Rural SMME
Development Toolkit
For Members of Business Linkages Centres“In my experience, in Africa there isspace for innovation. And you donʼt haveto look far, especially when you are ata disadvantage. Look around you. Youmight be experiencing a problem that isa need in the community.”– Sizwe Nzima, founder of Iyeza Express
in Khayelitsha, South Africa.

i

Section 1: What kind of business am I?

Section 1: What kind of business am I?

ii

Background to thetoolkit
The toolkit is based on experience gained andlessons learned during the Pfunanani Enterprise
Development Project (PEDP) that was implemented
from 2014 to 2016 in 11 villages bordering the
Sabi Sand Game Reserve, Mpumalanga. It also
draws on the experience of setting up the Skeppies
Programme in the Northern Cape and other similar
enterprise development projects in rural andperi‑urban areas in South Africa.
Feedback from project participants has shown thatinvestment in individual training and development,
together with guidance by skilled mentors haveripple effects: improved self-awareness, pride,
respect and increased social cohesion. These in turncontribute to the creation of a strong local economy.

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iii

Rural SMME Development Toolkit

antparticip

Rural SMME Development Toolkit

ivWhat are Business Linkages Centres?
Business Linkages Centres are facilities
established to promote and support thecontribution of local business to the local green
economy by:•

Raising awareness of products and services
offered by village based SMME’s•

Improving the administrative and compliancecompetencies of local SMME’s•

Providing feedback to SMME’s on how to
improve the quality of products and services
offered•Linking SMME’s to further coaching, mentorshipand training opportunities in the area•

Supporting SMME’s to move towards a green
economy.

What services are offeredat the Centres?
SMME owners connected to the Business
Linkages Centres are offered:

Who is the toolkit for?

The toolkit is for small, medium and microenterprises (SMMEs) registered withor intending to register with Business
Linkages Centres that are located andoperating within the K2C biosphere
region. This includes businesses thathave successfully completed the SMME
capacity building and development
programme implemented by the
Pfunanani Enterprise Development Project(PEDP) between September 2014 andAugust 2016.

Purpose of the Toolkit

The toolkit offers businessadvice, resources andmanagement information
to SMME’s•

Business information•

Advisory services•

Networking opportunities•

Business linkages support•

Coaching and mentorship

The centres offer a multilingual, confidential,
professional service in compliance with theProtection of Public Information (POPI) Act andother relevant legislation.

Staff at the Business Linkages Centres
The Business Linkages Centre Manager isthe contact point for customers and ensuresthat transactions run smoothly. The Business
Linkages Manager will interact with customers(and lodges), follow up with customers where
necessary, and manage network linkages tosecure SMME development opportunities.
The Enterprise Development Manager is
responsible for all SMME development andmonitoring. This includes business readinessassessments, problem solving of challenges inrelation to business owners, and monitoring
compliance with legal and regulatory
requirements.
The Enterprise Development Manager monitorsand coaches business owners on record-keeping;
maintenance of financial management systems;
drawing up quotes; invoicing, and applications
for major tenders and capital funding.
Questions of quality, complaints and thecoordination and management of training
events are part of the Enterprise Development
Manager’s function.
The Programme Administrator is responsible for
office administration, logistics and operations.
This includes maintaining the SMME database
and tracking quotes and invoices.

Currently there are two Business
Linkages Centres:• Thulamahashe: Rolle Road, next to Motlumobi
River, Thulamahashe 1365.
•

K2C Biosphere Region offices: K2C Biosphere& Tourism Nodal Centre, Zandspruit Bush &Aero Estate, R527, HOEDSPRUIT, Limpopo,
South Africa.

The centres are open from 8am – 4pm from
Monday to Friday.

v

Rural SMME Development Toolkit

Rural SMME Development ToolkitviWhat can an SMME needing
assistance expect?

How does an SMME register with aBusiness Linkages Centre?

Business Linkages Centre follow a four-stepprocess when approached for assistance:

Business owners in the K2C region wishing toregister must submit the following documents:

Step 1: Query received•

A completed registration form•

A clear copy of a valid ID document•

A signed affidavit confirming unemployment
status (where applicable)•

Company registration documents (in the caseof an SMME)•

A signed affidavit that the company is 100%
black owned•

A BBBEE certificate (in the case of an SMME
or cooperative)•

A tax clearance certificate

1. Query received

2. Evaluation
and referral
3. Determine timeand resources
4. Respond to query

Business Linkages Staff may receive a query via
email, telephone or a customer may walk into thecentre.

Step 2: Evaluation and referral
The query will be evaluated and assigned to theperson who can handle the query in the mostefficient way.

Step 3: Determine time and resources

Note: Registration forms can be
downloaded from the PfunananiEnterprise Development Project website
at www.pedproject.co.za or obtained fromthe centre. A copy of the registration
form is included in the Resources in
Section 8.

Contents
How is the toolkit organised?
The toolkit offers business management informationin the form of best practice examples, tools, templates
and resource materials organised into eight sections,
including additional reference resources:
What kind of business am I?

01

Mentorship and support for SMMEs

04

Understanding business process andusing business language with confidence

07

Checklist for SMMEs

15

Creating a culture of excellent
business etiquette and understanding
personal development

17

Understanding funding options andfinding the best fit for my business23

Greening my business25

Resources27

The staff member will determine the amount oftime and resources required to resolve the query.

Step 4: Respond to query
Once determined, the staff member will
respond to the query.

vii

Rural SMME Development Toolkit

Rural SMME Development Toolkit

viiiSection 1: What kind of business am I?.
Purpose of Section 1• To provide information on different
categories of SMMEs• To clarify terms often associated with
SMMEs

Introduction
South Africa, like many other countries, has botha formal and an informal economy. Due to lackof opportunities to join the formal job market,
many people are forced to work in low paid or
unregistered jobs to survive. As a result, more
and more individuals start their own informal
businesses. Setting up a business in the informal
economy can be a stepping stone towards moreformal employment.

Categories of SMMEs in the National
Small Business Act
The National Small Business Amendment Act, No
29 of 2004 gives these definitions of SMMEs:

Category of SMME

Description

Survivalist EnterpriseThis entity operates in the informal sector of society and is mainly
undertaken by unemployed people. Income generated is below thepoverty line, providing a means to keep the unemployed and theirfamilies alive. Very little capital is invested. There are few assets and notmuch training occurs. Opportunities for growing the business are verysmall.

Micro Enterprises

Comprise between 1-5 employees. Micro-enterprises are often run bya business owner and his/her family. These businesses operate in theinformal sector, often with no licence, formal business premises or labour
legislation. When income in your business exceeds R1million you have toregister for VAT. Business skills and training are very basic but there ispotential to make the transition to a viable formal small business.

Very small EnterpriseThis business entity is part of the formal sector and makes use oftechnology. There are usually less than 10 paid employees. This sector
includes self-employed professionals and artisans such as electriciansor plumbers.

Small enterprise

A small enterprise has less than 100 employees. These organisations areregistered and are more established. They operate formally from fixedbusiness premises. They are often owner managed but have a more
complex management structure.

Medium EnterpriseThis entity usually employees up to 200 people. The organisation
is often still owner managed but there will likely be a decentralised
management structure along divisions of labour. It operates fromformal business premises with all formal requirements.

“Small businesses are such
efficient creators of wealth andeconomic opportunities.”– Ben Bierman, CFO and MD
of Business Partners Limited.
01

Section 1: What kind of business am I?

Section 1: What kind of business am I?

02

Some common terms associatedwith SMMEs

Section 2: Why do I need a mentor?

Entrepreneur
What is an entrepreneur? An entrepreneur isa person who identifies an opportunity, makes
available resources to exploit that opportunity andgrows the business over time.

Business manager
What does a business manager do? A business
manager oversees a company’s activities andsupervises employees. A small businesses manager
tracks progress towards achieving businessgoals. In a small company, the manager might
either own the company or report directly to theowner. Sometimes, in a one-person business, theentrepreneur and the business manager are thesame person when the business starts out.

Start-up
What is a start-up company? A “start-up” company
or business is a new business that tries to fill a gap
in the market by offering a product, process orservice that is not offered currently.

Purpose of Section 2• To explain what mentoring is and why it
is important• To describe what you can expect from amentoring relationship

Questions for reflection
Are you clear about what kind of business owner
you are?
How would you describe your business to acustomer?

“Many successful people will tell you they
owe a lot of their success to good mentors
in their lives. Look around you for people
who can mentor you in the learning phaseof your life and help you progress.”– Jules Newton, CEO Avocado Vision.

03

Section 1: What kind of business am I?

Section 2: Why do I need a mentor?

04

Introduction
A mentor is somebody with experience in thebusiness world who is willing to share theirexperience and knowledge with somebody withless experience, to assist them in taking theirbusiness career forward.
Today, business leaders at all levels make useof mentors or coaches to talk about day‑to‑day
business challenges and to support them to makegood business decisions. For a small business owner
or an entrepreneur trying to get a business idea off
the ground, having a mentor is especially helpful.
You may have one mentor to start out and then othermentors as your business grows. You might findyou need different skills at different stages of yourdevelopment as a business owner. Many small businessowners also have one or more unofficial mentors. Thismay be a trusted friend, a member of the family, or awise leader in your community who knows you welland understands what you want to achieve.
Business mentoring is a trusted, professional
relationship between the business owner, known as
the mentee, and their mentor or business coach. A
business mentor can:• Help you to see the big picture05

Section 2: Why do I need a mentor?

•

Point out opportunities and threats•

Listen to you confidentially•

Stimulate you and where necessary, challenge
your ways of thinking•

Help you to identify your strengths andweaknesses•

Give you thinking room to work out how toresolve a problem•

Guide and support you to make difficult businessdecisions•Share ideas•

Offer insights and advice that may improve yoursituation and/or challenge you to look at yoursituation from a different perspective•

Help you to set goals and keep working towards
them•Assist you to develop business networks•

Encourage you to keep going or to do better•

Support your development as an individual and abusiness owner

Qualities of a business mentor
A business mentor should never run yourbusiness for you but they should bring a different
perspective, fresh ideas, problem solving skills andobjective advice. A mentor will have some or all ofthese qualities or skills:•

Be wise and knowledgeable about the formal andinformal business world•

Be interested in helping you succeed•

Affirm your strengths and point out yourweaknesses•

Be supportive•

Advise you about best business practice•Help you to make good decisions•

Focus on what is most important•

Be a good listener•

Hold you accountable to agreements andcommitments•

Recognise business possibilities•

Be flexible and adapt to your changing needs
as a small business owner/operator•

Be reliable and punctual

Step-by-stepFirst meeting
At your first face-to-face meeting with yourmentor you should be able to:•

Describe your business•

Identify where you most need assistance or advice•

Make sure that you and your mentor are
well matched. There is nothing wrong withadmitting that you need another kind of
mentor or your mentor referring you to
somebody else with different skills•

Agree to terms of engagement. A businessmentoring agreement or contract isappropriate (An example is included in
Section 8: Resources)

Continuing the relationship•As you continue to manage your business,
your needs may change. In the beginning you
may want to meet your mentor every week oreven more often.

•

You may also contact your mentor bytelephone or email or your mentor will contact
you to find out how things are going.

•

After a while you may find that telephoneor email contact with your mentor is all you
need.

This is what one business mentor said:“Lodges need to gain an understandingthat they cannot contribute tosocio‑economic growth of thecommunities that their staff come fromwithout understanding and using the
products offered in the communities. For
example, lodges use their own trackers to
conduct cultural tours when they could
use someone from the community; they
could get ladies in the community to maketheir fly nets or work with beaders tomake items for their curio shops, etc.”

Questions for reflection
What business advice do I need most from amentor?
What qualities should my mentor have to giveme confidence in his/her advice?

Resources
An example of a business mentorship agreement
is included in Section 8 of the toolkit.

Qualities of a business mentee
As a business owner receiving mentoring
you should:• Be willing to learn new ways of doing things•

Be prepared to take advice•

Agree to the rules of the mentor / mentee
relationship•

Arrive on time for appointments•

Follow up with tasks agreed to at meetings
with your mentor•

Take the relationship with your mentor seriously•

Be clear about your needs

Section 2: Why do I need a mentor?

06

Section 3: Understanding common
business processes & using businesslanguage with confidence

Introduction
As a small business owner there are activities
that you will carry out daily to keep your businessflowing smoothly. In this section, flow diagrams
are used to outline the sequence of events inmost business transactions and illustrates wherean item fits into the process. This should give youan understanding of business practices as well aspractical steps and templates that you can use foryour own business.
Common Processes
To carry out the processes outlined below,
work with the templates included in Section 8
together with the product and pricing list to
calculate how much to charge the customer forthe service or product they require.

Preparing a quote
What is a quote?
A quote is a sales document created when you
receive a request from a customer. It includes thefollowing information:

Purpose of Section 3•

The product or service you will supply•

The quantity of the product or service you
will supply•

The date/s and time/s at which you will
supply the product or service•

The cost of the product or service

Step-by-step Quote
This is what the process looks like:

1. Receive query from
customer
2. Evaluate, clarify& determine time &resources
3. Consult pricing list
& determine price4. Complete Quote
Template & submit
5. Follow up & deliver

6. Document lessons
learnt• To provide information on day-to-day
business activities• To offer examples of documents you
will use frequently

Every business is a service
business. Does your service put
a smile on the customer’s face?
–P hilip Kotler, S.C. Johnson Distinguished Professorof International Marketing at the Kellogg School ofManagement at Northwestern University.
07

Section 3: Understanding business process& using business language with confidence

Section 3: Understanding business process& using business language with confidence

08Step 1:
Receive a query from a customer

Step 2:
Evaluate the query, clarify any uncertainties, and proceed todetermine how long and what resources are needed to meet thecustomer’s requirements.

Step-by-step Invoice*An invoice template is provided in the Resource
Section for your use.
This is what the process looks like:

1. Complete Invoice
Template & submit

Step 3:
Use your business product and pricing list to estimate how muchto charge for the service/product.

Step 4:

2. Follow up payment

Use the quote template in the Resources Section and complete
the information required, then submit the quote to the customer
for their consideration.

3. Document lessons
learntFollow up within a reasonable amount of time to find out if yourquote was accepted by the customer or not. If it was accepted,
then continue to deliver the product or service

If your quote is not accepted, note down the reasons why it was not
accepted and re-evaluate. For example, if your price is much higher
than your competition, you might need to reconsider the cost of the
product/service you supply.

Preparing an invoice
What is an invoice?
An invoice is issued before a sale or business transaction. It is the
document you hand or send to a customer that gives details of:•

The product or services they are paying for•

The cost of the product or services they are paying for•

Who the money must be paid too (your company name andcontact information).

•

The terms of payment: the how, where, and when to pay forthe services. For example you may expect your customer topay cash for certain products, or you may request payment
into a bank account. Your invoice should include bank accountdetails. If you decide to charge interest for late payments, thisinformation must be clearly stated on the customer’s invoice.

Step 1:As the business owner (or seller), you complete
the invoice template. Make sure to include thefollowing information:•

The word ‘Invoice’ at the top of the page
makes it immediately clear to the customer
what he/she is looking at•

A unique reference number (every invoicemust have a new reference number)- theinvoice number•

The date the product was sent or delivered(or the date the service was rendered)•

The date the invoice was sent•

The name of the business/seller and contact
information•

The name and contact details of the buyer•

The terms of payment: For example payment
may be in cash or into a bank account. The
invoice may indicate that payment must be
made upon delivery or within 30 days, or bysome other arrangement. The seller may chargeinterest for overdue payments. All these details
must be clearly stated on the invoice•

Details of the product/service supplied•

The cost per unit of the product (if thisapplies)•

The total amount that is owed

Always be polite!
It is quite acceptable to add a simple polite note or to stamp an
invoice with the words:

09

Section 3: Understanding business process& using business language with confidence•“Please pay on time”, or•“Thank you for your business. Please note that interest of 1.5%
will be charged on payments not received within 21 days.”

After a reasonable period and within thepayment timeframes specified on the invoice,your business should follow up with thecustomer to ensure that payment is received.

Step 3:As the business owner you should note any
lessons learnt from each completed transaction.
You can learn from these experiences and be
sure not to repeat mistakes.

Issuing a receipt

Step 5:

Step 6:

Step 2:

What is a receipt?
A receipt is a written acknowledgment thatmoney or goods has been received. A receipt
is issued when there is a sale or transfer ofgoods or provision of a service. A receipt is not
the same as an invoice. An invoice is issued
before a sale or business transaction; a receipt
is issued after payment has been received or atransaction completed.
It is good business practice to have a receipt
book. Upon receiving payment for goods orservices rendered, a business owner should
issue a receipt indicating that payment has
been received. Business owners who purchasegoods or services generally keep receipts forbookkeeping or accounting purposes and tomeet tax requirements.

Section 3: Understanding business process& using business language with confidence

10Step-by-step Receipt
This is what the process looks like:

1. You have provided a
service to a customer
2. You issue an invoice tothe customer
3. The customer pays
you for the services
received
4. You issue thecustomer with a receipt
that includes a record of
the transaction
A receipt will have a receipt number (shown in red,
below) and will show the amount paid, what goods
or services are being paid for, how the payment was
made, and the date of the payment.

11

Section 3: Understanding business process& using business language with confidence

Using business language withconfidence
Although we have 11 official languages in South
Africa, a successful business owner requires
good written and spoken English. It is importantthat you as a business owner are comfortablewith the language used in day-to-day business
transactions. For some business activities, anyof South Africa’s 11 official languages may beappropriate but in general, lodges or establishedretailers in the vicinity of the Business Linkages
Centres will speak English or Afrikaans.

•

Take the time needed to make sure that you
and your customer both understand what has
been agreed.

•

Be very careful about using somebody else’s
information from the Internet. It is known
as plagiarism to use information without
permission and it is illegal. Advertise yourbusiness in your own words. If you needhelp with this, ask your mentor to help you.
Honest and ethical business practices will
give you a good reputation with customers,
and with potential sponsors. Unethicalbehaviour will drive them away.

•

Be clear and to the point. It is notprofessional business practice to use
emotional language or to give unnecessary
information.

Some points to consider:• Take the time needed to ensure that you
understand business concepts. This will
prevent misunderstandings and potential lossof business.
•

Do not rush or allow yourself to be rushed
by your customer, especially if you are notconfident with speaking English.

•

It is important that you communicate withyour customer clearly and professionally.

Here is a list of business phrases that are commonly used, and their meanings.

Word

Meaning

Awareness

Knowledge or understanding

Business Model

A method for operating a successful businessBusiness Plan (BP)A business plan is a written document that describes in detail how a businessis going to achieve its goals. A business plan includes marketing, financial andoperational plans.

Business Process
Improvement (BPI)

Business Process Improvement (BPI) is a strategic planning method that
identifies business activities or skills that need to be improved to make abusiness more efficient.

CapitalMoney or other assets that can be used for starting a company or investing in
a company.

Capex

Capital expenditure. Capital Expenditure is used to acquire business assets.

Conservation

Preservation, protection or safeguarding of an identified area

Contribute

To give towards, donate or assist

Company

A legal entity or organisation that is formed by a group of people or anindividual.

DemandA demand may be a claim or a request or it may describe the need for a
product or service. The words ‘supply and demand’ are commonly used in thebusiness world.

EconomyThe state of a country or region in terms of the production and consumptionof goods and services and the supply of money.

Section 3: Understanding business process& using business language with confidence

12

Word

Meaning

Word

MeaningElements

Different aspects or factors

Expenses

Costs incurred. A list of your expenses will include all the money you have
paid.

Sole Trader (orSole Proprietor)

This is a business that is owned and operated by an individual. It is thesimplest form of business ownership.

SupplyFactors

Factors or influences. For example, a business owner may say: “These are
the factors that influenced my decision” when referring to circumstances orconditions having an impact on his/her business.

Something supplied or available for use. For example, vendors supply goods
to customers (they are suppliers of goods). In another sense, a businessowner might recognise that there is an adequate supply of vegetables at the
local market for re-selling.

Focus

Giving attention or looking particularly at one thing

Supply chain

FragileEasily broken or damaged

The network created amongst different companies producing, handling and/or distributing a specific product.

Future Generations

Your children and their children, etc.

Sustainable

IncomeMoney received

Able to be maintained over a period of time. A sustainable business can keep
going in the ups and downs of the economy, for example.

Invoice

A list of goods sent or services provided, with a statement of the sum due forthese

To scale up

Innovation

The process of translating an idea or invention into a good or service thatcreates value or for which customers will pay.

Is to make something larger than it used to be. “Scaling up” is the process ofreaching larger numbers of people in a larger geographical area by changing
operational systems or business strategy.

Venture Capital

Implication

Something that is suggested/implied, or happens, indirectly

This is a type of financing that is provided by firms to new or growing
businesses with high potential.

International

Countries outside of Africa. People coming from overseas, like people fromthe United States or Great Britain, may be referred to as ‘internationals’.

Occupancies

This term can be used in many contexts. One way of using it is to refer to thenumber of people occupying rooms at a lodge

Overheads

The costs or expenses required to run a business or organisation

PartnershipThis is the relationship that exists between two or more people who join to
conduct a trade or business. Each one contributes assets or resources and is
expected to share in the losses and profits of the business.

Perspective

A point of view or way of thinking. For example, you may say: “From myperspective…” meaning from my point of view.

ProfitThis is the difference between the cost you pay for goods or services and theprice you sell them for. For example, you may buy beaded sandals for R100
and sell them for R150. Your profit will be R50.

Proprietor

The legal owner of a business or property

Pty Limited

A Private Company (Pty limited) is treated by South African law as a separate
legal entity and has to register as a tax payer in its own right. A Private
Company (Pty limited) has a separate life from its owners and is required by
the The Companies Act, No 71 of 2008 to perform rights and duties of its
own.

Quote / quotation

A formal statement laying out the cost of products or services that a buyer
will have to pay according to agreed terms. A quotation may also containterms of sale and payment and warranties. Acceptance of quotation by thebuyer constitutes an agreement binding on both parties.

Receipt

The action of receiving something or the fact of its being received. For
example, a customer might say: “I am in receipt of the goods.” A receipt isalso a document issued to acknowledge payment for goods or services.

Questions for reflection

Responsible

Accountable for one's behaviour. In a business partnership, for example, alldirectors of the company are responsible for what happens to the business.

Am I clear about the difference between aquote, an invoice and a receipt?

Risks

Dangers or threats. For example, a business owner may take the risk ofinvesting in a new product that has not been tried on the market.

How would I describe each of these and thedetails they need to include?

SMME

13

Add any other business terms you come across to your list here:

Small, Medium and Micro Enterprise

Section 3: Understanding business process& using business language with confidence

Resources:
These resources can be found in Section 8of the toolkit.
•

Invoice template•

Receipt Template•

Quote template•

Product & Price list

Section 3: Understanding business process& using business language with confidence

14Section 4: Checklist for SMMEs

Introduction
Any business that operates legally inSouth Africa must comply with the rules
and regulations of the country. Theselaws cover:•

The way in which you conduct andaccount for financial transactions•

The way that you treat youremployees•

Meeting the required health andsafety standards

Get copies of the legislation if you can (theycan be downloaded from the Internet). Keepthem in a file. Understand what they aredemanding of you. They have implications
for your business. If necessary ask aprofessional or your mentor to go through thelegislation with you and help you understandyour obligations as a business owner.
Understanding what the laws of the land
require of you will not only help you to run
your business ethically and successfully, it will
also be necessary when applying for fundingor other financial assistance.

Every SMME should have the following documents:
Documents

Where to obtain

Regulatory CompliancePurpose of Section 4• To provide a checklist of legal
requirements for being a businessowner• To provide information on how to
go about obtaining the relevant
documents

Company Registration with CIPRO number

DTI or through SMME support services from SEDA

Founding Documents (in the case of a
Cooperative)

DTI

Proof of Residence (not longer than 3 months)

Traditional Authority or Local Municipality

Tax Clearance Certificate (of Exemption)

SARS or through support services from SEDABBBEE Certificate

DTI or through SEDA office

Labour Compliance
Valid, clear ID documents of all staff members
including the business owner
Payslips of each staff member

Own internal business system

Occupational Health and Safety Certificate

Department of Labour

Technical certificates required by your business.

Relevant authority

Finance ComplianceBank Account“It is easy to dodge our
responsibilities, but we cannot dodge
the consequences of dodging our
responsibilities”

From your employees

Note: Some of these documents must
be updated every year. If you are notclear about this or need support to fulfill
the requirements, speak to your mentor
or the staff at the Business Linkages
Centre, who may assist you to complete
the forms. As a business owner you
are responsible for ensuring that yourbusiness is compliant.

You will need to open a company bank account.

Questions for reflection
Am I clear about what is legally expected of me
as a small business owner?
What steps do I need to take to ensure that mybusiness is legally compliant?

– Josiah Charles Stamp, English Economist
15

Section 4: Checklist for SMMEs

Section 4: Checklist for SMMEs

16

Section 5: Creating a culture of excellent
business etiquette through personalawareness & development

Purpose of Section 5• To provide informationon personal growth anddevelopment and to explain
why this is important inmaking your businesssuccessful• To give details about the ‘soft
skills’ required to provide aprofessional service.
• To provide information onwhat lodges expect fromSMMEs and explain what getsin the way• To give advice on how tomarket yourself as a small
business owner“Focus on making [your product or service] awesome. I
see a lot of guys go into business with a ‘how can I makemoney’ approach. But if you go in there saying ‘how canI make something awesome’, the money will follow.”“Business etiquette has been identified asa serious barrier to conducting businesswith the lodge market in particular”.
– Mentor feedback

Step-by-stepFirst Impressions
First impressions are very often lasting
impressions. Think about the following points
as honestly as possible – your business successdepends on these small but essential details:

Introduction

What people will see?

Self-awareness and good business manners
are part of creating a successful business.
Personal growth and development are part ofevery human being’s journey. The more we learn
about ourselves and why and how we react indifferent situations, the more we can manage
our behaviour in ways that assist us to achieve
the results we want.

Your personal presentation makes a difference
to how customers will see you. Your clothing,grooming and personal hygiene are all important.
What you wear obviously depends on the natureof your business too. If you are a farmer, you
won’t be expected to wear a suit, but when
meeting customers for the first time; clean, smart,casual clothes would be appropriate.

This growth and development includes a level ofself-awareness that is vital when interacting withothers and learning how to make the most ofopportunities that are presented. When operating
a business, it is not simply about producing a
product in isolation. It is important to also focus
on the customer’s whole experience of you
and your business, from the first contact to theconclusion of the business transaction..
Would you prefer to buy food from a spotlessly
clean shop with polite and helpful staff or froma shop where the counter and plates are dirty
and flies and cockroaches are all over the place?
Think about that for a moment. The choices
and decisions we make about the shops we buy
goods from are the same choices and decisions
that your customers will make about you andyour business.

The fashion designer, Malcolm Klûk said:“Always remember that people judge what
you look like when you first meet. That
first impression lasts, despite your ability.”
For women who are serious about business,skirts or dresses should not be too short,
see‑through, or revealing. If you are a businesswoman, dress for business, not for a party!

How do you see yourself? Are you politeand helpful, doing your best to meetyour customer’s needs? Or are you
rude and disinterested? Selling agood product or providing a good
service does not go far enough. To
be successful in business, you willneed to take care of your attitude,
your behaviour to your customers,
your competition and your staff.
These are skills that businessowners need to learn. They are
known as ‘soft skills’.

– Alex Fourie, founder of iFix in South Africa
17

Section 5: Creating a culture of excellent businessetiquette through personal awareness & development

Section 5: Creating a culture of excellent businessetiquette through personal awareness & development

18How neat and tidy is your office or your shop?
The cleanliness of your business space and theimpression people get when they arrive for the firsttime are important.This includes the appearance ofyour business. Are files and documents tidied awayor lying all over the place? Is your office clean or
dirty? How quickly can you help a customer to findwhat they are looking for?
If you deliver goods in your car or bakkie, or makesales from your vehicle, is it clean and tidy or are
there food wrappings or bottles or piles of papers
or clothes on the seats or in the back of the bakkie?

What will your customers or clients hear?
Are customers greeted with a friendly, helpful
voice on the phone? Is your ring-tone suitable fora business? Is your voicemail message businesslike
enough? If you meet your customers face-to-face,is there a peaceful atmosphere for them to explain
what they are looking for? Or is loud music playing
so they have to shout to be heard?

2.	When do you contact your customer?
Office hours are from 8am-5pm. DO NOT callyour customer late at night or on weekends
unless it is an emergency or a prior arrangement
has been made between both parties.

3.	What happens when your customer
contacts you?
••

Proper use of communication: Do not use
WHATSAPP, abbreviations and slang words inbusiness communication.

•

Email address: Make sure your email address
is simple.Check your emails regularly andrespond as soon as possible. You should not
respond to a business email more than 24hours after receiving it.

•

What will your customers smell?
The smell of left-over food or food wrappings will
give the impression that you don’t take pride in youroffice space. Customers or clients are likely to think
you don’t take pride in the service you offer.

Being a Professional

Think creatively about how to save money forgate fees in the K2C region•

When going to a lodge to prepare a quote,take only the essential people with you as it
reduces costs.

•

If you have several quotes to deliver, makethe appointments on the same day.

•

Before your appointment enquire at thelodge to see if you can get a lift with theirstaff transport. This MUST be arranged before
the day and confirmed.

Tips on how to market yourself“Every truly successful business leader
has a receptive and enquiring mind. Neverstop learning. It’s not just about books
and theories – it’s what you can learn
from every single person you interact
with every day.” Karin Petersen, MD
Communication Cog Strategic Marketing.

Tips for doing business with lodges
What do customers expect?
• A business that arrives on time•

A business that is innovative and canovercome obstacles•

A business that is positive and has a flexible
attitude. It’s not what you say but what you
do that counts

1. Are you on time?

•

A business that is enthusiastic, honest andhas integrity•

A business that is willing to go the extra mile
to learn and help others•

A business that offers a friendly andprofessional customer service. Good service
is good business!!!

•

A business that is quick, reliable, and keeps
promises•

A business that offers a unique productspecific to the area•

A business that is environmentally friendly•

A business that communicates professionallyby email or phone during office hours•

A business that can be flexible (within reason)•

A business that respects their business andtheir employees“Time management is a factor, when you missfive minutes it is gone, you lost everything
for the day and you would not catch it
anymore” PEDP participant

Section 5: Creating a culture of excellent businessetiquette through personal awareness & development

Ringtone and voice messages: Make sure thatyour ringtone is professional and that themessage that people hear if you can’t takea call is professional and suited to businessrather than personal taste.

Step-by-step
Professionalism means “the competence or skills
expected of a professional”. Being professional
includes many factors:

Make sure that you are 10 – 15 minutes early formeetings and never keep a customer waiting. If you
are going to be late, call your customer and explain
why you are going to be late and what time theycan expect you. If it is too late (or not convenient
for them to meet later) then an alternate date andtime can be negotiated.

19

Current contact details: Use the same cell
phone number all the time. If your number
changes inform your customers before thechange happens so they are kept up to date.

How to tackle the challenges ofworking with lodges?

Step-by-step
Prepare your CV: A CV may be requested when
you are applying for capital funding or otherfinancial assistance.

Section 5: Creating a culture of excellent businessetiquette through personal awareness & development

20

How can you increase your chance of
success?
•

21

Section 5: Creating a culture of excellent businessetiquette through personal awareness & development

Attach a short letter that briefly explains yourbest qualities and strengths and how yourskills and knowledge are appropriate for yourbusiness. This should be no more than two thirdsof a page long.

Points to remember if you aremaking a business presentation•

Be yourself. Don’t pretend to be somebody
you are not.

•Be respectful. This includes being respectfulof yourself, the business and person you arepresenting. Being respectful means dressing
smartly – in line with what the business would
expect. It also means arriving on time andgreeting people politely.

•

Check and recheck your spelling, grammar andlanguage use. There should be no mistakes.

•

Include only relevant information to theapplication.

•

Don’t use photos.

•

Be informed and interested.

•

Describe your skills and experience. Exclude
unnecessary personal information.

•

Listen carefully so you can answer
appropriately.

•

Be cautious of describing your sexual
orientation, religious beliefs or politicalconvictions. Keep what is personal to yourself.

•

Be prepared mentally. It is important thatyou have done some research around theorganisation you are presenting to. The more
you know about the organisation the easier itwill be to ask questions and be interested in
the organisation.

•

Be honest about your qualifications andexperience. Funders will check the information
they are given.

•

Give your employment history with the mostrecent experience first. This gives opportunity
for you to highlight the skills and experience you
have that is relevant for your business.

•

Turn your phone off.

•

Don’t chew gum or have a cigarette justbefore the interview. The smell may be
off‑putting to a non-smoking audience.

•

Be upfront and explain gaps in your businesscarrier. They may be due to an illness or looking
after children or to being in prison. Answer
directly and as honestly as you can.

•Be organised. Bring an additional copy ofyour CV, a note book and pen to take notes.

•

Be aware that some funderes may look at yoursocial media profiles. Check that the impression
you want to project is compatible with any
images that are posted there.

•

Limit your CV to no more than five pages. Do notinclude reference letters or copies of diplomas
unless they are specifically requested. Takecopies to the interview with you if requested.

•

Don’t offer too much personal information.
Stick to business related experiences unlesspersonal experiences are relevant to theposition you are applying for.

•Speak clearly and confidently and try not toanswer with Yes or No.

•

It may be useful to prepare answers or
think of examples that illustrate your skills(problem solving etc.)•

Ask questions. It is important to havequestions to ask about the company andwhat it does.

•

Consider what value you could add to theorganisation and describe this clearly.

Questions for reflection
What do I understand about personal
development? What can I do to develop
personally and professionally?
What have I learned that is new to me
from this section? How can I apply it?

Section 5: Creating a culture of excellent businessetiquette through personal awareness & development

22Section 6: Understanding funding options& finding the best fit for my business

Introduction
The staff at the Business Linkages Centre will
be able to point you in the direction of possible
sources of funding.
Care must be taken when reading the criteria
and requirements for applications. Please
remember that applying is not a guaranteethat your business will be approved to receive
the money. Staff at the centre will assist you
to check that you have the correct documents
needed for the application. However, it is yourresponsibility as the business owner to apply for
and follow up on the outstanding documents
related to your business.

Here are the definitions of different types of funding that can be applied for:Purpose of Section 6

To describe the kinds of financial
support that you small businessowners could apply for.

GrantsGrants are non-repayable funds or products disbursed by one
party (grant makers), often a government department, corporation,foundation or trust, to a recipient, often (but not always) a non-profit
entity, educational institution, business or an individual. To receive a
grant, some form of "grant writing" often referred to as either a proposal
or an application is required.

Loans

A loan is an arrangement in which a lender gives money to a borrower,
and the borrower agrees to repay the money, usually along with interest,
at some future point(s) in time. Usually, there is a predetermined time
for repaying a loan, and generally the lender must bear the risk that theborrower may not repay a loan (though modern capital markets havedeveloped many ways of managing this risk). Most financial institutions
and development finance institutions will have units dealing with
providing loans to small businesses.

Angel Investor

Angel investors invest in small start-ups or entrepreneurs. Often, angel
investors are among an entrepreneur's family and friends. The capitalangel investors provide may be a one-time investment to help thebusiness propel or an ongoing injection of money to support and carrythe company through its difficult early stages.
Angel investors provide more favourable terms compared to other
lenders, since they usually invest in the entrepreneur starting thebusiness rather than the viability of the business. Angel investors arefocused on helping start-ups take their first steps, rather than thepossible profit they may get from the business.

“Don’t scratch your headsaying there is no financing.
With what you have, what can
you do to achieve your goal?
Investors like people whohave taken that initiative.”– Heshan de Silva, founder and CEO of the
De Silva Group in Kenya

23

Section 6: Understanding funding options& finding the best fit for my business

Section 6: Understanding funding options& finding the best fit for my business24How much money can I ask for?
This is an important question to think about before you
approach a potential funder. The simple answer is theabsolute minimum amount you need to make your planwork. Asking for too much or too little money – candamage your reputation as a potential investment.

It is important to do your homework andunderstand your business’ needs fully before
approaching investors for support. You will need
to be able to explain your request to them in a
credible way.

As a business owner, you need to be realistic about
the stage of development your company is at andthe value of your business.

Common documents required by potential
investors include:• Company Registration with CIPRO number

•

•

•

25

Section 6: Understanding funding options& finding the best fit for my business

If the business is in the ‘idea’ phase – it has noreal value as it has not proved its potential andhas no product, customers or revenue.

•

Founding Documents (in the case of
Cooperative)•

Tax Clearance Certificate (of Exemption)

If your company is in the early stage and has
a turnover of R100 000, you can’t ask for
R500 000. The investor would be buying yourbusiness 5 times over, and this is not ideal.

•

BBBEE Certificate•

Occupational Health and Safety Certificate•

Annual Financial Statements•

Technical Certificates (relevant to yourbusiness)

It is also important to do your research properly
and only approach suitable investors. If you arein catering, it is not appropriate to approachan investor who is supporting agricultural
enterprises. There are sector specific investors
and business incubators that are tailored to thespecific needs of these industries.

•

Calculate what you need and add a buffer incase of 25%. This covers inflation or possible
unanticipated costs, (uncertainties in the marketetc.). You must be realistic in the amount you
request and it must be credible in your budgets.

•

How you intend to use the money is importantand is expected by most funders. Items listed
should be central to your business and not
perceived to be extravagant or unnecessary.
Salaries in the start-up stage should not be
excessive and should rather be minimal.

•

All funders will include terms and conditions
as part of their agreement for their investment.
This may be a staged payment of the amountbased on your feedback and meeting of specificagreed objectives. This reduces their risk (andpossible loss) as their investment is linked to you
meeting these targets. These staged payments
are called tranches.

•

CV of business owner•

Proof of business and/or residential address
for FICA purposes (e.g. Rental agreement,
electricity etc. – not older than 3 months)•

Proof of business banking details – letter
signed and stamped by bank or a bankstatement (not older than 3 months)•

Business Plan

Putting together a good fundraising
proposal
Key points to remember• Keep your proposal short and simple•

Be sure to include all the required documents•

Make your proposal look professional andattractive•

Include testimonials and stories•

Use a format that is easy to read

Section 6: Understanding funding options& finding the best fit for my business26

4. Write your proposal•

BudgetMake sure to include all the costs. Thisis essential to ensure that you meet yourobjectives and deliver good quality service.

•

Details about yourself
Provide some case studies or client stories
that will indicate that you have a good graspof your business and the experience andresilience to develop a sustainable business.

Before you begin take note of all the information
you have gathered from Steps 1-3.
Sponsors or funders will have their own
requirements and you will need to comply withthese. Here are some ideas of what to include inyour proposal:•

Show that you understand what is going on
in your environment
Explain what is happening in the environment
and why your business is needed.

•

Show that you understand the solution
Explain what your business will offer and why
this will meet a need in the community.

•

Explain how you will conduct your business
You need to show that you have the capacityand vision and ideas to achieve yourobjectives.

•

Step-by-step
Before you apply for funding for your business, here
are some useful steps to follow:

1. Ask yourself the right questions
What do I want to achieve?
What are my current challenges?
What have I tried before that was successful?
What have I tried before that was not successful?
What is the solution my business offers?
What are my obstacles?
What is my timeframe to achieve my objectives?
How much money do I need to achieve myobjectives?
Do I have the capacity to get this business off theground?
Is my solution a good one?

•

Who is involved in your business
Describe the people in your business. Maybe
your business will start out with just you orwith you and your brother. Explain carefully
who is involved and the skills and experienceof the people involved in the business.

You may need some help from a mentor orsomebody who has better writing skills than you
for a written proposal. Be realistic and get thehelp you need.

Questions for reflection
How much funding do I need to get mybusiness off the ground?
If I am successful in raising funds for mybusiness, do I have a plan for using the funds?
What steps will I take to identify appropriate
funders?
What will my application/proposal look like?

Describe the risk
Make it clear that you are aware of the risks
and have a plan for dealing with the things
that might go wrong.

2. Planning
Look for the gaps in the market where you can
add value or offer a product or a service that is
new, better or different from what is already being
offered.
Always aim to offer a business idea that is helpful
and fills a need in the community.

3. Network
Speak to people. Don’t share your idea with people
who might take it for themselves, but speak topeople who know about business and people in thecommunity who know what people need.

27

Section 6: Understanding funding options& finding the best fit for my business

Section 6: Understanding funding options& finding the best fit for my business28

Section 7: Greening my business

Introduction•

A “Green Economy” is an economy that:•

Reduces the number of resources used andthe amount of waste produced•

Reuses resources instead of throwing themaway•

Recycles waste

According to the United Nations Environmental
Programme (UNEP), A Green Economy leads
to an improvement in the quality of life forhuman beings, a more inclusive society, and lessdamage to the environment.
By adopting Sustainable Consumption
Production (SCP) practices, SMMEs can help
develop a greener economy.

Important SCP concepts are:••Resource Efficiency: Resource efficiency
refers to the concept of creating more goods
and services, while using fewer resources andcreating less waste and pollution.

The 3-R approach (Reduce, Reuse, Recycle)
is the way to make your business sustainable
and responsible. The 3R approach results in a“circular economy” in which the consumptionof resources and the generation of wastes
is reduced; waste generated is reused
and recycled, throughout the production,
distribution and consumption processes.

Greening your business involves changing yourthinking about how you operate as a businessand making a better job of conserving energy,
conserving water resources, and recycling waste.

Why is it important to green yourbusiness?
•

To conserve natural resources•

To protect human health•

To protect the environment•

To prevent pollution•

To save energy•

To reduce the need for landfills•

To creates jobs

Low-Carbon Development: This is linked
to the need to mitigate climate changewith the necessity to fundamentally change
production and consumption patterns.

Purpose of Section 7• To explain what it means
to adopt a “green”
approach to business• To offer some points forconsideration by SMMEs“One of the imperatives of the transition to agreen economy is to expand the current narrow
definitions of development to include well-beingof people and the environment.”– African Centre for a Green Economy
29

Section 7: Greening my business

30

Case study 2
Another example of a green business in the
Namaqua region is that of NAM Petroleum
CC in Concordia. NAM Petroleum is the
only biodiesel producer in the Namaqua
Region and produces renewable andenvironmentally–friendly biodiesel derived
from recycled used cooking oil.

How do you go about it?
10 Steps to greening your business
1. Make sure your business complies with local
and international legislation for protecting theenvironment

BEFORE

This is the premises he purchased withpictures of before and after renovations.

2. Develop a plan for greening and sustaining
your business

Questions for reflection:

3. Reduce your carbon footprint (Your carbon
footprint is the amount of CO2 emissions you
create by driving a vehicle, cooking, heating,etc.). If you reduce your carbon footprint you
will reduce pollution.

•	How much water does my businessneed to function?
•	Can I use it more effectively?
•	Can I reuse water in my businessprocess?

4. Reduce electricity consumption
5. Save water
6. Manage Waste and recycle

In 2014, NAM petroleum was selected as oneof the SAB Kickstart Top 17 National Finalists
and the mentorship program provided
valuable strategic guidance in the businessdevelopment process.

AFTER

7. Reassess procurement
8. Motivate your suppliers
9. Share your progress•	Am I able to store rain water that I canuse later? What do I need to be able todo this? For example, JoJo tanks? Drain
pipes, gutters and buckets?
•	What raw materials does my businessproduce?

10. Access green opportunities1•	Do I use all of it?

There are funding opportunities for SMMEs thattake a ‘green’ approach to their business. It
makes good business sense and it is also a goodthing to do to adopt business practices that takecare of the environment and of human health.

•	How do I dispose of the material I don’tuse? Do I throw it in the bin or is there
something else that I could do with
it? Could someone else use it in theirbusiness?

Examples of green businesses
Case Study 1
Namaqua Pride is a micro business in the
Namaqua region that uses indigenous plant
extracts in the production of glycerine based
soap, ointment and shampoo. The extract is fromthe Galencia Africana plant, known as Kraalbos
which grows in this region. It is a key ingredientin the products and local communities believethat it contains medicinal properties that benefit
skin rashes and eczema. Despite many positive
developments for this micro business, challenges
remain in establishing a secure market for theseproducts.

BEFORE

Image above: Galencia Africana (Kraalbos)

AFTER•	Is some of the waste biodegradable? –For example food waste which can beused to make compost or surplus foodthat can be passed on to people whoare hungry?
•	How far do my suppliers travel to get tome? Can I think of a way to reduce thetravel?
•	How far do I have to travel to deliver
my produce? Can I find a way to reduce
this, perhaps by sharing transport withanother small business owner?
https://www.nedbank.co.za/content/dam/nedbank/.../green%20
your%20business.pdf

Image left: Logo designed by Ogilvi

31

Section 7: Greening my business

Section 7: Greening my business32

Sample Invoice
INVOICE FROM:

Section 8: Resources

Company Name:INVOICE

Company Address:

Company reg no:
Date:invoice no:Contact Person:

Invoice directed to (CONTACT PERSON):

Cell :

Company name:

Email:

Address:

Item

Description

Quantity

Selling price

Total

Discount

Total

Note
Money to be paid in advance when ordering small items

Received by:

All items to be checked before acceptance

Delivered By:

All items to be paid in full
before collection

Witnessed by:
Date:

Sample Quotation
QUOTATIONQUOTE FROMDate:

QUOTE TO

Company Name:

Company name:Company Address:

Quote no/Ref no:
Date:
Contact Person:

Company reg no:Contacct Number:Contact Person:

Email:

Contact Number :Email:
Account Details:

Item

Description

Quantity

Selling price

Total

Discount

Total
Note
Received By:

No Discount for items less than 100

Date:

No delivery for items less than 100 and more than 100KM
All Items to be verified before 3 days and no returns after 3 days
50% deposit is payable before we deliver and the balnce to be paid during collection

33

Section 8: Resources

Section 8: Resources34

Resource for Section 2

Resource for Section 2

K2C Business Linkages Centre

Mentoring agreement

Registration form
Registered Business Name

Mentors Name:

Trading As

Mentees Name:

Company registration number

Our goals for this mentoring
relationship are:

SARS number
Operating since
Nature of BusinessBusiness Address

Our expectations of how wewill achieve these goals are:Business Telephone Number
Business Website Address
Business Email address

Meeting times (frequency andduration) and other methods ofcommunication;

Other licenses

Business Owner Name
Qualifications
Attended PEDP

Yes / No

How we will record and monitor
our progress.

Physical address
Postal Address
Email Address
Telephone Number

Confidentiality

No. of Employees

We agree to keep everything that is said within the mentoring relationship confidential.

Date of Registration:

Document Checklist
Clear copy of valid ID copy________________________
Mentors signature						Date: ____________________

A signed Affidavit confirming unemployment status (where applicable)
Signature of Person Registering:Company registration documents (in the case of an SMME)
A signed Affidavit that the company is 100% Black Owned
BBBEE certificate (in the case of a SMME or Cooperative)________________________
Mentees signature						Date: ____________________Tax Clearance Certificate
Signature of staff processing registration:
Date:

35

Section 8: Resources

Mentee to keep the original, copy to mentor.

Section 8: Resources36

Resource for Section 3

Resource for Section 3

Basic Financial Management or Record Keeping
Provided by Autumn Ridge

Cost of Sales – SHEET 2

Total Daily Sales – SHEET 1

COST OF SALES/ COST OF PRODUCE/ RAW MATERIAL/SPARESTOTAL SALESMONTH:DATEMONTH:DATE

CASH SALESCREDIT SALES

1

PAID IN CASH

PAYABLE

1
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TOTALS

31

TOTALSTOTALS: CASH + CREDIT=TOTALS: CASH + CREDIT=

TRANSFER THE TOTAL TO SHEET 5

TRANSFER THE TOTAL TO SHEET 5

COST OF SALES/ COST TO PRODUCE/RAW MATERIAL/ SPARESINCOME

37

Section 8: Resources

Section 8: Resources38

Resource for Section 3

Month and Year – SHEET 3
OPERATING EXPENSES PAID IN CASH
EXPENSES OR OPERATING COSTSSUPPLIER

1

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TOTALS

Advertising and promotions
Auditor/ Bookkeeping fees
Bank charges
Cell Phone charges
Cleaning Materials
Computer expenses
Donations
Drawings/SalaryElectricity
Entertainment/staff meals
Fines and Penalities
Fuel-Gas/ Parrafin
InsurancesInterest
LeviesLicences
Lubrication.Oil/ Consumables
Maintenance and Repairs
Municipal Charges
Plant and Equip Rental/ other
Petrol/ Diesel
Permits
Rent-Premises
Salary and Wages
Security
Staff Welfare
Stationery and Printing
Subscriptions
Telephone and Fax
Transport Costs
Travelling and Accomodation
UIF/ Paye
Vehicle Expenses

TOTALS

39

Section 8: Resources

Section 8: Resources40

Resource for Section 3

Month and Year – SHEET 4
TRADE PAYABLES FOR OPERATING EXPENSES
EXPENSES OR OPERATING COSTSSUPPLIER

1

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TOTALS

Advertising and promotions
Auditor/ Bookkeeping fees
Bank charges
Cell Phone charges
Cleaning Materials
Computer expenses
Donations
Drawings/SalaryElectricity
Entertainment/staff meals
Fines and Penalities
Fuel-Gas/ Parrafin
InsurancesInterest
LeviesLicences
Lubrication.Oil/ Consumables
Maintenance and Repairs
Municipal Charges
Plant and Equip Rental/ other
Petrol/ Diesel
Permits
Rent-Premises
Salary and Wages
Security
Staff Welfare
Stationery and Printing
Subscriptions
Telephone and Fax
Transport Costs
Travelling and Accomodation
UIF/ Paye
Vehicle Expenses

TOTALS

41

Section 8: Resources

Section 8: Resources42

Resource for Section 3

Resource for Section 3

Sample Receipt

Monthly Statement – SHEET 5
Company Name:

FROM SHEET 1

RECEIPT FROM:

Received in
CashCompany Name:

RECEIPT

Company Address:

Company reg no:

Receivable
from
CustomerX=

TOTAL INCOME: Cash Sales + Credit Sales

A

Date:

=

Receipt no:
Paid in Cash Payable tosupplier

COST OF SALES/COST TO PRODUCE/ COST OF RAW MATERIAL/COST OF SPARES
COST OF SALES/COST TO PRODUCE/ COST OF RAW MATERIAL/COST OF SPARESY=
B

Cost of Sales %B*100/A

CROSS PROFIT

C=A-B

CROSS PROFIT %(C X100)/A=

FROM SHEET 2%%
From Sheet 3 and 4
Paid in Cash Payable toSupplier

EXPENSES OR OPERATING COSTS

Contact Person:

Payment received from (CONTACT PERSON):

Cell :

Company name:

Email:

Address:

Amount Received

R

For Payment of :Item

Description

Quantity

Selling priceTotal

advertising and promotions
Auditor/ Bookkeeping fees

Total

Bank charges
Cell Phone charges
Cleaning Materials

Amount due

Computer expenses
Donations

Amount Paid

Drawings/Salary

Balance

From________to ___________
Signature:

Electricity
Entertainment/staff meals
Fines and Penalities
Fuel-Gas/ Parrafin

Sample Pricelist

InsurancesInterest
LeviesLicences
Lubrication.Oil/ Consumables
Maintenance and Repairs
Municipal Charges

Company Name:

PRICE LIST

Company Address:

Company reg no:
Date:

Plant and Equip Rental/ other
Petrol/ Diesel
Permits

Contact Person:

Payment received from (CONTACT PERSON):

Rent-Premises

Cell:

Company name:

Salary and Wages

Email:

Address:

Security
Staff Welfare
Stationery and Printing
Subscriptions

Product

Telephone and Fax

1

Transport Costs

Selling Price

Services

2

2

UIF/ Paye

3

3

Vehicle Expenses

4

4

Travelling and Accomodation

TotalsD

PROFIT (Before Interest, Tax and Depreciation) E
MONEY RECEIVABLE( CUSTOMERS THAT OWE YOU MONEY)MONEY PAYABLE( MONEY THAT YOU OWE TO SUPPLIERS)
Transfer all the above for the corresponding month to sheet 6

Z=
E=C-D
DEBTORSCREDITORSTOTAL OF XTOTAL OF Y+Z==

Estimated Time Rate per hour

1

5

5

6

6

7

7

8

8

9

9

10

10

11

11

12

12

13

13

14

14

Prices given are valid for 30 days from issue

43

Section 8: Resources

Section 8: Resources

44

Resource for Section 3

Customers That Owe You Money-Receivables/Debtors – SHEET 5B-1

Money Payable To Your Supliers/ Sp-Payables/Creditors – SHEET 5B-2

Opening Balance (This is the closing Balance from the previous Month)

SHEET 6:

F

Opening Balance (This is the closing Balance from the previous Month)

SHEET 6:

I

Total of X from sheet 5

SHEET 6:

G

Total of X from sheet 5

SHEET 6:J➔

K

Cash Payments received from Customers that owe you Money: (DEBTOR)
Date Received

From

Total Received

SHEET 6: H

CLOSING BALANCE AT THE END OF THIS MONTH(OPENING BALANCE FOR NEXT MONTH) F+G-H

de to Customers to whom you owe Money: (creditors)
Amount Paid➔

H

Date Paid

To whom

Total Received

SHEET 6: H

Amount Paid

CLOSING BALANCE AT THE END OF THIS MONTH(OPENING BALANCE FOR NEXT MONTH) I+J-K

TRANSFER THE TOTALS TO THE SHEET 6

45

Section 8: Resources

Section 8: Resources

46

Yearly Statement – SHEET 6
Company Name:

Month:

March

April

May

June

June

July

AugustSeptember

OctoberNovember

DecemberJanuary

February

TotalsYear:
Total Income: Cash Sales + Credit SalesA

Cost of Sales/ Cost to Produce/Cost of Raw Material/Cost Of Spares
Cost of sales/cost to produce/cost of Raw Material/ cost of Spares

B

COST OF SALES %(B×100)/A

GROSS PROFIT %C=A-B

Gross Profit %(CX100)/A

EXPENSES/OPERATING COSTS
advertising and promotions
Auditor/ Bookkeeping fees
Bank charges
Cell Phone charges
Cleaning Materials
Computer expenses
Donations
Drawings/SalaryElectricity
Entertainment/staff meals
Fines and Penalities
Fuel-Gas/ Parrafin
InsurancesInterest
LeviesLicences
Lubrication.Oil/ Consumables
Maintenance and Repairs
Municipal Charges
Plant and Equip Rental/ other
Petrol/ Diesel
Permits
Rent-Premises
Salary and Wages
Security
Staff Welfare
Stationery and Printing
Subscriptions
Telephone and Fax
Transport Costs
Travelling and Accomodation
UIF/ Paye
Vehicle Expenses

TOTALSD

PROFIT( Before interest, Tax and Depreciation)

E

E=C-D

MONEY RECEIVABLE (CUSTOMERS THAT OWE YOU MONEY)
Opening Balance( Closing Balance From Previous Month)F

Total of X for the MonthG

Total cash Payments Received from Customers in the MonthH

Closing Balance

F+G-H

MONEY PAYABLE ( MONEY THAT YOU OWE TO SUPPLIERS)
Opening Balance( Closing BalanceFfrom the Previous Month)I

Total Of Y+Z for the MonthJ

Total Cash Payments Made to Your Suppliers in the MonthK

Closing Balance

I+J-K

47

Section 8: Resources

Section 8: Resources48

Cash flow projection
Pre-Start

Jun-15 Jul-15

Aug-15

Sep-15 Oct-15 Nov-15

Dec-15Jan-16 Feb-16

Mar-16 Apr-16 May-16

Totals

Receipts/ Money in the business
Cash sales

0

Sales on credit

0Interest received

0

Other income

0Loans received

0

SARS refund
Total receipts

0
0

0

0

0

0

0

0

0

0

0

0

0

0

0

Payments or Expenses
advertising and promotions

0

Auditor/ Bookkeeping fees0Bank charges

0

Cell Phone charges

0

Cleaning Materials

0Computer expenses

0

Donations0

Drawings/Salary0Electricity0Entertainment/staff meals

0Fines and Penalities

0

Fuel-Gas/ Parrafin0

Insurances

0Interest

0

Levies0

Licences

0

Lubrication.Oil/ Consumables

0

Maintenance and Repairs0

Municipal Charges

0

Plant and Equip Rental/ other0

Petrol/ Diesel

0

Permits0

Rent-Premises

0

Salary and Wages

0

Security0

Staff Welfare

0

Stationery and Printing0

Subscriptions

0

Telephone and Fax

0Transport Costs0

Travelling and Accomodation

0

UIF/ Paye

0

Vehicle Expenses

0

Total payments

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Cash flow surplus/deficit (-)

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Opening cash balance(From Previous Month)

0

0

0

0

0

0

0

0

0

0

0

0

0

Closing cash balance

0

0

0

0

0

0

0

0

0

0

0

0

0

49

Section 8: Resources