Institute of Competitive Advantage

While Nando’s is flying high with their global expansion, Pedros has emerged as a strong local challenger to shake up the ‘Flame Grilled Chicken Wars’ in SA. Nando's was founded in 1987 and over the years established itself as the King of flamed frilled chicken in South Africa with approximately 300 locations. In recent years however, Nando’s strategic focus has been global and currently operates over 1,200 restaurants across more than 30 countries.

The iconic Nando’s brand identity has been built on irreverent marketing, known for its witty, bold, and satirical advertising that often comments on current events or social trends. This creates a "cheeky" and youthful brand personality that resonates deeply with their target audience of 18–35-year-olds.The 39 year old chains largest branch distributions include 470 sites in the United Kingdom with plans to open 14 additional sites in 2026, 155 in Australia, 73 in Malaysia and 46 sites in the United States across five states.

Young Pedros, established in 2018, strategic positioning is premium grilled chicken at affordable prices. The new kid on the block has quickly grown to over 200 stores across South Africa and Botswana and continues to accelerate its expansion, and recently increased its footprint by acquiring the KZN-based chicken and pizza chain, Bird & Co, adding another 9 locations to its portfolio. Pedros has set an ambitious target to reach 250 stores by 2027.

The strategic choice of flame-grilling chicken rather than deep-frying, places them in a direct competitive rivalry with Nando’s. The Pedros official mission statement reinforces this combative stance expressed as, “To disrupt the fast-food industry by providing high-quality, flame-grilled meals at prices accessible to lower and middle-class consumers.” Their cost leadership strategy is clear, as Pedro's flame-grilled chicken is significantly more affordable than Nando's, with price differences often ranging between 25% and 40% less for comparable meals.

So while Nando's is positioned as the premium fast chicken dining brand, upmarket from its fried chicken rivals, KFC and Chicken Licken, Pedro's stepped in high enough to challenge Nando’s in the flame grilled chicken segment with a focuses on high-volume value for money approach. Essentially flame grilled chicken products at fried chicken prices. For example 1/4 Chicken & Chips at Pedros is R44,99 – R59,99 Vs. R76,00 – R89,00 at Nando’s.

Have you tasted the Pedros variants as yet? Which do you prefer, Nando's or Pedros?

Suzuki has achieved an astounding 11X rise in sales over the last ten years in South Africa. In 2016, Suzuki Auto South Africa sold just 5,631 vehicles. By 2025, that number had surged to 62,750 vehicles! In an industry where single-digit growth is celebrated, Suzuki delivered exponential expansion — in one of the most competitive automotive markets in the world.

The team at Suzuki seems to have understood the South African consumer better than most. An appreciation of the price-sensitivity, fuel-consciousness and the screaming demand for value for money amid rising fuel prices and the high interest rates in recent years. There has been pressure on disposable income and instead of chasing premium positioning or performance narratives, Suzuki doubled down on affordable mobility with modern appeal.

Cars like the Swift and Dzire hit a sweet spot of fuel efficiency, feature rich touchscreen infotainment, modern styling, accessible pricing and low total cost of ownership. They weren’t the cheapest cars on paper, but they have been the smartest value choice and that difference matters.

Further their Product-Market Fit is as ruthlessly clear. Suzuki didn’t try to be everything to everyone but rather they focused on compact hatchbacks, affordable sedans and practical urban mobility. They executed strategic choice consistently in recent times and when the new-generation Swift launched, it wasn’t just an update — it became a volume engine. In several months, the Swift ranked among South Africa’s top-selling passenger vehicles a demonstration of product-market fit.

Their chief achieveme is Suzuki achieved cost leadership without feeling “cheap” - one of the most impressive aspects of their psychological positioning. Consumers didn’t feel like they are compromising as the vehicles looked modern, the interiors feel contemporary and the technology feels current. Behind the scenes, Suzuki leveraged high-volume manufacturing efficiencies, smart global sourcing and tight cost control, but to the customer, it simply felt like a good deal. That's strategic executio par excellence.

They simply were at the right place at the right time as the macro environment actually helped those prepared for it. As economic pressure mounted, buyers migrated toward smaller vehicles, fuel-efficient options and lower monthly repayments. Suzuki was already positioned there. While others adjusted, Suzuki accelerated. The numbers tell the story and the leap from 5,631 units in 2016 to 62,750 units in 2025 is remarkable. That’s not linear growth, its compounding momentum. The strategic lesson is the 11x rise of Suzuki isn’t about luck its about three a clear value proposition, relentless product-market fit, disciplined cost leadership with strong ex*****on.

Suzuki proves when you solve a real economic pain point better than competitors, and execute consistently — growth follows, especially in tough markets.

Strategic Move Alert: Massmart pushes Game stores aside for Walmart, or is this just painting blue over the pink?

A value proposition story is unfolding at Massmart and the real question is how does the Walmart value proposition differ from the failed Game value proposition?

Back in 2021, Game accounted for almost half of Massmart’s total losses, contributing roughly R1.03 billion to the group’s R2.2 billion net loss. This poor performance followed two consecutive years of financial strain for the retailer.
In an attempt to revive the brand, Massmart initiated a turnaround strategy focused on stabilising Game’s operations. Yet, as early as 2022, Massmart CEO Mitch Slape acknowledged Walmart’s patience with Game was running out.

After Walmart took full ownership of Massmart and delisted the company in 2022, Game’s financial results were no longer publicly reported, making it difficult to monitor its progress. Despite the lack of official data, one clear signal stands out: Massmart has shut down at least 13 of Game’s weakest-performing stores since late 2022.

Fast forward to 2026, this Saturday the 28th of Feb, Walmart opens a third store, positioned in Boksburg, Gauteng which the US retailer says kicks off its “accelerated rollout” in SA. The company, said it plans to open another 21 stores in Gauteng, KwaZulu-Natal, and the Western Cape as it looks to establish a broad national presence.

The first Walmart opened in Clearwater Mall in November 2025, followed closely by another at Fourways Mall. Massmart confirmed this February 2026 about 20 Game stores around SA could be closed with a view to 'redeveloping' them under the US retail giant’s namesake brand.

The strategic move here is evident, but is this a plaster on a massive hemorrhage? Will the pivot from Game to Walmart create the desired competitive advantage to turnaround their brick and mortar play, or is this just painting blue over the pink?

YD Leapfrogs Ford in Global Sales.

Chinese automaker BYD has overtaken Ford in global vehicle sales for the first time, selling 4.6 million units in 2025 compared to Ford’s 4.4 million.
BYD sold 4.6 million vehicles worldwide in 2025, a 7.7% increase from the previous year, overtaking Ford’s 4.4 million units and moving from seventh to sixth place among the world’s largest automakers.

Ford’s sales slipped 2% globally, despite U.S. growth, as it struggled in Europe and China. Toyota maintained its top spot, followed by Volkswagen, Hyundai, General Motors, and Stellantis.

This shift moves BYD into sixth place among the world’s largest automakers, while Ford drops to seventh amid declining sales in key markets like China and Europe. The milestone underscores China’s growing influence in the global auto industry, particularly in electric vehicles.

The 2025 global sales leaderboard highlights shifting industry power as BYD leapfrogs Ford in global sales. The global ranking sits as follows,

1. Toyota 11.3 million units
2. Volkswagen 9 million units
3. Hyundai 7.2 million units
4. GM 6.2 million units
5. Stellantis 5.5 million units
6. BYD 4.6 million units
7. Ford 4.4 million units

BYD’s rise is remarkable as it only sells plug-in hybrids and battery-electric vehicles, having exited internal combustion engine production in 2022. Its exports accounted for 25% of sales, aided by overseas plants in Brazil, Thailand, and Hungary.

As reported by Bloomberg, China remains BYD’s largest and most important market. However, it also increased exports to 1.05 million vehicles, driven by expansion into markets including Europe, South America, and Asia. That figure is expected to climb further this year, potentially reaching 1.3 million units.

Dis-Chem, the boring pharmaceutical retailer has become quite exciting in recent times. In October of 2025 they relaunched their revamped loyalty programme - Better Rewards.

The programme partners with none other than Capitec and offers an additional 5% off for qualifying brands for Capitec customers, increasing the instant discount from the base 10% to 15%.

The business is undergoing a strategic shift from pharmaceutical retailer to integrated healthcare ecosystem with a long term insurance financial service play also coming into the fold in 2025.

Since the launch of Better Rewards here are some of the numbers:

- In the first 24 weeks of the period, retail revenue increased by 9.5% compared to the corresponding period, with volume growth of 5.0%.

- Retail revenue for the 17 weeks under the Better Rewards programme increased by 10.4% compared to the corresponding period, with volume growth of 5.2%.

- Under the Better Rewards programme, pharmacy revenue increased by 13.7% driven by increasing pharmacy boost engagement and high demand for GLP-1 drugs.

- The number of new shoppers who had not engaged with the Dis-Chem brand in the 12 months prior to the launch of Better Rewards increased by 550,000 shoppers.

-Revenue from external customers increased by 13.7%, with The Local Choice (TLC) revenue rising 14.2% and independent pharmacy revenue increasing 13.4%.

These remarkable figures as per Dis-Chem Pharmacies Limited Trading Update for the Period 1 September 2025 to 16 February 2026

Based on analysis by McKinsey & Company, high-performing disruptor brands in the Consumer Packaged Goods (CPG) sector consistently exhibit six distinct traits that redefine growth:

1. Bold and Culturally Relevant Messaging: Instead of traditional advertising, these brands use social media and digital platforms to push unconventional, "punchy" messages that tap into current cultural conversations.

2. Unique Physical Sales Strategy: They move beyond standard retail, utilizing unexpected, immersive physical experiences—like pop-up shops, specialized events, or targeted partnerships—to create direct engagement.

3. Distinctive Product Innovation: Disruptors focus on rapid, iterative product development (small-batch production) and co-creation with their communities to tailor formulations, packaging, and benefits to specific, unmet needs.

4. Digital Fluency: Their DNA is rooted in digital channels, leveraging direct-to-consumer (D2C) models, social media, and influencer ecosystems to build communities, acquire customers, and gather real-time data.

5. Speed and Agility: They have smaller,, more agile organizational structures that allow them to pivot quickly based on consumer sentiment, failing fast and scaling what works, often bypassing traditional, slow-moving development cycles.

6. Consumer-Centric Purpose: Rather than just selling a product, these brands are anchored by a clear mission that addresses a deeply felt consumer need (e.g., sustainability, wellness), creating a "reason to exist" beyond profit

These traits collectively allow disruptors to "steal" market share from incumbents by, as one expert notes, "reinventing business, making exciting leaps forward and showing the establishment that their way of doing things no longer applies"
https://www.mckinsey.com/industries/consumer-packaged-goods/our-insights/what-consumer-packaged-goods-companies-can-learn-from-disruptor-brands?hsid=4bde3418-14e8-4e47-9879-e5fb3c87de59&fbclid=IwdGRzaAQGeN1jbGNrBAZlFmV4dG4DYWVtAjExAHNydGMGYXBwX2lkDDM1MDY4NTUzMTcyOAABHmGJXLVyR9LBKuV4ilXNJ4LaWB-erIn7qQ-0b_0yZ0O3bvMG1GMOWSRTgRba_aem_08m7_YEZi25rulgsOoGQzw&sfnsn=scwspmo

The rally in the Capitec Group's stock, which equates to about R1.6bn a day over the past 36 days, has seen Capitec's value reach a new record of R542.4bn — almost R8bn more than FirstRand, which has a market value of R534.7bn. This makes Capitec the most valuable bank in South Africa by market capitalisation, a staggering feet for the 24 year old institution which launched a mass market micro lender. The bank now attracts high net work individuals and at its recent peak signed up 200,000 new clients per month!

Strategic Move Alert!

Chery Automobile Co., China’s top car exporter, agreed to buy Nissan Motor Co.’s vehicle-manufacturing plant in South Africa, the latest evidence of the growing global dominance of Chinese brands.

Chery will buy the land, buildings and associated assets of Nissan facilities in Rosslyn, Pretoria, including the nearby stamping plant that’s used to make body parts such as doors, it said in a statement. The transaction will take place in mid-2026, subject to conditions.

The move is the latest — and most significant — marker of Chinese auto manufacturers’ growing presence in South Africa, the largest economy on the continent

Chery to Buy Nissan’s South Africa Car Plant as Local Sales Soar Chery Automobile Co., China’s top car exporter, agreed to buy Nissan Motor Co.’s vehicle-manufacturing plant in South Africa, the latest evidence of the growing global dominance of Chinese brands.

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