MANZIMVULA’S ROLE & VALUE

Manzimvula’s ISA processes and techniques work to align the values and objectives of individuals, teams,
organizations and even entire communities. By creating a culture that is second-nature, individuals and teams naturally act in alignment with their new, shared belief system. And, once focused on a common vision,
implementing strategies to achieve long-term, sustainable growth becomes possible.

The Integrative Strategy Approach™ even works in environments where there has been a total breakdown of
communication, synergy and growth at all levels. The proof? Our success in using ISA to empower rural South African communities through our work with the My Arms Wide Open Foundation. The situation in many rural South African communities is extreme; communications between community members is fractured and productivity is at an all-time low. Although the skills to generate revenue exist, the lack of shared values and the inability to work as a team (either as a family unit or as a community) have created a downward spiral. These communities are, for all intents and purposes,
stuck in their past – like many low-productivity organizations.

Manzimvula’s model of engaging entire companies in discussions about vision and principles,
shifting mindsets and focusing on results has been adapted into the MAWO program, Iziko Labahlali.
Iziko Labahlali means “hearth of the community” in Xhosa. The program strengthens South African communities at
their core, delivering enduring improvements to people, townships and societies. Training sessions involve youth and adults who have a desire to take control of their life and make changes—for themselves and for their community. MAWO provides learning and skills transfer, enabling participants to ignite their passion, define their purpose, and build their community. The outcome MAWO works to achieve is to educate participants so that they remain in their community, contributing and providing value. (We don’t work to give them qualifications so they can leave their community!) Participants learn to identify needs within the community and then to build a sustainable enterprise around those ideas.
This leads to job opportunities, and helps them understand and embrace the benefits of a collaborative mindset.

LIFESTYLES GLOBAL NETWORK CASE STUDY

With physical operations in 17 countries and marketing reach into 35 distinct markets on every continent, Lifestyles Nutrition Products is an
established and respected international firm.

Summary

Amid declining revenues and markets, and a number of negative events, Lifestyles retained Manzimvula to define a strategy to re-engage historically loyal clients, and chart a course for renewed growth and success.

Manzimvula’s Role & Value

Our first priority was to undertake a situational assessment to quantify the market mood and existing customer base. We worked with the company’s Canadian head office, and visited customers in each Lifestyles’ markets. Through those dialogues, and discussions with sales leaders and corporate staff, we determined the core product was respected, but that support tools, training systems, recognition programs and compensation structures were in need of review.

In response to these needs, we developed a completely new training system, including tools and presentations built upon a step-by-step approach—so new product users and sales people could grow with the plan and the training system.

In collaboration with representative groups from each market, we developed an eight-step graduated training system called the Lifestyles Success System, and a series of high-end publications in 17 languages. Each market’s system was adapted to address local market and cultural expectations, while delivering a consistent message and creating a common language across all markets.

We then took the system on a world tour, introducing it to each market, and conducting training for the corporate staff, the market leadership group, and the general field.

Our Results

Our commitment to open discussion, active listening and understanding the needs of local markets helped us engage leadership, staff and customers, effectively gaining their trust and mutual commitment to our approach.

This engendered significant buy-in, which aligned the founders’ vision with their company’s personnel. Activity increased in each market and revenues turned the corner and started to grow. Over the next three years, the company achieved sales growth of 20% year over year.

TIANSHI GROUP CASE STUDY

Operating in 48 countries and with more than $250 million in revenue, the China-based Tianshi Group distributes and sells health care products
for individuals and their families

SUMMARY

Tianshi wanted to create a Network Marketing division to expand their business to 48 countries around the world. Their vision entailed creating a positive impact on the global community, first by providing exceptional health products, and second, by giving individuals
the opportunity to create personal wealth.

Tianshi wanted to become the premier network marketing company in the world. Their success would be measured not merely in financial terms, but by the contribution it makes to the global community—thereby setting
the standards by which all other companies are measured.

MANZIMVULA’S ROLE & VALUE

Tianshi’s goals were ambitious, requiring a needs analysis, market overview, competitive analysis for their product
line, and a full business and financial plan proposal. Manzimvula completed these analyses and defined a business model, which was approved by the company’s executive group. The plan encompassed development of infrastructure and operations in three markets (United States, Canada, and Mexico),
which would serve as a template for other regions around the world.

We then created a portfolio of the necessary projects and broke the process down into three phases:

Phase 1 – Consolidation The first challenge was to work across cultures, transforming what was largely a
manufacturing and retail workforce into a network marketing company. We designed and facilitated the transition to the new corporate infrastructure and included the consolidation and centralization of the Consultant (Customer) Services, Operations and Marketing functions of the Company. The marketing aspect included a new corporate web site, clear and consistent consultant training tools, policies and procedures, and a monthly newsletter. We also redefined the Tianshi Compensation Plan across North America, building consensus
around the new approach, and eliminating international inconsistencies.

On completion, this phase facilitated uniform and transparent services across North America, and materials that defined a consistent model in English, Chinese and Spanish.

Phase 2 – Market Operations To support benchmark operational standards, we developed additional sales and marketing tools and Consultant training and education programs across North America. We also redesigned the product line—including formulas, packaging, marketing and product information. This included strategic work with the operations team to establish centralized fulfillment centers in the United States and in the Ontario region of Canada to ensure effective and speedy
delivery of orders to consultants and customers.

Phase 3 – Expansion We further developed the company’s business model, supporting steady growth of revenues and earnings, and positioning the company to
attract professional, long-term business builders.

This phase also included an expanded review of Tianshi’s Global Compensation Plan and Independent Consultant Policies and Procedures to create a base set of documents that are clear, consistent and transparent worldwide, and to ensure that North American practices are consistent with
Global practices within the Company.

OUR RESULTS

Manzimula’s highly successful engagement united distinct phases of engagement and diverse projects, to facilitate Tianshi’s
remarkable growth. During our initial analyses, we identified a relatively large number of factors that would be critical to success.
The engagement was necessarily wide-reaching and complex.

Given the company’s Chinese heritage, senior leaders and the organizational community as a whole had to reach far outside their
‘comfort zone’ and business culture. It was remarkable how the team ultimately united, successfully
executing the entire global vision and all related projects.

The company has far exceeded its goals and has since opened for business in over 48 countries around the world.