When it comes to packaging, looking good is simply not enough anymore.

Research conducted in Europe has recently revealed that when it comes to consumers’ purchasing decisions, sight is not the only sense that has a say. For instance, if the smell of a product (or its packaging) is appealing, it can increase sales by up to 45%. The study also cited sound (41%), taste (31%) and touch (25%) as strong factors that can influence sales. In other words, the more the senses are engaged at that critical point of purchase, the better it is for your bottom line.

Timothy Beattie, General Manager of Pyrotec PackMedia, a leading provider of innovative on-pack solutions, says: “Brands that incorporate multi-sensory elements into their POS marketing – through packaging or on-pack devices – send signals that the brain converts into buying impulses. When consumers recall multiple sensory impressions that a product has conveyed (such as sight, touch and smell), product loyalty is estimated to be at around 60%. If only one sensory impression is conveyed (such as sight), consumer loyalty decreases to 30%.”

Pyrotec PackMedia offers multi-sensory on-pack devices to increase customer engagement through their special features ElastiTag® range.ElastiTag® is a range of elasticised hang tags that can be used for labelling, branding and marketing a wide variety of products from produce to cosmetics.

Brands are able to add a Rub’ n Smell® scent to their ElastiTag®, which gives consumers the opportunity to test the scent of the product without having to open the package. There is also the option to add tactile varnish to the ElastiTag®, which creates a unique visual impact and adds texture to the tag. Competitions can also be incentivised with a Scratch-OffElastiTag®, which consists of a scratch-off tape placed over variable codes on the hang tag, adding a fun element to your on-pack promotion.

Special EffectsElastiTag® incorporates a new coating process that creates tiny prisms which reflect light, adding shimmer and thus attracting attention on shelves packed with similar products. Another option for brands that want their products to stand out is a UV Flexo ElastiTag®, which makes use of high-definition UV inks for a brighter, sharper graphic effect.

“Multi-sensory features use touch, taste, smell, sight and sound to make brands appealing and to influence buying decisions. An innovative on-pack device that includes these features, such as the ElastiTag® special features range, is a quick, affordable and appealing way to communicate with your audience by catching and retaining their interest,” concludes Beattie.

A new dual band high-performance router, with the added convenience of automatic data backup for both PCs and Macs, is now available from Netgear Africa.

 

According to Armand Steffens, manager of Netgear Africa, the backup capability of the Netgear Centria WNDR4720 router gives users peace of mind, knowing that critical data is always saved to a separate repository.

 

“Routers are ideal devices for providing data backup since they are always on and they’re the central point of connection for all computers connected to the office or home network,” he says. “If a PC or Mac goes down or is lost, the user can still access data from Centria using another computer.”

 

The Centria router, which uses an internal Serial ATA (SATA) drive and/or external USB drives to backup and store data, comes with Netgear ReadyShare Vault. This software facilitates wireless PC and Mac backup to the unit’s integrated hard drive or one or more connected USB hard drives. After the initial setup, the backup process is automatic each time a network connection is made.

 

“In addition, the Netgear ReadyShare Cloud program creates a secure private cloud so users can access files stored on Centria remotely via any Internet-enabled device, such as an Android-based smartphone, tablet, Apple iPhone or iPad,” adds Steffens.

 

Complementing the Netgear Centria WNDR4700 is the Centria WNDR4720 which is equipped with an upgradable, internal two-terabyte hard drive. Both models come with two SuperSpeed USB 3.0 ports to provide additional storage capacity with compatible USB 3.0 external hard drives. A SanDisk (SD) card reader allows ‘single-click’ backup of media to the internal hard drive.

Centria is also a high-performance 900 Mbps (450+450 Mbps) Wi-Fi router designed to deliver fast data streaming. Combined with simultaneous dual band (2.4 GHz and 5 GHz) technology, it provides extended WiFi range and coverage for larger offices or homes.

 

For smoother HD media streaming and gaming, the network can be prioritised by device or application using the Quality of Service (QoS) capabilities of Centria.

Government Clamps Down on Tenderpreneurs

Government has addressed the growing problem of tenderpreneurs, typically businesses and individuals that are enriched unfairly from government tenders.

The new government rules are B-BBEE-based compared to the previous government tender selectioncriteria and now apply to all tenders from state owned enterprises as well as government entities issued after 7 December 2012.

Now, the PPPFA has stated that a business cannot subcontract more than 25% of the contract value to a BEE entity that has a worse BEE score. This is one of the provisions providing opportunities for entities with good BEE scores.

Tenders will have prequalification requirements that are able to weed out tenderpreneurs. The rules will ensure that business owners will no longer need to sell a share in their business to gain a competitive BEE rating.

“If you ask the average business owner what concerns they have with B-BBEE, their answer will most likely be government awarding tenders only to black-owned business. Sadly this has been the case even though it was not directly part of the B-BBEE act,” says Keith Levenstein, CEO of EconoBEE, a B-BBEE advisory firm.

“However, with the changes to the tender act, all new business awarded by government must take into account the supplier’s broad-based BEE scorecard and not their ownership. Further, the tender act uses a formula to determine the winner of a tender.”

The current status is that:

·      A supplier who has no competition will win.

·      A supplier who is significantly cheaper with no BEE status will win.

·      A supplier who is marginally cheaper with no BEE status may not win.

·      A supplier who is equal with price but a better BEE status will win.

“This is good news. It provides consistency and openness. Tenderpreneurs and subsistence businesses will now be ineligible to win tenders,” he says.

“A small change to the PPPFA will mean more emphasis is placed on becoming BEE compliant. However, to gain full benefit and generate business opportunities, access new markets and maintain existing business, BEE scorecards will need to improve.”

“Businesses are now motivated to improve their overall score, thereby increasing their chances of winning government tenders. A good BEE status will now be a major advantage,” says Levenstein.

Refilwe Machaba has been the top achiever at the Samsung Electronics Engineering Academy in Boksburg, Johannesburg for the last two years. The Academy provides Grade 10 to Grade 12 students from participating technical high schools and others from further education and training colleges in Ekhurhuleni with free, hands-on skills training.

Refilwe, this year in Matric at Katlehong Technical Secondary school, lives with his unemployed mother and two younger sisters in Katlehong Dikole. At school, he excels in physics and maths, and as has been shown by his performance at the Samsung Academy, he clearly has an aptitude for electronics as well. “I was thinking of studying actuarial science and becoming a financial advisor at Samsung,” he says. “But now I’m torn, because I’m fascinated with electronics as well.”

The Samsung Academy finds employment for those graduates who do not have the opportunity to continue with their studies. Out of this year’s 40 graduates, 17 have gone on to tertiary education, while Samsung has placed the remaining 23 graduates in jobs at its service centre, knock down plant and call centre partners. The company is proud that it has managed to place 100% of its graduates in jobs for two years running – a result of the Academy’s focus on practical, relevant skills to meet industry demand.

Refilwe says that the biggest challenge presented by the academy is balancing the commitment with the rest of his studies, but he says that this is good practice for his university studies.

“It’s very important to me to study further,” he says. “I want to be able to stand on my own two feet and to look after my family. I hope my sisters look up to me.”

In recognition of his achievements, Refilwe was awarded a television at the 2011 Academy graduation, and at the 2012 graduation, he received a washing machine. “It’s been really cool – I’m starting to fill the house with furniture,” he says. “I’m not even working yet and I can already show my family how I will provide for them.”

Samsung’s Electronics Engineering Academy is a part of the company’s commitment to developing 10,000 electronics engineers on the African continent by 2015. This ties in closely with the South African Government’s New Growth Path, which includes the key target of producing 30,000 engineers in this country by 2014.

SA – the Good News

CTI offers free tablets for students

CTI Education Group will become the first higher education institution in South Africa to offer its students tablet computers loaded with prescribed textbooks, at no extra cost. 
More than 2 000 who will start their degree studies at CTI in January will receive the new 10-inch touch-screen Samsung Galaxy Note tablets, loaded with up to eight prescribed textbooks of course material.
The tablets will be supplied to first-year students commencing their Bachelor of Commerce and BSc in Computing Systems degrees at CTI’s 12 campuses across South Africa.
“To succeed in their future careers, young South Africans will need to be IT-literate and fully fluent with the latest technology. We want to make our students’ learning experience as close as possible to the world of work they will be entering, and we’re very pleased to partner with Samsung, one of the world’s leading technology companies, to do that,” says Darren Fox, chief executive of CTI Education Group.
A study conducted earlier this year by the Pearson Foundation of college students in the United States revealed that students believe tablets and other mobile devices will transform learning, with tablet ownership among college students having tripled in the last year.
The survey reveals that more students are reading digital books, and that a majority (63%) of college students believe that tablets will effectively replace textbooks within the next five years.
The Samsung Galaxy Tab is the third most popular tablet among the students surveyed in the Pearson Foundation study.
Nearly all the students surveyed believed these devices are valuable for educational purposes, and around half of them say that they would be more likely to read textbooks on a tablet because of access to embedded interactive materials, access to social networks to share notes or ask questions, and access to instructors’ comments in the reading material.
Fox adds: “Our partnership with Samsung makes us the first higher education institution in South Africa to offer our students tablet computers loaded with all of their prescribed textbooks at no extra cost beyond their normal course fees.
“By putting cutting-edge technology into their hands while they study with us, we believe we can give our students the best possible education for the modern world and the industries in which they will work. CTI focuses on equipping our students with the skills and drive that they’ll need to find fulfilling careers and add value to the South African economy.
“That is why our graduates tend to find employment more quickly than most.”
CTI students will access their textbooks through e-text software, allowing them to read their textbooks onscreen. Course lecturers will be able to make notes and update texts throughout the academic year. These will automatically update to students’ tablet devices.
Students will be offered training in how to use their tablets, and will have access to additional loan tablets and e-learning support when they are on campus. Students will also be able to use their tablets to access WiFi at all of CTI’s campuses, at no additional expense.
CTI has also secured insurance and warranties for all the tablets and will pay for this on behalf of the students.


http://www.it-online.co.za/?p=66742?utm_source=dailymailer&utm_medium=email&utm_campaign=article

(Reuters) – Michael Dell struck a deal to take Dell Inc private for $24.4 billion in the biggest leveraged buyout since the financial crisis, partnering with the Silver Lake private equity firm and Microsoft Corp to try to turn around the struggling computer company without Wall Street scrutiny.

The deal, which requires approval from a majority of shareholders excluding Dell himself, would end a 24-year run on public markets for a company that was conceived in a college dorm room and quickly rose to the top of the global personal computer business – only to be rendered an also-ran over the past decade as PC prices crumbled and customers moved to tablets and smartphones.

Dell executives said on Tuesday that the company will stick to a strategy of expanding its software and services offerings for large companies, with the goal of becoming a full-service provider of corporate computing services in the mold of the highly profitable IBM. They played down speculation that Dell might spin off the low-margin PC business on which it made its name.

Dell did not give specifics on what it would do differently as a private entity, angering some shareholders who said they needed more information to determine whether the $13.65-a-share deal price – a 25 percent premium over Dell’s stock price before buyout talks leaked in January – was adequate.

“This feels like the ultimate insider trade. Why weren’t the plans and projections that Michael Dell has going forward been shared with me and other shareholders?” said Frederick “Shad” Rowe, general partner of Greenbrier Partners and a trustee of the $22 billion Texas Employees Retirement System. Rowe said he dumped about 400,000 shares of Dell on Tuesday, adding, “I was so irritated I didn’t want to think about it anymore.

Dell spokesman David Frink said the board had conducted an extensive review of strategic options before agreeing to the buyout to ensure that the best interests of all stockholders were served.

Although Dell shares were trading at more than $18 a year ago, many analysts said they believed the majority of shareholders will accept the buyout because of pessimism over the growth prospects of the PC business.

“A private Dell is likely to more aggressively cut costs, in our view. But we think merely restructuring only postpones the inevitable, creating a value trap,” said Discern Inc analyst Cindy Shaw. “Dell needs to do more than reduce its cost structure. It needs to innovate.”

Dell was regarded as a model of innovation as recently as the early 2000s, pioneering online ordering of custom-configured PCs and working closely with Asian component suppliers and manufacturers to assure rock-bottom production costs. But it missed the big industry shift to tablet computers, smartphones and high-powered consumer electronics such as music players and gaming consoles.

As of 2012’s fourth quarter, Dell’s share of the global PC market had slipped to just above 10 percent from 12.5 percent a year earlier as its shipments dived 20 percent, according to research house IDC.

Some of Dell’s rivals took pot shots at the deal, in unusually pointed comments that reflect how bitter the struggle is in a commoditized PC industry that has wrestled to reverse a decline in sales globally.

Hewlett-Packard Co, which itself has suffered years of turmoil in the face of challenges in the PC business, said in a statement that Dell’s deal would “leave existing customers and innovation at the curb,” and vowed to exploit the opportunity.

Lenovo, which consists largely of the former IBM PC unit, referred to the “distracting financial maneuvers and major strategic shifts” of its rival while emphasizing its own stability and strong financial position.

The deal will be financed with cash and equity from Michael Dell, $1 billion cash from private equity firm Silver Lake, a $2 billion loan from Microsoft Corp, and between $11 billion and $12 billion in debt financing from Bank of America Merrill Lynch, Barclays, Credit Suisse and RBC Capital Markets.

The company said Michael Dell will contribute his 16 percent stake in the company but did not say how much cash he would inject. The company will now conduct a 45-day “go-shop” process in which others might make higher offers.

“Though we were hoping for a higher price, we trust that the Dell board has properly done its job by conducting a process open to any third-party offers and reviewing all strategic options,” said Bill Nygren, who manages the $7.3 billion Oakmark Fund and $3.2 billion Oakmark Select Fund, which have a $250 million position in Dell.

“Should we hear evidence to the contrary, we’ll raise a ruckus.”

Sources with knowledge of the matter said Dell’s board, advised by the Boston Consulting Group, had considered everything from a leveraged recapitalization to a breakup of the company before agreeing to the LBO.

Although the deal will load Dell with more debt, some Wall Street analysts said that was relatively low compared to the cash the company generates.

Bernstein Research analyst Toni Sacconaghi said that if Dell were to use 40 percent of its annual cash flow of about $2.5 billion to $3 billion to pay down debt, a sale of the company in about five years could net Silver Lake, Mike Dell and other investors close to $10 billion, or 5 times free cash flow at the time.

Helped by acquisitions, Dell has been building a business selling servers, IT services and other products for corporate clients that – while still dwarfed by IBM’s and HP’s – is growing at a near-10 percent clip. Critics say it will not be easy for Dell to beat IBM and HP in this area, no matter what its corporate structure.

Sales of PCs still make up the majority of Dell’s revenues. Dell said in a regulatory filing that no new job cuts were expected but it indicated more acquisitions down the road. The company has spent $13 billion since fiscal 2008 to acquire more than 20 companies including several large software and services companies as it seeks to reconfigure itself as a broad-based supplier of technology for big companies.

“We recognize this process will take more time,” Chief Financial Officer Brian Gladden told Reuters. “We will have to make investments, and we will have to be patient to implement the strategy. And under a new private company structure, we will have time and flexibility to really pursue and realize the end-to-end solutions strategy.”

Gladden said the company’s strategy would “generally remain the same” after the deal closed, but “we won’t have the scrutiny and limitations associated with operating as a public company.”

Shares of Dell closed 1.1 percent higher at $13.42.

FALL FROM GRACE

Michael Dell returned to the company as CEO in 2007 after a brief hiatus but has been unable to engineer a turnaround thus far. Analysts said Dell could be more nimble as a private company, but it will still have to deal with the same difficult market conditions.

There is little history to suggest whether going private makes such a transition easier. IBM’s famously successful transition from hardware vendor to corporate IT partner took place while it was trading on public markets.

Freescale, formerly the semiconductor division of Motorola, was taken private in 2006 for $17.6 billion by a group of private equity firms including Blackstone Group LP, Carlyle Group and TPG Capital LP. Analysts say the resulting debt load hurt its ability to compete in the capital-intensive chip business. Freescale cut just under 5 percent of its work force last year as it continued to restructure.

Microsoft’s involvement in the Dell deal piqued much speculation about a renewed strategic partnership, but the software company is providing only debt financing and Dell said there were no specific business terms attached to the transaction. Dell has long been loyal to Microsoft’s Windows operating system, which has been at the heart of its PC business since its inception.

Microsoft’s loan will take the form of a 10-year subordinated note with roughly 7 percent to 8 percent interest, a source close to the matter told Reuters.

The Dell deal would be the biggest private equity-backed leveraged buyout since Blackstone Group LP’s takeout of the Hilton Hotels Group in July 2007 for more than $20 billion and is the 11th-largest on record.

The parties expect the transaction to close before the end of Dell’s 2014 second quarter, which ends in July. News of the talks first emerged on January 14, although they reportedly started in the latter part of 2012. Michael Dell had previously acknowledged thinking about going private as far back as 2010.

J.P. Morgan and Evercore Partners were financial advisers, and Debevoise & Plimpton LLP was the legal adviser to the special committee of Dell’s board. Goldman Sachs was financial adviser, and Hogan Lovells was legal adviser to Dell.

Wachtell, Lipton, Rosen & Katz was legal adviser to Michael Dell. BofA Merrill Lynch, Barclays, Credit Suisse and RBC Capital Markets were financial advisers to Silver Lake, and Simpson Thacher & Bartlett LLP was its legal adviser. Lazard Ltd advised Microsoft.

(Additional reporting by Aaron Pressman in Boston; Writing by Ben Berkowitz and Edwin Chan; Editing by Tiffany Wu, Leslie Gevirtz and Cynthia Osterman)

Hagen court rules that it must be made clear that clone cartridge products are not remanufactured.

CRN carries the IT Law Kanlai’s Felix Bart’s report on the LG Hagen court’s ruling that a differentiation between cloned and remanufactured cartridges being sold must be made following complaints that wording on clone products can be misleading for consumers and cartridge suppliers.

The court’s decision means that it is prohibited for clone cartridges to be sold or distributed “without pointing out that this is not a remanufactured cartridge but (possibly infringing) newly manufactured replicas of toner cartridges”, stating that any other wording would be “misleading and therefore anti-competitive”. Violation of the ruling could result in a fine of up to €250,000 ($340,000), detention or imprisonment for up to six months.

The court used an example of an ambiguously labelled product, namely “Reusable Toner for HP LaserJet P 2050 Series P 2055”, which it pointed out was misleading due to the mention of the original cartridge. It was noted that it would not be clear to the public whether it was an original or compatible product and would run the risk of the supplier unintentionally misleading their product. Instead, it would be dependant on “the understanding of a reasonably well informed and circumspect consumer and the overall impression of the advertisement”.

Commenting on the court’s ruling, Vincent van Dijk, Director of ETIRA, said: “ETIRA welcomes this decision. We think it’s good for remanufacturers because it again clarifies the difference between rebuilding of OEM cartridges on the one hand, and new-built non-OEM models on the other.

“The judge in Hagen has given a strong warning to companies who sell those polluting new-built patent-infringing cartridges. His message is clear: don’t mess around with the word “remanufacturing”. In Germany, remanufacturing respects OEM patents and does something good for the environment. The Asian new-built cartridges do neither. The judge tells sellers of these products that the public has the right to know that they are at risk when they buy infringing clones.”

Meanwhile, Christian Wernhart, CEO of Swiss remanufacturer Embatex AG, added: “New-built cartridges have often a poor quality because the plastic and the injection moulding is not as good as an empty OEM cartridge.

“We test clones continously and many of them are leaking in the printer or break in the printer while it is printing. That’s the reason why the consumer must know if they are using a high quality remanufactured cartridge or a clone, because most of the consumers do not know the difference, they only know there exists an OEM cartridge and an aftermarket cartridge and we remanufacturers are put in the same pot as the clone producer.”

BIC launches a TV campaign to highlight child resistant requirements on lighters — This unprecedented TV advertising campaign from BIC will be broadcasted simultaneously in 15 European countries in March 2008, when European regulation (Decisions 2006/502/EC and 2007/231/EC) requires Member States to prevent  selling non child resistant lighters to consumers(1).

As required under the new regulation, BIC® lighters are now equipped with a reliable child resistant mechanism that makes them more difficult to operate by children.To support this major change for consumers, BIC will advertise on TV with a 30’ spot that highlights BIC® lighters’ quality.Marie Saglio, Marketing Director Europe at BIC explains: “BIC is the leading lighter brand in Europe and in the world. As such, it is our duty to propose consumers high quality lighters, and as well to remind them that lighters must be kept away from children, even if they are child resistant. The commercial highlights this.” Actually consumers can trust BIC expertise in child resistant lighters: the company has been selling child resistant lighters for 15 years in the USA, Canada, Australia and New Zealand where similar legislations have already been enforced.

For over 30 years, BIC has been pursuing its strategy of offering consumers a product they can use daily, safely. Each BIC® lighter undergoes more over 50 individual, automatic tests. All BIC® lighters meet or exceed ISO 9994 international safety standard specifications.

(1) With the exception of lighters that are sold with a 2-year written guarantee, are refillable and can be repaired by an after-sale service based in the European Union.

It’s An Android World After All

Polaroid Launches $150 Kids Tablet, Expanding Its New Lease On Life As A Digital Media Company

Polaroid’s newish image as a digital media company got one more boost today, with the launch of a new, $150 Android tablet aimed specifically at children. Simply/obviously branded the “Polaroid kids tablet,” the 7-inch device has sidestepped the holiday shopping rush to try its luck instead launching among the throng at the CES show later this month in Las Vegas.

The news comes one day after Polaroid also announced a new retail strategy, the launch of at least 10 new stores this year dedicated to digital printing, which will also become a key place also to showcase its devices.

You might legitimately criticize Google’s Android for breeding a lot of fragmentation in the mobile market, but what the open-source OS has also done is help make wireless devices like tablets and smartphones truly mainstream, and, by way of being a ‘free’ OS, pave the way for some interesting devices that cater specifically to particular market segments. The Polaroid kids tablet is part of both of those trends.

The kids tablet, Polaroid says, will be made extra-durable — as you can see by the illustration here, that will include an extra-large bumper/bezel. Other hardware specifics for the Ice Cream Sandwich-loaded device, made in conjunction with Polaroid licensee Southern Telecom, include 8GB of internal storage with an additional external SD card slot; a 1.0 GHz CORTEX-A8 processor, a rear-only camera, and WiFi-only connectivity.

And, like other connected devices aimed at the youth market, it will come preloaded with parent-controlled security features and links to educational and kids-specific content.

This will include a “Kids Cam”, Music Studio and Draw features, as well as a couple of customized interfaces to deliver children-friendly content. These include a filtered video-streaming app called Kids Vids, as well as an interface called Free Play that presents all the free apps available from a child-filtered Android app store, the App Shop.

As a parent of two young kids myself, I have to admit that I’ve been pretty disappointed with a lot of the “kid friendly” devices on the market to date, which are usually too restricted and closed-source to be truly useful. And kids, after all, like to use tablets and smartphones pretty much like adults do, as evidenced by this Harris Poll study out today on smartphone and computer usage across the U.S.

I personally haven’t taken the time to “child proof” our own connected devices and so am constantly hovering over my children every time they use them, to keep them from lapsing into near-constant browsing of very, very random YouTube content (despite my very best efforts to restrict that browsing to Khans Academy ‘let’s learn math!’ videos). Something like this seems to take advantage of the huge amount of good content out there to keep them interested, while also giving a bit of peace of mind.

Other features include hotlinks to Nook children’s books, Dr. Seuss’ catalogue and interactive books from the Smithsonian.

Polaroid is selling the kids tablet along with its other devices online as well as through Kohl’s stores.

 

Source: http://techcrunch.com/2013/01/03/its-an-android-world-after-all-polaroid-launches-150-kids-tablet-expanding-its-new-lease-on-life-as-a-digital-media-company/

Absa Group’s Enterprise Development unit has taken a step into the retail sector by partnering with wholesalers Masscash to provide funding for Masscash’s growing retail outlets.

Masscash, which is a cash ‘n carry wholesaler that forms part of the Massmart/Walmart Group, is diversifying and moving into the retail sector by aggressively expanding into the township areas of South Africa using its own retail brand called “Fairpriced”.

Commenting on the deal, Absa Retail and Business Banking head for Enterprise Development Sisa Ntshona said he was excited that the agreement, which had taken many months to put together, had finally come to fruition.

“As Absa we have always said creating an environment that would enable the growth and development of sustainable small enterprises is one of the methods in resolving the poverty and unemployment challenges our country faces,” he said.

“That is why Absa in its efforts to assist with the development of entrepreneurs has teamed up with Masscash/Walmart. We will initially assist with the funding of a targeted number of  Fair Priced stores with the option to extend the programme to all of the planned 2500 stores over the next 2 to 3 years,’ he said. 

Absa will not only provide funding for the refurbishment of existing outlets or the building of new stores and with the option to provide working capital funding, but also provide access to products that include deposits, Point of Sale devices – POS and ATM machines.  

Among other strategic partners involved in this project is USAID who will also provide assistance to the entrepreneurs alongside Absa.    

Masscash’s Business Development Manager: AJ Bruwer said Masscash would identify suitable (previously disadvantaged) entrepreneurs to become the owners of these stores. “These stores will either be built from scratch or existing ones will be refurbished. Ideally the owner must live on the business premises.”

He said in order to ensure these stores were sustainable Masscash had identified other business partners including Builder’s Warehouse – to provide all of the required materials to build or refurbish a store; the University of Pretoria – to assist in training all entrepreneurs on the managing of stores and National Integration Solutions Services – to assist the entrepreneurs on a daily basis.

Bruwer said Fairpriced Outlets will be the vehicle to drive the Informal market into the future by using strategic partners experience and expertise. With the target to open 2500 of these stores over the next 2/3 years nationally. “We want to own the retail township space,” he said.

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