Africa Drone Kings: Building the Systems to Scale South African Drone Technology
For Africa Drone Kings, a drone isn’t simply a piece of technology to sell. Its real value begins when a customer can put it to productive use.
Founded by Vice Phiri and Andrew Mokoto, Africa Drone Kings works with farmers, mines, security companies and other businesses looking to use drone technology practically. The business sells and hires drones, trains operators, assists with finance and insurance, and provides servicing, repairs and technical support..
Fabrinox: Building deeper customer relationships from South Africa to the world
A full order book can look like success. But if every job is a once-off, a busy business can still be a fragile one.
Paarl-based metal manufacturer Fabrinox offers a useful lesson in how established businesses can create more sustainable growth by becoming increasingly valuable to the right customers.
Morgancoat: Turning disruption into a competitive advantage
Look at almost any product on a supermarket shelf and you’ll see a label. Before the branding, barcode and product information are printed, much of that label begins as a roll of self-adhesive material.
South African manufacturer Morgancoat produces enough of that material each year to cover Robben Island approximately 11 times.
Its journey to becoming a significant local manufacturer, however, has been anything but straightforward.
Dragonfly Aerospace: Building a Global Technology Business from South Africa
What does it take to design technology in Stellenbosch, send it hundreds of kilometres above the Earth and sell it to customers around the world?
Dragonfly Aerospace is showing that South African businesses can compete at the frontier of advanced global technology.
Elite Business: Grow with growing customers
In this article, originally featured in Elite Business: Ambitious customers can drive growth for businesses that choose to scale alongside them, even if they are not the biggest
Most business owners spend a great deal of time chasing bigger customers. It makes perfect sense on paper. Larger customers bring larger orders, stronger revenues and the credibility that comes with recognised names. Landing one often feels like you have reached the next stage of growth. According to a study by the UK Department for Business, companies that grow with their customers see 30% higher revenue growth.
But I have seen that strategy create as many problems as it solves. The biggest customer is not always the best customer.
Recently, I spent time with a packaging manufacturer that has quietly helped growing consumer brands bring products to market. Its work sits behind the scenes, taking an idea and turning it into something a customer can actually pick up from a supermarket shelf.
What struck me was not the product. It was their customer strategy. Instead of asking how to win the largest account in the market, the business had begun asking a better question: Which customers are growing in a way that allows us to grow with them?
That is a very different conversation.
Too many established businesses wait for enquiries to arrive or spend years pursuing one large account that eventually dictates pricing, payment terms and priorities. Before long, the customer owns the relationship, and the supplier spends more time protecting one contract than building a stronger business.
Growth becomes dependency. But there is another way.
Growing businesses need partners who can move quickly, adapt, solve problems and evolve with them. They value responsiveness more than scale alone. They are testing products, entering new markets and refining their offer. They want suppliers who are invested in their success, not simply processing orders.
That creates an opportunity for established businesses willing to think differently. Rather than acting as another supplier waiting for a purchase order, position yourself as part of your customer’s growth journey. Get involved earlier and help shape the solution rather than simply delivering it. Understand where they are trying to get to, not just what they need today.
When you do that, something important changes. Your value is no longer measured purely on price. It is measured on contribution.
I often see owners focus their sales effort on businesses that have already arrived. The more interesting opportunity is often the business that is still building.
If you choose well, your businesses compound together.
As your customer launches more products, enters new regions or grows its market share, your own business benefits naturally because you helped build that journey from the beginning.
So ask yourself a simple question: Are you spending your energy trying to win the biggest customer in your market, or are you deliberately choosing customers whose ambition, pace and potential can pull your business forward with them?
Because the strongest growth is rarely built on dependence. It is built by growing with customers who are building something just as ambitious as you are.