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Various ways for teens to make some extra money in 2017

If you need ways to earn extra money and you’re a teen, you’ll find something here. These money making tips for teenagers range from creative to practical, from blogging to teaching sports (my 14 year old niece is an ice skating coach).

I started making money when I was 12, babysitting. If I were to give my pre-teen self tips for earning extra money, I’d encourage myself to go into business for myself. I’d tell myself to start a blog! If you like to write, read How to Stay Motivated when You’re Starting a Blog.

Finding ways to work for yourself is the best way to make money, whether you’re a teenager or older adult like me. Entrepreneurs are adventurous and creative, and enjoy the challenge of finding different ways to make money! Most of the money making tips for teenagers on this list are entrepreneurial in spirit, but many involve earning money the old fashioned way.

Making money when you’re a teenager and feel like you can’t get a “real” job may require a bit of creative thinking…


36 ways to make extra money

1. Offer to digitise people’s paper photographs. My 60 year old friends don’t have time to scan and save their photos, but they have the money to pay you to do it! (I think this is the best way for teenagers to make money, which is why it’s number one).

2, Find ways to turn your hobby into a money making business (making cupcakes, making rubber stamps, creating tiles, taming lizards, and making natural organic soap are examples of hobbies that can make teens money)

3. Experiment with lemonade or homemade cookie stands (when I was a teen, I made R500 in three hours selling raspberry iced tea on a busy neighbourhood street)

4. Sell jewellery! Princess Jones says, “My mom would actually bring a shoe-box full of my jewellery to her office and sell to her coworkers for me.”

5. Work at a carnival or travelling fair. I did this when I was 13 years old when I travelled with the Bill Dillard Exhibition for a whole summer! I didn’t make a lot of money, but had a fantastic time

Do the hard yards!

6. Mow lawns and do yard-work

7. Do extra chores around your house

8. Walk dogs

9. Get a paper route

10. Get paid to do surveys at home (this is  an investment – sometimes teens have to spend money to make money)

11. Clean people’s cars or garages

12. Ask your parents for a raise in allowance in exchange for extra chores

13. Work at a fast food joint. “I worked at Hardees,” says Princess Jones. “It made me go to college; I worked with a son and mother who both worked the same grill.

14. Did I say walk dogs? Or wash cars

15. Weed gardens or rake leaves

Be proactive!

16. Teach skating, gymnastics, or other team sports

17. Collect bottles or cans door to door (I earned money as a teen this way, and also found lots of bottles and cans all over the neighborhood. Some call it “collecting ditch bottles”)

18. Look for lost golf balls on the golf course, and sell them to golfers

19. Ask your parents if they can hire you to help them with their jobs


20. Learn how to make money blogging

21. Start websites or blogs for your grandparents

Help your community!

22. Take care of your neighbor’s pets or homes

23. Deliver community flyers

24. Get a job with Dickee Dee (a mobile ice cream selling bicycle service)

25. Host a garage sale (but don’t sell your family’s stuff without permission! That’s not the best way to make money when you’re 14)

26. Bus tables or wash dishes at a restaurant. Washing dishes was how fiction writer Shawn Proctor started out! Now he’s working on a bestselling novel!


27. Ask your parents’ friends if they’ll hire you

28. Ask your older brothers or sisters if they’ll pay you to do work for them. Perhaps you can assist them somehow.

29. Work at a summer camp or a day camp in the city

30. Work at the concession stand at a ball park (this was my second job as a teenager; my first was babysitting. The concession stand was a much more fun way to earn money, but I made more money babysitting)

31. Sell stuff at craft fairs and flea markets


32. Be a mother’s helper (it’s different than being a babysitter – it’s more like being a nanny, but the parents are around most of the time)

33. Teach seniors and elderly people how to use computers

34. Running errands for housebound, ill, or disabled people

35. Post flyers around your neighborhood, advertising your services as a teen willing to do odd jobs around the home and garden

36. Tutor your peers…and if you’re a teen with money management skills, you can teach other teens how to reach their financial goals.

Making money is easy if you are prepared to put in the effort and then do it properly !

It’s all about work ethic, if you have a strong work ethic (and if you learn to sell) you will never be unemployed throughout your whole life 



How to Fund a Start-Up

In these unusual times while many people are unfortunately having to close their businesses, many people also see the opportunity of starting a new business.

How to Fund a Start-Up


This could be a necessity, as a consequence of being retrenched and not being able to find suitable employment, or something that you have always wanted to do.  Whatever the reason there are a few key steps in funding your start up that I highly recommend you follow.

Just for the record, I do not profess to be the know-all guru with the fool-proof process of starting a new business and securing funding, but having been in the position of both wanting to and having to start a number of businesses I have learnt a few lessons along the way which you may hopefully find useful. And while I may also be a chartered accountant, and understand the numbers, it has been many years since I was in a purely accounting role. 

Invariably, the biggest obstacle in starting a business to trying to secure adequate funding. Countless brilliant ideas have never seen the light of day because the business could not get off the ground – so how do you solve this issue. 

Having assisted a number of business start-ups, the standard process is for the entrepreneur to prepare a business plan. Many of these documents look quite impressive and have spreadsheets showing increasing sales forecasts and income statements that show a nice profit. As a very wise man I once worked with used to say 

“I have never seen a bad business plan, but I have only seen a handful successfully implemented”. 

And therein lies the crux of the matter – why do so many business plans fail in their execution. 

When you understand this issue, you probably also go a long way in solving your funding issues.

Put simply, it is your Marketing Plan.

Credibility of Sales Forecasts

As I often say to aspiring entrepreneurs, “do not show me your business plan, first show me your marketing plan”. And when they do, this is often a couple of paragraphs which is meant to support a detailed income statement with an impressive set of sales figures. People get so fixated on producing a business plan with all its financial information they neglect the fundamental premise on which all businesses are built. 

A sales plan (what you hope to achieve) is very different to the marketing plan (how you will achieve) and when potential funders see sales numbers that cannot be supported by a realistic marketing plan, then those numbers become just that! And upon interrogation, many entrepreneurs admit to increasing the sales numbers to achieve a rate of return they believe funders will be interested in. 

Until you have a really thorough understanding as to how you are going to generate your sales numbers, your business plan is not worth the paper it is written on, and funders will not take you seriously.

Putting together an appropriate marketing plan is beyond the scope of this article but if you need to do this you can get more information by reviewing the articles in the Business section of Money101

The Nature of Funding Required

So the question is “How to Fund a Start-Up”?

Once you have established a realistic sales forecast supported by your marketing plan, you then need to determine your funding requirements which must also be categorised by its nature. 

Long-Term Funding

Should your business require capital (fixed) assets then then the cost of these assets is typically amortised over a period of the asset’s useful life. As the cost of these assets is often quite high, the funding of these capital assets should match their useful life i.e. do not use an overdraft facility. The repayments on a 5-year loan will obviously be less than a 1 year loan (but always understand the interest that you will be paying over this period).

Longer-term funding is normally provided by shareholders or with a long-term loan/capital facility through a financial institution. Apart from the banks, institutions such as the IDC, DBSA, NEF etc. are usually willing to look at funding these assets. This is because:

  • The funding can be backed by the tangible security of the assets and
  • The funding requested are usually higher. Remember that the business consultants at these institutions have annual targets to meet and the amount of work that they need to commit to a funding request of R500k or R5 million is probably about the same. Therefore, higher requests are taken more seriously and given more attention.  

Short-term or Working Capital finance

Your cash flows should distinguish between funding required to generate your sales and the expenses required to maintain your business. 

To generate sales, your business will require working capital to buy stock, and fund other value-adding and sales related processes. Depending on the nature of your business this may also provide an opportunity for your business to negotiate a funding facility that is secured by the stock/inventory that it is funding. This type of funding is typically in the form of short-term loans, credit facilities, or vendor financing.  These are short-term that should match the period of the sales cycle e.g. 30 – 90 days.        

Funding to maintain your business (expenses not directly related to the sales process) is usually the hardest to secure as there is no security. Many potential funders expect the shareholders to fund these expenses. This type of funding is represented by shareholder’s loans, overdrafts, or short-term loans. If your capital/fixed assets or inventory have not already been encumbered, then there may be capacity to use these as a source of security for this type of funding. Apart from any asset-backed security that you may be able to provide, potential funders will probably also insist on personal guarantees to evidence your commitment to the business. 


It is apparent that you will not be successful in securing funding for your business until you are able to clearly demonstrate to potential funding providers that you have a very clear idea of

  • How the business will be able to achieve its sales forecasts
  • What funding is required.
  • What the nature of the funding is and
  • How the funders will be repaid.

As I said previously, a good idea is just that until you are able to get the funding to be able to turn that good idea into a reality. Following the steps above is not rocket-science but a logical process; however, if after following these steps you cannot produce a feasible funding plan then that idea will always just be a dream. 

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Utter Bull, False Hope, and Definitely No Free Lunch

Addition to original article:

Being an entrepreneur is one of the most difficult “careers” especially in South Africa – you will need to understand you are in this alone, there are no helping hands or fairies who will give you money to build your business, VC funders are a myth,  0.5% might … maybe … get some sort of investment. SA VC funders are actually not VC funders, they are mostly investors in a sure thing, with a proven business concept, existing cash flow and a solid client base … there’s nothing “venture” in that.

99.99% of businesses, entrepreneurs or startup’s who pitch for growth investment will be rejected – this is a FACT! The sooner you realise this and get on with growing your business the best way you can, the more focused you will be on getting your business to scale and grow. There is NO FREE MEAL !! 

VC funders will not help you and neither will the banks, try getting a business expansion loan, it is virtually impossible, even if you employ 50 people and have been in business for some time

Here’s the totally absurd part, you … the business owner cannot get finance, but the staff you employ and pay their salaries, can get credit, buy cars and homes .. WHY? – because they are employed – you, however, the EMPLOYER – well you’re basically screwed

Banks, VC Funders, Fairies, unicorns and Santa Claus … you get the point are not going to help you to grow your business – surround yourself with good people, give great service and treasure your clients … but the single most valuable piece of advice I can give is to watch your cash flow, then remember to pay yourself first and don’t employ people who do not add value to helping you to grow your business

Editor – Money 101

Justin Stanford on How to Get Money from VCs in South Africa

By Anne Gonschorek on July 07, 2017

4Di Capital is a Silicon Valley-style venture capital firm in Cape Town investing in early-stage technology startups. Their portfolio showcases companies like HealthQ TechnologiesImpression Works and Snapt. We spoke to Co-Founder and Managing Director, Justin Stanford, who gave us the low-down on how early-stage startups can pitch their business ideas to have a good chance at receiving funding. Justin described the process of securing in these eight steps:


1. Qualified Introduction: How to make the first partner contact

The best way to make the initial contact with a VC fund is through a qualified introduction to one of the General Partners (GP); either in person (e.g. at an event) or via email. Like many top-tier VCs, 4Di’s five partners rely heavily on social proofing through their networks to filter incoming proposals. “We don’t tend to look at cold call stuff at all,” Justin explains. “In fact, we have almost never invested in anything that has come out of nowhere.” That’s why startup founders who are looking for funding have to make sure to be introduced by someone the VC knows and respects. This acts as a first test.


Getting a qualified introduction is important: The nature of the Venture Capital business – which is essentially handing out money – attracts a plethora of proposals every year; too many for the GPs to deal with. More often than not, VC firms don’t publish their contact details online for exactly this reason.

What to do

Making the effort to get a qualified introduction also shows that you have spent time figuring out whether your startup is suitable for a particular investor. To ensure that you have a good understanding of the firm and the people involved, be sure to have the answers to the questions below (we’re using 4Di as an example). This avoids wasting both sides’ time and is a good first test that a lot of people simply fail at:

  • Who are they? 4Di is an independent VC fund specialising in high-growth technology venture opportunities with international ambitions, principally in the early funding stages.
  • Who are the people? 4Di has five partners: Anton van VlaanderenDouglas CherryErik van Vlaanderen, Justin Stanford and Laurie Olivier.
  • What do they actually look for? 4Di are looking for founder teams who show “hungry passion, commitment, domain expertise and deep insights into the large market problems” in the way they tackle technology solutions.
  • What is their mandate? The fund’s mandate includes early- and growth-stage investments. It focuses on scalable technology opportunities in the FinTech, InsurTech and HealthTech verticals and particularly on those with ambitions to reach international markets.


2. First meeting: How to successfully pitch your business idea

If the qualified introduction has been successful, the next step is a first meeting with the partner you approached and maybe another GP from the fund. This is an informal pitching session and acts as a filtering meeting. The partner(s) will decide afterwards whether they want to champion your startup internally or not.

To determine this, they will do a general check of the following:

  • Does the fund have a mandate for this kind of business?
  • Is there an opportunity? Does it have high gross margins, potential to reach break-even cash flow within 12 to 36 months, potential for residual income and a low level of liability?
  • Is there a market, e.g. is there a demand for the problem solution?
  • Does the product make sense and solve a real problem?

How to prep

A simple way to make sure that the pitch is covering all the necessary buckets is to look at examples of other great pitch decks. People often fail to cover the bases, e.g. addressing each of the different areas and within those, sticking to a tight focus. Justin recommends this pitch deck from Crowdfunder as a good example to follow. It covers all essential topics in 12 simple slides:

  • Elevator Pitch
  • Momentum, Traction, Expertise: Your key numbers
  • Market Opportunity: Define market size & your customer base
  • Problem & Current Solutions: What need do you fill? What other solutions are out there?
  • Product or Service: Explaining your solution
  • Business Model: Key Revenue Streams
  • Market Approach & Strategy: How you grow your business Team & Key Stakeholders (Investors, Advisors)
  • Competition
  • Investment: Your ‘Ask’ for funding, Basic use of funds
  • Current Financials

In Justin’s experience, good competitive analyses and the outlines of the current financials are almost always missing or disproportionately weighted – a good point to note in order to stand out.


It’s important to realise that the 12 key points above relate to the key questions in an investor’s mind. They all have to be addressed on a high level – too much detail and time spent on one aspect is just as disadvantageous as leaving out one of the key points: “A lot of people don’t do the research and don’t cover all the buckets,” Justin notes.

“I’ve seen pitches that wander all over the place and go into too much detail. All you’re trying to do is captivate someone’s interest and start a conversation.”

He advises that – maybe counterintuitively – pitches shouldn’t go into too much depth on the financials: “People sometimes put up spreadsheet tables. You can’t get those at a glance.” As a founder, rather give VCs a rough idea of your burn and spend on salaries to allow them to compare these to the usual.

The outcome

Especially if they are interested in your business, the VC will often give the startup founder concrete feedback on the pitch. “Sometimes I’ll even say: ‘Here are the improvements you should make. Send me your deck before the formal pitch’,” Justin says.

3. Second meeting: formal pitch to the entire VC team

The first formal pitch with all the partners allows the funding team to assess whether the startup fits their mandate, judge the startup founders’ commitment and identify potential red flags. “First, I think we try and interrogate the opportunity, the industry and the people to get a sense of their insights,” Justin says.

What happens?

Based on the (updated) pitch deck, the VCs will ask specific questions: How did the founders arrive at their problem statement? Are they dealing with an issue they have themselves or are they trying to solve external problems? “Solvers of internal problems have often been the strongest people coming out of the trenches,” he explains.


One important question is that of the mandate fit. According to Justin, this is an often misunderstood aspect of a VC’s decision making process: A fund is building a certain portfolio of “buckets” of different industries. The portfolio dynamics need to be carefully balanced so that the company in question has to:

  • fit into one of those areas and bring some innovation with it and
  • be scalable enough, meaning have at least 100x potential.

If the startup doesn’t fit the mandate, it doesn’t mean it’s a bad business, it just means it’s not a good fit for a particular fund at a specific time: “There’s a number of constraints we are looking at,” Justin says. “Maybe we’re heavily loaded on high risk and now want a bit lower risk, for example.” The economic numbers need to return in aggregate and that’s why the VCs need to look at their other investments and how the new commitment would slot into them.


In addition, they will look into how much of their own cash the founders have invested in the business. “This is a big, big key for us,” Justin says. “The more founder commitment, the better because it shows tighter alignment and strong belief.” Sometimes however, he also sees too much money invested in something – a red flag because the founders have spent a lot but only delivered X. “We like lean burn startups for obvious reasons.”

Red Flags

Another important question the VCs are trying to answer is whether the team are realistic about the obstacles they might face. “I’ll blatantly ask: ‘Who are your competitors? What are the problems? What’s going to make the business fail?’”

Most people fail at this very point because they haven’t researched it that deeply.

Startup teams are often so focused on the potential and their own journey that they haven’t stopped to look at other people’s journeys to learn from them.


The outcome

After the formal pitch, the VC-team will have a funding discussion: “We say to ourselves: ‘Okay, assuming the people, opportunity and product check out – Would it solve the various fund concerns?’” Here, the 4Di team is doing sanity checks on return, risk, geographic and political exposure as well as markets.

If these discussions result in a positive consensus, the championing partner will have further discussions with the founders and does a few more checks. Then the term sheet offer discussions begin.

4. Sketching out terms and amounts: The term sheet

The term sheet (also called Memorandum of Understanding (MOU) or Heads of Agreement) sketches out the terms and amounts of a potential investment. “It says: ‘At face value, we like everything we hear and see,;” Justin explains. The term sheet is a non-binding offer that is subject to due diligence – a drafting process that, according to Justin, often requires “a lot of jiggering and Tetris”.

The VC has now done a basic assessment of how much money they think the company needs, how big their round size should be and how much of that round they are willing to take on. Sometimes they will take it all and sometimes they will send the startup founders off to find the rest with external investors. The rule of thumb is that typical rounds dilute a company about 20% to 30%. “How we move that line is somewhat of a risk adjuster,” Justin says. The partners look at realistic returns, where the business currently lies on the risk spectrum and whether they need to own a bit more or a bit less to get to the necessary fund economics.

What is it?

“What you are actually trying to do here is to find each other before you put too much work into the deal,” Justin says. If the two sides can’t agree, they can just walk away.

That’s why the term sheet is a fairly detailed document of five to six pages that 4Di drafts based on the National Venture Capital Association (NVCA) standard template. In it, they are trying to balance a variety of risks (like the founder leaving), design terms that engineer alignment and layout things like the cap table.

What happens?

Again, this process requires a consensus. The champion partner meets with founders to discuss and explain the term sheet, and do the necessary panel beating to create alignment. Sometimes, this even means that the founding team has to be reshuffled. “I’m sitting in a situation right now where there was a gap in the team,” Justin says. “They then went and found a brilliant person, equity got sorted and boom, now we decided it’s investible.”

The term sheet is the basis on which a due diligence (DD) and, ultimately, a deal can be done. This negotiation alone can take a month, especially if the startup side involves a lawyer. The document is not binding other than that, once signed, it gives an exclusivity or “no shop” period of 90 days. In those three months, the company is prohibited from negotiating with other parties whilst the investor puts in time and effort to:

  • Perform the due diligence
  • modify the term sheet
  • build an internal investment hypothesis (see point 5)
  • get approval from the Investment Committee (IC)
  • take the deal to the lawyers and
  • sign the deal.

5. Due diligence

After the two sides have reached a principle agreement on the terms, they start to work on a formal deal. This is not run by the champion partner because the person who brings the deal in runs the risk of falling in love with the project they are championing. At 4Di, the DD is normally run by Charlotte Koep, who happens to be a lawyer, together with another partner. For this, they need to complete two jobs: ticking off all the checklist points and creating the internal investment hypothesis document.

Ticking off the checklist

“We can’t just willy-nilly write checks. We’ve got to follow due process, cover all the bases or else we could get ourselves into trouble,” Justin says. This is something they do together with the founders. In a process of about two weeks (that is part of their fiduciary duty as investment managers), the VCs do a thorough check on outstanding matters.

They visit the company on site and meet everyone they haven’t met yet, like the staff and other investors or partners and interrogate references and customers. They are trying to answer the questions:

  • Why do people like their product?
  • Why did someone choose it over another one?
  • What are the obstacles and problems?

The VCs will also take a look at all the financials and legal background to identify any red flags like outstanding taxesconflicts of interest or legal battles (are they being sued by anyone?). Depending on the answers to any of the above questions, the standing term sheet might be subjected to minor modifications. Equity, value or term changes are a common element of the due diligence process when VCs uncover unforeseen additional risks. “There’s always something, some small problem typically,” Justin says. “Only if you find really big red flags in the market you might bail out on the deal completely.”

Investment hypothesis

“As a fund, we’ve got an actual written mandate which says this is what you will invest in and these are the requirements for an investment,” Justin explains. The investment hypothesis document has to meet these criteria. The resulting document has to be a rational, sober viewpoint of the total picture, including realistic risks and problems. “We will build a case on why the opportunity is good, why we like the team, what their strengths and weaknesses are,” he says.


The outcome of this process is an adapted, agreed upon term sheet and a document consisting of two parts – the completed checklist and the investment hypothesis. Despite it being and staying an internal document, it has to be on file so that it can be consulted to check on the original reasons and concerns around the investment. The real audience will be the investment committee which is where the final decision is being made.

6. Investment Committee

The Investment Committee meeting is where the fund, based on the presented TS and DD, decides on whether or not to offer the startup money. Some of the partners on the committee are seeing the deal for the very first time now. Even the champion partner might be confronted with some fresh challenges because they didn’t run the DD.

At 4Di, the IC consists of all five partners. The fund sometimes invites representatives of their Limited Partners, meaning investors, to sit in as observers. The LPs don’t have a vote and are just there to counterbalance – listen and challenge a few things, ask a few tough questions. “We are managing stakeholders as well, so we want people to agree with our decision and back us,” Justin says.

What happens?

The IC discussion is designed to be robust and difficult. Based on the very equally weighed DD that realistically expands both on the strengths and weaknesses of the business idea, the decision to invest has to be made despite or in light of the risks outlined.

“That’s how you make a very sober investment decision that you can back,” Justin explains. 4Di makes this decision based on full consensus and then takes the TS to the lawyers.

7. Legals

The TS forms the basis for the lawyers’ briefing. They will take it and draft the full-length agreement, also called “Long Form”. This goes back and forth between the different parties: “Everyone gets to look and comment and then the closing is when it all gets signed and the cash flows,” Justin says.

8. Closing

After everything is signed, the money transfer happens according to the stated agreements – cash usually flows quite fast after the closing.

Source: By Anne Gonschorek on July 07, 2017 –

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5 things many Start Up Entrepreneurs get wrong.

When starting a business, it’s easy to get lost in the fairytale of it all. So you’ll start a business and you’ll make a ton of money and then you’ll go on to retire by 30 and live on a private island and sip on foreign named-cocktails. Uhm no. Being an entrepreneur is all about early mornings and late nights, broken dreams and crushed ambitions…. or at least that’s what most entrepreneurs agree on.

Here are 5 things entrepreneurs for generations have been doing wrong:

1) Funding.

So entrepreneurs need funding, yes what for? Many entrepreneurs cannot effectively breakdown what they need funding for. Entrepreneurs tend to think that funding is the alpha and omega of starting a business. Capital is important however, this should not be a determining factor. Many entrepreneurs sell their personal assets such as their vehicles for start up funding. Investors are prone to investing in business’ where the entrepreneur has shown leadership and invested their own money in the business too.

2) Workforce.

As much as you want to, you can’t do it all. You’ll need to hire employees to assist you with your company. Be sure to be completely open with your staff on where your business stands and what your employees can expect as payment. BEFORE employing staff be sure to have a six month runway set aside for salaries. Alternatively be open to share dividends within your business.

3) Marketing.

Wow guys welcome to the 21 st Century!!! Who would’ve thought that in today’s day and age, with access to information all around us entrepreneurs still choose not to pay optimal attention to their business’ Marketing. is a brilliant way to assist with this, Bizlink World gives you access to the market, this tool is free too.

4) Defined Goals.

Where is your business headed? Why do you wake up every morning? You need to have clear and defined goals. It is not enough to have goals, goals need to be directed and aligned to your business. Use the SMART tool as a guideline: goals need to be Specific Measurable, Attainable, Reachable, and Timeous.

5) Roll with it.

Now as an entrepreneur you’ll know that there’s no such thing as certainty. Deals fall through in an instant, the investor doesn’t pitch to your meeting, someone else has a similar idea. Whatever the external influence it is vital that you adapt to any situation. Your business needs to be adaptable too. Refine your ideas and concepts, create your company culture, get involved with the community, teach skills. There are many ways to state your presence within an industry. Keep reinventing yourself , stay relevant!

Entrepreneurs are risk takers, determined and resilient. Whatever the risks be sure to do enough research on your solution/product/service as well as your target market. It’s a tough industry but if Bill Gates or Steve Jobs are anything to go by, the pay off is pretty amazing.

Keep at it, it gets better.

Candice Coulsen 14/9/2017

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