“Enabler-Activator” – New duo for brand and business growth
View(s):- Role in business expansion and growth in entrepreneurial brand building
Despite fierce competition from foreign and imported companies, several domestic businesses have achieved remarkable success in the local business sector during the past 50 years. One such brand that emerged so powerfully that it asserted its position as Sri Lanka’s biggest department store. Lady-J also faced fierce competition in building the brand in Sri Lanka’s cutthroat branded retail fashion business. Family members played a special role with mutual understanding to create the brand the biggest department store in Sri Lanka, which allowed it to prosper.
Introduction to Lady-J
In order to meet the demands of fashion and fashion-related requirements and desires, Kotuwe Kade was the first brand to be founded in southern Sri Lanka. After starting out small, Kotuwe Kade’s owner went on to open two upscale retail establishments, Lady-J and Manjari, which he dedicated to his two daughters. Manjari was also successful in gaining a sizable portion of the market, but after that, expansion stalled. Compared to all other retail fashion and department stores in Sri Lanka, Lady-J was able to grow significantly. Examining what worked well for them is worthwhile.
Enable- Activator – Duo
Lady J, a rapidly expanding retail chain in Sri Lanka, illustrates the capacity of second-generation businesses to utilise cultural heritage and adaptive leadership in managing intricate economic landscapes and attaining significant growth objectives. Lady J, a prominent retail chain in Sri Lanka, exemplifies effective strategies for achieving success in the industry. Under the leadership of Jayani Wijeyratne (Enabler) and Anuruddha Wijeratne (Activator), Lady J has developed a distinctive cultural model—The Lady J Adaptive Enabler-Activator model—that combines inherited family values with adaptive leadership to promote growth and community impact. Jayani, as The Enabler, upholds the cultural values and inheritance of Kotuwe Kade from her father, aiming to localise the business for Sri Lankan consumers. She provides essential support for business growth and endorses Anurudhha’s decisions regarding expansion.
Meanwhile, Anurudhha, as The Activator, drives growth and introduces innovations to ensure the business remains relevant to consumers. Jayani’s role involves ensuring that the activator is nurtured and protected in his decision and preserving the family’s legacy in campaigns or acting as a mediator when there are strategic disagreements among family members. Enablers help maintain continuity and provide the stability that Activators need to experiment and drive growth.
Case of Lady -J the largest departmental store in Sri Lanka
Anuruddha, as the Activator, represents visionary leaders or executors who initiate and drive growth. In second-generation organisations, Activators typically consist of family members or key employees responsible for executing strategic initiatives. A third party becoming the key activator in a business is uncommon. Balancing family dynamics to capitalise on identified market opportunities and persuading family decision-making bodies to trust in unactualised concepts until they are implemented poses a significant challenge. I have a comparable experience in transforming a local edible oils and fats business, resulting in 100% market growth within one year. I understand the challenges of convincing others to believe in what is only apparent to oneself.
Challengers faced in the process and the changes made to succeed
The dynamics within families significantly influence the adaptation of these values. Generational perspectives can result in differing interpretations regarding the evolution of the business. A founder may emphasise conservative growth and community loyalty, whereas the subsequent generation may identify opportunities for rapid expansion and technological innovation. Effective navigation of these differences necessitates open communication and a collective commitment to foundational values, ensuring respect for cultural DNA while accommodating new circumstances.
Conclusion
In conclusion, both Jayani and Anurudhdha merit recognition for their efforts in expanding a family-owned business into a substantial operation that benefits both local consumers and suppliers. Their actions facilitated support for local suppliers during the COVID-19 pandemic by procuring products that bolstered the SME sector while enabling consumers to purchase them at reasonable prices. It is noteworthy that they achieved the highest sales in their records, despite the decline in sales experienced by many other retailers in the market.
The Enabler-Activator model is a successful model for any family-owned business to grow if there are outsiders other than the family members and long-standing employees trying to drive growth. The family can always support the decisions of the Activator. Family members should act like the enablers.
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