price”. If its cheaper
elsewhere Game will refund the difference,
units and those situated in shopping malls.
The name GAME was conceived as a
or beat the competitor’s price; and thirdly
All these Game outlets, whether in South
response to a perception that shopping
“guaranted service on every product sold”.
Africa or in Africa, are branded with the
was boring. So Game’s shopping experience
Should a product under warranty take
characteristic Game pink. In excess of R12
was to make their customers’ shopping
longer than three weeks to repair, that item
billion is recorded in annual sales and the
experience a lot of fun. Since inception, the
will either be replaced or refunded.
average sales floor of a Game outlet is
strategy has been to aggressively promote
4000 square metres where the vastness
a unique shopping experience which offers
Game leads in a wide number of categories.
...to page 16
15 •
GAME’S SECRET continued...
possible. The aim is to establish local supply
These include large and small appliances,
The directors and management of Game
garden, home fitness equipment, camping
are very clear that they have a responsi-
A company, a group,
a family, a business
which started just 40
years ago!
and
electronics,
bility and obligation to the broader society
Eight points underpin their stance on
cellular phones and computers. In addition
in which they operate. They believe that a
ethics: firstly, all employees must behave
to the global brands stocked Game also
successful business is built on the foundations
professionally
offers a wide variety of products under its
of good corporate citizenship, which means
no illegallity will be tolerated; thirdly,
own private labels, which offers unbeatable
upholding the highest standards of ethics
all business records will be accurately
value. In its Africa outlets Game stock
and integrity in all their dealings with the
maintained
locally manufactured products wherever
community, customers, suppliers and staff.
from page 15...
chain networks in these countries.
outdoors,
• 16
consumer
and
and
honestly;
reliable;
secondly,
fourthly,
...to page 19
the
GAME’S SECRET continued...
from page 16...
environment provided will be both safe and
stimulating; fifthly, the company undertakes
to always act in the best interest of their
customers; sixthly, any advantage
competitors
will
be
gained
over
honestly;
seventhly, supplier relationships will be
In a very wide
number of categories,
Game leads. These
include large and
small appliances,
garden, home fitness
equipment, camping
and outdoors,
consumer electronics,
cellular phones and
computers.
maintained on a strictly professional basis;
investment (CSI). Its overarching social
and finally, the company as a corporate
objective is to make a difference amongst
citizen will always act with compassion and
the country’s poorest of the poor. As a basic
responsibility.
minimum 1% of after tax profit is spent on
and welfare of its 12 000 staff, fully believing
educationally focused CSI initiatives.
that it sometimes has to go further in this
Game is very proud of its corporate social
Game firstly attempts to recruit its staff
from within the communities in which it
regard than its contemporaries in first
world countries.
trades. The company is fully committed to
Such is Game! A company, a group,
investing in the development, health, safety
a family, a business which started just 40
A one-stop family shop
is how Game describes
itself.
years ago and in that relatively short space
of time has succeeded in impressing its name
and image on millions of African consumers
and becoming a leader in Africa.
LG ELECTRONICS SAYS...
LG Electronics SA has a long standing entrenched relationship with Game, our largest retail partner in South Africa. As a strategic commercial
partner we are constantly unearthing new ground in retail consumer product offerings with Game, and are working tirelessly to shorten our
supply chains and provide value for end consumers. Our partnership extends across borders, and we see Game a pivot in taking our brands
and products into Africa.
We foresee our partnership strengthening as we move in the 2010’s.
19 •
THE BRANDING GAME LEADS
TO RETAIL DOMINANCE
T
he roots of the highly successful
Game brand – which today
dominates
the
general
merchandise retail sector in Southern Africa
– go way back to 1970, when the first store
opened its doors in cramped premises in
Smith Street, Durban, and rang up sales of
just R78 000 in its first month of trading.
The Game name was born out of the
founders’ belief that shopping had become
tedious and boring, and needed to be turned
into a fun experience. They conceptualized
retailing as a ‘game’ and created in their
through to the various departments on
store an environment in which customers
the store floor, that is, ‘Baby Game’, ‘Auto
phenomenon in its early days, the ‘upstart’
could ‘play’. They even carried the concept
Game’, and so forth.
newcomer was initially treated with disdain
Essentially
a
KwaZulu-Natal
retail
Characterized by its shocking-pink livery,
by the then staid and conservative retail
in-your-face advertising, and unprecedented
establishment, but it would not take long
low pricing, the brand found instant success
before traditional department store chains
with local consumers, while visitors to
such as Ackermans, Greatermans, and OK
Durban carried the brand awareness back
Bazaars began to feel the sharp point of
to their home towns, cities and provinces –
Game’s fast-growing competitive edge.
to the extent that a call on Game became a
‘must do’ for those on a trip to Durban.
The Game brand grew steadily throughout
...to page 23
21 •
GAME’S BRANDING continued...
from page 21...
acquisition of Game Stores by Massmart
Holdings for R755 million, sales have risen
the three decades of trading since its
to even greater heights.
inception in 1970 – but particularly in the
The product range was – and remains
nineties – reaching into all spectrums of
– anchored in meeting the non-food
consumer society to become a household
requirements of the average South African
name in non-food retailing. In a nutshell, the
household. Housewares – including large
typical Game customer was ‘anybody with
and
disposable income’ and a yen for a different,
kitchenware – TV, hi-fi, and other audio
buying support from other neighbouring
price-beating shopping experience.
equipment, manchester (linen), garden and
countries in close-to-border Game stores
outdoor products, hardware and DIY, home
like Pietersburg and Nelspruit, proved that
office automation, clothing and footwear are
there was great potential waiting to be
some of the core departments in the Game
unlocked in other African markets. This led
stores.
to the opening of a further four cross-border
Today, the Game
banner flies proudly
over 100 stores
that form a trading
footprint spanning
all nine provinces of
South Africa.
small
appliances,
plasticware
and
Today, the Game banner flies proudly
Game stores before the arrival of the new
over approximately 100 stores that form a
millennium. Looking ahead, implementation
trading footprint spanning all nine provinces
of a bold
of South Africa and 10 African countries –
unique Game formula out into many other
EXPONENTIAL GROWTH
an area that stretches vertically from Cape
African countries, thus further entrenching
Tracing the history of the burgeoning Game
Town to Lusaka and laterally from Oshakati
the Game brand on the Sub-Saharan retail
brand reveals an almost exponential growth,
and Windhoek in the west to Empangeni
landscape.
that in its most explosive phase, took the
on the eastern seaboard. The unmitigated
The into-Africa expansion, well under way
company from a turnover of R440 million
success of the Game store in Gaborone
now, clearly demonstrates management’s
in 1993 to over R2 billion in 1998 – growth
(Botswana) – which, in 1993, represented
confidence in the future of the brand and
that was driven by the inherent strength of
the chain’s first foray beyond South Africa
in its resilience to the shifting sands of
the brand loyalty. Since then, following the
– coupled with consistent enthusiastic
growth strategy will roll the
...to page 24
23 •
conservative, tea-and-cucumber-sandwiches
approach of traditional department store
retailing in multi-level (‘going-up’) facilities –
and it found virtually instant acceptance by a
consumer market that was ripe for change.
Over the years, constant reformulation and
innovation of the strategy has kept Game in
step with, if not ahead of, changing patterns,
from page 23...
marketing of the Game brand are attributed
rates and modes of consumer spending, thus
to the factors described below.
ensuring that it continues to deliver value
BUILDING THE BRAND’S
retailing – which is essentially offering the
PERSONALITY
broadcast range of merchandise, mainly
The ‘personality’ of the Game brand – a fun,
for cash, at the lowest prices. This is the
satisfying shopping experience highlighted
cornerstone of the trading philosophy
by incredibly discounted prices across a
of parent company Massmart Holdings.
massive range of goods on offer in friendly,
Supported by a combination of sustained,
breezy surroundings generally in single-level
forceful advertising and in-store promotions,
stores – has been crafted over the years by a
a strong, top-of-mind brand awareness has
consumer spending that have become
dynamic marketing strategy. A cornerstone
synonymous with trading in Africa.
of the personality has been a strong emphasis
The only limiting factor on the momentum
on bold in-store promotions which add
of the drive into the rest of Africa is the
pleasure and amusement to the shopping
lack of retail property developments which
experience and continually reinforce the
measure up to the high standards demanded
Game brand in the process.
by Game for its trading outlets.
Key stepping stones in the successful
• 24
It is a personality that, in its earlier
years, contrasted sharply with the staid,
been a key result of this process.
annual transactions currently being run up
DEFINING THE BRAND’S SIGNATURE
at Game tills.
One of the most distinguished elements
The shocking magenta pink corporate
of the marketing strategy has been the
colour introduced by the founders to attract
‘signature’ catchphrase You Always Win
consumer attention and reinforce the ‘fun’
At Game – which is constantly delivered
shopping experience on offer, has remained a
into consumer households by way of
distinctive feature of the Game brand – finding
promotions and print, television, and radio
expression everywhere from the brand logo
is underlined by the fact that the discount
to in-store signage and staff uniforms – all the
Consumer perception of the Game
chain today has a customer base of over
way down to the calling cards.
personality, embodied by this catchphrase,
20 million – calculated by the number of
advertising.
...to page 27
25 •
the past decade.
from page 25...
Yet another Game signature is the
The core of Game’s fine-tuned marketing
widely publicized trio of customer-friendly
strategy has been to constantly fortify brand
guarantees:
awareness,
PRICE GUARANTEE
relentlessly
reinforcing
the
message that, at Game, you get a great deal
SATISFACTION GUARANTEE
more than you thought for a lot less than
SERVICE GUARANTEE
you think.
Brightly coloured in-store signage, as
Driven home constantly with many
well as print and broadcast advertising, has
Store layouts are based on the extensive
variations on the words, the message always
conveyed these unbeatable guarantees to
information and statistics provided from
remains the same: ‘At Game you get the
the Game customer base at large – helping
Game’s own extensive data base, as well
widest range of products at the lowest
to build up a brand loyalty that is today
as on the knowledge gained from constant
possible prices’ and ‘you get more for less’.
unshakable in the southern African market
monitoring of international retail trends.
The success of the marketing strategy,
for discounted general merchandise.
In stores, which average 4000 square
and the competitive edge it has achieved,
REPLICATING THE WINNING
metres of trading area, space is allocated
is reflected in the steadily increased flow of
FORMULA
to departments based on projected sales
feet through the doors of Game stores over
The brand is ultimately
represented by the
store, which is why
Game continually and
uncompromisingly
strives for store-onstore consistency that
will keep the brand
alive.
The optimum store layout, and the
and gross profits, as well as taking into
shopping ambience it provides, has been
account the requirements for customer
determined through careful and ongoing
flow, potential for impulse purchasing and
market research – both at home and abroad
serviced departments.
– ensuring, in the process, that Game outlets
are world-class.
Wide aisles which flow through low-profile,
as well as two and three-metre high steel
The brand is ultimately represented by the
fixtures that showcase the merchandise,
store, which is why Game continually and
are used extensively to produce a shopping
uncompromisingly strives for store-on-store
ambience characterised by bulk appeal, good
consistency that will keep the brand alive.
...to page 28
27 •
from page 27...
fittings – all the way down to the floor tiles
and how they are cleaned – Game stores
product visibility, and customer comfort.
The formula is meticulously replicated
present a uniform environment that makes
the customer feel at home no matter where
Game stores present a
uniform environment
that makes the
customer feel at
across all Game stores, irrespective of where
the store is located.
they are located. Whether it be the range
COMMUNICATING WITH
of merchandise, the mix of departments,
CUSTOMERS
customer service levels, hygiene standards,
The
high-impact
newspapers. The leaflets are distributed into
security arrangements, lighting, fixtures, and
mass-distribution product catalogues has
households across southern Africa as inserts
proven to be an indispensable tool for
in carefully selected major daily newspapers
communicating with existing and potential
and community publications. They are also
Game customers.
placed in postboxes via ‘knock and drop’
publication
home.
most of South Africa’s largest national
of
The full-colour tabloid and broadcast
manual distribution agents. With an average
product
readership estimated at four per leaflet,
photographs, information and pricing, have
this potent form of communication reaches
an average print-run of 3 million and consume
over 10 million existing and potential Game
more newsprint and other print paper than
customers a week and is clearly a big factor
weekly
leaflets,
featuring
VERIMARK SAYS...
Over the last 3 decades Verimark has experienced a fruitful working relationship with Game. Game differentiates themselves from other
retailers with their strong work ethic and how they conduct their business, retaining professionalism at every level. Their operational
efficiencies in store and their ability to trade with suppliers have taken them to where they are today.
Game is renowned for having a strong focus on their products and service. They strive to provide an exceptional shopping experience for
each and every customer that goes into their stores and this positive experience is not easily forgotten by those that are lucky enough to
encounter it. Their focus and dedication ensures they not only retain their customer base but expand on it all the time. Their buyers are
always on hand to provide support for Verimark and they continuously endeavour to improve on their service delivery. The Game business
model is properly aligned with the Verimark Business Vision which enables us to work productively together with the relationship going from
strength to strength over the years. It is this ethic that sets them apart from their competitors, and Verimark is proud to associate ourselves
with such a powerful and dynamic brand.
We believe that the current Game Management team has the vision and the strategy to take them beyond anyone’s expectations and
further advance their position in the retail market place. We look forward to sharing in their future successes.
• 28
The ‘personality’
of the Game brand
– a fun, satisfying
shopping experience
highlighted by
incredibly discounted
prices.
in the store chain’s ongoing success.
SOCIAL INVESTMENT
In line with its philosophy that it is incumbent
upon business to be responsive to the
problems and needs of communities in which
it operates, Game runs an extensive, social
made, and continue to make, a difference
investment programme, which reaches into
to the lives of those in need, an important
every town and city where it trades.
by-product
of
the
social
investment
While Game’s ongoing actions as a
programme has been the further strength it
responsible corporate citizen have clearly
has added to the Game brand in terms of
consumer perception and support.
THE FUTURE LOOKS BRIGHT
Driven by a young, highly skilled and dynamic
management team, and supported by the
resources of the R48 billion-plus sales-a-year
growth opportunities – both from within
Massmart Holdings group, of which it is a
its existing store base and in new markets
key operating component, the Game brand
yet to be penetrated. It is a retail brand for
is well poised to take advantage of future
whom the future holds great promise.
29 •
AFRICAN FOOTPRINT
GETS BIGGER
In the future, we plan to brighten the lives of many more customers in Africa with
our signature pink store. We will be expanding our current African footprint into
Angola, DRC, Cameroon, Gabon and Senegal.
COUNTRY
TODAY
Angola
Botswana
FUTURE
Luanda
Francistown & Gaborone
Cameroon
Yaounde & Douala
DRC
Lumumbashi, Kinshasha
Gabon
Libreville
Ghana
Accra
Malawi
Blantyre & Lilongwe
Mauritius
Port Louis
Mozambique
Maputo
Namibia
Oshakati & Windhoek
Nigeria
Lagos
Senegal
Kumasi
Matola & Beira
Ikeja, Kano, Abuja, Ennugu
Dakar
Tanzania
Dar Es Salaam
Uganda
Kampala
Zambia
Lusaka
Kitwe
31 •
WHERE WE ARE TODAY - BUT
POTENTIAL IS MASSIVE
33 •
GRANT PATTISON - MASSMART CEO
W
A MAJOR TALENT
OF A VERY HIGH ORDER
hen one looks at the
transferred to head office and placed on their
extraordinary trajectory
management training programme. At that
of
Pattison’s
point,” stated Pattison, “my work life changed
charmed career, one is struck repeatedly by
and my business career started. I was sent
one fact. The man has a knack, almost surreal,
off to Wits to study Accounts 1, 2 & 3 and
of being in the right place at the right time.
international finance.” A difficult transition
And being able to identify opportunities as
for a mining electrical engineer? “Not in the
they arose. Now this kind of fortune may take
slightest, in fact I found it very easy,” was his
Grant
a man of average talents up to a certain point
Grant Pattison
casual retort.
“My electrical engineering degree helped
in his career, or even, if his luck turns push him
into a realm way beyond his capabilities. From
at UCT. Inevitably, he won several prizes and
me to be a good electrical engineer, but
which position the fall could be both dizzying
got a first class degree with honours. Anglo
this programme taught me both leadership
and entertaining.
then sent him off to start his training at their
and business. I did the specified two years
Welkom mines as a learner engineer. He
programme there and made the decision to
recalls those early days.
leave. There had to be a life beyond Anglo, after
But after just a few minutes in Pattison’s
disarming company, one is left in little doubt
that a major talent of a very high order indeed
“I worked on the mines for two years and
all I’d been with them for four years. I didn’t
has been the active corollary to his sheer good
then was amazingly selected by Anglo to be
really know what I wanted to do, but ended up
“It was incredibly
challenging and for the
first time found myself
in a world where I
had to work incredibly
hard.”
in consulting working for the Monitor Group.
fortune.
Grant Pattison was born in Zimbabwe, was
educated at Falcon College and whilst there
attracted the attention of Anglo American
who, on the constant lookout for electrical
engineering talent, sponsored him to study
“I learned some invaluable lessons there,”
admitted Grant. “It was incredibly challenging
and for the first time I found myself in a world
where I had to work incredibly hard. I was also
...to page 36
35 •
A MAJOR TALENT continued...
bubble. “So I decided IT was for me. I’d heard
Pausing to digress a little, Pattison makes
that Massmart was starting up an IT company
the observation that nobody will ever admit
amongst ambitious people, where some of the
called Affinity Logic, so I applied. I don’t think
to wanting a career in retail…. “but retail has
bosses were smarter than me. It was 24-hour
the interview went particularly well, but on
made more people wealthy than any other
work and the pressure was huge. I had to work
my way out, just by chance I bumped into
sector in South Africa. I would say that most
hard and fast. So in the time I was at Monitor,
Mark Lamberti. We had a brief chat and he
billionaires in this country come from retail.
I learned I could do all those things. I also
suggested we meet again and talk some more.
Indeed some of our greatest entrepreneurs
learned that I didn’t like consulting,” was his
He must have taken a liking to me because
were retailers but there still lingers a visceral
frank conclusion.
just a fortnight later he offered me a job.” It is
prejudice against retail.”
from page 35...
Continuing, he reminded us that all this
was happening at the time of the ‘dot.com’
• 36
a matter of fact statement made in a matter of
fact way…
And Grant Pattison mentions the above
because he shared that prejudice. “I joined
Massmart with the agreement that I would
to disinvest by anti-apartheid activists who had
of the best,” he elaborated. “He was the
never have to be a retailer. About that time –
started burning down their European stores.
major contributor to Game’s success and
1998 – recalled Grant, Lamberti had ambitions
“So Mark Lamberti took over Makro, bought
we appointed him to carry on doing what
to list Massmart. “He recruited me to help
Shield in 1991 and also Dion. So together with
he did best... He taught me so much about
him do that. I joined as an executive assistant.
CCW they formed Massmart.” He identifies
every aspect of retail. It was Dan who actually
He also enjoys developing people, so that
Lamberti’s first mistake as the attempt
merged the operations of Dion and Game
persuaded me to join Massmart, which I did
merge Dion and Makro. “But it was a bad fit,
on 1 July 1998.
it simply didn’t work and the businesses were
“So we decided to run as one company
“Mark spoke a great deal about the art and
subsequently decoupled. Immediately Makro
with two brands which we finally completed
science of retail, stuff I’d never thought about,
started making money. Meanwhile, we still
in 2007. It took us about 10 years to take the
anyway he sold me on it.” His very first job at
had the lossmaking Joburg based Dion. And
Dion brand out as we had to wait for several
Massmart was to work on the acquisition of
that was when Mark started looking closely at
leases to expire.” Pattison pointed out that in
Game. Game was owned by McCarthy Retail
Game,” he revealed.
those days Dion had 17 branches to Game’s
to
which formed Massdiscounters.
which was haemorrhaging money and needed
“He saw the perfect merger between the
12. “Also Game was a small regional KZN
cash. Game was their ‘crown jewel’. Pattison
profitable, expanding Natal-based Game and
operation with a couple of branches in Lusaka
approached them, did an evaluation and made
Dion. He envisaged a national footprint with
and Gaborone. But it was those African outlets
an offer which was accepted. “It took just a
just one brand. It was a brilliant idea and a very
which put Dion at a disadvantage to Game.
morning,” was his nonchalant observation.
‘do-able’ deal. No one else was bidding, it was
He explained: “That Africa strategy was very
Back then Massmart consisted of Makro,
in the middle of Black October in 1998. We
important to Game and that was Dan Barrett’s
Dion, Shield and CCW (now MassCash) and
came up with the cash and the deal was done.
strategy. He believed that the worse state a
turnover was around R7 billion with Shield as
With hindsight that was the most important
country was in, financially and economically,
the biggest contributor. Pattison explained the
acquisition that Massmart has ever made.
the more they needed a Game, as mass
setup in those days. “ Makro was owned by
“It made us,” confirmed Pattison, “the
merchandise retail made things affordable and
Rennies locally and a Dutch company called
number one in general merchandise in the
available. The important thing which Barrett
SHV. There were six stores. But at that time
country. And all that for R755 million. And
emphasized is that Africa Game stores must
enormous pressure was being placed on SHV
we got Dan Barrett too!” Barrett? “The best
...to page 39
37 •
from page 37...
new designation as MD Massdiscounters.
Dan Barrett was teaching me all about retail
Knowing literally nothing about retail
operations and how to become a manager.
run to the same high standards as in South
Pattison engaged Dan Barrett’s help. “For
I could not have had better teachers,” he
Africa. He warned against any temptation to
the first year I relied heavily on Barrett. I did
declared. “Both Barrett and Lamberti were
rip off customers and that price increases must
everything he told me to do.” His honesty is
great retailers, both very different, but the
be justifiable. Furthermore, proper salaries had
very disarming. “However, it didn’t take long
wonderful thing for me was that they were
to be paid. And I’ve embraced that philosophy
before the retail bug bit and I fell in love with
keen to teach me. And of course I wanted to
too,” admitted Grant.
Game. It’s undoubtedly the best job in the
learn so badly.
Looking back, he confesses to being
‘shocked’ when they bought Game. “It was far
better run than we thought, was doing better
and had better systems, and although Game
and Dion had identical retail strategies, Game’s
group, with a fantastic brand, brilliant format,
excellent staff and is extremely successful.”
“I was certainly young
enough to be their
protégé.”
was better implemented.” Pattison remained
“I was certainly young enough to be
their protégé.” After three years success
at Massdiscounters with profits increasing
dramatically, Pattison was recalled to head
office in Johannesburg and his successor Fanus
Nothnagel installed. Later, when Nothnagel
with Lamberti for the next three years whilst
Grant Pattison’s enthusiasm for Game is
left Pattison appointed Jan Potgieter, then
Dan Barrett was appointed chief operating
unbridled. “The brand is neutral so everybody
the financial director. Pattison himself, as
officer of Massmart with Alan Herman as his
shops at Game, housewives in Sandton are
commercial executive, was put in charge of a
deputy running Game.
equally at home as housewives in Mitchell’s
new division called The Channel. He explained:
“However, within nine months Herman
Plain. So there has never been a racialisation
“The Channel was essentially an operation
resigned and I was invited to take over from
of the brand. That was Dan’s philosophy – a
to create genuine competition between our
him. Now that was a real shock . It was my
universal brand. Today Game makes over R700
chains.,
very first managerial job and my first retail job.
million in profits.” Pattison’s retail education
“I was also employed as a troubleshooter.”
I’d had a lot of executive experience but this
continued apace. “I had to literally learn how
At about that time – in 2004 – Mark Lamberti
was my first line management appointment.
to become a managing director.
made plain his desire to retire and appoint a
Anyway, down I went to Durban with my
“Thus at the same time as I was learning the
family, including a new baby daughter and a
art and science of retail from Mark Lamberti,
successor. “He signalled that I was his potential
...to page 40
39 •
their respect and managed to establish a viable
from page 39...
working relatinship.
successor and unfortunately at about the same
However, Pattison was determined to avoid
time Dan Barrett left Massmart... I was told
imitating Mark Lamberti’s management style.
I was a candidate for the top job. As such I
He said : “He was the founder of the group
was appointed commercial director to give
and had his own unique style. I was and am
me access to the board. And then after passing
a professional manager. So I adopted my own
various evaluation tests I was appointed deputy
position and style and I am proud to say I
CEO in 2006 and made chairman of Masscash.
“I’d worked at head office, then in two
“I now had to practise becoming a leader of
different divisions, set up and worked on
Remarking on any change of emphases since
leaders,” is how Pattison put it. “And when
Channel, had been on the main board and had
Lamberti’s retirement, Pattison made the point
finally Mark annnouned his date of retirement
appointed half our executive team. So in many
that Mark had been fundamentally a retailer
I became the CEO designate. That was on
ways the team I’d inherited was mine, and for
with a marketing bent and an HR background.
1st July 2007,” he recalled. But despite the
that reason the transition was pretty seamless
“I’m an engineer and my strengths and passion
heady excitement and challenges of the new
which I credit to Mark,” he stated. What did he
are supply chains. So in my three years as CEO
job, Grant Pattison freely admits he calls on
identify as his priorities when took over?
we have transformed from being a supply
haven’t lost a single one of the team.
“My first challenge,” he replied immediately,”
chainless company to a supply chain company.
“He remains non-executive chairman but in
was to earn the fellowship and respect of
“I deliberately started there because it was
addition is my life long business mentor,” he
the executive committee. They had been my
something I knew I could do and was good at.
says. “It’s become second nature to me to pick
colleagues, now I was their boss. That transition
Also I know it is part of the retail evolution
up the phone and chat to Mark whenever I feel
took a full two years,” admitted Grant. “I did
in South Africa. We started the process of
the need.” As for Grant Pattison’s jet-paced
that purposely, so I could not be accused of
re-engineering the supply chain at Game and
rise to the top, he is at pains to point out that
being arrogant. I was the second youngest in
brought it to Massmart.”
by the time he had been appointd CEO he had
our team so that was an additional challenge.
Today Game contributes equally with Makro
acquired considerable experience across all
I’d made up my mind to adopt a collaborative
to turnover. Says Pattison:” Both are superbly
the main activities of Massmart.
style and that too paid off as in return I gained
positioned, both are enjoying high growth
• 40
Mark Lamberti whenever he needs advice.
and both are in excellent shape.” On his own
“For example, we took two strikes last year,
explains: “We need a format renewal before it
day-to-day running of the group, he declares
first in many years. Then we had a fire in our
becomes stale and boring.We must rebuild the
that he has no active responsibilties with the
Benoni Game outlet which we think was arson,
supply chain, reinvent the brand and revisit the
four divisions. “They all have their own CEO
industrial action gone mad. In addition parts of
categories in which it participates.This process
and boards. Yes, I am the chairman of each
the group have not been running too well in
is currently underway. We have a new look
board and we meet quarterly, but I only get
the past three years, and as a consequence, for
and feel store in Boksburg which gives one a
involved operationally when needed.
the very first time, profits went backwards in
good idea of our thinking in this regard. It’s our
2010.
flagship and very contemporary but we have
“My job is to focus on shareholder relations,
to maintain a strong executive team and to
Looking ahead Grant Pattison believes that
ensured that customers feel comfortable in it.
look after group strategy.” Sometimes he is
for Game to continue its pattern of growth
“The merchandising is the same and the
forced by circumstance to get more involved.
into the future it must reinvent itself. He
...to page 42
41 •
He sees a clear need to develop more Game
a listed company, I place my own role in the
outlets. “ As Game improves operationally we
correct perspective. These guys can make
demographics are the same countrywide. For
can then economically justify putting stores
their own decisions, they can use me as a
the past 10 years the majority of our cusomers
into smaller towns which we wouldn’t have
sounding board if they want, but essentially it’s
have been black and 60% have been female.
considered even 10 years ago. So the plan is to
their call. I make it very clear as to what is
Like our business model, we don’t expect that
grow into smaller towns and new markets, and
their decision and what is mine. And let me
to change.
Game will certainly evolve in regional towns.
say, they generally make their own decisions,
from page 41...
“Our future stores will have new categories
Currently,” continued Grant, “we have
of products. We may bring in a pharmacy,
about 90 Game stores across the continent
“I always tell them don’t make a decision
fresh produce and maybe furniture. Right now
with 12 in Africa. My ambition is to get up
just to make me happy. If they want to do
though,” confirmed Pattison, “our biggest
to 120 stores in South Africa and up to 30
something, they must do it, and if I can I will
growth driver is Game Africa. Whether we
in Africa. So there is plenty of growth still to
help them achieve it. They definitely don’t need
will translate these new strategies into Game
come over the next decade.
my permission. From time to time I let them
even if I disagree.
Africa has not yet been decided. Our main
“We generate a lot of cash so all this
make their own mistakes because I know they
focus remains to open as many new stores as
growth will be financed from internal cash
will survive it and learn from it . I don’t want
possible in all major cities, maybe even as far
flow,” was Pattison’s factual revelation. He is
anyone to claim that I told them what to do.
north as Senegal.
candid about his own role as CEO. “I’m not a
However, if I make a decision I will accept full
Explaining the concept behind DionWired,
workaholic, in fact I’m fundamentally lazy,” he
responsibility. No abdication of responsibility,”
Pattison says it started out of the “desire to sell
claims. “However, being a CEO means being
was Grant Pattison’s promise.
high quality goods under one roof. We think it
responsible for 24 hours a day. Even if one is
He continued: “I like this devolved responsi-
can become a 40-store national chain with a
not always working, one is always thinking. But
bility because it means I can share my thoughts
branch in every shopping mall in South Africa.
I haven’t needed to work weekends for the
and ideas with them, without any pressure, but
That strategy is born out of Game. Game sells
past three years.
it remains their call. I like to work between our
to the middle market, whereas DionWired
“When I think that the managers who sit on
regular board meetings and would hate it if one
sells upmarket electronics. Without Game
our executive are of such a high calibre that
could only exchange one’s thoughts and ideas
DionWired couldn’t exist.”
each and any of them could be the CEO of
• 42
...to page 44
at short notice. I learned that from Dan
past three years but we’ve maintained profits
Barrett. If your diary is filled with back-to-back
right through the recession and I am proud
at these meetings. I would be very disappointed
appointments or whatever, that is not very
of that.
if my fellow managers felt that way.” Pattison
clever. It also irritates me enormously.
from page 42...
Pattison has the laudable ambition of setting
insists that there is no hierarchy at Massmart.
Pattison stays in touch with his large
up a retail science degree. And with his drive
“I’m the same age as most of my fellow board
organisation at all levels but tries to do this
and enthusiasm there is little doubt that will
members, I never pull rank. I do know one
‘with respect’. He explained: “I visit our
come about. “This degree will offer accounting,
thing, its much harder to do what you want
stores and shop in them regularly. All the staff
IT, supply chain, pricing theory, manufacturing,
as CEO, so there’s a lot of frustration, but it is
know not to bother me but to treat me like
information analysis and real marketing. The
the price you must pay.
any customer. No queue jumping – nothing
world is about research analysis,” he explained,
“I am not the ultimate authority here
like that. Also I encourage our customers to
“and learning. To learn from the past, to build
– I try to get to the point where I simply
contact me directly regarding their shopping
a model in your head and to make decisions
make suggestions to people, definitely no
experience. I want to know the good and the
going forward. Retail is essentially science,
instructions.” Pattison claims there is no such
bad.
not art. Art may be the bits we don’t yet
thing as a typical day in his job. “I suppose
As for media relations Grant is adamant that
there are always meetings, but apart from that
nothing goes out to media without his input and
Grant Pattison’s hobbies include golf and
I spend a lot of time writing reports. Board
his approval. He said: “I regard myself as the
water skiing and he swims the Midmar Mile
reports, shareholders notes, public announce-
primary spokesman for Massmart. I formulate
every year. He is married with two daughters
ments. Really, my job is about communication.
the message. And the same with shareholder
Jodie (9) and Hayley (7). His message to them
“However”, he elaborated “on any given day
relations. Mark Lamberti taught me that.”
is simple: whatever you do make sure you do
understand.”
75% is planned stuff, the balance of 25% is for
He does not believe he has any role in
unplanned, unforeseen crises. And there is
managing Massmart’s share price. “My job is
always one.
to provide the right information to the people
A philosophy he frankly espouses for himself
“I make sure there is always a gap in my diary
who are responsible,” he avers. “My job is to
and judging by his stratospheric rise in the
to accommodate whatever crops up which has
look after the profits and my shareholders
business world, it has served this dynamic
not been planned for, maybe to see someone
know that. We’ve endured quite a torrid
ex-electrical engineer very well indeed.
• 44
your best at it. Focus on the moment and don’t
worry about next year.”
JAN POTGIETER - MANAGING DIRECTOR
THIS BUSINESS STRATEGIST HAS TAKEN
THE BRAND TO NEW HEIGHTS
H
eading up this enormous R12
was determined on a career in auditing and
billion chain of Game stores
accountancy? Replies Jan: “I suppose so! My
is Jan Potgieter, a Free State
long term plan definitely involved becoming
dorp ‘boykie’ who has now become a history
a financial director and maybe through that
maker in the retail industry, taking this brand
being appointed an MD of some business. But
to levels that no-one thought possible. He
the type of business certainly didn’t have any
is perfectly at home in the most polished
importance for me as long as I had clarity on
boardrooms and the most sophisticated
my purpose. I love sport and that is where my
drawing rooms. Jan is essentially a businessman
Jan Potgieter
competitive nature comes from. I am a bad
loser. Once I have set myself a goal I will do
with limited retail background, but heading
my utmost to achieve it.”
up Massdiscounters’ massive operation has
a housewife” he recalled. “I went to school
taught him a keen appreciation of retail and
there for 12 years.” At school he discovered
It was whilst doing his articles that he
the business strategy necessary to sustain
an aptitude for Maths and figures so it seemed
met and married his wife Ansonette. “She
and to build on its success. His blood is now
logical to pursue a career involving figures. He
has always worked in and loved media, and
“pink”, he claims.
enrolled at the University of the Orange Free
indeed has worked for companies such as
State in 1987. “My brother wanted to get into
Media 24, Independent Newspapers and the
finance and was doing his articles, so I decided
Natal Witness. Wherever I have moved to,
to follow him,” declared Jan.
she has come with me, and has always found
“Once I have set myself
a goal I will do my
utmost to achieve it.”
“I enrolled for a B.Com. Degree, got my
a suitable media job regardless of where we
Potgieter was born and brought up in
honours and in 1991 wrote and passed my
were living.” Unfortunately, she had to rebuild
Wesselsbron in the Free State. “My father was
Board exams first time.” He promptly joined
her career every time.
a rep for Shell who called on all the farmers
Price Waterhouse Coopers to do his articles.
and my mother was a teacher who became
Would it be fair to say that at that stage he
It didn’t take too long for Jan Potgieter
...to page 49
47 •
BUSINESS STRATEGIST continued...
from page 47...
to realize that a life as an auditor was never
going to be for him. “During student holidays
I worked for various companies through Price
Waterhouse Coopers and that confirmed
my determination to get out of that boring
routine,” was his honest admission. The one
thing I really enjoyed during this time was
management consulting where I assisted
“We re-engineered
the business with
each trading branch’s
own set of goals and
business plan. We
turned it around and
by the end of the first
year we had made R1
million profit.”
third-year students.
could not deliver a profit. So I accepted the
challenge, moved to Maritzburg and started to
implement a range of changes, and introducing
better business practices such as improved
stock days, debtors days, and increased our
margins which were far too low.
“Obviously, I looked at the cost structure
which was far too high, so we pared that
down too. We re-engineered the business
with each trading branch’s own set of goals
entrepreneurs to put business plans together,
Soon thereafter, a struggling NCD Trading,
and business plan. We turned it around and
apply for financing and implement the plans.
part of Clover SA, based in Pietermar-
by the end of the first year we had made R1
“So when I completed my articles I declined
itzburg, approached him to try to resolve its
million profit, then R5 million profit and by
Price Waterhouse Coopers’ invitation to join
problems. “They had been losing millions of
the end of the third year we had increased
them and accepted a job with one of their
rands,” revealed Jan. “Basically, they had been
that to R8 million.”
clients.
supplying goods and services to farmers, such
And then SA Breweries came calling
“It was a skills training company based in
as farming equipment, veterinary supplies,
via a personnel recruitment agency in
Bloemfontein, and I was appointed financial
animal feeds, fertiliser, seeds etc, but they
Bloemfontein. “Initially, I was not interested,”
manager. The company, whilst enjoying
declared Potgieter, but they pursued me; they
government business, was still struggling
even came to see me in Maritzburg. Finally
financially. Together with the general manager,
I decided to give it a go, went through the
we turned it around and that achievement
interviewing processes and the psychometric
gave me my first rush of what was possible
testing.
in business and the thrill if you get it right.
Bloemfontein
During this time I was also a part time lecturer
Breweries central region, and reported to the
at the Technikon on financial management for
I was then offered a position in
as
financial
manager
...to page 51
49 •
for
run.” After just two years in Bloemfontein,
with the title of financial manager, operations
Breweries promoted and transferred me to
reporting to the financial director. “I enjoyed
general manager, who is now MD of Russia,
Johannesburg where I was made responsible
that period at Breweries thoroughly,” he
and a great friend of mine.
for the finances of southern regions which
admitted. In his last year of his eight-year
included Central plus Eastern Cape, Western
tenure, ABI had been acquired 100% and
Cape and KwaZulu-Natal.
he clearly remembers that the group’s
from page 49...
“Now that was a very different experience,
from milk to beer,” recalled Jan, “the figures
were huge compared to NCD. But I suppose
That phase lasted another two years before
operating profit for that year as R6 billion
my experience at Price Waterhouse Coopers
the company was restructured. Instead of
($1 billion). Throughout this time there was
where I was exposed to different big listed
being split into the geographical regions as
incredible exposure to a world-class company
companies, other smaller businesses and
it traditionally had been, they split it into
with world-class practices and people. At
then more recently to the agricultural sector,
the functional categories such as sales and
Breweries, Potgieter also attended an EDP
gave me a feel and an appreciation of what
distribution on the one side and manufacturing
at the University of Michigan. “I thoroughly
I could do and how businesses should be
on the other. My job was to look after the
enjoyed the unique culture at Breweries and
finance of the sales and distribution division
still have many friends there.”
“We have 80 stores
under our Game SA
brand and 12 stores
operating in 10 other
African countries.”
for SA, supporting the sales and distribution
Director.
And then Massmart came head hunting.
Said Jan: “I knew very little about Massmart.
Then came a major breakthrough –
They were looking for somebody to join
Breweries offered Jan Potgieter the position of
their Massdiscounters division and I was
looking after the overall finances of the group
...to page 53
51 •
2007. When Fanus resigned, Grant called me
from page 51...
to suggest that I take over as acting MD for
interviewed by their then
MD, Fanus
a few months whilst he personally oversaw
Nothnagel, who was also an ex-Breweries
the operation from Joburg and recruited a
employee. They wanted me as financial
successor.
director but I was not keen to be placed in
announce my appointment as the new MD.”
a financial straitjacket. They promised that
That confirmed, Potgieter was in March 2007.
although I would begin as financial director,
“I must have done something right.”
Thereafter, Grant called me to
“After all when finance
has been your career
background and
suddenly you are thrust
into a general business
arena and have critical
decisions to make, the
challenges are very
real.”
I would have the opportunity and the option
Later that year Jan Potgieter made the
to move into the business side in due course,
decision to close the old Dion brand. He
We used some of the learnings and opened
if I proved myself. I was extremely impressed
explained: “There was no differentiation
a second store in Fourways. That was a bit
when I met Mark Lamberti, who was the CEO
between our Game and Dion stores, and
more successful,” admitted Potgieter,” but it
at that time, and by what he had achieved in
we decided to either close the Dion stores
was only when we opened our third store in
business.
down or convert them to Game. But there
Gateway that it really took off. We had finally
Thus it was in 2005 that Jan Potgieter
was some value in the Dion brand, and it was
got it right and the concept was clear but we
joined Massdiscounters as financial director
decided to keep the Dion name to launch
had to do more work on the strategy. The
and relocated to Durban. He remembers,
a brand new upmarket operation called
challenge about strategic choices is what you
“For the very first time in my career I was
DionWired. DionWired was conceived as a
are prepared to give up and to understand the
in a retail environment which was different
high tech appliance and audio visual operation
long term implications of today’s decisions.
to anything I had been exposed to. And
catering for the wealthier consumer, the
Continuing, Potgieter expanded: “We
then just 18 months into my tenure, Fanus
higher LSMs 8 – 10 and stocking the outlets
now have 11 DionWired stores with their
unexpectedly resigned.”
with premium brand names.
own general manager and the concept is well
“That was in November 2006. I remember
“We went ahead and opened the first
established and working well. That has been
too that at that time Grant Pattison had
DionWired in Centurion but we got it a bit
a definite success story as a new greensfield
been earmarked to take over as Mark
wrong, we hadn’t really succeeded in getting
operation for Massmart, making a profit in its
Lamberti’s successor at Massmart in June
the differentiation that we were looking for.
...to page 54
53 •
challenges are very real.
from page 53...
enormously successful. In July this year we
“I suppose my first year was tough in
opened our 70 000 square metre facility in
first full year and great plans for the future as
the sense that any decisions or changes
Johannesburg and will follow that with a
a national brand.”
I made had to work. I was often met with
new facility in Durban. The success of these
Today Game is split into Game SA and
skepticism, but when things worked out,
distribution centres will have a massive positive
Game Africa.” We have 80 stores under our
it became much easier,” he confessed. “My
impact on our operating cost, in-stocks and
Game SA brand and 12 stores operating in 10
non-retail background definitely allowed me
working capital once the network is complete
other African countries,” he explained. “Both
to introduce concepts that are not normally
by June 2012.”
groups run autonomously but report back to
used in retail.”
Looking ahead, Jan states
He is very keen on improving entry price
me.” Talking generally Potgieter revealed he
that there are several big challenges which
points and maintaining the Game Promise.
has plans to “double our African footprint.
need to be addressed. “Distribution, supply
“The message to our customer has to be
All these stores are recognisably Game. The
chain management and logistics are key areas
consistent – that we will source the best
same look, the feel, the uniforms and the
which we have to master as this would have
possible product at each price point – that
promises are identical to our SA stores. The
a severe impact on our performance if we
is our value proposition to each and every
only difference, for example, might be in some
don’t,” he says.
Game customer. We make a point of
merchandise range where we carry product
informing every Game customer that every
to cater for local communities.”
week there will be Game ‘specials’ on offer.
Has his non-retail background impeded
Look, we know that it is impossible to be the
him in any way or placed him at a
cheapest with every product we sell, but what
disadvantage
we do guarantee is trust in the brand that has
vis-à-vis
his
competitors?
“Not in the slightest,” the denial is real and
existed for more than 40 years.
emphatic. “Initially, inevitably, I had to feel
Jan Potgieter sees himself as a ‘hands-on’
my way. After all when finance has been
manager that gets into the detail. “Apart from
your career background and suddenly you
visiting all our stores – 107 of them in Game
are thrust into a general business arena
“Our first regional distribution centre was
and have critical decisions to make, the
opened in the Western Cape and has been
• 54
SA, Game Africa and DionWired — before
Christmas.
I keep a very close watch on
every store’s daily figures. Because I manage
intend to get there. In other words, to
stores operate. “My future is bound with
so tightly, and on a daily basis, I am able to
understand both the direction the Group
Massdiscounters and it is very important
respond with speed and flexibility to any
is taking, and what each executive’s role
for me personally that we succeed, not just
situation which may arise,” he states. I love
is in enabling us to achieve that. Profit
for our sake but for the sake of our staff
setting stretch targets and keeping managers
is the applause you get for taking care of
and the communities we serve. It is about
accountable.
your customers and creating a motivating
the triple bottom line; being the customer’s
environment for your people.”
first choice, the employer of choice and the
He sees ‘strategy’ as very much a part
of his responsibility looking ahead. “It is
With a full time staff of 12 000 to look
investment of choice,” he concluded. And
of utmost importance that everyone at
after, Jan Potgieter is very conscious of
with his astonishing track record there
Massdiscounters understands our priorities,
his huge responsibility, not only to them
won’t be many betting against this strategic
knows where we are headed and how we
but to the communities in which the
operator.
55 •
TYRONE VIEIRA - MERCHANDISE DIRECTOR
THE TRICK IS TO OFFER CUSTOMERS
WHAT THEY WANT AT THE RIGHT PRICE
A
of
Eastern Cape and the Transkei, and it was a
this 107 Store Group, Tyrone
very different experience for me.” Different
Vieira’s
certainly
or not, when Dion called inviting him back to
presents him with demands. Virtually 12
a Project Management role, he didn’t hesitate.
months of the year provides both complex
“I realized it was my kind of retail and I had
and critical challenges and success is heavily
missed it.”
s
Merchandise
Director
portfolio
reliant on several aspects, pertinently, in-store
So back to Johannesburg and in 1997 he
experience to ensure that what Game offers
was moved into Merchandising. “It was the
is what their customers want.
Vieira was born and educated in Johannesburg
following which he was drafted into the
Defence Force to perform his National Service.
He then enrolled in the OK Bazaar’s training
Tyrone Vieira
“I knew at an early age
that retail was all I ever
wanted to do. I felt I
had a sense for retail.”
next logical phase for me,” said Tyrone. “I
started as a buyer for Housewares and it was
shortly thereafter that Massmart acquired
Game and I was transferred out of Dion to
Game and relocated to Durban. Here at
Game my responsibilities widened quite a lot
programme. He explained: “I’d worked for OK
as a student and was drawn to retail. I knew at
Western regions.” Progress was swift as
and I found myself buying not just furniture
an early age that retail was all I ever wanted to
within two years Rusfurn offered him a role
but automotive products too.” He was then
do. I felt I had a sense for retail.
managing one of Dion’s departments, which
appointed National Merchandise Manager for
in those days was part of the Rusfurn group.
Hi-tech.
“As a trainee you are put through the
works - exposed to every aspect of retail.
“They too moved me around, as a Store
Vieira’s next logical step up the corporate
When they think they can trust you, you
Manager, from store to store, all around
ladder was when he was appointed General
are sent off to open stores, to close stores,
Johannesburg.” And then he changed direction
Manager of the Dion brand and invited to join
to revamp stores – you name it I did it all
and joined the Foschini Group. “A better job
Exco. “I did that for about 18 months and then
in those days. Mostly in the Southern and
offer, also a change, as I was sent down to the
...to page 58
57 •
THE RIGHT PRICE continued...
from page 57...
about four years ago – in 2006 – I was appointed
to my current position as Merchandise
Director, which of course is my primary role
and responsibility today,” he stated.
“I have 43 Buyers reporting to me, who
service all of our stores nationwide and in
Africa too.”
“When we recruit
we try and get a
cultural match to
our organization, we
put them through
psychometric
assessments and
ask ourselves ‘is
this person at the
right stage of his or
her career to be a
buyer’?”
What in his opinion makes a good buyer?
“We select our buyers very carefully,”
“Undoubtedly they must have a developed
insisted Vieira. “When we recruit we try and
sense of good taste; they must have good
get a cultural match to our organization, we
strategic orientation, be numerate, have a
put them through psychometric assessments
highly developed commercial acumen, and
and ask ourselves ‘is this person at the right
multitude of performance measurements, but
critically, must enjoy good relationships with
stage of his or her career to be a buyer’?
obviously the strongest indicator is market
suppliers. Indeed they must develop long
standing relationships with their suppliers.”
“We rotate our buyers every few years.
As Merchandise Director can he measure a
share. There must be an indication of real
buyer’s performance, ability etc. “Absolutely,”
growth. Growing market share is key to a
was his emphatic response, “we have a
buyer’s ability.”
In that regard,” continued Tyrone,” we are
“How we work,” explained Tyrone, “is to
unique in South Africa. Tesco in the UK
present a shopping list to our agents overseas.
rotates their buyers every two years, but
“We deal with so many agents, so to make
here in SA nobody else does it but us. We
it work efficiently; the buyer will select a
don’t have an official policy as such, so we do
particular agent and send him a list of what
remain flexible, but every year we look at the
he is looking for in a particular range. This
portfolios and rotate five or six people. And
will obviously include price points too. The
clearly the policy is working for us.”
• 58
...to page 60
THE RIGHT PRICE continued...
from page 58...
agent on the ground will find the factories,
narrow them down to those who can supply
the ranges at the right prices or offer other
“Game has a dynamic
highly visible role in
retail and retail is a
very fluid fast moving
business.”
suitable options.
the LSM7 category and we in fact don’t have
stores in lower LSM areas. All our buying is
therefore geared to satisfying this customer’s
preferences. In other words we try to match
our products to their lifestyles.
“The curious thing,” continued Tyrone, “is
“We will then visit these factories, look
then we’ll finalise these orders by March.
that our South African customers all shop
at what they are offering, look at their
Thereafter our very latest placement of orders
like Americans but with tastes much more
show room floor, and then maybe discuss
for Christmas from overseas suppliers will be
like Europeans. Also today consumers will
adaptations of what they are offering to
completed in July and our local suppliers will
not be pushed around. They know what they
better suit our needs. In most cases we will
get their final orders by October, although we
have to change the packaging and the branding
would have spoken to them weeks before.”
anyway,” said Tyrone. Those who think that
Buyers are given a great deal of leeway.
Christmas buying starts in early spring are
“Within the business’s parameters they can
swiftly disabused.
introduce new lines and new categories. After
“We actually leave on 5 January to place our
all they are in a unique position to judge what
first Christmas orders and these are generally
might or might not sell,” said Tyron Vieira.
for decorations,” explained Tyrone. “And
“They understand we attract consumers from
• 60
want – product, service and delivery have
and duplicate presentations and store layout.
to be pretty immediate. We’re in that kind
These exercises are enormously valuable.”
of society where the demand is for instant
To keep in touch - ‘absolutely essential’.
gratification. If we don’t have the product in
What is clear is that Tyrone Vieira is
stock, they won’t wait for you to procure it,
extremely passionate about his career and
they will go elsewhere immediately.
is stimulated by it. “I certainly want to stay
“And obviously our pricing has to be right
with this Group, and perhaps one day run
but then that is part of our competitive pricing
one of the chains. Retail is not for everybody
strategy relative to the market.” Tyrone Vieira
competitively priced production sources, for
as one needs to work one’s way up through
openly admires retailers such as Wal-Mart
green products, for environmentally friendly
the ranks starting at the bottom. A lot of
and Tesco. “They set the benchmark for
products and we learn from these guys all the
young people find that prospect unappealing,
retailers like us. We know the world is a
time,” was his frank admission.
but if they could stick it out, they would find
tremendous rewards and job satisfaction.
global village today, and information which
“Game has a dynamic highly visible role
we all seek is available much more freely
in retail and retail is a very fluid fast moving
“Once you start you will either be out in
to everybody. We’re all looking for new
business. We have a fairly neutral aspirational
three months because you hate it, or you will
“And obviously our
pricing has to be right
but then that is part
of our competitive
pricing strategy
relative to the
market.”
brand which enjoys broad acceptance amongst
be around in 30 years because the bug has
consumers and a very important part of the
bitten and you love it,” was Tyrone Vieira’s
job is to maintain that differentiation and
final assertion.
appeal,” he says.
There can be no question that Game’s
“To that end we use two trial stores to
success owes much to this man’s acumen,
test new strategies, layouts etc. We will also
vast experience and a highly developed
do space planning rollouts in the warehouse
commercial instinct.
KENWOOD HOME APPLIANCES SAYS...
The management and staff of Kenwood Home Appliances, home to two leading brands in Kenwood and De longhi, would like to take
this opportunity to congragulate Game Stores on their fantastic achievements, thank them for their invaluable support and to confirm our
ongoing commitment to them.
61 •
RICHARD FULLER - STORE OPERATIONS DIRECTOR
A BORN AND BRED RETAILER WHO
UNDERSTANDS HOW EVERYTHING WORKS
O
perations in any large retail
and beauty, and groceries. Quite a mixed
chain is one of the most
bag. His capabilities must have been manifest
important and critical aspects
as he was appointed as a manager at the age
of the business, and if handled by the wrong
of just 21. Fuller continued: “I really enjoyed
or incompetent personnel, can all but stifle its
line management, it gave me much satisfaction
day-to-day success.
and about two years later, soon after getting
The fact that operations runs so smoothly
married, I was sent off to manage another
and efficiently at Game is due in a large
small store just outside PE. Thereafter I was
regard to Richard Fuller, the company’s store
Richard Fuller
moved around rapidly, first to Uitenhage, then
to Nahoon in East London and then finally to
operations director.
singular
my schooling I had to go into the Army as
the big one – Oxford St, East London – the
advantage over other players – he is a retail
we all had to in those days. Just as soon as I
biggest Checkers in the Eastern Cape at that
man through and through – indeed he has
was discharged, I applied to Checkers in Port
time.”
worked in retail all his life and has been with
Elizabeth as a trainee manager. Checkers put
Game for an impressive 18 years. But let’s
you through the mill – one had to do work
his appointment upcountry to Pietersburg
start at the beginning: Fuller is a Queenstown
in every department – fruit, vegetables, deli,
(Polokwane) with eight Checkers stores
boy educated at Queens College and his retail
butchery, the lot.” When Fuller was considered
reporting in to him. That, he recalls, “was back
education started even whilst he was at school.
trained and competent enough, he was sent to
in the eighties. In the meantime, however, a
He explained: “My maternal grandfather was a
Checkers in Outdtshoorn as sales manager.
guy I knew
Greek and as Greeks did in those days, owned
More experience for the young man.
– had left Checkers, joined Game as MD
Richard
enjoys
perhaps
one
Regional
management
followed
with
– one John Willoughby Williams
and ran a shop in a little town called Molteno.
And then just 18 months later he was
and invited me to return to open the Game
“During the school holidays I was always in
transferred back to PE, this time as a trainee
store in Pietersburg. So, in the Far North we
there helping out. However, after I finished
buyer, then was appointed as buyer for health
...to page 66
63 •
BORN AND BRED RETAILER continued...
stock management, recruitment, training,
from page 63...
development and obviously security is an
stayed.”
extremely important aspect of the job. One
And there Richard Fuller and his family
of the things I learned there and have carried
remained for 18 years. Did he not find Game
through is the importance of management by
a very different kettle of fish to Checkers?
walk-about. Managers absolutely need to be
Richard said: “The principles of retailing don’t
on the floor keeping a tight handle on what
really change, but the cultures of the companies
is going on.
were different, and in truth I enjoyed the Game
“Store managers are also responsible for all
developments according to the specifications
culture enormously. It was more exciting, I
expenses, although all buying and accounting
provided,” he explained. “But as a group, we’re
had my responsibilities and parameters and I
is centralised and communication regarding
constantly opening and closing and upgrading
did my job within those, but I enjoyed much
stock with head office is also of primary
stores, so we have our work constantly cut out
more autonomy. Basically I was left alone to
importance.” He also has strong opinions
for us. Right now we have been consolidating
deliver.
on the importance of getting the right staff.
two large stores in Nelspruit which have been
Fuller detailed his responsibilities as a
“That’s our biggest challenge,” he maintains,
very successful. And then we have plans to
store manager of a Game outlet. “Basically
“and not just finding them, but keeping them,
open seven new stores in November. These
our
developing them. Staff need to understand that
will be in Lilongwe in Malawi, Bayside in Cape
most customers don’t want them following
Town, Clearwaters in Johannesburg, Vosloorus
them around, but they definitely need to
and Woodlands in Pretoria, and another one
be available and knowledgeable when their
in the Pretoria CBD. Also we have plans for
assistance is asked for. In other words, good
Brits and Hammanskraal down the line.
functions
are
general
operations,
“Store managers are
also responsible for all
expenses, although all
buying and accounting
is centralised and
communication
regarding stock with
head office is also of
primary importance.”
• 66
manners and attitude is vital in staff.”
“Further than that, we are also relocating our
Today as stores operations director, Richard
Kimberley store plus upgrading Tygervalley,
is responsible for all store operations and
Canal Walk and N1City.” Although Richard
store development. “Once a lease has been
Fuller is totally involved with store development
signed, we take over the store and oversee its
...to page 68
BORN AND BRED RETAILER continued...
from page 66...
in South Africa and Africa, he does not involve
Good communication is everything in this
admin, and then Tuesdays to Thursdays I visit
regard to ensure that things run as smoothly
our stores.”
as possible.
All in all Richard Fuller feels a happy and
himself with operations outside the country.
“You know,” admitted Fuller, “the more I
fulfilled man at Game. “This is a hugely diverse
“That needs to be handled on the ground
think about it, the more I realise that the most
job, highly motivating, with so much involvement
by a dedicated team that is familiar with the
important part of this job is to manage people
in so many spheres,” he concluded. Fuller is
environment.
in our stores and to maximise co-operation
married with three daughters – one with a
The other very important aspect of my
between the role players.” He splits his
dancing degree and who runs a successful
job,” he asserted, “is managing the relationship
working week between store visits and admin.
events business, the second is at Tukkies doing
between our divisions – for example between
“For example I tend to reserve Mondays and
industrial engineering and the youngest is in
merchandising and planning and store ops.
Fridays for the office and to catch up on all my
matric.
• 68
RICHARD MILLSON - MARKETING DIRECTOR
I ENJOY MIXING THE LOGICAL WITH THE
CREATIVE AND IDENTIFYING THE NEXT TREND
M
arketing is one of the key
manager looking after Checkers, Spar and Pick
functions
‘n’ Pay Hypermarket.
at
any
retail
organisation, and at Game
In 2001 Richard undertook an MBA at
this portfolio is the responsibility of marketing
Wits Business School and landed an exchange
director Richard Millson. Richard’s view is
scholarship to do part of his MBA at Duke
that marketing is the 3rd “M” in the trilogy
University in America. He said: “I returned
of Merchandise, Merchandising and Marketing.
from the States to complete my course in
“Retail marketing is two-fold – firstly, it is
South Africa, and I was fortunate to be offered
getting a deep range of insights into the Game
Richard Millson
one of the best learning jobs around – as
executive assistant to Mark Lamberti, at the
shopper and feeding these back into the
merchandise and operations (merchandising)
to complete a B.Com Honours in marketing
teams, and secondly delivering a service to the
and in this time spent many holidays in retail
“Although I had considered returning to
business in informing the customer of the retail
outlets selling Philips electronics products.
the US, I made the decision to remain in
offering, through innovative communication
During this period, Richard and a varsity
South Africa and pursue this once in a lifetime
means.”
friend also started up a successful business
opportunity. And of course, I’ve been with
consultancy. After graduating, he joined GSK
Massmart in different roles since then - now
Consumer Healthcare’s brand marketing
eight years.” Richard’s first appointment
team. “I was at GSK for six years and worked
following this formal mentorship programme
on some world leading brands in a variety of
was as divisional merchandise director at
marketing roles – this is where I really cut my
Masstrade, thereafter he was appointed to
Richard has always had a passion for
teeth from a marketing perspective.” While at
run Massmart’s wholesale cellular business.
marketing and enjoys mixing the logical with
GSK Richard was also heavily exposed to the
In September 2008, he was transferred to
the creative. After school he went to RAU
commercial core of retail as national accounts
“I have to admit that I
was happily surprised
at the multi-faceted
role of this function.”
time CEO of Massmart.
...to page 72
71 •
IDENTIFYING TRENDS continued...
next trend, and trying to keep ahead of the
our customers is our primary communication
“I really enjoy the pace
of the job, the drive,
the next marketing
campaign – identifying
the next trend, and
trying to keep ahead
of the game, of the
competition.”
vehicle, the marketing function is a lot more
an internal agency of over 30 designers
an idea until it’s shared, as in ‘I have an idea’…
diverse and interesting than I originally
who generate almost all our creative and
Then comes the drive to make it happen!”
thought, including management of the private
production output, then also a brand division,
An exciting and growing part of the Game
label portfolio (worth R1.5 billion annually), all
an e-commerce function, a media planning
business is the private brands portfolio –
e-commerce initiatives, consumer insights and
team, and a PR and CSI team. Keeping so much
“there is more Logik-branded product in our
shopper research, marketing throughout our
resource internal brings better ownership,
customers’ homes than any other brand, and is
10 African countries, and the ownership of the
understanding and commitment to our brands
consistently our top seller by volume.” At the
Game, DionWired and the recently launched
over the long term – the challenge for the
same time, we are the leading retailer of other
Foodco store brands”
leadership think tank is to keep the team
top electronics brands like Samsung and LG.”
from page 71...
Massdiscounters based in Durban as marketing
director.
“I have to admit that I was happily surprised
at the multi-faceted role of this function”, says
Richard. “Although Game’s weekly leaflet to
Massdiscounters’
marketing
budget
is
coming up with new ideas.”
game, of the competition. Our levels of brand
awareness or saliency are high, but you can
never stand still. The best campaigns come late
at night, staring at the waves, or when you are
stuck inside four walls with a team who decide
to get creative – the best ideas are owned by
everyone, but not by anyone. An idea is not
Game’s private brand portfolio, which
managed and controlled centrally – unusual
Each African country in which Game
also includes Simple Choice, Little One
for a retail operation operating across diverse
stores are situated, demands a “differen-
and Stramm, offers differentiation from
markets – and this brings added interest to
tiated approach to marketing. So that requires
competitors, customer loyalty to Game,
the role, where Richard focuses the team
a degree of intimacy with the country, its
higher gross margins, and gives the Game
on maximising advertising reach, continuity
customs, demographics, purchasing habits,
team insight into the margins throughout the
and impact for the budget under his control.
standards of living etc.
supply chain – ensuring that it is able to reduce
“Our customers expect to find our adverts
“I really enjoy the pace of the job, the drive,
consistently in key environments. We have
the next marketing campaign – identifying the
• 72
product pricing, further benefiting Game’s
...to page 74
IDENTIFYING TRENDS continued...
America in favour of a career in retail?
from page 72...
“None whatsoever,” he states emphatically,
customers.
“I cannot imagine finding a more challenging,
“Game has a sustainable competitive
interesting and satisfying environment in which
advantage as the industry’s low cost leader in
to learn and ply my marketing skills. And there
that the business identifies successful product
are ample opportunities within the group to
innovations early, and speeds up the market
grow and develop further.”
life cycle curve through volume purchases –
Richard Millson is married with two young
enabling the mass market earlier access to
provided him with the stimulus, the challenges
children aged five and two. He is an amateur
innovation.“
and job satisfaction he has been searching for?
musician, enjoys gym and is involved in church
Has he no regrets about spurning the lure of
activities.
So for Richard Millson, has Massdiscounters
• 74
JOHN HART - IT AND LOGISTICS DIRECTOR
MY JOB IS TO CREATE SUSTAINABLE
EXCELLENCE IN CENTRALISED DISTRIBUTION
J
ohn Hart is the IT and logistics director
was exposed to a variety of challenges. “So
at Massdiscounters’ Game. Cape Town
although I had the title of logistics director,
born and educated (at SACS), Hart’s
the job was actually considerably more than
professional journey commenced when he
that,” he declared. He was with Spar gaining
decided to study for his B.Comm.(marketing) at
invaluable experience for 10 years before he
UCT. Clearly he had already set his ambitious
was headhunted by Nu Clicks.
sights on a business career as on completion of
“The logistics challenge they presented to
his degree course, he immediately enrolled at
me was immense as they were centralising all
Stellenbosch University for his MBA.
John Hart
the suppliers through three major distribution
centres across the country. This further
“Yes,” confirmed John Hart, “a business
career was my absolute first choice so I did
massive task as perishables had always been
involved setting up a central replenishment
what I could to get whatever formal qualifica-
delivered directly to stores and this meant
and planning department to administer the
tions were available to enable me to realise
significant change for the stores.
changes in the business processes. After three
that aspiration.” Hart’s first job was with
He was appointed Logistics Director for the
years of creating these new structures I was
Spar’s head office in Cape Town. “ I started
division and as part of Spar’s executive team
appointed as merchandise director with a
off in a special projects function and was soon
thereafter moved into buying which I did for
three years. Subsequently, I was appointed
merchandise executive responsible for Spar’s
general merchandise division which lasted
approximately 2 years before being asked to
set up the perishables division which included
merchandise as well as Logistics. This was a
“A business career
was my absolute first
choice so I did what I
could to get whatever
formal qualifications
were available to
enable me to realise
that aspiration.”
brief of clarifying the merchandise strategy and
unifying the team. At that time, the group had
also acquired UPD (pharmaceutical distributor)
and a number of pharmacies which it needed
to integrate successfully into its current
store format as well as establish the brand
as a key player in the market. After having
...to page 78
77 •
SUSTAINABLE EXCELLENCE continued...
from page 77...
it, we opened a 70 000 sqm new facility in
Johannesburg in July this year. I and my team
spent 5 years at Nu Clicks I was approached
have been working on this for the past two
by Massdiscounters to fulfil the role of IT and
years.”
supply chain director.”
But what exactly is logistics, and why is it so
important? Hart said: “Firstly, let’s sort out the common
misconception that supply chain and logistics is
one and the same thing. Supply chain is simply
Hart expanded: “Understanding it is one
the management of the flow of goods, related
thing, but managing it is fundamental to
services and information from our suppliers to
managing the cost of goods to a retailer
the customer. Retail logistics is the function
today. Indeed no current retailer can succeed
within the supply chain which controls the
without heavy investments in this area,
efficient forward and reverse movement of
not just in internal competence but also in
One of the key requirements of coming
goods, the storage of goods, and the flow of
infrastructure to support growth and the
to MDD was to “essentially improve retail
related information from suppliers through
bottom line. I would say that three elements
logistics, allowing MDD stores to optimize
distributions centres (DC) to stores.
present themselves as critical in this regard –
merchandise stock by lowering in-store
“When I joined I
decided we needed
a strategic initiative
to ensure just
that. We had to
create sustainable
excellence in
centralised
distribution.”
strong relations with suppliers, well-integrated
stockholding, and improving in-store stock
availability, but ultimately reducing supply
chain costs to stores throughout the business
and in the right quantities on-shelf. In the
Western Cape our Massdiscounters division
has invested in a new warehouse facility which
has been operating successfully for just on a
year. Due to this success and learning from
• 78
systems and an efficient logistics network.”
He indicated that Massdiscounters (MDD)
started on this journey about five years ago.
“The company became aware that the business
environment was changing so rapidly and that
the management of logistics complexities was
similarly increasing. “So, declared John Hart,
...to page 81
from page 78...
them as: to improve in-stocks for stores; to
improve stock turnover time; to reduce the
“the rapid growth of our stores, both here
distribution costs of units to stores; to take
and in Africa, meant we had to redefine what
control of the suppliers own distribution
is appropriate for our business over the long
channel; and finally to reduce ‘cross subsidis-
term to remain both relevant and competitive
ation’ with regard to the cost of goods to
if we were to successfully meet our customers’
competitors.
needs. Once we grasped this, we set about
He admits with disarming candour that
how best we could manage our own future,
MDD’s drive was to “emulate global retailers
distribution centre opened by Game was in
without being retarded by suppliers’ inabilities
such as Wal-Mart, Tesco and Carrefour. We
Cape Town incorporating a warehouse of
or shortcomings.
realised that the secret to their rapid growth
19500 square metres. What did it achieve and
was their logistics and supply chain capabilities.
has it met the objectives set by John Hart and
But, we had to apply localised thinking. Our
his team? He has no doubts at all about its
overseas counterparts are heavily mechanised,
success. He explained: “Out of that facility we
whereas our warehouses are relatively low tech.
now service 18 of our stores in the Western
We generally don’t employ conveyor belts, or
and Eastern Cape with a throughput of R1.4
automated mechanised pick processes which
billion in our last calendar year.
“We have designed
the Gauteng DC to
service 62 of our stores
in the first year which
will include eight
of our Game Africa
stores.”
is standard overseas. However,” continued
“We operate the warehouse on a 60%:40%
Hart, “our technologies are state-of-the art
flowthrough to putaway stock levels as this
“When I joined I decided we needed a
– from receiving, picking and moving tasks
is very useful to turnaround time of stock to
strategic initiative to ensure just that. We had
from supplier to stores; all radio frequency
stores, and keeps our inventory levels in the
to create sustainable excellence in centralised
tasks ensure accuracy of goods to stores
DC fairly low. On average the local stores
distribution, a clearly defined road map for a
with efficient integration of the systems and
receive two or three trucks per day across the
logistics network that would support MDD’s
processes between our distribution centres
range of merchandise, whereas the outlying
growth targets. To achieve this,” said Hart,
and stores.”
stores might get deliveries two or three times
“we had to define key objectives.” He itemised
As mentioned earlier, the first regional
...to page 83
81 •
from page 81...
in stores being supplied through the central
DC, when compared to those that are not.
a week, but using much bigger trucks.
“We have designed the Gauteng DC to
He continued: “Approximately 75% of all
service 62 of our stores in the first year which
our store sales in the Western Cape come
will include eight of our Game Africa stores.
from a central point which has vastly reduced
These are all within the SADC region.” Hart
complexity and capacity requirements at the
anticipates an initial throughput of R2 billlion
stores. Moreover, what we call “green light”
within the first year which figure will rise to
receiving has further reduced handling and
over R5 billion within 3 years. “It will be our
chain management procedures. As MDD itself
checking requirements at store level as goods
biggest warehouse by far, and with the land we
expanded, so the costs associated with supply
now need only be scanned in at a pallet or
have acquired, the capacity to expand up to
chain management got bigger, and we knew it
rolltainer level and can move directly from there
100 stores,” he states with pride.
was essential to manage these costs.
“As for KwaZulu-Natal where it all began,
He elaborated: “It is one thing to set up
Hart believes that another benefit is the
the existing warehouse in Pinetown will be
these facilities, these systems and networks,
massive reduction of paperwork in stores
used as an interim step for local and indent
but to extract maximum business efficiencies
and at head office. “Additionally, we have
suppliers until we have built a new facility in
it is critical to get the right staff, the right blend
improved suppliers’ deliveries through higher
Durban. This new facility will be built in 2011
of retail and technical expertise.”
receipt rates culminating in improved instocks
and will start operations in July 2012.
to the correct merchandise department.
So has he now achieved and met all the
“ I have little doubt that our KZN operations
challenges associated with his initial brief? “Not
will gain much from the experiences we have
in the slightest,” he laughs, “there is much to
acquired in the Cape and in Johannesburg and
be done.”
we expect it to be much easier.” Looking back
There can be little doubt that if anybody
on his time and achievements at MDD since
is going to succeed in that monumental
he joined, Hart believes he has learned a great
task it is the ‘wunderkind’ from Cape
deal. “We had to change fundamentally the
Town, the systems & supply chains director
manner in which we approached our supply
John Hart.
83 •
ANN HANSEN - FINANCIAL DIRECTOR
A KEY FUNCTION IS TO PROCESS
INFORMATION AND OFFER RELIABLE DATA
I
under the Bidvest group.
n any company managing the finances is
critical – without accurate reporting,
Hansen joined IVS as a financial manager
effective working capital management
and within a year this highly competent
and controls, a company is going to run
lady was appointed financial director of
into serious problems very quickly. If that
IVS and subsequently served as a director
company happens to be a group the size of
on the Bidfreight board. She was with IVS
Massdiscounters then the finance functions
for four years before being headhunted
are of paramount importance.
for
Looking after this group’s 107 outlets
Ann Hansen
2007.
Ann takes up her own story. “I am
a Durban girl from Reservoir Hills. I
matriculated at Clare Hills Secondary
position
at
Massdiscounters.
“I was ready for a change from the services
industry which I was familiar with and took
financial functions is Ann Hansen, who has
been financial director since November
the
“I am a well-balanced
and happy individual
who just takes
everything in my
stride.”
up this opportunity in retail which was a
new for me”.
She joined as the financial director
of Massdiscounters with overall group
financial responsibility including Game
High School where I was also the head
doing books and taxes for small businesses.
SA, Game Africa and DionWired.
girl. I enrolled to do a BComm at Natal
“Thereafter,” continued Ann, “I joined
continues, “All of the finance functions
University but after a year I decided to
Durban Metro where I spent two years
are centralised in our Durban Head
work full time and study part time so I
as an accountant and then moved to the
Office and include the full spectrum of
switched to UNISA. I completed my articles
SA Sugar Association where I spent seven
financial operations performed by a staff of
with Arthur Andersen whilst pursuing my
years as the financial manager performing
approximately 150.”
Honours through UNISA.”
various and diverse functions.” She then
She garnered further experience by
joined Island View Storage (IVS) which fell
Ann
Hansen continued, “The finance functions
...to page 87
85 •
RELIABLE DATA continued...
from page 85...
our cash management and working capital
requirements, payroll which ensures that
“It is absolutely
essential in a large
business like this
to be a dedicated
communicator so I
have an open door
policy with my team. I
certainly strive to have
ongoing and regular
contact with my team,
internal customers and
business partners.”
all our staff members are timeously paid,
overseeing the fixed assets and insurance
portfolios,
debtors
management,
risk
management, head office accounts and all
company,
statutory,
VAT and
tax
legislative compliance.
“As a financial team, one of our key
my team, internal customers and business
responsibilities is to process and collate
partners,” advised Ann, “as it is important
all information from various sources and
to have personal interface to ensure a
then disseminate reliable and accurate
productive environment.”
Ann is committed to Massdiscounters
information and data to the business.
Management and or financial reports are
and
includes budgets, forecasts, management
thus sent out to relevant role players in
of
reporting, accounts payable which pays
our business on a daily, weekly, monthly,
I contribute to the company’s success,
all our trade and non trade suppliers and
quarterly and annual basis. This is essential
plans and strategies and I want to see
service providers, treasury which overseas
information which the business needs to
Massdiscounters achieve new heights in
review for performance, planning, strategies
the next 40 years.”
and then either take the necessary action
or use for the decision making process.”
“It is absolutely essential in a large
her
the
responsibilities.
executive
“As
management
part
team,
Ann has been married for 16 years and
has two children. So how does she manage
a demanding portfolio and a family?
Ann
business like this to be a dedicated
comments, “I am a well-balanced and happy
communicator so I have an open door
individual who just takes everything in my
policy with my team.
stride, and being blessed with a supportive and
I certainly strive
to have ongoing and regular contact with
wonderful family makes all the difference.”
87 •
MARK TURNER - DIRECTOR GAME AFRICA
MY JOB IS SIMPLE - EXPAND THE
GAME BRAND INTO AFRICA
M
ark
director of Beares.
Turner
runs
Massdiscounters’
Game
“I accepted,” confided Mark, “as I felt
Africa division and although
I could make a difference. Beares was in a
he only took over the portfolio a little over
bit of a mess. I stayed there for two years
18 months ago, it is clear that he has already
before I was invited to run Geen & Richards
brought much of his own business philosophy
as managing director. Now there was a real
and retail experience garnered over the
mess – Geen & Richards had lost R40 million
years. Although he originally qualified as a
the previous year. That was a challenge that
CA, Turner regarded the qualification solely
Mark Turner
appealed to me strongly.” Seven years later
and Geen & Richards had been restored
as a means of easing his way into a business
career. He spoke to us about his life and
Retail. I’d always fancied myself in business
to health, his achievement had clearly been
career path up to now.
and McCarthy offered the ideal opportunity
noted as Game came knocking.
He said: I went to Merchiston Primary in
to get a foot in the door.” Two years later –
“They offered me the job of marketing
Maritzburg and then to Parktown Boys for my
and after the demise of the furniture division,
director and I accepted. When I took over the
high school education. I stayed at Parktown
Turner was approached by the Relyant Group
marketing function it comprised mainly of an
Boys and then returned to Maritzburg, to St
and made an offer to become the financial
advertising studio. We worked hard to turn
Charles College where I completed my final
two years. Thereafter, I did my B.Com at
Natal University, got honours, and then joined
Deloitte in Durban to do my articles.”
In 1993 Turner qualified as a CA. “I then
accepted a job with Deloitte as a manager
before I was offered a position at McCarthy
“We worked hard
to turn the division
into a true marketing
department, one
that understood the
customer and their
needs.“
the division into a true marketing department,
one that understood the customer and their
needs,” declared Turner. “We introduced
a private label programme, which today is
hugely successful and about three years ago l
also had a hand in redesigning our latest store
...to page 90
89 •
GAME AFRICAN EXPANSION continued...
from page 89...
layout. The idea was to design a store around
the customer. This was a first for Game, and
the result was a far more ‘contemporary’
Game.”
Mark Turner’s stint as marketing director
massive administrative challenge to learn their
He finds it necessary to travel three weeks
land laws, retail laws, labour laws, financing
out of every four visiting new locations and
regulations and their repatriation laws, etc.”
checking out existing stores. ”However, I do
“Opening in new
countries is a massive
undertaking!”
have a regional manager who oversees all
operations in Africa, and he travels virtually
every week.
In due course, once we’ve
opened our planned new stores, it will become
lasted two years. “And then about 18
“Initially,” explained Mark, “we send our
months ago, I was invited to take over Game
own senior management from South Africa
Africa. The challenge I was offered was to
to run these new stores, generally on a two
“Definitely, we intend doubling the number
expand Game’s presence in Africa. We still
year contract. And then after that we try
of stores in Africa by no later than 2015.”
have the 12 stores I inherited but we have
to replace them with locals. The rest of the
Does Game differentiate between their stores
substantial expansion plans in place, not just
staff members are all locals. An invaluable
in Africa and in South Africa, particularly in
in the countries in which we already trade,
lesson we have learned is that these African
terms of layout and merchandise? “Not in
but in new countries too. We will open
countries are not homogenous and cannot
the slightest,” was Mark Turner’s emphatic
our thirteenth store in November 2010 in
all be treated in the same way. We have to
response. “With one exception: Nigeria. All
Lilongwe – Malawi.”
treat them individually from a marketing,
the other stores look very similar to any
merchandising and logistics point of view.
Game you may find in South Africa, the staff
He continued: “New stores are scheduled
necessary to get another regional manager to
spread the load,” indicated Turner.
to open in Dakar, Mali, Cameroon, the DRC
members are similarly dressed and above all
and Angola. “Opening in new countries is
the merchandise is the same.
a massive undertaking!” exclaimed Mark.
“And even our marketing,” continued
“Understand that a lot of these countries
Mark, “follows very similar formats to what
use either French as their official language,
we do here. So we will engage local radio and
or Portuguese, so all documents concerning,
TV stations, do ‘knock ’n’ drop’ campaigns
tax, customs etc. are in those languages and
and if there are community newspapers
have to be translated. And then we have the
• 90
...to page 93
GAME AFRICAN EXPANSION continued...
time I’m in Africa and the sheer passion
from page 90...
and commitment of my staff is so very
we will use them. We actually employ a
encouraging.”
separate marketing person to handle Africa.”
He runs Game Africa as a separate entity
However, he is swift to acknowledge the
completely. Stock, development, the building
general support he receives from Game head
of new stores – all are handled by his new
office.
division. Looking ahead, Mark Turner believes
“Nigeria insists that we must support
that in five years time the picture will have
local, in other words we must carry 70%
in the staff we have in Africa, all 1362 of them
altered. “By that I mean our growth will have
local product. Essentially, they’ve placed a
are of a good caliber, well-trained and are all
added complexity to our operations. Our
ban on imported products to boost their
proud to be associated with Game. No doubt
supporting structures will be bigger, and to
local manufacturing sector. We think there
we’re developing strong brand recognition
cope with the growth more systems and
is great potential for Game in Nigeria and we
and they are partly responsible.”
automation will become necessary.”
intend having at least five stores in Nigeria
by 2015.
In many ways Game is tracking as original
pioneers in Africa. There is no blueprint for
what we are doing. I suppose too, I’m fortunate
“I am truly enjoying
the focus on
expanding Africa and
creating a Game Africa
culture together with
my staff.”
He has a ‘hands on’ approach, and adopts
an open door policy. His leadership purpose
is “to become an effective servant leader,
which means to influence others to achieve
a specific vision, whilst considering their life
goals and their potential.” His plan for Game
Africa is very simple. “I just want the Game
What does he identify as the most satisfying
Africa brand to reach its full potential . . . to
and exciting part of his job? “Certainly not
grow it until that point. I am truly enjoying
the travelling,” wincing at the memories of
the focus on expanding Africa and creating a
the third world airports he frequents, and the
Game Africa culture together with my staff.”
nights away from his family. “It’s the massive
Mark Turner is married to Cheryl and they
opportunities that present themselves every
have four boys.
93 •
ROGANY RAMIAH - HR DIRECTOR
MY GUIDING PRINCIPLE IS TO ACHIEVE
BUSINESS STRATEGY THROUGH PEOPLE
R
ogany Ramiah is one of the
to or felt capable of doing this. Fortunately, my
new breed managers who have
new boss decided that I would be trained by
arrived in positions of executive
him to find, assess and recruit engineers.
Thereafter Rogany moved on to the
authority without going through the previously
Independent Newspapers PLC. “Until then
prescribed, more conventional routes.
Consider that Rogany enrolled at Wits
I’d had very little experience of unions, and
Drama School and today she is the human
Independent Newspapers had seven unions
resources director of Massmart’s Game division
affiliated to their workforce at that time. “As
responsible for thousands of employees. How
Rogany Ramiah
I knew nothing about unions, and was eager
to learn, I offered my services as a personal
does one make the leap from the performing
psychology. “When I graduated, my first job was
assistant to attend union and management
Her journey is certainly an interesting one.
in a recruitment company which was headed
meetings and to take minutes. It was a
Born in Pietermaritzburg, the 16 year old
up by a civil engineer. Although the company
fascinating learning experience. And then one
Rogany decided to join her sisters who were
urgently needed to recruit engineers for the
day out of the blue I received a call from our
all living in Johannesburg. “I wanted to move to
Saldanha project, nobody there either wanted
group CEO Ivan Fallon – there was an ongoing
Johannesburg,” said Rogany. And the reason?
“Our guiding
principle will always
be that of achieving
business strategy
through people, using
effective recruitment,
development, and
retention methodology.”
dispute with the unions and he had no idea
arts to business?
“I had a boyfriend in Johannesburg who I’d
met in a nightclub in my Matric year and who I
wanted to be near,” she admitted.
Whilst she discovered a talent for drama,
Rogany quickly realized there would be
substantial difficulties in long term financial
prospects and security, so she switched to
what was going on. Could I fill him in with
developments? This was my first moment of
fame and the rest is history, as they say. I
worked very closely with my mentor, Nazeem
Howa and at the end of my tenure at INP after
ten years, vacated the position of group human
...to page 96
95 •
ACHIEVE BUSINESS STRATEGY continued...
from page 95...
resources executive.”
In the interim Rogany’s husband, Terence,
had seen the light, had abandoned his job
with ACSA and went full time to Rhema Bible
College and was ordained as a pastor at the
African Dream Family Church.
“In about August 2007, I received a call from
Jan Potgieter, who wanted to know whether
were overwhelming, an eye opener, the sheer
with our leadership pipeline strategy and
complexity of retail was nothing that I was
retention of scarce/critical skills – challenges
prepared for. For starters I had no clue as to
which are certainly not unique. We began a
the size and complexity of Massdisounters.
process of review, re-alignment and some
“I believe that the HR
team have set a solid
platform and we are
now geared to make
a significant stepchange.”
reinvention. This department has historically
taken a reactive approach, focusing primarily
on administration of services, basic training
and legal compliance. However, in order for
us to play a meaningful role we must not only
provide seamless administration but also help
in enhancing strategy execution, generating
I would be interested in the HR director
commitment and productivity from employees,
position at MDD. I wasn’t keen initially. I was
“But Jan and the rest of our execucom were
happy at Independent, was enjoying my life
extremely supportive and nurturing and as I
in Johannesburg and my husband’s ministry
got to grips with this incredible organisation,
We are committed to contributing back into
was thriving too. Anyway, my husband and I
and its challenges, I really started loving it.”
the communities within which we trade – this
discussed the opportunity, and then we further
Could she expand a little on her role as HR
is reflected by our CSI initiatives spearheaded
discussed it with our own pastor. He suggested
director at Game? What were her day-to-day
by our marketing department, and makes up
that we go to Durban and that my husband set
functions and her overall responsibilities
part of our BBBEE strategy. Our progress is
up a branch of the ministry there. And that was
and ambitions? “Our guiding principle will
reflected in our BBBEE scorecard, where we
it – decision made,” declared Rogany happily.
always be that of achieving business strategy
moved from an initial 46% rating to a 57%,
“My kids were quite happy to move – as
through people, using effective recruitment,
to 67%, and now to 78%, with phenomenal
long as we could live near the beach!” So the
development, and retention methodology.
progress in training, enterprise development
family moved, lock, stock and barrel down
We must have a line of sight with the business
and preferential procurement. We bolster
to Durban. Did she settle in immediately?
strategy and develop a relationship as business
our skills development strategy by ensuring
“Look,” admitted Ramiah, “retail and media
partners. Some of our challenges are transfor-
that most of our talent programs are aligned
are chalk and cheese. My first few months
mation, building leadership capacity in line
to the National Qualifications Framework. We
• 96
and nurturing their capacity for change.
also launched a Recognition of Prior Learning
influential academics.
However, as a responsible business we must
project piloted at Game via the WR Seta
Whilst the issue of power play dominated
ensure a firm and consistent approach to
which had indeed become the flagship RPL
our employee relations (ER) frontier, I am
discipline. We have dedicated ourselves to the
project in training and development circles
honoured to say that we probably have the best
principles of integrity, fairness and consistency.
beyond the retail industry. Our HR executive,
ER team in the country. Our relationship with
Without
Yugan Naidoo (who co-incidently also has a
the union has been extremely challenging but
collectively embrace a business consciousness
performing arts background), was invited to a
I believe that collective bargaining, freedom of
mindful of our past mistakes; live the values
national RPL conference to deliver a paper on
association, and fairness are critical to creating
espoused by our business and fearlessly drive
the implementation of this project and shared
a climate that is conducive to the efficient
interventions that empower our managers as
the stage with speakers from the International
running of the business. The people element to
well as the greater workforce.”
Labour Organisation, SAQA and other highly
a successful operation cannot be overstated.
favour
or
prejudice,
we
...to page 98
97 •
will
ACHIEVE BUSINESS STRATEGY continued...
from page 97...
will yield benefits to the business, employees
business”. “I believe that the HR team have
and our customers.
set a solid platform and we are now geared
But she hasn’t stopped there. “it’s about
“What else has she been up to? “Apart
team work,” she says, “we launched an
from that, we have stores all around the
So, no regrets about the move to Durban
in-house assessment centre, headed up by
country and needed to find an effective tool
and from media into retail? “Not the
a young, surfing, industrial psychologist,
to communicate with all our staff simultane-
slightest,” declares this very positive woman.
Dennis Van Der Zee, who joined MDD as
ously, so we set up a TV channel called
“My three children have settled well, my
an intern through our W&R Seta learnership
MassTalk which is working very well.”
husband’s ministry is moving along, which I
programme.
to make a significant step-change.”
This is leading the way we
Rogany believes that her day has been
am intimately involved in and am passionate
attract, select, develop, retain, and measure
successful, “only if I have had fun, learned
about. We have much to be thankful for,”
leaders in a scientific, structured way, which
something new and added a bit of value to the
concludes Rogany Ramiah.
• 98
TONY CONNELL - CORPORATE IDENTITY MANAGER
I
I THRIVE ON
RETAIL’S RAW ENERGY
t was 32 years ago – in March 1978 to
did the Game look. In fact it was revamped
be precise – that Rhodesian-raised Tony
completely,”
Connell joined Game at its Smith Street
started off as a small retail operation so it
head office in Durban. One of the group’s
was inevitable that as we grew, things had to
longest serving members, Connell has seen a
change. We’d long lost the early comfortable
small optimistic retail venture set up all those
family feel.” And indeed, in response to the
years ago metamorphose into the 107 outlet
increased advertising workload the decision
giant it is today.
was made to create an offsite entity called
Starting as a layout artist in the advertising
Tony Connell
He tells his story. “When I arrived in Natal
from what was then Rhodesia, I accepted a job
at the Natal Witness as a layout artist. I was
actually trained as a draughtsman but found
little artistic satisfaction in that so moved
Connell.
“We’d
MediaMaster.
“However,” confessed Connell, “that didn’t
department, this colourful character is today
the corporate identity manager of the group.
declared
“The retail
environment is tough
but generates a
raw energy which
I thrive on. I really
cannot imagine doing
anything else.”
really work so we brought it back inhouse
after just six months.” Today Tony Connell
does little advertising work. “My focus now
is the corporate identity of the group which
includes both Game and DionWired. So I
concentrate on the look of the store – what
we are trying to project as an image to our
over into layout. And then for some odd
reason or other I left the Witness and took
in Durban, I applied and got the job. I
up a job selling firearms in Pietermaritzburg.
immediately felt I was in a job in which I
So after 32 years in the business, is he still
“I then moved to Kings Sport, also in
could be creative and happy and over the
enjoying it? “Absolutely,” is his unequivocal
Maritzburg, but quickly realised I was in a
next decade focused on improving our visual
reply, “the retail environment is tough but
dead end job and when I saw an advert in
communications.
generates a raw energy which I thrive on. I
the Witness for a layout artist for Game
“By the early nineties, as Game grew, so too
customers, and try to reflect that identity.”
really cannot imagine doing anything else.”
101 •
VIS GOUDEN - MEDIA ACCOUNT MANAGER
H
IT MAY BE GAME - BUT
WE PLAY TO WIN
aving started at the embryonic
that he returned, and this time in charge
Game store way back in May
of advertising. “Of course in that four year
1972, Vis Gounden who is
period of my absence, Game had grown,
media account manager today, is almost
and a third store added to Smith Street and
certainly the longest serving member of the
Brickhill Road situated in the Blue Heights
group, although, as he points out, he did
Centre in Westville. And of course our
leave for a four year period in the mid-70s
stock had vastly expanded to include a wide
before returning.
range of products including appliances,” he
“The whole Game
concept represents
a challenge, a game
we all play to win. I
am extremely fulfilled
here.”
Vis Gouden
noted.
So for the past 33 years Vis Gounden
first Game store was in Smith Street and
has been part of Game’s advertising and
was started by Alan J Helman and it basically
marketing teams. “He explained: “I handle
stocked household items such as buckets
all our media accounts, printing, planning
and mops, toys and transistor radios.
of adverts, and liaise with all print media.
“That was the product range of the store
Everything in that regard is done internally.
“In those days,” recalled Gounden,
in those early days. Actually, I also remember
I am also responsible for the marketing of
“Game’s 2nd store was situated in Brickhill
we sold cheap clothing – a denim brand
all our new stores, and that is both exciting
Road, and my job there was to do the
under a brand called ‘Wronglers’. And all
and challenging with the odd bit of travel
signwriting. And although we think of
the staff had to wear bright pink shirts as
thrown in.
that early store as being ‘small’, which in
it was regarded as a distinctive colour and
comparison to today’s stores it certainly
good for marketing.”
was, yet in fact it employed 100 people. So
Vis Gounden left the company after a
it was quite a big store for that time. The
year and it was not until October 1977
• 102
“The whole Game concept represents
a challenge,” concluded Vis Gounden, “a
game we all play to win. I am extremely
fulfilled here.”
THE CONTRIBUTORY
FACTORS TO GAME’S SUCCESS
G
ame Stores – a subsidiary
the mass market of consumers, and Game’s
Some of the factors that have contributed
of the JSE listed Massmart
significant purchase volumes ensure that it
to Game‘s success, Potgieter believes, are
Holdings – celebrates its 40th
is always able to offer the best prices in key
the retailer’s longstanding policy of providing
categories of product merchandise.
value for money and a price-beat guarantee
birthday this year.
The dynamic discount retail chain has come
“We also offer our own private label
a long way since it opened its first store in
products and, wherever possible, we stock
Durban in 1970 in cramped premises in the
locally manufactured products in each country
city’s CBD, ringing up sales of R78 000 in its
in which we trade, and aim to establish local
first month of trading.
supply chain networks,” said Game managing
Today, the Game banner flies proudly over
director Jan Potgieter.
backed by a solid warranty system.
“We would like to
thank all our customers
and suppliers who
have supported us over
the past 40 years.”
approximately 100 stores in South Africa
Frequent exposure in the national and
and in 10 other African countries, selling
community printed media is used to achieve
Ongoing shopper research provides a
20 000 different products to over 45 million
high impact visibility in specific target markets,
source of valuable information on market
customers per year. In 2011, total Game sales
backed by themed TV campaigns and point of
trends, consumer acceptance levels and
will exceed R13 billion. The group provides
sale material in store.
media penetration – data that is crucial to the
formulation of Game’s strategy.
employment for 12 000 people.
GROWING INTO THE FUTURE
Game stocks the world’s leading brands
and is an industry leader in several categories,
Supported by the financial strength of
including large and small appliances, gardening
Massmart, Game is set to continue its robust
tools and accessories, home fitness equipment,
expansion plans. In the next five years, Game
camping and outdoor products, consumer
anticipates having an extended footprint of
electronics, cellular phones and diapers.
120 stores.
in Botswana, Ghana, Malawi, Mauritius,
Ranges are selected to satisfy the needs of
• 104
The group currently operates
Mozambique, Namibia, Nigeria, Tanzania,
SOCIAL INVESTMENT
Uganda and Zambia, and is exploring four
In the belief that successful business is built on
other countries.
the foundations of good corporate citizenship,
“We would like to thank all our customers
Game
operates
a
comprehensive
social
investment programme focusing primarily on
early childhood education and children in need.
An important project is the provision of
brand new wheelchairs to school children with
physical disability, which opens up a whole
new world of mobility and independence for
the recipients.
Game and Vodacom each
donate R1.50 for every cellphone sold in a
Game store. To date this has resulted in the
and suppliers who have supported us over
presentation of more than 4200 wheelchairs
the past 40 years because they have played
worth R8.4 million to deserving youngsters.
a major role in our success, as well as our
Game’s
AmaLunchbox
campaign,
run
Jan Potgieter, managing director,
appreciates the support for Game from
suppliers, team members and customers
over the past 40 years.
staff for their valued contribution to our
in partnership with the Department of
has provided specially-converted container
development,” Potgieter said.
Education’s School Nutrition Programme,
kitchens to 35 deserving primary schools in
“We appreciate the value of customer
South Africa and Zambia. This ensures that
satisfaction, the development of staff and
hygienically-prepared meals are provided for
of building long-term, mutually beneficial
31 000 pupils. This project is based on the
relationships with suppliers. Further, our
premise that you can’t teach a hungry child.
commitment to shareholders is balanced by
The Tools 2 Teach project consists of
an appreciation of our responsibility to the
Game-sponsored kits packed with enough
community and the natural environment.”
stationery for a class of rural learners. These
SUSTAINABLE DEVELOPMENT AND
...to page 106
105 •
CONTRIBUTING FACTORS continued...
to the charity in the past eight years to
from page 105...
R752 000.
kits are distributed to 400 schools in remote
Game staff members who volunteer their
areas each year through the Rally to Read
services with a registered charity are able to
programme, benefiting 1200 teachers and
apply for support from a special company fund
more than 60 000 learners every year. Each
for this purpose to address specific needs.
box contains items such as pens, pencils,
Stores beyond South Africa’s borders select
rulers, crayons, glue, calculators, math sets
organisations to support, based on the needs
and scissors.
of providing sufficient resources.
of their surrounding communities. These
Another 90 rural primary schools in South
“Game management recognizes that the
Africa and nine other African countries are
early years are critical in the development of
receiving Game’s Tools to Play kits this year –
a child and that youngsters in need deserve
These are just some of the initiatives that
portable pink wooden bookshelves equipped
to be given the best possible grounding for
Game has taken in order to invest in and uplift
with educational toys for fun-filled learning
their education to pave the way for a brighter
the community, with a strong focus on early
sessions. The toys are selected by the READ
future,” Potgieter said.
childhood development. Game’s corporate
focus mostly on poverty-stricken, abandoned
or orphaned children.
organisation to meet developmental needs,
Game has been involved with Casual Day
social investment programme has evolved
alleviating one of the biggest problems facing
since 2005, selling stickers at stores across
over the past 40 years to try and make a
early childhood development centres – that
the country and raising R3,6 million for the
positive, sustainable difference to the lives of
National Council for Persons with Physical
needy children.
“We appreciate the
value of customer
satisfaction, the
development of
staff and of building
long-term, mutually
beneficial relationships
with suppliers.”
• 106
Disabilities in this time.
“As a basic minimum, Game spends
A record-breaking 196 swimmers took
1% of after-tax profit on social responsi-
part in the in the 2010 Midmar Mile Company
bility initiatives,” Potgieter said. “Business
Relay this year as part of Game’s 40th
is dependant on society for its growth and
birthday celebrations. For each swimmer who
success, and we are responsive to the complex
completed the race, R1 000 was donated to
problems and needs of the communities in
Community Chest, bringing the total donated
which we operate.”
PRIVATE BRANDS
THEY OFFER PROFITABILITY, MARGINS, PRICING
AND DIFFERENTIATION BENEFITS
P
rivate Label brands are products
regarded as so important to Game is:
that are controlled and marketed
•T
hey increase their profitability and offer
by the relevant retailers, and
manufactured by various renowned suppliers.
At Game, as its private label products are
regarded as brands in their own entity, they
are referred to as “private brands”.
• They build consumer loyalty as customers
return to Game to buy more
• They build brand awareness and enhance
better margins
•T
hey enable Game to have more freedom in
the company’s store image with a clear,
consistent brand image
its pricing strategies
•T
hey compete with national brands with the
same quality, but at a better price
The mammoth task of consolidating a
myriad of 27 exclusive brands into a 3 tier
There are over 1900 private brands
•T
hey create differentiation as they are
brand strategy of 7 new private brands began
products within Game stores nationwide.
not available elsewhere, not even within
in 2008 and was split into the following
The reasoning behind why these brands are
Massmart
strategic roles:
(The Pennywise
Shopper):
(The Price
Fighter):
(The Frugal
Handyman):
(The
Time-Keeper):
(The Headliner): (Mom’s Reliable
To be perceived as
Solution):
To be perceived as
the product line that
provides a basic
solution at the best
value shelf.
To be perceived
as the reliable
entry-level brand for
consumer electronics
and appliances.
To be perceived as
the line of tools,
automotive and
security products
that offers good
performance for
do-it-yourself needs
at the best price on.
To be perceived
as the brand that
offers reliable,
contemporary,
affordable and
stylish timepieces
for a wide range of
consumers
the product line
that offers quality
and style-relevant
products throughout
the store.
Strengthens the
bond with consumers
by leveraging the
banner name and
offering better than
National Brands
pricing.
To be perceived as
the brand that offers
a complete line of
small and large
baby accessories
that delivers on the
quality expectations
of caring mothers.
...to page 110
109 •
PRIVATE BRANDS continued...
from page 109...
All private brands are carefully selected to ensure that the correct brand message and quality is portrayed in the 3 tier brand strategy of good,
better, best in the different categories within Game stores:
GAME PRIVATE BRAND ARCHITECTURE
SPORTS
OUTDOOR
JEWELLERY /
WATCHES
DIY
BABY
GROCERIES
STATIONERY
LUGGAGE
TEXTILES
HOUSE-WARES
FURNITURE
APP
HI-TECH
MM / OFFICE
AUTOMATION
PREMIUM
MUSIC/
MOVIES
The Massmart brands will remain as separately a managed group
LOGIK
SIMPLE CHOICE
TROJAN
GARDEN MASTER
TRIM TECH
CAMP MASTER
MONACO
LITTLE ONE
BLACK & DECKER
STRAMM
ENTRY
ALWAYS HOME
SANTA TRADING
(SEASONAL)
MID
PREMIUM BRAND
OUT & ABOUT
The only premium brand that existed in Game was an exclusive brand, “Living with Deborah Hutton” which was discontinued late last year
and will be superseded with a new brand early next year.
The total private brand share of the business year to date amounts to just over 11% of total business sales and is growing at an average of 20%
per year since 2008.
...to page 113
• 110
PRIVATE BRANDS continued...
from page 110...
Over 700 Simple Choice skus offering a basic
solution in most categories across the store.
Logik is the private brand with the highest brand awareness and has been in the
business for the past 20 years. It is the 3rd largest selling brand within Game
and is the biggest private label brand within the Massmart business. Logik with
over 400 active skus in the business, with a further 350 being rebranded with
the new identity.
Game’s baby private label brand was in dire need of rejuvenation, direction and
uniformity. The relaunch of the Little One brand initiated in September 2009 now
stands at 50 skus rebranded and will continue to grow once the new branding has
been effected.
The first mid-tier brand, Monaco, was
successfully launched into Game Stores
in late November 2008 in the analogue
watch category with potential extensions
The Stramm brand replaced 4 brands in the
envisaged into the luggage and fashion
category and is now showing a visible, consistent
accessories categories. The digital range
brand message in the security, power and hand
launched in May 2009 with only two
tools departments:
sub-categories, and already Monaco sales
represents 21% share of the category
have been listed.
sales, which is a huge achievement with
These products will fill
the need for a better quality product at an
such a young brand.
affordable price. The Game
logo embedded in a quality
Always Home, Games’
seal logo will appear on all
mid-tier national brand
Always Home packaging as
equivalent
October
launched
2010
in
in
an endorsement to quality
the
guaranteed merchandise
housewares category. As
at May 2010, 324 skus
and
peace
shopping.
113 •
of
mind
Education boost for
5 000 needy pre-schoolers
units around the country.
45 ‘Tools 2 Play’ units, valued at R15 000 each,
were allocated to schools in Gauteng, Western
Cape and KwaZulu-Natal in May and June
2010.
In celebration of
Game’s 40th birthday,
the company pledged
to donate over 40 ‘Tools
2 Play’ units around the
country.
In addition, a further 40 units will be donated
Marketing Director for Game, Richard Millson and TREE Director, Pam Picken, pose
with children from the Silindokuhle Crèche in Cato Manor.
M
to 10 African countries, bringing the value of
Game’s contribution to R1,275,000 for this project
ore than 3 000 young South
of specially-selected educational toys, puzzles,
in 2010, and the number of child beneficiaries to
African learners have become
musical instruments and games for children 0 –
5 000 across Africa.
the beneficiaries of 45 ‘Tools 2
6 years old. Valued at around R15 000 each, the
The ‘Tools 2 Play’ project forms part of Game’s
Play’ educational toy kits that facilitate learning,
units were developed by Game in consultation
extensive corporate social investment programme,
donated by Game stores.
with educational specialists.
which channels over R5 million each year into
Each ‘Tools 2 Play’ unit comprises of a
In celebration of Game’s 40th birthday, the
portable wooden cupboard containing a range
company pledged to donate over 40 ‘Tools 2 Play’
116
ECD (early childhood development) projects, with
a strong focus on education.
Following a successful pilot project in 2009,
across South Africa and across the borders into
where 20 ‘Tools 2 Play’ units were donated to
other African countries where Game has a
KZN schools, Game decided to roll out the project
presence.
“These disadvantaged
learners deserve the
best possible grounding
for their education as
this will pave the way
for a brighter future for
them.”
citizens.
Game MD, Jan Potgieter, agrees, “A child’s early
years are critical in the developmental process.
Beneficiary schools were identified with
These disadvantaged learners deserve the best
the help of non-profit organisations like TREE
possible grounding for their education as this
(KZN), Woz’obona and IBBY SA (Gauteng) and
will pave the way for a brighter future for them.”
the Centre for Early Childhood Development
“Our Tools 2 Play initiative aims to alleviate one
(Western Cape), who are committed to putting
of the biggest problems facing ECD centres –
young children first by ensuring quality care
that of providing sufficient resources to disadvan-
and education for the country’s most vulnerable
taged children in poor communities.”
117
Game Midmar Mile
swimmers put charity in the pink
G
ame stores entered a record-breaking
196 swimmers in the 2010 Midmar
Mile Company Relay earlier this
year, as part of Game’s commemorative 40-year
birthday and in support of Community Chest.
Game swimmers have swum the Midmar Mile
for eight consecutive years in aid of Community
“We are delighted to
present Community
Chest with a cheque for
R196, 000.”
“We are delighted to present Community
Chest with a cheque for R196 000. Game
stores would like to thank all participants who
supported the Midmar Mile project, and well
Chest (Game donates R1000 per swimmer who
done to Community Chest for doing a great job
completes the race), bringing Game’s total Midmar
of supporting the needy.” declared Jan Potgieter,
Mile donation to the charity to R752 000.
CEO of Game.
118
E
The AmaLunchbox
Campaign
ach year, Game provides around 30
introduced
compulsory
fully-equipped container kitchens to
feeding schemes for primary
schools across South Africa which
schools in need in the new
benefits almost 30 000 impoverished children.
democratic South Africa, the
This investment is roughly R2.4 million a year.
reality remains that a large
Hungry children cannot concentrate on
proportion of these schools
do not have the facilities to
“We highly value
the support we have
received from Game
and particularly
appreciate the
willingness of senior
management and
staff to come out
to the schools and
become involved by
serving food to the
learners.”
prepare food hygienically
and additional funds are
always needed to meet
increasing demands. Poverty
continues to impact on the
educational
development
of large numbers of South
Africans.
Providing the facilities for
poverty-stricken children to
receive regular, hygienically
their school work and the primary school
prepared
years have been identified as critical in the
would boost their health
development of a child. Whilst Nelson Mandela
cooked
meals
...to page 121
119
“Our aim is to help provide a nutritious meal for
as any disadvantaged children as we can every
day, enabling youngsters to focus on their lessons.
We view this as an investment in the future of
these children.”
Jan Potgieter
MD, Game
PROJECT ACHIEVEMENTS
Selection criteria :
from page 119...
• The school needs to have a minimum of 500
levels and energy, enabling the youngsters
to focus on their lessons and make the most
of their education. The provision of this meal
Launched in 2008, the AmaLunchbox
learners
• The school needs to be a Quintile level 1 or
2. (poorest of the poor)
Campaign has achieved the following
successes:
• 3 4 fully equipped kitchens have been
also encourages children to attend school
as all too often, this is the only meal most of
these children will have all day.
The 40 container kitchens which have
• The school needs to currently be on the
school nutrition feeding programme
• The school needs to be within a 100km
radius of a Game store.
already been given to schools across
Game works with the relevant government
South Africa help to provide over 6 million
department of nutrition who then selects the
meals.
schools following the above criteria.
installed in schools in six provinces.
• 2 9 325 learners benefited from the
kitchens in 2008, and are continuing
to benefit from meals served from the
units.
• T he kitchens installed in 2008 will
help to provide more than six million
meals in any given school year into the
future.
• In addition to the nutritional benefits to
the children, the programme has served
to prove Game’s commitment to being
a responsible corporate citizen, and has
increased brand awareness reaching
29 000 learners, and 117 000 community
members associated with the learners.
•G
ame’s AmaLunchbox Campaign won
a silver award at PRISA’s 2009 PRISM
Awards.
Grade R and Grade 1 enjoy the food
121
H
undreds
Vodacom / Game
Wheelchair Drive
of
disabled
school
children with physical disability
throughout southern Africa receive
the gift of mobility each year with the donation
of roughly 450 brand new wheelchairs by Game
and Vodacom. The investment in 2010 was R1,
1 million.
Over the past ten years the two organisations
have presented more than 4 600 wheelchairs
with a value of over R9.5 million.
In the last 10 years, Game and Vodacom have teamed up to provide over 4 600
wheelchairs, valued at over R8 million, to disabled children around South Africa. At
this handover, Game and Vodacom team members hand over wheelchairs to deserving
recipients in Limpopo province.
Priority is given to schoolchildren in disadvan-
classroom during break times.’
The initiative is a longstanding partnership in
taged communities, particularly those who are
All of the wheelchairs are folding models
which an equal percentage of the profit on every
unable to go to school or who find attending
approved by the SABS and custom-made to suit
Vodacom cell phone sold at all Game stores is
school difficult without a wheelchair.
the individual needs of each child. As a result,
donated to the wheelchair fund. This is topped
Some of the children selected are attending
they provide far more support for the children
up regularly from Game’s social investment
school but find it hard moving from class to
than a standard wheelchair, allowing them
budget..
class. Without an assistive device they have no
more freedom of movement and helping prevent
A third partner in the initiative, the National
choice but to crawl or scrape along on ordinary
further deterioration in their posture.
Council for Persons with Physical Disabilities in
chairs. The day they receive their own wheelchair,
The manufacturers also take into account
South Africa, identifies the recipients – children
they become mobile and their life changes. This
the conditions where the children live, which is
with the greatest need for a wheelchair - with the
means they can focus their energy on studying
particularly important in rural areas where the
input of its provincial offices around the country.
and spending time with their friends outside the
ground is uneven.
123
G
Social
Responsibility
ame’s overarching CSI objective
As a basic minimum, Game spends 1%
is to contribute to the country’s
of after-tax profit on educationally focused
social development agenda and
CSI initiatives that benefit the poorest of the
to nurture a reputation amongst stakeholders
Cape Peninsula
Feeding Scheme
E
ach
year,
Game
adopts
6 schools in the Western Cape
area and invests close on
R300 000 to provide top-up feeding for
poor.
as a responsible corporate citizen that is
Game has three key areas within education
these schools. This investment ensures
making an impactful contribution to the
that it focuses on. They are feeding, stationery
that each child in these schools receives
upliftment of the local society.
and disability.
a meal.
124
Game goes green by planting
40 000 indigenous trees
M
any impoverished schools in
our CSI focus on boosting early childhood
South Africa have no trees
education, also signifies our commitment
or shade in the playground,
to being more environmentally-responsible
and pupils are forced to spend breaks in the
boiling hot sun.
citizens.
“In celebration of Game’s 40th birthday
Motivated by this, Game recently launched
this year, 40 000 indigenous trees will
a new initiative – the Let’s Grow project
be planted in impoverished playgrounds
– which will see 40 000 indigenous trees
around the country. Our CSI team, which
being planted at needy schools this year as
works closely with the poorest of the schools,
part of its corporate social investment (CSI)
identified the need for trees at schools when
programme.
attending handovers of the AmaLunchbox
SiphiweSamangwe Primary near Loskop.
kitchens – one of our flagship school
here,” said Charmaine Veldman, programme
feeding projects.”
manager of the Indigenous Trees for Life.
To kickstart the Let’s Grow initiative on
Spring Day (1st September), 2000 indigenous
Jan Pogieter, Game MD, plants the
first of 2000 indigenous trees at
trees were planted at SiphiweSamangwe
SiphiweSamangwe Primary, which is also
“Game’s parent company, Massmart, has
Primary School near Loskop in the KwaZulu-
a recipient of a Game AmaLunchbox mobile
introduced a range of eco-wise business
Natal midlands by 400 Game staff members
kitchen, was selected as the first school to
practices throughout the group – from
and Wildlands Trust, Game’s non-profit
receive the donation of trees.
products to purchasing and packaging.
“We chose River Bushwillows, Paperbark
The Let’s Grow initiative is an extension of
Setting the ‘green’ ball rolling, Game’s MD,
Thorns, the Natal Bottlebrush amongst others
this environmentally-friendly focus, which
Jan Potgieter, planted the first tree. He said,
as they are indigenous to the area which
is permeating every aspect of our future
“The Let’s Grow initiative, which aligns with
means that they are adapted to survive
business strategy.
partner for the project.
125
T
Tools 2 Teach improves literacy
in poor rural schools
he Tools 2 Teach initiative began in
2004 when the need to provide basic
stationery to disadvantaged rural
schools was identified.
McCarthy Holdings runs a CSI initiative
called Rally to Read, which is aimed at
improving the quality of education, with a
focus on literacy, in over 400 remote, rural
schools of South Africa.
Apart from the much needed reading books,
teachers were also desperate for stationery for
their learners to use. Without the basic pen
Game team Sharon Fay (Acting PR Manager) and Winnie Zwane (Game Brand
Manager) were part of the Rally 2 Read delegation in KZN in 2010, which hands out
books as well as Game-sponsored stationary boxes. Game spends an average of
R1 million on this project each year.
and pencil, students cannot learn to write and
The Tools 2 Teach programme provides a
this is preventing teachers from providing
stationery bag to every teacher on the Rally to
productive lessons.
Read programme. This means that each year
The main success of this programme is due
over 1200 teachers and more than 60 000
to Game’s loyal customers who utilize the
learners benefit from a stationery bag which
Gift Wrap service at Christmas time. Proceeds
contains enough basic stationery for a class
from this service go towards the Tools 2 Teach
of 50. The bag contains items such as pens,
bags. Over the past seven years, customers’
pencils, rulers, crayons and glue to calculators,
gift wrap contributions have accumulated to
math sets and scissors. Each year Game has
over R1.5 million.
The main success of
this programme is
due to Game’s loyal
customers who utilize
the Gift Wrap service at
Christmas time.
127
added more value to the packs and currently
they are an estimated cost of R700 each.
Game and DionWired shoppers
raise R1, 3 million for Casual Day
P
eople with disability throughout
This is the sixth year that Game and the
we reached our target of R1.3 million to
South Africa will benefit from a
second year that DionWired has been involved
donate in aid of physically disabled people,’
whopping R1, 3 million donation,
in raising funds for Casual Day, which brings
said managing director, Jan Potgieter. ‘Their
the total amount raised to R5 million.
generosity is proof that many small contribu-
thanks to the support from Game and
DionWired customers, suppliers and staff
‘We would like to thank all of our customers
who bought stickers in aid of Casual Day this
who bought Casual Day stickers at Game
year.
and DionWired till points – with your help,
128
tions can make a big difference in the lives of
people who deserve our support.’
...to page 131
Casual Day makes a
big difference in the
lives of the deserving
S
The entire MDD team at the company conference wearing their
Casual Day 2010 T-shirts
ince 2005 Game has been involved in Casual Day,
raising R5 million for this popular fund raising
event.
The donation is the total sum raised by customers who
bought Casual Day stickers at Game stores across the country
in the three weeks leading up to Casual Day.
The beneficiaries of Casual Day are the National Council
for the Blind, the SA Federation for Mental Health, Disabled
People SA, the Deaf Federation of SA, Epilepsy SA and the
National Council for Persons with Physical Disabilities in
South Africa.
129
from page 128...
Johan Viljoen, director of the National
Council for Persons with Physical Disabilities
in South Africa said, ‘Casual Day has become
a significant fund raiser for us, enabling us
to provide assistance for increasing numbers
of people in need. Its success depends on
organisations like Game and DionWired,
whose support has made Casual Day stickers
easily accessible to large numbers of people
in every province.’
Game Vosloorus Store Manager,Tebogo Chimpini, seen here with children Tokelo Nkotsi,
Tyrell Sykes, Charmaine Mangolele and Zoe Bloem from the Casa De Sol School,
Game’s Pink Dot Man, Casual Day Mascot ‘Able’ and NCPPDSA Director, Johan Viljoen
131
ADVERTISER’S INDEX
ADVERTISER
PAGE
Stingray
ADVERTISER
PAGE
100
Van Dyck Carpets
9
Kenwood
56
Cadac/S A Leisure
91
Cadbury
74
Interfix
M5 Sports
26
Usabco - Addis
BSH
69
UniSource
Tandem
55
Southern Cross
Decorland
IFC
Starke Ayres
34
Cell C
46 / 70 / 76
Saligna Trading / SJ Wholesalers
Amap
Samsung
118
6
64-65 / 114-115
Sony
IBC
ADVERTISER
ABSA
PAGE
108
Innovent
67
LG
50
Shepstone & Wylie
22
Standard Bank
14
36
Rectron/Tom Tom
60
Sinoprima - Sinotec
12
Mutual & Federal
22
Eurolux
62
BCD Travel
22
Kelvinator
52
Trans Union
80
Tevo
82
Ellies
59
Johnson & Johnson
51
Vodacom
79
UCS Solutions
75
Selmec
18
Simba
41
Red Alert
11
120
97
117
Multichoice
17
Plascon
103
Ashford Retail Equipment
45
Canon
88
Wahl Clipper
118
Enigma Cleaning Services
74
ABI
86
Independent Newspapers
68
Sebor
25
Primemedia@home
129
120
Karcher
126
Verimark
3
Fishwicks
122
EPS Courier Services
107
The Witness
120
Faradays Electrical
98
Defy
92
Koopkrag
Whirlpool
80
RCS Group
84
Paarl Media
30
Budget Car Hire
25
Ilanga News
124
Glomail
5
Garmin
43
Rank Sharp
99
The Clean Team Services
36
Bytes Managed Solutions
38
Maverick Trading
80
Unique Storage Equipment
111
Creative Housewares
22
Cape Consumers
7
Interchain Logistics
112
Moto-Quip
99
Gardena
80
Shopper’s Friend
Business Connexion (BCX)
20
Kimberley Clark
16
Ultra Flooring
120
Philips
94
Unison Insurance
108
Caxton and CTP Group
131
Nikon
48
Valid Trade
Media24
128
73
132
32

Winning together for 40 Years

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