However, 80 percent of supermarkets in Kenya are part of a chain and only a small percentage are independently owned (Llosa, 2008). This is a challenge that most American entrepreneurs face as well. Most U.S. consumers will look to a trusted chain brand over a small, independent store unless the small store has a differential factor or competitive advantage over the chain store. Nakumatt did just that by building his store from the inside out, with human resources and personnel managers. Nakumatt Operations Director Thiagarajan Ramamurthy believes that labor is the most important concept in the 5Ms of business and when labor is properly applied, the other 4 – material, money, market and missionary – will follow. The ultimate goal of Nakumatt was to maintain a good reputation in society and be more than just a supermarket for the people of Kenya (Llosa, 2008). By building the Nakumatt brand around the workforce, they were able to stand out from the competition and connect with consumers around the world.