Financial Adviser: 5 Business Lessons Everyone Can Learn from 'Shawarma King' Walther Buenavista, Founder and CEO of The Shawarma Shack
In the bustling streets of Divisoria, where countless businesses compete for attention, Walther Buenavista faced an uphill battle. But what began as a tale of hardship and resilience turned into a success story that many entrepreneurs can draw inspiration from.
Having settled down at a young age, Buenavista felt an urgent need to provide for his growing family. He earnestly sought employment but was frequently met with rejection due to his lack of a college degree.
Finding themselves at a crossroads, Buenavista and his wife Patricia began contemplating the possibility of setting up a food stand. Drawing on Buenavista's knack for baking pita bread and Patricia's culinary insight for crafting recipes, they took a leap of faith into the shawarma business.
By the end of 2014, they had become regular ambulant vendors at the Tutuban night market. Each evening, they diligently set up their stand, only to dismantle it once the last customers drifted away. However, their dedication didn't immediately translate to profits; the daily earnings remained disappointingly low.
Disheartened, Buenavista entertained thoughts of abandoning the venture. He mulled over the idea of becoming a taxi driver, while Patricia considered a role in a call center. Yet, with the Christmas season on the horizon, they resolved to push through until year-end. Buenavista was especially anxious about their unsold stock and the potential loss.
In a strategic move to shift inventory, Buenavista rolled out a 'buy one, take one' offer. To their astonishment, their sales skyrocketed, making the promotion a roaring success.
Spurred by this newfound momentum, Buenavista decided to double down on their venture, making the promotion the cornerstone of their marketing strategy.
Their perseverance paid off in spades. In time, Buenavista established a brick-and-mortar store, marking the beginning of an impressive growth trajectory.
Today, boasting almost 800 outlets nationwide, Buenavista's Shawarma Shack is celebrated as the fastest-expanding food franchise in the nation—a remarkable feat achieved in less than nine years.
Remarkably, the Shawarma Shack's ‘buy one, take one' promotion, originally a temporary measure, has become a beloved, ongoing deal.
How did Buenavista’ determination and resilience play a role in overcoming business challenges? What lessons can entrepreneurs learn from Buenavista's journey from a night market vendor to the owner of the fastest-growing food franchise in the country?
Here are the five business lessons every entrepreneur can learn from Walther Buenavista, founder and CEO of The Shawarma Shack:
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1| Know how to be resilient in the face of challenges
In the realm of business, setbacks and challenges are inevitable. While it's natural to face numerous defeats along the journey, the key is not to allow these setbacks to truly defeat you.
To truly succeed in the entrepreneurial world, it's crucial to fortify your mindset, preparing yourself mentally to navigate the various challenges that arise.
Achieving your business goals requires more than just ambition; it demands unwavering stamina and persistence. It's not just about starting the race, but having the grit to finish it, no matter the hurdles.
Buenavista's early life was marked by financial struggles and educational setbacks. While he enjoyed shawarma during his school days, he couldn't complete college and repeatedly faced job rejections due to his incomplete education.
A visit to his grandfather in Bicol led him to learn baking, a skill he'd later use. Despite initial failures and considering alternative jobs, he and his partner started selling shawarma in Divisoria's night market.
Facing low sales, Buenavista introduced a 'buy one, take one' deal as a last-ditch effort, leading to a significant boost in sales. This turn of events marked the beginning of Buenavista's successful entrepreneurial journey, showing his resilience and adaptability.
“Noong nag-aaral pa ako sa may Lawton, bumibili ako palagi ng Shawarma pag may extrang pera ako kasi wala naman kaming pera dati,” he says. “Yung pera ko, saktong sakto lang. Pag nalaglagan nga ako ng piso, hindi na ako makakauwi.
“Hindi ako nag-graduate kasi yung apat na taon ko sa college, first year lang lahat yon. Hindi ako nakatawid ng second year college kaya naging tambay lang ako, no choice.
“Yung mga panahon na yun, pumunta ako ng probinsiya sa Bicol, sa lolo ko. Nag-bakasyon ako and naging utusan nila ako sa bakery nila. Natuto akong gumawa ng tinapay. Naging panadero ako.
“Dati kasi nag apply ako ng call center, di ako natanggap. Kasi, di ako magaling magsalita e. Daming beses kong nag apply noon, pero walang makuhang trabaho kasi undergrad ako. Yung mga kaklase ko, ang gaganda ng trabaho. Kaya na-frustrate ako. ‘Bakit ganito na lang ako?’
“Kaya naisip namin mag-formulate ng sarili naming shawarma kasi marunong akong gumawa ng tinapay, siya (Patricia) marunong siya magtimpla-timpla. Naglagay muna kami sa Tutuban Night Market.
“Nag-start kami sa Divisoria, sa Tondo One night market, yung mga naka-tent lang. Mago-open ka, magse-set-up ka, tapos, ipu-pull out mo after. Bale, lahat ng dala mo, iuuwi mo rin ulit. Ganon kasi pag araw kalsada yun.
“Nag Tutuban night market kami kasi wala kaming kabuhayan noon eh. Mura yung upa doon. Mage-effort ka nga lang kasi dadalhin mo yung paninda mo tapos kukunin mo ulit. Mga six square meters lang yun size nung tent namin.
“Hindi ka pwedeng lumagpas sa tent mo. Pag umulan nga noon, benta ka pa rin habang umuulan kahit maputik pa. Dapat susuko na nga kami kasi mahina yung benta namin.
“Mga P2,000 lang sa isang araw, parang nagpapagod ka lang. Ang plano nga naming noon, mag ta-taxi driver na lang ako, yung UV express, tapos yung wife ko naman mag ko-call center siya.
“Ang plano namin, tapusin na lang yung December kasi masisira lang yung mga stocks. Sabi ko ‘Ano kaya, i-buy one take one natin yung shawarma?’ Nung ginawa namin yun, biglang lumakas, ubos kaagad.
“So sabi ko, ‘Ano kaya, ulitin natin?’ Yung inulit namin, aba parang tuloy-tuloy na. Umabot yung benta namin ng mga P15,000 to P20,000 sa isang araw.”
2| Know how to overcome failures and persist in business
Regardless of the industry or business model, every venture will face challenges, setbacks, or outright failures. These obstacles are often an intrinsic part of the business journey rather than an indication that one should quit.
Each setback or failure provides a chance to learn and grow. By analyzing what went wrong, business owners can adapt their strategies, refine their offerings, or even pivot their entire business model.
Short-term failures or setbacks don't negate the possibility of achieving long-term success. Many entrepreneurs faced numerous rejections or failures before they became household names. Persistence ensures that the vision and long-term goals remain the primary focus rather than short-term hiccups.
Buenavista's journey in business epitomizes tenacity. He aspired to have a mall spot even when his savings were significantly short of the typical requirement. Undeterred by 12 rejections, he finally secured a spot at SM North's Sky Garden, a challenging location where many had failed.
Against the odds, his stall there outperformed big brands, bolstering his reputation. With each success, Buenavista's ambition grew; he continually reinvested his earnings and boldly pursued more mall spaces, even amidst doubts from close ones, ultimately expanding his business footprint.
“Ayun na nga, yung naging self-sustaining na yung stall ko, nag-apply na ako ng ano pwesto. Ang ipon ko pa lang noon mga P70,000 kasi pag nagtayo ka ng pwesto sa mall, you need at least P400,000. Pag wala kang P400,000, wag ka na mag isip mag-mall.
“Eh ayun tira ka lang nang tira. Tapos, ang kapal ng mukha ko, nag apply ako sa SM North. Na reject ako 12 times pero after that, yung pang 13 na apply ko, tinanggap na ako, eh kasi no choice sila, wala namang kumukuha nung pwesto e.
“Sa may Sky Garden, walang tumatagal doon. Lahat ng katabi namin doon, wala pang six months, sarado na. Mahina yung spot na yun kasi kasi mainit siya. Walang aircon ganon, pero kami ang naging top seller ng buong Sky Garden.
“Gumanda yung record namin sa SM dahil sa Sky Garden kasi mas malakas pa yung benta namin sa Starbucks.
“Di ba yung ipon namin noon P70,000 pa lang, pero dahil reject ng reject yung mall, nakaipon ako that time, naghanap ako ng school event para magbenta hanggang nakaipon kasi sabi ko ang budget ko rito kay SM North mga P600,000.
“Tapos natanggap kami January. Yun pala ang kailangan mo pala sa SM, P1 million, eh di kulang pa rin yung pera. Nagbayad na ako ng downpayment, pero hindi ko alam san ko kukunin yung sa contractor. Ang mahal kasi ng bayad sa contractor.
“Day to day, kunwari kulang yung pera ko, kung ano benta ngayon, yun yung bayad sa pampagawa, pambili ng kahoy, pambili ng ano-ano, parang maitawid ko lang siya. Tapos, pagka open, kasi inline store yun.
“Wala pang one month, na offer-an kami, SM San Jose Del Monte. Natuwa sila. Sabi ko, ‘kukunin ba natin ‘to o hindi?’ Kasi minsan, nag da-doubt sa ‘kin asawa ko. Parang ako lang yung malakas yung loob. Nag da-doubt siya. Ano ba yan, ipapahamak mo tayo. Eh di niya alam pinirmahan ko na bago ko sabihin. Sabi ko ‘Bahala na.’ So ayun, nag- succeed naman.
“Pagkatapos nun, malakas na loob ko, apply na ako nang apply ng pwesto. Nag apply kami ng pwesto siguro nag apply ako ng mga 40 mall.”
3| Know how to take risks to move forward
Entering new markets or targeting new demographics requires a leap of faith. Without this willingness to venture into the unknown, businesses would be confined to their initial niches, limiting potential growth.
Higher risk is often associated with higher reward. By avoiding all risks, businesses may also miss out on potential lucrative opportunities that could substantially boost their growth or profitability.
Even when risks lead to failures, they are invaluable learning experiences. Mistakes and setbacks offer insights that can be used to refine strategies, improve operations, and better position a company for future success.
Buenavista's journey provides a vivid testament to this. When the notion of franchising dawned on him, the sheer financial magnitude required to build a systematic approach was unanticipated. The idea of investing a considerable sum for celebrity endorsements was beyond his initial business calculations.
Yet, despite the reservations and voices of doubt, Buenavista embraced the risks. His audacious decisions not only reshaped his business trajectory but also solidified his stance as a risk-taker whose bold choices yielded rewarding outcomes.
“Yung na-awardan na ako ng mga pwesto, kulang ang pera ko, pero ang ginawa ko, isa-isa ko tinayo,” he says. “Pinili ko muna yung malakas. Kinakabahan nga ako noon lagi e. ‘Pano kung hindi ko ma-finance ito?’ Kung ano-ano naiisip ko noon. Pero by that time, bago kami nag tayo na-isip ko na mag-franchise.
“Ang dami kasing nagtatanong. Siguro, mga more than 7,000 yung inquiries pero di ko kasi alam e. Di ako marunong. Anong alam ko riyan, di naman ako natapos mag-aral. Wala naman akong alam sa corporate world.
“Tapos may nag-message sakin. Punta raw ako sa seminar tungkol sa franchising. Sabi ko noon, seven branches palang non, di ko pa kaya. Bigyan mo ako ng isang taon, balik ako riyan. So, after a year bumalik kami non, 10 branches na.
“Tapos nagulat kami, akala ko mag-franchise service seminar ka lang. Magbabayad ka pala ng milliones para magpa consult one-on-one, sila magsasabi sayo kung magkano mo franchise.
“Sabi ko, ‘Saan ko kukunin yong pera, edi sana ginamit ko na lang pang tayo ng pwesto.’ Sinabi ko kung pwede mag-installment na lang. Galit na galit yung asawa ko. Nag-away kami habang pauwi. Sabi nya, “Nababaliw ka ba?”
“Yung inaayos pa lang yung franchise manual namin, sumali kami sa franchise show. Eh laki ng upa, gulat ako, P300,000 para sa tatlong araw. Tapos yung booth mo, aabutin ka ng mga half a million. Galit na galit na yung asawa ko sakin e. ‘Ano ba yang pinag gagagawa mo, nababaliw ka na. Masyado kang nag fi-feeling.’
“Sabi ko hindi, ako bahala. Nakaipon-ipon na ako pero, kumbaga, ni ri-risk mo yung kita para maayos yung franchise. Yung franchise consultant ko ang gumawa ng structure. Wala naman kasi talaga akong alam diyan e. Pagkatapos nung franchise show, yung total na stores ko umakyat mula 13 hanggang 49 nung taon na yun.
“Dati kasi, wala naman akong pake sa business, kasi nga nung araw tambay e. Hilig ko pa basketball, puro NBA pinapanood ko. Kahit anong shawarma, wala akong pakialam sa brand. Hindi ko naman alam mga branding-branding na yan e. Through the years lang natutunan ko.
“Nung lumalaki na kami, may tumawag sa akin, sabi niya, “Gusto mo ba kumuha ng endorser? Andami niyang pinapili, pero di ko gusto. Pero nung sinabi niyang si Daniel Padilla at Kathryn Bernardo. Hindi ako nagdalawang isip kahit mahal siya. Sabi ng asawa ko, “Nababaliw ka na ba?”
“Kasi sabi ko kasi noon, kung mage-endorser ako, syempre dapat sikat. Kasi pag hindi sikat, sinayang mo lang yung pera mo.
“Dati nahihirapan akong mag-apply ng pwesto, kasi pag startup ka, walang papansin sayo. Mamaliitin ka, ganon, susungitan ka, aapply ka pwesto mapapahiya ka. Tinanggap ko lahat yon. Sabi ko sige, balang araw tatanggapin mo rin kami nyan.
“Noong ni-launch namin si Daniel Padilla, lahat ng nag-reject samin, tumawag ulit. In-offer-an na kami ng pwesto. Ngayon lahat ng nag-reject samin dati, may pwesto na kami ngayon.
“Noong nagka-endorser na kami, ang lupet, ang daming nag-franchise. Pagka-post ko nung picture, sa loob ng isang buwan, isang daan agad nag apply. Nabawi ko naman yung ginastos.”
4| Know how to focus on things that grow the business
In the ever-evolving business landscape, complacency is a pitfall. To outpace competitors, one needs to be in a perpetual state of learning. For Buenavista, this meant immersing himself in the nitty-gritty of the industry and the market. It wasn't merely about understanding the present but forecasting potential shifts and adapting accordingly.
Pouring one's heart into a venture isn't just about time investment. It's about emotional and intellectual commitment. It's about ensuring that every decision, no matter how minute, aligns with the overarching mission and vision of the business.
Buenavista displayed an unwavering commitment and focus towards his business. In the early days, he was hands-on, making bread and selling it in Tutuban with only his wife by his side, who would make juice.
There wasn’t any strategic plan then; they kept pushing through. However, a notable characteristic of Buenavista was his obsessive nature. He once was obsessed with basketball, knowing the intricacies of each team, the scores, and even player trades.
This obsession seamlessly transitioned to his business. He immersed himself fully, from visiting every Shawarma place across Metro Manila to conducting extensive Facebook searches to find new Shawarma outlets.
This immersion was not something he consciously set out to do; it naturally evolved because the business became a central part of his life.
He studied not just his direct competitors but every player in the market, even going to the extent of visiting authentic stalls on the streets. This dedication showcases how Buenavista deeply embedded himself in understanding every facet of the industry he was in.
“Dati nga ako gumagawa ng tinapay e,” he says. “Gagawa ako ng tinapay tapos iba-byahe ko sa Tutuban. Nung Tutuban pa, wala naman kaming tao, kaming dalawa lang e. Asawa ko nagtitimpla ng juice ganun. Walang plano, tira lang nang tira.
“Tapos ako, kasi mahilig ako magbasa. Pag may nagustuhan akong bagay, obsessed ako. Dati, obsessed ako sa basketball. Lahat ng team sa NBA kabisado ko yan, alam ko ilan points niyan, ngayong araw, alam ko rebound niyan. Kahit ano, pag may na-trade, alam ko yan, kahit sa UAAP, NCAA, kilala ko lahat.
“Pero ngayon, nalipat na yung obsession ko sa business. Kilala ko kung bangko ito ni ano, ganun. Yung obsession ko sa shawarma, inaral ko ‘yan. Pinuntahan ko buong Metro Manila, yung mga kanto-kanto, nag search ako sa Facebook, ‘San ba may shawarma? Ito yung address.’ Punta kami doon, tingin kami. Lahat ng shawarma natikman namin
“Alam ko lahat magkano benta, sino may ari, ni-research ko. Yung ginawa namin yung sharwarma, trial and error. Sa loob ng isang taon, nagawa namin yun. Kunwari may pupuntahan kaming lugar, ‘Asan ba may shawarma sa Manila? Isisingit namin sa lakad namin yon. Tingin din kami ng mga outlet.
“Hindi ko siya sinadyang aralin, parang kusa na siya kasi yan ang naging negosyo ko. Pinag-aralan ko yung mga ibang players. Hindi lang yung kalaban namin na brand kundi lahat talaga, kahit yung mga authentic, pinupuntahan pa namin yan.
Kahit yung mga shawarmang mga nasa kalye-kalye. Pinagtuunan namin ng pansin yon.”
5| Know how to stand out by enhancing customer value
The adage, "If your presence doesn't add value, your absence won't make a difference," captures the essence of business differentiation. In today's competitive marketplace, simply offering a product or service is often not enough.
For a business to truly thrive and make its mark, it's crucial to stand out. One of the most impactful ways to achieve this distinction is by offering superior value to your customers.
Understanding your customers' needs, preferences, and pain points is the first step. By doing so, you can tailor your products or services to provide solutions that are both relevant and unique.
Offering enhanced service quality, ensuring product excellence, or even introducing unexpected perks can foster trust and loyalty among your customer base.
Over time, this not only secures repeat business but also transforms customers into advocates for your brand. In an age where word-of-mouth and reviews wield significant influence, delivering added value can be the linchpin that ensures your business's longevity and success.
Buenavista evolved his business approach by recognizing his limitations and the importance of delegation. He shifted from being frugally focused on saving costs to prioritizing customer satisfaction through generosity.
His passion for improving the quality of shawarma overtook his initial intent of just making profits. As a result, he aimed to create a respected brand and continually expand his business. Despite not being a planner, Buenavista's adaptable and proactive approach positioned his business for success, always putting the customer's value first.
“Dati wala naman kaming commissary manager, walang ganon kasi feeling ko superman ako, pero hindi ko pala kaya lahat yan. Mas nakaka move ka ng tama pag nandyan sila.
“Dati kasi mahilig ako mag tipid-tipid. Ayoko nga mag bigay ng tissue sa customer e, kasi sayang. Gusto ko rin tipirin yung karne pero natutunan ko dahil doon kaya pala mahina benta ko.
“Pero noong natuto akong maging generous, doon na mas lumakas yung benta. Dapat maging generous ka sa customer, generous ka sa tao. Parang wag mo masyadong isipin yung kita muna. Ang isipin mo muna paano ka maging the best sa ginagawa mo. Tapos, everything will follow.
“Kasi dati kaya ako nag shawarma kasi gusto ko kumita, gusto ko ng pera. Hindi pala ganon. Nung naging obsessed ako sa shawarma,parang di ko na iniisip yung kita e. Naging obsessed na lang na pasarapin yung pagkain. Dati kasi gusto ko ng shawarma kasi gusto kong kumita, pambili sa pagkain ng mga aso namin. Pero ngayon iba na ang focus ko. Parang hindi lang product; parang product tapos makapag-create kami ng pangalan ng company na nire-respect ng tao. Ang goal ko kasi, makapagtayo ng makapagtayo ng maraming pwesto. Obsessed ako sa pagtatayo ng pwesto.
“Nalulungkot nga ako pag wala kaming opening. Gusto ko araw-araw e. Wala kaming target, kasi hindi ako yung taong nagpa-plano. Kailangan ko na rin sigurong matutunan yon. Hindi ko pa kasi natututunan. Ang strength namin dito, tira kami nang tira. Mahilig kasi ako sa bahala na, pag pinasok ko to, saka na isipin kung ano mangyayari.”
Henry Ong, RFP, is an entrepreneur, financial planning advocate and business advisor. Email Henry for business advice [email protected] or follow him on Twitter @henryong888
