Sylva Professional Catering Services Limited

Sylvia believes that development is first and foremost about local food. “Food defines people’s history, who they are and where they ought to be going in their endeavor to arrive at their own identity.” Despite her significant entrepreneurial success and the relative fame that has come with it, Sylvia’s businesses still face tough challenges, including some they have been trying to tackle for two decades:

• Access to capital: Capitalization is difficult for small and family- run businesses the world over, but Sylvia must also contend with cultural norms that make it almost impossible for a woman—even a proven entrepreneur—to receive loans. One solution for Sylvia was to name her husband as executive chairman. Additionally, “finding collateral and the red tape involved in this process has proven to be a hindrance to the development of the enterprise.”
  
  
• High standards: Sylvia has struggled to ensure that her small-scale farmers produce a steady supply of foods that meet her exacting standards. “Low levels of farmer education and low agricultural productivity are two challenges for us in producing vegetables that meet acceptable international standards.” To address this, Sylvia starts with farmer training in production and handling methods, and continues her technical assistance and oversight through food preparation and packaging. Still, foreign business is not as good as she has hoped. “Sylva Food Solutions is not exporting as much as I thought it would due to many limitations both locally and internationally. International sanitary and phyto-sanitary measures are a barrier to trade.”
  
  
• Location and limited space: Although she successfully moved from a cramped, industrial zone to the University of Zambia campus, which affords significantly greater visibility and access, Sylvia still struggles with location. Lacking capital, Sylvia has been unable to purchase buildings or land in the best places. And without owning her own property, she is limited in how much, how quickly, and how securely she can expand her businesses. “Sylva Catering is faced with limited space for the wide range of our activities. To this effect, we have bought a piece of land and soon construction of a training college and a five-star hotel will begin. All the traditional Zambian foods will take the pride of place on the hotel menu.”
  

When asked what she would do differently if she had the chance, Sylvia is unequivocal: “Well, I would follow the same steps I did in the past.” And those steps can be followed by others.

Key to Sylvia’s success was her ability to identify a market niche for traditional foods, and carry it into local catering and cafeterias. She also focused on improving the quality of her inputs, and helped create a local food supply chain that didn’t previously exist.

Sylvia also took risks others might not. She invested personally in a diversified portfolio of businesses in a niche that was not well established. As with many owner- operated enterprises, Sylvia’s leadership and vision— along with her infamous drive and outspoken nature— helped too. Sylvia smiles as she notes, “Determination, creativity, and focus are among the personality traits which one must have. And perseverance.”

Development organizations also deserve credit. Sylvia’s training program for farmers grew her business. Partnerships with groups like IDE Zambia also have improved Sylvia’s skill set and allowed her business to
exert positive impacts far beyond its relatively small size.

Sylvia believes that entrepreneurs like her can succeed in other countries. “They should have a passion for developing indigenous products that result in real development for the country. Additionally, they should promote consumption of traditional foods which grow naturally and are healthy. And finally, they should have a passion for working with vulnerable communities who should have a share in the development of the economy.”