Kyalami Surface Business Plan — Go-to-Market Strategy

Building retail demand and the trade channel, which grows from 16% to 34% of revenue by FY32.

Section 12 of 31

Go-to-Market Strategy

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Fill the schedule three weeks forward at the highest available revenue per installer-hour — not maximise enquiries.

The commercial objective of this business is unusual and worth stating precisely. It is not to maximise demand: demand is not the constraint. It is to fill a fixed and perishable stock of installer-hours with the highest-value work available, far enough in advance that no bay stands idle and no collection date is missed.

Channel strategy

Table 15. Channels and their role in filling capacity

Channel	Role	Economics	FY32 share
Search and digital	Primary retail acquisition; high-intent enquiries	Cost per acquisition roughly R700; no commission	26%
Referral and reputation	Highest-quality retail source; converts at over 50%	Effectively zero acquisition cost	18%
Franchise dealer groups	Contracted volume; smooths seasonal troughs	11% referral commission; 45-day terms	22%
Fleet and corporate tender	Fills January and February capacity	Lowest margin; contracted and schedulable	21%
Enthusiast community and events	Brand building; disproportionate referral influence	Event and sponsorship cost; no commission	13%

Commercial funnel

The funnel below is calibrated to FY32 and reconciles to the 1,920 jobs the model schedules in that year. It is presented so that the assumptions can be tested rather than accepted.

Table 16. FY32 commercial funnel

Reconciles to modelled FY32 job volume.

Stage	Volume	Conversion	Comment
Qualified enquiries	7,680	—	Digital, referral, walk-in and trade
Quotations issued	4,608	60%	Not all enquiries reach quotation
Bookings confirmed	2,304	50%	Deposit taken at confirmation
Jobs completed	1,920	83%	Cancellations and reschedules
Ancillary attachment	1,190	62%	Ceramic, film or correction added
Revenue	R42.0m		Per financial model

Pricing strategy

The Company prices at a published list, at a premium of approximately 15% to 25% over the independent studio archetype and at a multiple of the informal operator. Discounting is restricted to the trade channel and to defined multi-service bundles. List prices escalate at 6.0% per annum in the model — CPI plus 1.5 percentage points — reflecting both input cost escalation and the pricing power that brand and capacity confer.

Price pass-through is lagged, and the lag is a real exposure

Published price lists and dealer contracts cannot be reset instantly. Management assumes a four to six month lag between a currency move and a corresponding price adjustment. In a sharp depreciation, the Company therefore absorbs roughly two quarters of margin compression before it can recover. Section 29 quantifies this: at 14% annual depreciation, FY32 EBITDA falls from R8.6m to R3.7m.