Customer Relationship Management systems represent critical infrastructure for B2B sales organizations. When implemented effectively, CRM provides visibility, enables forecasting, improves pipeline management, and supports data-driven decision-making.
When implemented poorly, CRM becomes administrative burden that sales teams resent and work around, producing unreliable data that undermines rather than supports sales operations.
South African B2B companies face specific considerations when implementing CRM: internet connectivity variations, POPIA compliance requirements, local support availability, and change management within diverse organizational cultures.
This article outlines CRM implementation best practices developed from working with B2B organizations across South African markets, with specific attention to factors that influence success in the SA context.
Why CRM Implementations Fail in South Africa
Understanding common failure patterns helps organizations avoid them.
Over-complicated systems. Many CRM implementations fail because organizations attempt to configure systems for every conceivable scenario rather than focusing on essential workflows. The result: dozens of custom fields, complex page layouts, and overwhelming user experience that drives low adoption.
Sales representatives revert to spreadsheets and email rather than fighting with complicated CRM, defeating the implementation purpose.
Poor change management. Technology projects often emphasize technical configuration while neglecting human factors. CRM changes how sales teams work. Without proper change management—communication, training, expectation setting—resistance prevails.
Lack of executive sponsorship. CRM initiatives led by IT without active sales leadership sponsorship struggle. Sales representatives perceive CRM as “IT project” rather than tool to help them sell. Executive sponsors signal importance and create accountability.
Insufficient training. One-time training session during launch rarely suffices. Sales teams need ongoing coaching, documentation, and support as they encounter real scenarios not covered in initial training.
No clear success metrics. Implementations without defined success measures drift without accountability. “Implement CRM” is not a goal. “Achieve 90% weekly login rate and 95% opportunity data completeness within 90 days” is a goal.
Pre-Implementation Planning
Successful CRM implementation begins before any technical configuration.
Define Clear Objectives
Start with business outcomes rather than technology features. What problems should CRM solve?
Common B2B sales objectives for CRM:
- Improve forecast accuracy through better pipeline visibility
- Reduce deal slippage by tracking opportunity risks systematically
- Enable data-driven coaching through activity and outcome tracking
- Accelerate new representative ramp through documented best practices
- Support customer expansion through relationship tracking and engagement history
Document specific success metrics for each objective. Forecast accuracy: from X% to Y% within 6 months. Representative ramp time: from X months to Y months.
These objectives guide configuration decisions and provide accountability metrics.
Audit Current Sales Process
Document existing sales process before configuring CRM to support it.
Process audit should capture:
- How leads are generated and assigned
- How opportunities are qualified and progressed
- What information sales representatives track today (in spreadsheets, notes, email)
- How managers currently review pipeline
- What reports leadership needs but can’t easily access
- Where current process breaks down or creates friction
This audit reveals what to preserve (effective practices worth encoding in CRM) and what to change (ineffective practices to eliminate, not automate).
Mistake: Configuring CRM based on vendor best practices without reference to actual organizational practices. Result: CRM that doesn’t match how people work, driving low adoption.
Select Right CRM Platform
Platform selection depends on multiple factors:
Company size and complexity. Small organizations (under 20 sales representatives) benefit from simple, affordable platforms like HubSpot, Pipedrive, or Zoho. Large enterprises may require Salesforce or Microsoft Dynamics capabilities.
Budget considerations. CRM costs include software licensing, implementation services, training, and ongoing administration. Budget accordingly.
For South African organizations, consider ZAR licensing costs, payment processing for international vendors, and whether ZAR-denominated options exist.
Integration requirements. CRM must integrate with other systems: email, calendar, marketing automation, accounting/ERP, customer support.
Evaluate integration capabilities before selecting. Native integrations work better than custom API development.
Customization needs. Some platforms offer extensive customization (Salesforce), others emphasize simplicity with limited customization (Pipedrive).
More customization enables precise workflow matching but increases complexity and long-term maintenance burden. Balance customization capability against simplicity.
Cloud vs on-premise. Cloud-based CRM offers lower upfront cost, automatic updates, and remote access. On-premise provides data control and potentially better performance with poor internet connectivity.
For South African context, cloud makes sense for most organizations given reduced IT overhead. However, evaluate internet reliability at office locations and consider whether offline mobile capability is required.
Popular options and considerations:
Salesforce. Most capable enterprise platform. Extensive customization, strong ecosystem, comprehensive features. Higher cost, steeper learning curve. Well-suited for large organizations with complex needs.
HubSpot. Strong marketing integration, user-friendly, good free tier. Limited customization compared to Salesforce. Well-suited for organizations wanting integrated marketing and sales platform.
Pipedrive. Simple, focused on pipeline management. Easy to adopt, affordable. Limited features beyond core sales process. Well-suited for small to mid-market with straightforward needs.
Zoho CRM. Comprehensive features, affordable pricing, good customization. Smaller ecosystem than Salesforce/HubSpot. Well-suited for cost-conscious organizations needing robust features.
Microsoft Dynamics. Strong if organization uses Microsoft ecosystem. Good integration with Office 365, Teams. Higher complexity. Well-suited for Microsoft-focused enterprises.
Build Cross-Functional Team
CRM implementation requires multiple perspectives:
Sales leadership. Defines business requirements, provides executive sponsorship, communicates importance to team.
Sales operations/enablement. Leads configuration, creates training, defines processes, develops reports.
IT. Manages technical implementation, integrations, data migration, security, compliance.
Finance. Defines reporting requirements, provides input on opportunity and forecasting processes.
End users (sales representatives). Provide input on requirements, test configurations, identify usability issues.
Missing perspective creates blind spots. IT-led implementations without sales input produce technically sound but practically unusable systems. Sales-led implementations without IT involvement create security and integration problems.
CRM Configuration Best Practices
With planning complete, focus on effective configuration.
Keep It Simple
Most CRM implementations suffer from over-configuration. The mantra: start simple, add complexity only when proven necessary.
Minimum viable CRM approach. Initial configuration should support core processes with minimum fields and features necessary. Launch with basic functionality. Gather feedback. Add features incrementally based on demonstrated need.
This approach achieves faster time to value and higher adoption than attempting comprehensive configuration before launch.
Essential fields only. Every CRM field requires user effort to populate. Each field should provide clear value justifying that effort.
Initial opportunity fields might include:
- Opportunity name
- Account
- Close date
- Amount
- Stage
- Opportunity owner
- Primary contact
That’s it. Resist temptation to add 20 additional fields “we might need someday.” Add fields when specific business need arises.
Avoiding customization trap. Platform vendors often encourage customization to demonstrate capability. However, each customization creates technical debt requiring ongoing maintenance.
General principle: use standard platform features unless compelling reason exists for custom development. Custom workflows, complex validation rules, and custom code increase long-term complexity.
Align with Sales Process
CRM stages should map to actual sales process, not theoretical best practices.
Map CRM stages to actual process. If current process has four distinct phases, configure four stages. Don’t adopt seven-stage framework because vendor suggests it.
Stage names should match organizational language. If team calls phases “discovery” and “proposal,” use those terms rather than vendor generic language.
Define stage criteria clearly. Each stage needs explicit entry and exit criteria that sales representatives understand.
Example stage criteria:
Qualification Stage
- Entry: Initial contact made, basic need identified
- Exit: BANT elements (Budget, Authority, Need, Timeline) confirmed OR opportunity disqualified
Discovery Stage
- Entry: Qualified opportunity with confirmed BANT
- Exit: Detailed requirements documented, stakeholder map created, solution approach defined
Proposal Stage
- Entry: Proposal requested by customer
- Exit: Proposal delivered and presented
Negotiation Stage
- Entry: Verbal agreement on solution, commercial discussion initiated
- Exit: Contract terms finalized, approvals in process
Set up appropriate automations sparingly. CRM can automate many actions: task creation, email alerts, field updates. However, excessive automation creates maintenance burden and unexpected behaviors.
Limit initial automations to high-value, well-defined scenarios:
- Lead assignment routing
- Opportunity stage probability updates
- Key milestone notifications to managers
Add automations incrementally as team confirms value and desired behavior.
Data Structure and Fields
Thoughtful data structure enables effective reporting without excessive complexity.
Contact/account hierarchy. B2B sales involve multiple contacts within each account. CRM must represent this relationship clearly.
Standard structure: Accounts represent companies, Contacts represent individuals within companies, Opportunities represent sales cycles for specific deals.
Ensure sales team understands when to create new accounts vs contacts, how to link contacts to accounts, and how to associate opportunities with proper account and contacts.
Opportunity fields. Beyond basic fields mentioned earlier, consider these common additions:
Next step: Brief description of next action required. Keeps team focused and managers informed during pipeline reviews.
Competition: Competitors involved in deal. Enables win/loss analysis and competitive intelligence.
Decision criteria: What factors drive customer decision. Helps focus sales efforts appropriately.
Lead source: How opportunity originated. Enables marketing ROI analysis and channel optimization.
Add fields incrementally based on demonstrated reporting or process need.
Custom fields—when necessary. Some organizations have unique requirements justifying custom fields:
- Industry-specific compliance tracking
- Complex partnership or channel attribution
- Multi-currency deal structures
- Custom pricing models
Create custom fields when standard features can’t accommodate legitimate business need. Document purpose of each custom field to prevent field proliferation over time.
Mandatory vs optional. Mark fields mandatory only when absolutely required for downstream processes.
Each mandatory field creates friction in data entry. Balance data quality needs against user experience. Consider making fields mandatory at certain stages rather than from opportunity creation.
Reports and Dashboards
Reports transform CRM data into insights.
Key metrics to track:
Pipeline reports:
- Total pipeline value by stage
- Pipeline by sales representative
- Pipeline aging (how long opportunities remain in each stage)
- Pipeline coverage ratio (pipeline value divided by quota)
Activity reports:
- Calls, meetings, emails logged per representative
- Activity by opportunity to identify stalled deals
- Contact coverage within target accounts
Outcome reports:
- Win rate overall and by various dimensions (rep, industry, deal size)
- Average sales cycle length
- Opportunity conversion rates by stage
- Forecast vs actual analysis
Executive dashboards: Leadership needs high-level visibility:
- Current quarter forecast and achievement progress
- Pipeline health indicators (coverage, aging, velocity)
- Team performance comparison
- Key deal status
Rep-level dashboards: Sales representatives need personal performance visibility:
- Individual quota attainment progress
- Personal pipeline by stage
- Activities completed this week/month
- Opportunities requiring action
Build core reports and dashboards as part of initial implementation. Empower users to create ad-hoc reports for specific questions, but maintain curated set of standard reports everyone references.
Integration Planning
CRM operates as hub connecting various systems.
Email integration. Sales representatives live in email. CRM email integration enables:
- Logging emails to contacts and opportunities automatically
- Sending tracked emails from within CRM
- Viewing email history when reviewing customer interactions
Most modern CRM platforms offer email integration. Prioritize this integration in initial implementation.
Calendar sync. Connecting calendar to CRM ensures meetings appear in contact and opportunity activity history without manual logging.
Marketing automation. For organizations with marketing automation platforms (HubSpot, Marketo, Pardot), integration enables:
- Lead routing from marketing to sales
- Lead scoring visibility
- Campaign attribution tracking
- Closed-loop reporting from marketing investment to revenue
Accounting/ERP systems. Integration between CRM and accounting systems enables:
- Opportunity conversion to invoices/quotes
- Customer billing and payment history visibility
- Revenue recognition tracking
- Financial forecasting alignment
Customer support platforms. If organization has separate support system, integration provides:
- Support ticket history visibility during sales conversations
- Customer health indicators
- Renewal risk signals based on support engagement
Prioritize integrations based on business value and implementation complexity. Core email and calendar integration first. Other integrations as justified by business case.
Change Management and Adoption
Technology configuration is necessary but insufficient. Adoption requires change management.
Executive Sponsorship
Visible executive sponsorship signals CRM importance and creates accountability.
What sponsors should do:
- Communicate why CRM matters to organizational success
- Use CRM data in leadership meetings (pipeline reviews, forecasts)
- Recognize and celebrate early adopters
- Address non-adoption directly rather than tolerating workarounds
- Allocate budget for training and support
- Clear obstacles sales team encounters
Sponsors who emphasize CRM importance during launch but then accept non-adoption undermine the initiative. Consistent emphasis over months, not just during launch week.
Comprehensive Training
One training session rarely suffices for successful adoption.
Initial training sessions. Before launch, provide comprehensive training covering:
- Why organization implemented CRM
- Basic navigation and workflows
- How to execute common tasks (create opportunity, log activity, update stage)
- Where to find help and documentation
Training should be role-specific. Sales representatives need different training than sales managers.
Ongoing coaching. Real learning happens during actual usage. Schedule ongoing coaching sessions:
- 30-day post-launch: Review questions, reinforce basics, address common challenges
- 60-day post-launch: Introduce advanced features, share best practices emerging from usage
- 90-day post-launch: Focus on reporting and analytics, demonstrate insights available from data
Documentation. Create and maintain documentation sales team can reference:
- Quick reference guides for common tasks
- Stage definition documentation with examples
- Workflow diagrams showing how processes work
- FAQ addressing common questions
Make documentation easily accessible within CRM or company intranet.
Power user program. Identify enthusiastic early adopters to serve as peer coaches. Power users:
- Achieve high proficiency quickly
- Help colleagues with questions
- Provide feedback on usability issues
- Demonstrate value of CRM to skeptical peers
Power users create distributed support network more scalable than relying solely on central training team.
Creating Adoption Incentives
Beyond training, consider how to motivate adoption.
Connecting CRM to compensation. Some organizations include CRM adoption metrics in compensation plans:
- Pipeline data completeness requirements
- Activity logging targets
- CRM login frequency
This creates immediate adoption incentive. However, be cautious of gaming (logging fake activities, creating unrealistic opportunities just to meet metrics).
If connecting to compensation, focus on quality metrics (data accuracy, forecast accuracy) rather than just quantity metrics.
Gamification approaches. Less formal than compensation changes, gamification creates friendly competition:
- Leaderboards showing adoption metrics
- Badges or recognition for milestone achievements
- Team challenges with small prizes
Gamification works well with competitive sales cultures. Less effective with cultures emphasizing collaboration over competition.
Recognition programs. Regularly recognize representatives demonstrating excellent CRM usage:
- Highlight examples in team meetings
- Feature success stories in internal communications
- Connect CRM usage to sales success (representatives with complete pipeline data consistently achieve quota)
Recognition reinforces desired behaviors without requiring compensation changes.
Addressing Resistance
Despite best efforts, some team members resist CRM adoption.
Common objections:
“CRM takes time away from selling.” Address by demonstrating CRM time investment pays dividends through better prioritization, avoided mistakes, and improved pipeline visibility.
Track time representative actually spends on CRM (typically 15-30 minutes daily) vs. time saved from better organization and reduced searching for information.
“I have my own system that works.” Acknowledge individual systems may work for that person but create organizational blind spots. Pipeline visibility, forecast accuracy, and team collaboration require shared system.
Offer to replicate key aspects of personal system within CRM rather than forcing completely foreign workflow.
“CRM is for management to track me, not to help me sell.” Address this by emphasizing representative benefits: personal dashboard, activity reminders, customer interaction history, competitive intelligence.
Demonstrate how managers use CRM to identify where reps need support, not just to track activity.
How to overcome resistance:
Early wins strategy. Demonstrate quick value to skeptics. Identify specific pain point CRM solves and make that visible quickly.
Example: Representative frustrated by lost email history with customer. Show how CRM email logging solves this problem.
One-on-one coaching. Group training helps, but resistant individuals often need personal attention. Sales managers should coach CRM adoption during regular one-on-ones:
- Review representative’s pipeline data
- Ask questions requiring CRM data to answer
- Demonstrate insights available from representative’s CRM data
- Address specific obstacles that individual encounters
Escalation when necessary. After reasonable coaching and support, continued non-adoption becomes performance management issue. Clear expectation: CRM usage is part of job requirements, not optional.
Organizations that tolerate non-adoption undermine everyone who adopted properly.
Post-Implementation Optimization
CRM implementation doesn’t end at launch. Continuous optimization improves value over time.
Week 1-4: Monitoring and Quick Fixes
First month focuses on stabilization and addressing immediate issues.
Monitor adoption metrics:
- Login frequency by user
- Data entry completeness
- Common error patterns
- Feature usage
Identify and address blockers:
- Technical issues preventing usage
- Workflow problems creating friction
- Training gaps causing confusion
- Integration problems
Quick wins. Make fast improvements addressing common complaints:
- Simplify page layouts if overwhelming
- Remove unnecessary fields if causing confusion
- Adjust workflows if not matching actual process
- Add missing reports if frequently requested
First-month responsiveness builds confidence that feedback matters.
Month 2-3: Process Refinement
After initial stabilization, refine processes based on actual usage.
Analyze usage patterns: Which features are heavily used? Which are ignored? Usage data reveals what provides value vs what seemed good in theory.
Gather structured feedback: Survey sales team on what’s working and what’s not. Combine quantitative data (what people actually do) with qualitative feedback (what people say about their experience).
Stage definition refinement: Review whether opportunity stage progression matches intention. Are opportunities getting stuck in certain stages? Do stage criteria need clarification?
Pipeline review process optimization: Evaluate whether pipeline reviews are productive or becoming administrative overhead. Adjust format, frequency, or focus based on what drives value.
Month 4-6: Advanced Feature Rollout
With core functionality stable, introduce advanced features incrementally.
Reporting and analytics. Introduce more sophisticated reports and analysis:
- Win/loss trend analysis
- Sales cycle acceleration factors
- Representative performance benchmarking
- Territory and coverage analysis
Automation expansion. Add automation where manual processes create inefficiency:
- Automated task creation based on opportunity stage
- Notification routing based on deal size or risk
- Email templates for common communications
Integration enhancements. Implement additional integrations providing value:
- Marketing automation for lead attribution
- Customer success for renewal visibility
- Proposal generation tools
Roll out advanced features with specific training and clear value proposition rather than overwhelming users with everything simultaneously.
Ongoing: Continuous Improvement
CRM optimization never truly ends.
Data quality management:
Regular audits. Schedule monthly data quality audits checking:
- Missing required information
- Outdated data (stale opportunities, old contact information)
- Duplicate records
- Inconsistent naming or categorization
Cleanup processes. Create regular cleanup protocols:
- Archive closed opportunities older than X months
- Merge duplicate records
- Update contact information
- Remove test data
Quality standards. Maintain clear data quality standards and communicate them regularly. Provide feedback to individuals or teams with persistent data quality issues.
Platform updates. CRM vendors release updates regularly adding features and changing functionality. Stay informed about updates. Evaluate new features for organizational value. Communicate relevant changes to users.
User feedback loops. Maintain ongoing feedback mechanisms:
- Monthly user group meetings discussing challenges and ideas
- Suggestion box or form for improvement ideas
- Regular surveys measuring satisfaction and identifying pain points
Organizations treating CRM as living system rather than static implementation achieve sustained value.
South Africa-Specific Considerations
Several factors specific to South African context influence CRM implementation.
Internet connectivity and mobile access. Internet reliability varies across South African regions. Load shedding affects connectivity.
Implications for CRM:
- Prioritize cloud CRM with strong mobile apps supporting offline mode
- Configure CRM for essential data sync during connectivity windows
- Provide mobile training emphasizing offline capabilities
- Consider data usage costs when configuring mobile app settings
Load shedding impact and offline capabilities. Load shedding directly affects CRM access during power outages.
Strategies:
- Ensure mobile CRM apps support offline data entry with sync when connectivity restored
- Provide mobile devices with adequate battery capacity to work during outages
- Configure critical workflows to function with intermittent connectivity
- Communicate realistic expectations about CRM access during outages
Multi-currency and tax considerations. South African B2B companies often work with international customers requiring multi-currency capability.
CRM configuration should support:
- Opportunity values in multiple currencies (ZAR, USD, EUR)
- Exchange rate management
- VAT and international tax tracking
- Multi-currency reporting
Local support and training availability. For international CRM platforms, evaluate local support options:
- Support timezone coverage (does 24/7 support include SA hours?)
- Language support (English sufficient or need other languages?)
- Local implementation partners availability
- Community or user group presence in South Africa
Local support capability affects implementation success and ongoing satisfaction.
POPIA compliance. Protection of Personal Information Act (POPIA) affects how customer data is handled in CRM.
Compliance considerations:
- Customer consent for data storage and processing
- Data subject access rights (customers requesting their data)
- Data deletion procedures
- Security measures protecting personal information
- Data breach notification processes
Ensure CRM configuration and usage policies address POPIA requirements. Document processes for handling data subject requests.
Measuring CRM Success
Define success metrics aligned with initial objectives.
Adoption metrics:
- User login frequency (target: 90%+ daily logins)
- Data completeness (target: 95%+ required fields populated)
- Activity logging (target: X activities per rep per day)
- Feature utilization (target: key features used by Y% of users)
Data quality metrics:
- Pipeline data accuracy (comparison of CRM data to actual outcomes)
- Duplicate record percentage (target: under 2%)
- Stale data percentage (opportunities without updates in X days)
- Contact information accuracy
Sales performance metrics:
- Forecast accuracy improvement (track before and after CRM)
- Sales cycle length (has CRM visibility shortened cycles?)
- Win rate trends (correlation with improved pipeline management?)
- Revenue per sales representative (improved efficiency?)
ROI calculation:
Compare CRM investment against measurable benefits:
Costs:
- Software licensing
- Implementation services
- Training and change management
- Ongoing administration
- Integration development
Benefits:
- Time savings from better organization and automation
- Revenue increase from improved pipeline management
- Reduced customer churn from better relationship tracking
- Improved forecast accuracy enabling better resource planning
- Accelerated new representative ramp
While some benefits are tangible (time savings, reduced churn), others are harder to isolate (revenue increase attribution to CRM vs other factors). Use conservative assumptions when calculating ROI.
Reasonable expectation: CRM ROI breaks even in 12-18 months for most organizations, with ongoing positive return thereafter.
FAQ: CRM Implementation in South Africa
How long does CRM implementation take?
Timeline varies by organization size and complexity. Small organizations (under 20 users) with simple processes can implement in 6-8 weeks. Mid-market organizations (20-100 users) typically require 3-4 months. Enterprises (100+ users) may need 6-12 months. These timelines assume reasonable scope and adequate resources. Extending implementation by starting simple and adding features incrementally often produces better results than attempting comprehensive implementation from day one.
Should we customize CRM extensively?
Generally no. Extensive customization increases implementation cost, extends timeline, complicates user experience, and creates maintenance burden. Use platform standard features whenever possible. Customize only when legitimate business requirement can’t be met through standard functionality. Many perceived customization needs reflect attempt to recreate current processes rather than adapting to proven best practices.
How do we handle poor adoption?
Poor adoption rarely results from single cause. Address systematically: confirm executive sponsorship remains visible, verify training was adequate and ongoing coaching available, identify specific obstacles preventing usage, ensure CRM provides value to users not just managers, connect adoption to performance expectations, escalate persistent non-adoption to performance management. Organizations successfully addressing adoption issues typically find multiple small improvements rather than single solution drive sustained usage.
What if our needs change after implementation?
CRM platforms offer flexibility to evolve with business needs. Expected and healthy for requirements to change as organization grows. Key: implement change management for CRM changes same as for initial implementation. Document changes, train users, communicate business rationale. Avoid constantly changing CRM without clear purpose as this undermines user confidence.
How do we choose between build vs buy for CRM functionality?
Default to commercial platform functionality unless compelling reason exists for custom development. Commercial platforms offer proven features, ongoing updates, community support, and integration ecosystems. Custom development makes sense only when truly unique requirements exist that no commercial solution addresses. Even then, evaluate whether unique requirements could be accommodated through commercial platform configuration before committing to custom development.
Conclusion
CRM implementation represents significant investment for B2B sales organizations. When approached systematically with attention to planning, configuration, change management, and ongoing optimization, CRM provides substantial value through improved pipeline visibility, forecast accuracy, and data-driven decision-making.
South African organizations implementing CRM benefit from considering regional factors: connectivity variations requiring offline capability, POPIA compliance requirements, local support availability, and economic factors affecting platform selection and pricing.
Success requires balance between technology and people. Even perfectly configured CRM fails without adoption. Even enthusiastic users struggle with poorly configured systems. Organizations achieving CRM success invest appropriately in both technical implementation and change management.
This article focuses on CRM implementation for South Africa. For comprehensive diagnostic frameworks:
**The 5P Sales Framework → Complete methodology for evaluating sales organizations across all five dimensions
**Sales Diagnostic Guide → Systematic approach to identifying what’s limiting your growth
**Why Sales Teams Miss Quota → The 5 real reasons teams underperform and how to diagnose your constraint
Evaluate your current CRM and technology platform effectiveness. Our South Africa Sales Diagnostic assesses Platform along with Positioning, Program, Process, and People dimensions to provide comprehensive sales capability analysis. [Take the 5P Sales Assessment → https://www.the5psales.com/p/south-africa]