A struggling venture turns around
- Name: Margaret Mugala
- Job title: Business owner
- Company: Dimples Restaurant
- Programme: Grow Your Business
- Country: Kenya
- 100% of participants saw increased profits
Just prior to enrolling in AMI’s Grow Your Business programme, Margaret Mugala was facing a serious crisis. Her business, Dimples Restaurant and Lounge in Nairobi, was struggling, and she owed $30,000 to the bank. “I was actually at the verge of collapse,” she admits.
Then Margaret joined a six-month GYB programme offered through KCB Bank’s Biashara Club for entrepreneurs. Through the programme’s in-person workshops, peer support groups, and online library of courses and tools, Margaret learned practical skills on negotiating, budgeting, and capturing money transactions. Within weeks, she was using the tools she had gained from the programme to better manage her stock and oversee cash flow.
AMI is more practical than other programmes because they go all the way to the level of showing you how to do it, which is very important. And those tools are tools that you use forever.
Margaret Mugala, business owner
Soon after, Margaret saw sales and revenue increase. “After the programme, the sales had improved, and the controls were in place. So it enabled me to open another branch now,” she says. She hired an additional 32 employees as a result.
“AMI is more practical than other programmes because they go all the way to the level of showing you how to do it, which is very important. And those tools are tools that you use forever,” she explains.
Margaret hopes other business owners like her will participate in the GYB programme. “The Grow Your Business program is a very wonderful program, and I would recommend it to many other people.”
Does being promoted to a management position suit you?
This is the second coaching letter in a series offered as part of my regular column. It responds to real questions managers in small or medium enterprises have asked me, and offers ideas to anyone in a similar situation, or to managers wanting to adopt a coaching style. Personal details have been changed. This is what I wrote to a new manager grappling with whether or not management suits her: A promotion is generally welcome news; but not for everyone. A brain surgeon, for example, is highly qualified and earns an excellent salary, but manages no one and probably prefers doing brain surgery to managing a hospital. Progression in a career can mean either promotion or professional advancement, and sensible companies provide for both.
Times like these demand that business leaders be coaches
At the best of times most of us need prompting to do the things we actually want to do. Most of us need a coach, mentor, engaged boss or patiently honest friend to nudge us to become what we could be at work.
Leaders see beyond what is to create what might be
I wonder what it’s like to work in the Post Office. What set me wondering was fetching a parcel on 12 May, posted in London on 1 November last year. On the one hand I was impressed that it reached me after six and a half months of travel. No one stole it. It wasn’t buried in a storeroom and eventually destroyed. It reached its intended destination. I didn’t realise this was still possible with the SA Post Office.