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Doing Business To The Chaka Chaka Beat

Yvonne Chaka Chaka—the queen of African music—has sung for Nelson Mandela and royalty. Now she is multi-tasking in trying to hit the high notes as an entrepreneur.




For someone who has been a bona fide superstar on the African continent for well over two decades, Yvonne Chaka Chaka is strangely the most approachable person I have ever met, with few airs and graces.

She is the opposite of a spoilt superstar; instead, she has this quality of mothering everyone around her. A couple of times during my one-on-one interview with her, she picks the most inopportune moment to ask whether I’m hungry and proceeds to offer me some pasta and mince.

Yvonne Chaka Chaka at her home, Bryanston, north of Johannesburg

We meet Chaka Chaka at her home in the wealthy suburb of Bryanston in the north of Johannesburg. We are not the only crew here; there is a team from a popular showbiz magazine wrapping up a shoot with her. One of her many assistants tells us that she has another two more interviews later. So how is it that this 46-year-old mother of four boys has managed to remain relevant, in demand and adored in this very fickle entertainment industry?

“I have just never bought into this notion that the music and entertainment industry are all ‘sex, drugs and rock-’n-roll’. I was raised to always maintain a sense of pride and to be responsible at all times. From the first moment after I was discovered, all I ever wanted to do was to make it big so I could uproot my family out of poverty. My mother, who was a domestic worker at that point, wanted me to get a law degree and be very successful. She didn’t approve of me being a singer. She had higher expectations,” she says.

Chaka Chaka’s debut album, I’m in Love with a DJ, sold more than 35,000 copies in two weeks back in 1985. Throughout the ’80s and ’90s, Chaka Chaka was to belt out iconic hits such as Umqombothi (African beer), Burning Up, Thank You, Mister DJ and Who’s the Boss?, among many other hits. Her songs are a soundtrack to many an African childhood, and she has performed in all corners of the African continent.

“I knew I was becoming really successful when everyone started comparing me to Brenda Fassie, who had started singing in 1981 and was the epitome of success at that time. Everybody started noticing me. My gig calendar went crazy and I could finally build my mother the three-bedroom house she wanted. I also started singing for serious company like former President Nelson Mandela, kings, queens and the world’s most important people,” she says proudly.

On the walls of her home, there are countless gongs, awards, trophies, certificates and picture portraits of her flanked by people straight from a name-dropper’s fantasy. Alongside them are many magazine covers and framed platinum-certified discs. The most refreshing aspect about Chaka Chaka’s career, though, is that it has been far from one-dimensional. She has managed to balance performing with getting an impressive higher education, being an entrepreneur and doing high-level philanthropy. It is her entrepreneurship that I am interested in, mainly because we have all heard the painful tale of beloved musicians dying as paupers.

“I started my first business in 1987. It was a hair salon based at the Carlton Centre shopping mall in the CBD of Johannesburg. It was called Le Classique and it was ahead of its time in the way it offered services. The salon had a separate wing where our VIP and celebrity clientele could come in and have private consultations, be pampered without the glare of the public, without delay or having to wait in queues. Le Classique was also one of the few salons at that time that had a multiracial client base,” she explains. The success of Le Classique led to Chaka Chaka opening another beauty salon on Kruis Street—just down the road from the Carlton Centre. “I opened my second salon in 1989. It was called Vonny’s 7th Heaven and it too was wildly successful. The two salons had a very good run until the steep escalation of crime in the CBD forced us to close shop,” she says.

These mishaps may have pushed Chaka Chaka away from the hair and beauty industry, but the business bug had bitten. In 1992, Chaka Chaka opened a limousine business.

“My husband and I bought a few limos and a couple of luxury American cars and started Byandlani Limousine Services. We realised that there was an influx of tourists coming to our shores as the political climate changed, so we jumped on the bandwagon. We hired drivers who would be based at the airport ready to pick up tourists and take them sightseeing, on tours or to wherever their destinations were,” she says.

Chaka Chaka also used her industry connections to boost her limo business’ image and they were chosen to transport Michael Jackson during his South African tour.

A few years later, legislation around how public transportation entities operate was changed, so Chaka Chaka decided to sell the cars and cut her losses.

“The cars were American, so they were a left-hand drive and we were always given grief about that. The business had also started doing badly at that point, so it made sense to just move on to something else,” she says.

Soon after the dissolution of Byandlani Limousine Services, Chaka Chaka then bought a house in Berea, downtown Johannesburg that she converted into offices for hire and a rehearsal venue for herself and other musicians.

“The house was a very popular rehearsal venue. You name any artist that was big during that period, and they were most likely also rehearsing with us. Bands like Sankomota and Stimela, as well as solo artists like Tshepo Tshola, Sibongile Khumalo and Hugh Masekela were among our clients,” she says.

Once again, crime became the thorn in her side and forced Chaka Chaka to think twice about the location of her business. “We got burgled way too many times. Our clients’ cars got hijacked and it quite simply became unpleasant. So we donated the house to a local church and once again shifted focus,” she says. This is the point where Chaka Chaka set her sights on the corporate world.

Her first major move was to buy into Gestetner—a company that produces printing machines.

“Buying into Gestetner surprised a lot of people. It was during the period where BEE (black economic empowerment) was the buzzword, so some even thought I was brought in to be ‘the token black’. People just didn’t understand why or how a singer could also feature in the corporate space,” she says.

Her move into corporate South Africa has flourished. Right now, she owns shares and sits on the board of JSE-listed Morvest Business Group, an IT company, as well as on the boards of many Section 21 companies like the African Women’s Development Board, Shalamuka Board, Sonke Skills Development and Women in Energy. Chaka Chaka also owns shares in major companies such as Media 24, Sasol and Telkom.

Even with such an impressive business portfolio, it is practically impossible to sit with Chaka Chaka and not notice that the thing that’s closest to her heart is her charity work. “I have just come back from Vietnam and Kenya, where I have been involved in a campaign started by the World Health Organization (WHO) along with The Global Fund and (international police agency) Interpol. The campaign aims to create awareness around fake medication, counterfeit ARVs and other drugs meant to treat dreaded diseases such as tuberculosis. I am the face of that campaign alongside fellow musician Youssou N’dour,” she says.

Chaka Chaka is also a United Nations Goodwill Ambassador, and hints at the fact that unlike her other UN ambassador colleagues, such as movie star Angelina Jolie, she goes further than attending a UN press conference to just smile and wave.

“I have a passion for going to the grassroots and helping people who literally have nothing. I recently travelled to the most remote villages of Africa and shot a documentary highlighting the extreme plight of the people who live there in the hope that once it gets flighted on television, someone somewhere will do something to help these people who are so extremely disadvantaged.”

Chaka Chaka has also adopted Lethare High School in Jabulani Township in Soweto, where she has a program that supports the needy and sponsors a number of them through university.

“Lethare is the same school that I attended growing up. So knowing that community as intimately as I do, I knew that I had to do something to help, something to give back as they are behind my musical success. There are a few kids there whom we have taken to university, and in the next five years, I am making plans with Lethare’s principal to broaden this program so that there isn’t a child we cannot help,” she says.

With so much on Chaka Chaka’s plate, it is amazing that she finds time for everyone else in her life. But as I sit in her home, I realize that somehow it has been possible for this remarkable woman to raise great kids, keep her music career afloat and go from strength to strength in her business life. She is not about to slow down—she is currently shooting a musical with Leleti Khumalo (of Sarafina! fame) and Luthuli Dlamini, and going into studio to record a new album that will be released in 2012 through her own company, Chaka Chaka Promotions.

As I drive out of her home, I see a Lifebuoy soap billboard with her face on it—she is there too.


Gordon Ramsay Plots 100 US Restaurants With New Private Equity Deal





On a given day at Caesars Palace in Las Vegas, chef Gordon Ramsay’s eponymous pub and grill will make around $20,000 from fish and chips. The 1,200-square-foot space sees around 1,300 guests a day. Since debuting on the strip in 2012, Ramsay has added another location in Atlantic City.

Combined, both have sold more than 300,000 fish and chips dishes. “It’s taken the nation by storm. I look at the lines outside the door,” Ramsay told Forbes on the phone earlier this week.

His steak restaurant, which launched seven years ago at Caesars’ Paris Las Vegas Hotel, has meanwhile expanded to Atlantic City and Baltimore, luring diners with beef Wellingtons (more than 250,000 sold since 2012) and sticky toffee puddings (more than 200,000 sold).

That kind of demand needs to be taken advantage of quickly. Which is why a year ago, Ramsay started looking for a partner to help him rapidly expand these brands. “I wasn’t ready to pedal this bike up a hill on my own. That would take me another 15 years,” Ramsay says. “Let’s get this thing done.”

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And now Ramsay has inked a deal with Lion Capital, a private equity outfit with offices in London and Los Angeles, which has scaled restaurants like wagamama, the pan-Asian noodle chain, as well as brands like Kettle chips and Jimmy Cho. Lion now owns 50% of Gordon Ramsay North America, while the other 50% is controlled by Ramsay.

He declined to comment on the size of the transaction, but the deal stipulates that Lion will invest $100 million over five years to build an empire of Gordon Ramsay restaurants across America. The joint venture expects to open 100 new locations across the U.S by 2024. 

“I fell in love with this country 20 years ago. There’s a will here. My goal, right now, is to establish one of the most exciting food brands in America,” Ramsay says. “Being a control freak, I needed the right partner on board. There’s a lot of businesses that don’t like that kind of stranglehold. For me, the partnership was crucial.”

Ramsay already has eight restaurants across Las Vegas, Atlantic City and Baltimore in partnership with Caesars Entertainment. There’s five concepts in Las Vegas, of which three are brands that will be expanded through the new deal — Gordon Ramsay Steak, Gordon Ramsay Pub & Grill, Gordon Ramsay Fish & Chips.

“Vegas has been the most amazing platform. Everyone thinks it is just full of partying and entertainment, but it’s one of the most severe and revered culinary capitals anywhere in the world. You don’t get a second shot at it,” Ramsay says.

The restaurant concept, Gordon Ramsay Steak, launched in 2012 inside Caesar Entertainment's Paris Las Vegas Hotel & Casino on the Las Vegas Strip.
The restaurant concept, Gordon Ramsay Steak, launched in 2012 inside Caesar Entertainment’s Paris Las Vegas Hotel & Casino on the Las Vegas Strip.GORDON RAMSAY STEAK

The deal will also bring two more concepts to the U.S.: Gordon Ramsay Street Pizza and Gordon Ramsay Bread Street Kitchen, which he calls “a modern Cheesecake Factory.” It already has successful locations in London, Hong Kong, Dubai and Singapore. 

Ramsay is a six-time Celebrity 100 listmaker who earned $62 million last year, mainly from his television deal with Fox, in which he produces and stars in shows MasterChef, Hell’s Kitchen, MasterChef Jr. as well as 24 Hours to Hell and Back.

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“It may seem aggressive, but we’re not opening up 80 or 90 of the same restaurant. We’re crossing over with a multilayered brand. That’s the bit that I’ve worked hard at. We’ve divided and conquered.”

Ramsay’s 15 restaurants in London won’t be impacted by the Lion Capital investment. The announcement comes just a few weeks after British chef Jamie Oliver announced that all but three of his 25 restaurants in the U.K. will close.

“It’s a very oversaturated market there, and you need to be very careful with that level of expansion. It’s unfortunate to see the situation he got himself into, but that’s what happens when you’ve got a juggernaut that’s out of control, as opposed to being in control,” Ramsay says. “I’ve sat patiently, learning from other people’s mistakes.”=

-Chloe Sorvino; Forbes Staff

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Pain, Poison And Potential




For a man who wanted to end his life at one time, it is quite ironic that Steve Harris is today one of Nigeria’s most successful life and business strategists.

Being born into a lower middle class family is one thing; trying to make a name for yourself after dropping out of university twice is another. That is what Steve Harris, a life and business strategist and motivational speaker, fondly known as ‘Mr. Ruthless Execution’, has accomplished.

Harris learned the sinusoidal motions of the entrepreneurship journey very early in life.

At 40, he is the Chief Executive Officer of EdgeEcution, an organization that helps high performance individuals and institutions bridge the gap between their performance and potential.

Today, he is among one of the most downloaded, quoted and followed personal development trainers in Nigeria, a feat that is outstanding when you consider that he almost committed suicide before this journey even began.

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The events leading up to his worst day began to unfold when Harris gained admission into the University of Benin in Nigeria. His parents wanted him to become an engineer but his failure to attain the required grades meant he had to take the Industrial Maths class instead. That is when his emotional saga began.

“I had altercations with my lecturers and I was flunking because I was not cut out for math. I had issues with my lecturers because at the time, my department was the most corrupt department in the university and if you wanted to pass, you needed to bribe your lecturers. So they were pretty much a cartel and if you didn’t pay, you wouldn’t pass, so someone like me who at best was a C student became an F student.”

As a result, he scored 4% or 11% in his exams even when he had prepared well enough.

“I eventually got kicked out [of university] in 2004.”

Harris managed to get into a private university but this time, he was required to start all over again.

“I couldn’t go the distance and I dropped out in my seventh month. I couldn’t handle it because my mates were already working. My younger sister was also already working and I was going back to my first year of university. I started having suicidal thoughts and I couldn’t handle it anymore so I dropped out.”

Those suicidal thoughts would come back to haunt him later.

Being the first-born of three children, Harris was the one most likely to succeed. As fate would have it, his two failed attempts at university made him the black sheep of the family.

“I remember coming back home and my younger sister had graduated and my parents were super stoked, and here I am, the first child and I didn’t even get it together. Very quickly, she got a job and started earning money. She began buying things for the house and taking care of responsibilities and started giving me an allowance. I remember she gave me N10,000 ($28) and I was very grateful because I didn’t have any money,” says Harris.

“Like all African parents, my parents started complaining and reminding me about how I wasted their money and how I failed. How the children of others were working in [companies like] Shell and I was just at home.

“I would hide from friends and family members when they visited so I wouldn’t have to tell them my situation. The next month, my sister gave me N5,000 ($14) and I couldn’t ask her where the other N5,000 had gone. She was such a high-flyer that within six months, she moved into her own place and bought a car and here I am, first-born and I couldn’t even afford to buy a Christmas card,” avers Harris.

Then came the straw that broke the camel’s back.

“One day, my sister asked me to come over to her house for my monthly allowance. I went in and she had everything I wanted, she had a flat-screen TV, the whole nine yards, and I was just sitting there comparing my little sister with myself and I was thinking ‘there is no way I was ever going to catch up with her’. We were talking and in the middle of the conversation, I pissed her off and she said, ‘I am not even going to give you any more money’ and she kicked me out of her house.

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“I felt so embarrassed and ashamed and here I was, the one who everyone thought was most likely to succeed and I was being kicked out of my younger sister’s house because I didn’t have money. That messed with my mind. I remember sitting at home and I had bought rat poison. I kept thinking that it would be so much better to die than being alive and subjected to the misery I was giving my parents,” says Harris.

As he sat down with the box of poison, mentally preparing himself to end the pain and embarrassment he had brought to his family, one of his siblings walked into the house, in the nick of time.

“That is what stopped me. Then, I also found out that if you commit suicide, you will go to hell and here I am, living my own hell on earth and if I died, you are telling me I am going to be in hell forever?”

That was the wakeup call Harris so desperately needed.

He began to work his way up, starting off with volunteer jobs such as being a church driver for his pastor and also working as an office assistant with Fela Durotoye, a management consultant and recent presidential candidate of the Nigerian elections.

Harris grew through the ranks until he became a management consultant before starting off on his own entrepreneurial journey. Amid the challenges of finding his true purpose, certain thoughts came to his mind that changed his outlook towards life forever. He began asking himself: ‘why am I on this earth?’, ‘how can I make enough money to take care of myself and my family?’ and ‘how do I use my talent to help others?’

He found the answers in books on business written by authors such as Tom Peters and Michael Porter. That is when Harris first discovered he had a penchant for success.

And with his ability to overcome failure, Harris is now on a mission to empower millennials to look inward at their strengths and inner power, and with his able guidance, build brands that can beat the odds and survive, just as he did. 

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Rewriting The News On Africa



African media can reverse the downward spiral affecting newsrooms across the continent, says APO Group chairman, Nicolas Pompigne-Mognard.

The media landscape has changed dramatically over the last decade. As a result, newsrooms have been forced to make monumental changes such as reducing the staff complement to keep up with the demands, or they have simply had to shut down.

With some African newsrooms being written out of history, there has been an emergence of international media setting up shop on the continent. This interest serves as a double-edged sword for African media that often finds itself under-resourced. 

Nicolas Pompigne-Mognard, the founder and chairman of the APO Group, is of the view that the African media landscape has faced challenges that precede digital migration, which have compounded existing problems. An incident that stands out for him, before the digitizing of media, was a lack of access to information for African reporters, and that propelled him to start one of the foremost media relations firms on the continent.

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 When he was a journalist for online publication, Gabonews, and the deputy president of the Pan-African Press Organisation in France, between 2005 and 2007, Pompigne-Mognard says this was a recurring problem hampering the productivity of African reporters. 

“If you wanted the right to attend an international press conference, you would need an official card.

“As an African correspondent, the only way for you to have that card and get access was to prove that you were getting at least €1,000 ($1,121) of earnings, and most of them didn’t have that,” says Pompigne-Mognard.

“It was rooted in disparity. If you have two journalists and one of them has the right card and the other doesn’t, then of course, the other one cannot do his job. He cannot earn money or write articles. 

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“More than that, it reinforced the dependence of African media on international media. They had no other choice but to rely on the information provided by the biggest media.”

To remedy the circumstances that seemed to disempower his peers on the continent, Pompigne-Mognard founded APO from his living room, using $11,000 in savings.

APO has grown since its inception as it provides a variety of media offerings such as press releases, videos, photos, documents and audio-files.

The company has sources such as global Fortune 1,000 companies, reputable international and Africa-based PR agencies, governments and international institutions.

“I didn’t start it to make money. I didn’t start it as a business. I wasn’t an entrepreneur at the time. I was a journalist and I wanted to address a problem. At the beginning, I wasn’t even aware that companies were paid to distribute press releases.”

Pompigne-Mognard has since realized many things through the medium of his company as APO delivered growth of 60% in 2018, representing a turnover that has more than doubled in two years.

As a correspondent of Gabonews, before the inception of his company, Pompigne-Mognard was covering Europe, and he had to report Africa-related news and needed information. As a result, he would ensure he was receiving as many press releases as possible; however, this came with its own logistic challenges.

“That’s when I realized it was extremely difficult to actually ensure I received all the press releases from institutions like the United Nations, as an example. There was not one point where I could get all the African information issued by the international system. 

“Journalists had to rely on information that was on websites. It was very time-consuming to get access to all the content…

“It got me thinking about how if international media was not receiving information from our most important institutions, then what does that say about our voices in the world?”

A single conversation propelled him to make decisive change, Pompigne-Mognard says.

“I had a serious meeting with the president of the African Development Bank at the time, Donald Kaberuka, and he told me something that was instrumental because that’s when I decided I wanted to do something about it.

“What he told me is that the destination of information about African economies contributes to the growth of the continent, because at the time everybody was talking about poverty, war and struggle.”

Over the years, Pompigne-Mognard has observed a similar trend in the way press releases are compiled and disseminated.

He feels this has contributed in transforming the narrative on Africa.

“Something that is specific with press releases is that 95 percent of them convey good news. Usually, when a company issues one, it is to say that they are appointing a new CEO, they are opening a new branch, or they are expanding into new markets.

“We (APO) have been participating, for several years now, in changing the African narrative. We are in a unique place where we have a chance to influence the narrative and make sure that Africa has its own voice and is not influenced by the bias of international media.

Although information is accessible to those who seek it, he says there is currently another challenge that African media needs to resolve in order to maintain autonomy and make money to sustain itself.

“I think there is a big problem coming towards us and it is coming fast,” says a concerned Pompigne-Mognard.

“Nigeria is starting to watch more international media than the local media. Think about the international companies which are willing to expand on the continent. What if 10 years from now, the conclusion is that in the most developed economies on the continent, the nationals are watching more international media? Where exactly do we think the international companies are going to spend on advertisements?

“As an international company, why would I deal with five national TV stations in different countries, if I can approach a single international station and get, not only those five countries, but also better coverage?”

Pompigne-Mognard says the continent is ripe with potential and international media companies, which have observed the budding possibilities, are striking while the iron is hot.

“They know the population is going to grow, the middle class is growing and that purchasing power is growing.”

Finances remain a colossal inhibiter to the growth of newsrooms, as many have had to retrench to make ends meet.

The ripple effect is that the quality of the content produced eventually suffers.

“On a global scale, the media landscape is in a challenging position. It has become very difficult to finance content and to find new ways to make money. Africans also have the same challenges, but often they don’t have the same means or resources.

“I would prefer to be wrong on this matter, but if I’m right, in 15 years’ time, the media landscape in Africa will be completely different – in a bad way.

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“I want Africa to have a strong media landscape. But in order to do that, people need to understand that media companies need to be run as businesses.”

But it’s not all doom and gloom for African media; Pompigne-Mognard sees hope. He says the status quo can be reversed if there is a joint effort to curb the problem. 

“One of the solutions is to create pan-African media,” he says. “The person who is going to crack the code and make it happen could be extremely rich. It doesn’t have to be [entirely] pan-African, even 30-35 countries are more than enough.

“There’s a thing about Africa which is a strength and a weakness; it’s that doing something here will always be more difficult. But the good news is that for those who manage to do that thing in Africa, they can do it anywhere.”

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