About Analyze

Analyze Consulting was founded in 2007 with the purpose to help businesses get to the bottom of and solve business inefficiencies. The cornerstone of this dream is a passion for quality business analysis and project management.

We are motivated and rewarded by helping businesses be more efficient and solve problems.

We believe that the best way for us to do this is to start with a deep and thorough understanding of the problem or opportunity. The discipline and insight that we apply to this enables us to be confident and truly objective about defining the best possible solution.

Our vision is to be the partner of choice in solving business challenges through the appropriate use of technology, process and people.

Get In Touch

Email: info@analyze.co.za

Tel: +27 (0)21 447 5696

Cape Town Office:
The Studios – Unit 314
Old Castle Brewery Building
6 Beach Road
Woodstock
7925

Johannesburg Office:
Block A
Homestead Park
37 Homestead Road
Rivonia
2191

Business and IT strategy

/Business and IT strategy

Peer coaching: How can it help your business?

Coaching and peer coaching are two terms that are often used interchangeably, but incorrectly so. These two concepts are actually very different. Where traditional coaching (or mentoring) involves one person imparting information and skills on to another, peer coaching is defined as a confidential process through which two or more professional colleagues work together to: reflect on current practices expand, refine and build new skills share ideas teach one another conduct classroom research solve problems in the workplace Where coaching is very much a give and take relationship, peer coaching is a mutually beneficial relationship or equal partnership where the joint goal is to improve each person’s productivity and effectiveness. Effective peer coaching tends to align with the following key principles: It must have a formal structure This is more than just a casual chat with a friend at work.  Employees engaged in peer coaching need to setup a regular time to meet up with a defined agenda of items to work through. All participants must practice their active listening skills The key here is to really listen to the information that’s being shared, to analyse it, question it, and to understand how one would apply it in their day-to-day working environment. It must not be seen as a technical handover session Peer coaching participants are not there to teach each other technical skills.  Peer coaching should focus on personal and professional development only.  If you happen to pick up some technical know-how along the way, that’s just a bonus. But how does peer coaching benefit the business?  Well it’s quite simple really:  Peer coaching is a cost-effective way to promote employee growth and performance which of course leads to improved productivity and a positive impact on your bottom line. For the employee, it also means: Improved engagement and learning on the job People thrive when they can feed off each other’s energy, knowledge & experience. Positive impact on team dynamics Peers are more likely to discuss issues or obstacles with each other than with a manager.  Peer coaching opens this flow and leads to stronger relationships and improved collaboration. There’s none of the traditional coaching stigma Traditionally, coaching was associated with you being bad at your job & therefore needing to go for some form of training, but with peer coaching the focus is more on colleagues helping each other transition from good to great. No more departmental silos Because you’re not focusing on job technicalities per se, a good peer coach can be anyone who you feel a good connection with.  You can look beyond your department and build friendship networks across various teams. At the end of the day, peer coaching is both beneficial to the business as well as its employees, but we all know that happy employees make for good business which in turn leads to great things. Let us help you establish peer coaching as a value add in your business. Get in touch. Share this:

5 Top tips for improved innovation

To survive and grow in today’s cutthroat business world, innovation, which previously may have felt like just another catchy buzzword, has become an absolute necessity. If you look at start-ups as an example, you’ll find that many manage to grab market attention initially due to an innovative idea, but soon after they find themselves in hot water as competitors, some who have been in the game a lot longer, take that idea and develop even better ones. If a company is not constantly raising the bar by trying to find faster, better and more cost-effective ways of doing things, they will eventually lose their competitive advantage and blend into a background. To avoid this situation, we recommend that you employ the following 5 strategies for promoting innovation within your business: Tip #1: Create a culture of innovation Innovation needs to be encouraged at all levels.  To do this, ensure that your employees understand how their ideas can help your company achieve that competitive edge.  Create a “safe space” of sorts where ideas can be shared and discussed.  We recommend a regular brainstorming slot where teams can come together to share their ideas.  Sometimes an idea might not be quite the right fit from the onset, but when discussed with a broader forum it can develop into something of great value to your organisation. Tip #2: Ensure that you have the right people and the right skills on your team Your hiring processes should be on the lookout for passionate people who love what they do and share in your company’s vision. If people feel a sense of purpose and believe in the greater good of their day-to-day tasks, they’ll be more likely to be on the lookout for ways to continuously evolve and improve.  You should also look at upskilling your current employees with brainstorming and other creative problem-solving techniques. Tip #3: Make innovation a rewarding experience Encouragement on its own won’t always be enough.  Human nature dictates that your employees will likely be thinking: “But what’s in it for me?”  Therefore, don’t expect them to be the source of new ideas to push your business forward without at least giving them some form of recognition.  Recognition of course does not have to mean a monetary reward, it can take many forms.  You could look at giving someone increased responsibility, the opportunity to lead a team, some time off or even something for them to enjoy with their family outside of work. Tip #4: Be open to taking some risks along the way Innovation doesn’t come without a price.  Risk plays a big role and therefore you must also be open to failure.  If an idea was approved and does fail, you can’t hold the employees who came up with the idea responsible.  Promote the understanding that failure is OK.  If you don’t, people will be too scared to pitch their ideas due to fear of being persecuted later. Tip #5: Be prepared to implement, learn, adjust and implement again It’s important to understand that innovation is an iterative process.  It’s about taking an idea, testing it, learning from that testing, making some adjustments and then testing it again.  Great ideas don’t always happen with the first try, but they can certainly be developed over time. Sometimes innovation can also benefit from an outside perspective.  Supplementing your team with individuals who have different skills or experience can help get the creative juices flowing.  This is where Analyze can help.  To discuss consulting options Get in touch. Share this:

Delivering value to your customers: 4 business analysis obstacles to overcome

We all know the saying “customer is king”.  It’s a motto that was popularised within the retail industry, but today holds water for pretty much any industry you can think of. With this move to a customer-centric world, developing any new product or service without a clear understanding of your customer’s needs is like serving the perfect steak at your dinner party but then realising that your guests are all vegetarian. Great business analysts understand the importance of the customer within the broader context of any change.  In many ways, they become the voice of the customer, thereby playing a vital role in ensuring that customer value is achieved.  Unfortunately, this can be a very challenging undertaking, especially when the pressures of getting things done as quickly and cheaply as possible come into play. To ensure that you’re not missing the mark from a value perspective, take note of the following analysis obstacles that need to be overcome: Obstacle # 1:  Defining who the customer is Look beyond the obvious.  Customers can be both internal and external as well as directly or indirectly linked to your service or production chain.  Start with a list of direct consumers, then flesh this out by looking at their consumers, and so forth.  Once you have a comprehensive list, the next step is to get an understanding of each party’s needs and how they may be inter-connected. Obstacle # 2:  Constantly evolving customer needs In today’s fast-paced world, customer needs are constantly evolving as technology continues to advance and competitors continue to push the boundaries of what is possible.  If you don’t want to get left behind, you need to have your finger on the pulse.  Ongoing market & customer research should be at the top of the priority pile, ensuring that you’re able to track how customer needs are changing and then adjust accordingly. Obstacle # 3:  Listening for the unsaid Good analysis stems from not just implementing what someone says they want, but from pulling that idea apart and understanding all of the supporting factors that have led to this request.  In most instances, there’s more than one way to satisfy a need, and it’s the BAs role to attack an issue from all angles to get to the best solution possible.  Imagine being able to take someone’s request and then not just delivering to their expectations, but creating something even better than they had imagined… #priceless Obstacle # 4:  Adapting to new requirements gathering techniques Gone are the days where the BA is simply seen as a documenter of what people want.  You know, that person that joins the project early, produces a whole bunch of documents and then leaves.  Requirements gathering has become a far more interactive and iterative process, with analysts playing more of a consultative role throughout the lifespan of a product or service.  BAs today need to bring their own ideas to the table, they need to challenge the status quo & they need to encourage new ways of thinking. When it comes to delivering value to customers, experience goes a long way.  If you feel you may benefit from supplementing your BA competency, Get in touch Share this:

Understanding the difference between a scrum master and a project manager

With a major shift towards agile delivery, there has been some confusion around the role of the project manager within this new world.  Agile thinking introduced the concept of a scrum master, which may seem similar to a project manager on the surface, but is in fact distinctly different. The 2 most important things to understand are: A scrum master is not a project manager (and vice versa) One person cannot fulfil both these roles, particularly when it’s a large-scale project that touches many different teams So what makes them so different then? Let’s take a closer look… A project manager is responsible for: Managing the project scope & deliverables, schedule & timelines, budget & costs Ensuring that a quality product is delivered that’s aligned with the project goals & objectives Proactively identifying and managing risks Problem solving and issue management Creating a work breakdown structure & allocating tasks Prioritisation of requirements Tracking & reporting of project progress Keeping stakeholders engaged throughout the project lifecycle Coordinating interdependencies between teams Project communication, both internal & external, and to all stakeholder levels Aligning to company policies and procedures Project managers are typically strong leaders who have sight of all the moving parts of a project.  Their strength comes from their ability to delegate tasks appropriately while playing the overall coordination role to ensure everyone and everything is moving forward. Scrum masters, on the other hand, are responsible for: Managing the scrum process from beginning to end Building trust & promoting open communication between team members Coaching, mentoring & motivating their team members Helping the team with their estimations Facilitating sprint planning sessions & scrum meetings Removing any obstacles to ensure sprint tasks are on track Shielding the team from any external factors Monitoring and reporting on sprint progress Enforcing timeboxes (aka sprint durations) Engaging with the product owner to ensure his/her product vision is being adhered to Creating a shared team vision & building a self-organized team Scrum masters typically have a certain level of technical expertise, which is what backs up their ability to be a mentor to the team.  They have a good understanding of their team’s capabilities and are always on the lookout for ways to increase their output.  Some may even say that they’re the glue that keeps the team together. From this we can see that project managers and scrum masters have different focus areas; but by looking at their specific skills and responsibilities hopefully it’s also become clear that these two roles can (and should) complement each other.  Therefore, instead of entering into an “either/or” debate, companies should rather be focusing their energies on identifying ways in which these two roles can work together more effectively. Need a project manager or scrum master (or both) for your next big project? We can help fill that gap by ensuring that you have the right person with the right expertise to get the job done.  To discuss consulting options, Get in touch. Share this:

High-performance teams – how do you build them?

Teams have been around for as long as we all can probably remember.  Being a “team player” has become a key requirement in most job specifications and everyone likes to think that they’re getting this whole team dynamic thing right.  This may be true to some extent, but there’s a big difference between a team that happens to be co-located and working on similar systems/processes and a high-performing team that almost thinks and performs as one. High-performance teams are defined as teams that are highly focused on their goals in order to achieve superior business results.  Think of it as a group of people who work together to not only be the best but also deliver the best.  They feed off each other’s energy, they challenge each other to be better, they become largely interdependent, understanding that their efforts together greatly outweigh what they can achieve as individuals. So how do you elevate a team from a regular team dynamic to this world of high-performance?  The important thing to realise is that it’s not going to happen overnight, but by creating the right environment and encouraging the right behaviour, things will start taking shape over time. We recommend the following plan of action: Create a circle of trust – Team members need to know that they’re in a safe zone where their ideas won’t be criticised and their team members have their backs.  The strongest relationships are built on trust; without it people will be looking out for themselves rather than looking out for the team. Create a sense of belonging and importance – Humans are simple creatures.  At our core, we really just want to feel like we belong, know that we’re needed, that we fit in, and that we’re part of something bigger.  If you’re able to create an environment where people see how important their role is towards achieving the bigger picture, you’re already half way there. Develop common goals and shared values – Working towards a common goal creates a feeling of working for a higher purpose.  The important thing to remember, however, is that it needs to be something everyone can get behind, understand, identify with and realistically achieve.  Creating this level of unity also requires a set of shared values.  If everyone’s not bringing their part in a way that the team expects of them, it will cause rifts. Have clear roles and responsibilities – Just because someone is part of a team that’s achieving great things together, it doesn’t mean they don’t come with their own set of unique skills and abilities that are needed to achieve the common goal. Ensure that each team member understands their role & responsibilities and takes full accountability for the items you need them to run with.  As the saying goes, a team is only as strong as its weakest link. Give thanks where thanks is due – People like to feel appreciated, so remember to say thank you and to do so regularly.  A lot of people will think that this means something formal, usually involving some form of monetary reward, but this really isn’t the case.  It’s as simple as noticing someone’s efforts and saying “thank you for how you handled that” or “wow, you did a great job”.  Mini celebrations, like donuts for the team, are also great to highlight team achievements along the way. Sometimes all it takes is a few key individuals to help drive this change to high-performance.  At Analyze we specialise in elevating team dynamics to optimise performance and achieve success.  To discuss options please Get in touch. Share this:

How to achieve organisational agility

American businessman, hedge fund manager & billionaire, Paul Tudor Jones, once said: “You adapt, evolve, compete or die”. Very strong words indeed, but in today’s constantly evolving business market, this is a harsh reality that all businesses need to face up to. Organisational agility is defined as a company’s ability to rapidly change or adapt to market changes. The higher your degree of agility, the better your chances of successfully reacting to new competitors, new technologies and ideas, fundamental shifts in the market and changing customer demands. But to achieve organisational agility, you have to take a long, hard look at your business by answering the following key questions: Does your organisational structure allow for agility? Complex hierarchies and organisational silos typically do not promote agility. Agile organisations tend to have flatter more matrix style structures which encourage cross-organisational collaboration, improved transparency and more streamlined, direct & informal communication. Do you have the right change leaders in place? Fast and effective decision-making is critical within an agile environment. The right leadership will be able to drive change forward without any hesitation or attachment to the old. Great agile leaders are also able to foster trust, particularly in situations where there may be a relatively high level of uneasiness about a new direction a company is taking. How well is innovation encouraged and supported? The generation and execution of new ideas is a crucial part of staying competitive in an agile world. Employees should feel encouraged to constantly challenge the norms in order to find smarter and better ways of doing things. If an idea shows promise but there’s a certain level of risk involved, try to be a bit more courageous in your decision making. As the saying goes “nothing ventured, nothing gained”. Is your company culture open to change? If your company culture is change averse, you’ve got a bit of an uphill battle on your hands. Most of the time this type of culture is the result of current policies and practices which do not promote change as something positive. If your company is averse to change, it’s time to do a deep dive, some reshuffling and perhaps even a bit of education in order to remove your organisation’s barriers to change. What’s your strategy around managing talent? Innovation is of course impossible without innovative people. Talent management is all about recruiting and grooming those who not only have the right skills to drive your organisation forward, but who are also flexible, mobile, strong collaborators and agents of change. Agility is as much about your ability to react to changing conditions as it is about being able to take proactive steps in order to take advantage of new opportunities as they arise. It is important, therefore, to incorporate an agile way of thinking straight into you organisational core. Worried that your business may not be as agile as you’d like it to be? Contact Cathy at Analyze on 021 447 5696 or email her on cathy@analyze.co.za to discuss how our team can help to bring more flexibility and adaptability into your business operations. Share this:

How to make virtual teams work for you

Virtual teams (otherwise known as distributed, geographically dispersed or remote teams) have become the norm as more and more businesses decide to tap into the many cost, skill and productivity benefits that come with being able to hire the best of the best.  An added benefit of virtual teams is the flexibility that they offer to scale up or down, as required by the needs of a project, without having to consider the traditional overhead costs associated with office bound staff. Of course nothing worthwhile comes easily. Distributed teams come with their own unique challenges, particularly when you’re working with different cultures and time zones. Here are our Analyze top 5 tips for making virtual teams work for you: 1. Create a virtual “water cooler” Remote team members don’t have the luxury of running into other team members at the proverbial water cooler. They therefore can’t take advantage of these types of opportunities to build relationships and share ideas. Informal communication and online collaboration must be promoted through the use of instant messaging tools, video chat and internal enterprise social networking plaforms. At Analyze, our team uses Sharepoint for document collaboration, Yammer as a networking platform to connect with one another and the broader team, and tools such as Skype for Business for live chat and conference calls. 2. Be very clear about roles, responsibilities, tasks & processes When people work together in the same office it’s easier to work around roles, responsibilities, tasks & processes that have not been fully defined, but with virtual teams you don’t have the same level of interaction and communication. This is why it’s important to ensure that each team member is crystal clear about what is expected from them, in what format and by when. There is no room for ambiguity at any level. 3. Build trust through predictability & reliability Working remotely and independently can often lead to a disconnect which in turn can lead to a lack of trust. It is important, therefore, to push for regular team check-ins and to agree on standard communication protocols upfront. When team members can rely on that weekly team meeting to discuss issues and they fully understand the process they need to follow to deliver work items, it creates a much higher level of comfort. 4. Agree on a common language When you’re working with distributed teams you’re often also working with different cultures and various language barriers. Even if you’re all speaking English, one term can mean different things to different people. Creating a dictionary of common terms and their meanings will help to alleviate this problem down the line. Although this may seem like an unnecessary formality, it will be a huge help in the long run. Trust us! 5. Online project management tools are key This goes beyond creating and distributing the traditional Microsoft Project plan. Online tools provide a dashboard view of current and upcoming activities, along with who they’re assigned to and when they’ll be completed. In this way, the entire team has insight into the current state of the project without having to engage with the project manager first. This should further be supplemented with an online document collaboration tool like Google Docs or SharePoint as well as some form of online time sheet tracking. As a firm specialised in project management, we have extensive experience in working with distributed teams, both on client projects and within our own consulting team. Contact Cathy at Analyze Consulting on 021 447 5696 or email her on cathy@analyze.co.za to find out how we can assist your business with the management of virtual teams. Share this:

Questions to ask when selecting a software vendor

With continuous improvement being the key to maintaining a competitive advantage, many companies are turning to software solutions to help streamline their business processes. But as much as software can help to reduce costs and improve productivity, selecting the wrong software vendor can have quite the opposite effect. Here are 7 questions we suggest you ask during your vendor selection process: 1. What are your credentials? It’s important to do a bit of background research on each vendor you’re considering. You want to be sure that the vendor is well-established with solid plans for future growth and development. New start-ups introduce a lot more risk, so be sure that’s something you’re willing to accept before proceeding. Also ensure that the vendor has all the necessary credentials and certifications relevant to the type of solution you are looking at implementing. If they are not able to provide these, back away immediately. 2. What do others have to say? Reference checks are an absolute must, just be sure that you’re getting a true reflection. Customer references from companies within the same industry are key. Also be sure to ask how long they’ve been a customer as new customers may not have hit any real issues just yet. Casting a wider net to online reviews, published articles and industry expert opinions can also be very telling. 3. What after-sales support do I get? Sales teams are notorious for telling you exactly what you want to hear in order to seal the deal. This is why a carefully considered project & post implementation Service Level Agreement (SLA) becomes crucial. You want to ensure that any issues or defects are dealt with timeously and with minimal impact to your business, and that the vendor’s maintenance & support teams are available exactly when & where you need them. 4. To what extent is the solution scalable/customisable? Predicting the future is a challenging task. This is exactly why the software you choose needs to have the ability to grow and adapt along with your business. You do not want to find yourself in a position where you have to change your software solution a couple of years down the line because it can no longer support your business needs. 5. Are there any hidden surprises? Be sure that you have the full picture when it comes to fees payable. Vendors do have a tendency to be less forthcoming about extra fees relating to items such as software modules that may carry an additional cost, onsite training or support costs, ongoing maintenance fees, etc. The rule of thumb is: When in doubt, ask more questions. 6. What is the Total Cost of Ownership (TCO)? You have to consider all of the direct & indirect costs related to the software you’re purchasing. This includes not only the actual software cost but also the associated hardware & data centre costs, the implementation cost, end-user licencing, patch / enhancement / upgrade costs, as well as ongoing support & maintenance costs. 7. What if things don’t work out? Two things you have to be clear about up front are: 1) Who owns what? and 2) What are the costs & criteria related to cancelling the agreement? By getting these items out of the way early you can avoid lengthy & costly arguments later on. Is your business embarking on a Request For Proposal (RFP) process? We can assist with vendor selection and critical assessment. Contact Cathy at Analyze on 021 447 5696 or email her on cathy@analyze.co.za to find out more.   Share this:

Every business should conduct regular business process improvement – follow these 6 steps

Business processes, whether formal or informal, have a direct impact on the effectiveness and efficiency of your business. When business processes fail to deliver they not only waste time and money, they can also lead to poor service delivery and substandard product quality. Business process improvement focuses on improving the quality, productivity and responsiveness of business processes by removing activities that do not add value and implementing process changes that clear the way for various forms of enhancement. If you have a business process that’s raising some red flags, it’s time to take action.  Follow this simple 6 step guide to get back on track: Step 1:  Map it out Use information gathered from those who know the process best to document the steps and sub-steps of the process. Also consider using a mapping tool, like a flowchart, to create an easy to understand, visual representation of the process and its interdependencies. Step 2:  Identify the core issues Do this by asking the following questions: Where in the process do things start falling apart? Are there any bottlenecks or roadblocks? Is there any duplication or redundancy? Which of the process steps take the longest to complete and why? Where are the dips in quality? Which of the process steps are the most costly? And can things be done in a more cost-effective way? Without understanding the root cause, you run the risk of treating the symptoms of a problem instead of the problem itself. Step 3:  Change things up  Now that you know what the core issues are, you can redesign the process to eliminate them. However, you can’t do this alone. You need to collaborate with the people who are involved in the process. Conduct brainstorming sessions to come up with a list of ideas. Then, critically evaluate each idea by looking at the possible risks and issues, the up- and downstream impacts, and by assessing how realistic the idea is within your business context. Once you have a full understanding of each idea, choose the one that’s best suited to your needs. Step 4:  Define the resourcing requirements  Involve other departments to help you identify what you’ll need to bring this new process to life. HR will look at it from a people & skills perspective, while IT will confirm the technology changes that may be required.  The wider your reach, the better informed your recommendation will be. Then put all of your findings into a business case and use this to drive buy-in and support. Step 5:  Be the agent of change Implementing a new process can be challenging, even if you’ve involved the right people and secured senior buy-in and support. You have to accept that some people are just going to be resistant to change. Minimise the resistance with good planning and clear communication.  You want to ensure that everyone understands why the change is needed, how it will benefit them and what will be needed of them (and others) to achieve it. Step 6:  Don’t stop there… improve! Once you’ve finally managed to roll out your newly improved process, don’t just stop there.  Remember to check in on how things are going. Create a regular feedback forum where people can discuss challenges or suggest ideas to further improve, or consider implementing monitoring tools which can help you identify areas of ongoing concern. Analyze is also able to assist you in significantly improving your business processes.  Get in touch today to find out how.  Contact Cathy at Analyze on (0)21 447 5696 or email her on cathy@analyze.co.za. Share this:

Demystifying the LEAN approach to business process improvement

In today’s business age customers are expecting more value from products and services without having to pay more or wait longer. In order to support this expectation of a continuously improving value proposition, businesses have to take a long, hard look at their processes in order to identify ways in which they can be improved. LEAN is a customer-centric methodology which is used to improve business processes by identifying what it refers to as “waste”. Waste in this context can be seen as anything that creates the need for extra time, effort, resources and/or materials which in turn leads to increased costs and longer lead times. A common misconception is that LEAN only applies to the manufacturing industry due to its link to the Toyota Production System back in the late 80s, but the truth is that LEAN can be used across all industries and by businesses both big and small. This is because waste can be found everywhere, ensuring that no business is immune. LEAN identifies 3 main forms of waste: “Mura” i.e. waste related to variation “Muri” i.e. waste related to overworking your people or equipment. “Muda” i.e. the almighty 7 LEAN wastes: Defects, overproduction, unnecessary transportation, waiting and more waiting, unnecessary inventory, unnecessary/excess motion & extra processing To help you identify areas of waste, the LEAN process requires you to break down each business process into 3 categories of activities: Value-added activities Activities are value-added when: 1) The activity changes/transforms the product or service in some way 2) It must be done “right the first time” 3) Customers are willing to pay for it Business value-added activities With business value-added activities, the customer wouldn’t necessarily be willing to pay for them (because they likely don’t even know that they exist), but they are still required to fulfil a regulatory, administration or organisational requirement. Non-value added activities These are activities the customer is not willing to pay for and are not required for any other reason. Non-value add activities need to go straight into the waste basket (so to speak). Value Stream Mapping and process improvement are two techniques used within LEAN for understanding and highlighting the different steps of a process in order to identify those non-value or potentially wasteful activities. The process involves creating a visual map of all activities, materials, resources & information flows required to provide a customer with a specific product or service. It is important, however, to gather as much supporting detail as possible and to also cover the business process from beginning to end. Without details regarding resources, processing time, manpower, outputs and associated cost, your wastages may not be as easy to spot. Once non-value add activities have been identified, process improvement allows you to make process refinements and monitor the results. If total efficiency isn’t achieved after the first round, further refinements can be made until you’ve fine-tuned everything to perfection. Do you think the LEAN approach to business improvement can add value to your business? We can help you figure it out. Contact Cathy at Analyze on (0)21 447 5696 or email her on cathy@analyze.co.za to discuss the details. Share this: