adminmost intelligent but one that was most responsive to change.
Reading through the literature one gets convinced the assertion was true then as it still is today.
Grounding the observation to our own Harare – and events unfolding at Rufaro Marketing – Charles Darwin could as well be credited for summing developments in the city’s beer utility.
If one juxtaposes Darwin’s words to suit a situation the statement could read “businesses that are the fittest at some point and fail to adapt would become themselves the prey.
Rufaro Marketing was a once thriving business where musicians fell over each other to entertain revellers while imbibers would kill not miss a seat in one of Harare’s once prime watering holes.
At its peak, the company used to fund many of the city’s social responsibility functions that included soup kitchens, purchase of water treatment chemicals, construction of schools and children’s play centres.
Today none of that funding is forthcoming from a company whose net monthly turnover is US$1 million against a profit of US$250 000 and a salary bill of US$300 000.
Each month management fights to raise the extra US$50 000 to pay employees.
Employees have refused to take a pay cut that would have reduced the salary bill to US$150 000 while at the same time concentrating on increasing sales volumes.
Lack of vision and complicity in taking radical decisions saw the company’s fortunes drop.
Part of the company’s demise is due to a highly politicised workforce that has not spared any opportunity to flash political party cards each time change has beckoned.
The workers have used all manner of threats and accused management of belonging to certain political parties.
Unfortunately, none of the management has had the spine to make life- changing decisions.
It comes as no surprise that the employees took to the road last week to protest the conversion of the company into a real estate business and to even protest against a scheme to empower some of the workers to run six of the company’s bars for a year without paying rentals.
But times have changed.
There is no longer racial segregation in watering holes implying that everyone is free to drink from anywhere save for members-only bars and sports clubs.
The once captive market is now free to roam and wander in search of places that suit their status – and unfortunately Rufaro Marketing bars do not fit in the scheme of things for many people.
Modern bars have state-of-the-art televisions, sell all manner of alcoholic beverages and are family friendly. Waitresses and waiters in modern bars are young and trendy and are in themselves an attraction to customers.
Rufaro Marketing board chairman Mr Phillip Mataranyika agrees that the ability to change and to adapt to market trends makes the difference between companies that survive or fold.
“Understand your market and play to your strength,” he said.
Examples abound of institutions in Zimbabwe that failed to read market trends and ended up with huge buildings that did not fit into their original lines of business.
Overwhelmed by the huge influx of mail the then Posts and Telecommunications Corporation built several post offices in Harare including the Central Sorting Office on the corner of Joshua Mqabuko Nkomo Express and Dieppe Road.
No sooner had construction of the building been completed than the Internet and cellphone craze hit Zimbabwe.
Letter writing became redundant and so did the huge buildings that include Causeway Post Office and the Main Post Office. But management responded to market trends and began leasing out the buildings to shop operators and other tenants.
The decision by Harare City Council to accede to Rufaro Marketing board to turn the company’s 86 beerhalls into a real estate venture is not only plausible but should act as a lesson to many companies whose original business plans have been overtaken by events.
Several analysts believe one can never go wrong in the property business and all hope is now on the new Rufaro Marketing business line.
The company has projected an income of US$500 000 from the rentals alone and forecasts that the corporates that are going to lease the buildings will create employment and bring services close to the people.
For example, 25 of the outlets will be leased out to TN Holdings.
The company sells furniture, in addition to operating banks and pharmacies.
Imagine TN Holdings operating one of its mega branches at Spaceman in Glen Norah, Donnybrook in Mabvuku and Gwenyambira in Mufakose.
This means the mothers and youth selling their wares in the suburbs would be easily banked and would have access to better quality furniture.
Remember some of these people never have an opportunity to spend time in the city centre where such services are concentrated.
While the management have a valid case the workers too have a valid case.
They need to be heard and their issues addressed but in a manner that takes business forward for Rufaro Marketing.
Gone are the times when management used to be threatened on political lines. The survival of Rufaro Marketing as a business venture for the city and its ratepayers is far more important than the concerns of the few workers failing to see beyond tomorrow.
The city can also help here and absorb some of the employees to avoid stalling vibrant programmes.
Government has on many occasions urged local authorities to think outside the box and to be innovative.
Online Reporter