DOCSLIB.ORG

Results Presentation Q1 2020 Disclaimer

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Results Presentation Q1 2020 Disclaimer Results Presentation Q1 2020 Disclaimer IMPORTANT NOTICE This presentation includes forward-looking statements. All statements other than statements of historical facts contained in this presentation, including statements regarding our future results of operations and financial position, industry dynamics, business strategy and plans and our objectives for future operations, are forward-looking statements. These statements represent our opinions, expectations, beliefs, intentions, estimates or strategies regarding the future, which may not be realized. In some cases, you can identify forward-looking statements by terms such as “may,” “will,” “should,” “expects,” “plans,” “anticipates,” “could,” “intends,” “targets,” “projects,” “believes,” “estimates”, “potential” or “continue” or the negative of these terms or other similar expressions that are intended to identify forward-looking statements. Forward-looking statements are based largely on our current expectations and projections about future events and financial trends that we believe may affect our financial condition, results of operations, business strategy, short-term and long-term business operations and objectives, and financial needs. These forward-looking statements involve known and unknown risks, uncertainties, changes in circumstances that are difficult to predict and other important factors that may cause our actual results, performance or achievements to be materially different from any future results, performance or achievements expressed or implied by the forward-looking statement. Moreover, new risks emerge from time to time. It is not possible for our management to predict all risks, nor can we assess the impact of all factors on our business or the extent to which any factor, or combination of factors, may cause actual results to differ from those contained in any forward-looking statements we may make. In light of these risks, uncertainties and assumptions, the forward-looking events and circumstances discussed in this presentation may not occur and actual results could differ materially and adversely from those anticipated or implied in the forward-looking statements. We caution you therefore against relying on these forward-looking statements, and we qualify all of our forward-looking statements by the cautionary statements contained, or referred to in this statement. The forward-looking statements included in this presentation are made only as of the date hereof. Although we believe that the expectations reflected in the forward-looking statements are reasonable, we cannot guarantee that the future results, levels of activity, performance or events and circumstances reflected in the forward-looking statements will be achieved or occur. Moreover, neither we nor our advisors nor any other person assumes responsibility for the accuracy and completeness of the forward-looking statements. Neither we nor our advisors undertake any obligation to update any forward-looking statements for any reason after the date of this presentation to conform these statements to actual results or to changes in our expectations, except as may be required by law. You should read this presentation with the understanding that our actual future results, levels of activity, performance and events and circumstances may materially differ from what we expect. This presentation includes certain financial measures not presented in accordance with IFRS including but not limited to Adjusted EBITDA. These financial measures are not measures of financial performance in accordance with IFRS and may exclude items that are significant in understanding and assessing our financial results. Therefore, these measures should not be considered in isolation or as an alternative to loss for the period or other measures of profitability, liquidity or performance under IFRS. You should be aware that our presentation of these measures may not be comparable to similarly titled measures used by other companies, which may be defined and calculated differently. See the appendix for a reconciliation of certain of these non-IFRS measures to the most directly comparable IFRS measure. The trademarks included herein are the property of the owners thereof and are used for reference purposes only. Such use should not be construed as an endorsement of our products or services. 2 Keeping our teams, consumers and communities safe – Adapting logistics Warehouse operational changes Work from home Contactless safe delivery 3 Keeping our teams, consumers and communities safe – Commitment to community Celebrating #JumiaHeroes CE certified masks donations to health ministries 4 COVID-19 business impact – combination of short term supply and logistic challenges with unique e-commerce adoption opportunities Short-term supply and logistics challenges E-commerce & payment adoption opportunities Supply challenges reduce assortment availability Increased demand from brands and sellers to sell on Jumia • Cross-border business disruption with local sellers ability to • Brands and sellersby Jumia eager cross-border) to join the Jumia marketplace import negatively impacted by cargo disruption • Strong demand from offline convenience retailers to join the • Confinement measures restrict sellers’ ability to drop off their Jumia on-demand platform packages for delivery • Increasing advertisers’ interest for online channels • Restaurant kitchens shutdowns in a number of countries, Consumption shift towards online including large QSR chains • Surge in online demand for essentials starting in the second Logistics challenges limit our capacity to fulfil consumer half of March demand • Demand strength supports Sales & Advertising expense • Curfews make it challenging to fulfill orders. In South Africa, efficiencies processing and delivery of fashion orders were suspended for a • Opportunity to accelerate consumption shift towards online few weeks Opportunity to accelerate payment adoption • Reduced warehouse order processing capacity due to • Contactless delivery promotes usage of JumiaPay and safety measures (safety distance, shift splits etc.) provides an opportunity to drive payment adoption 5 COVID-19 had a differentiated impact by country across the March-April period Items Sold1 evolution in selected geographies and for Jumia Food Weekly evolution rebased to 100 on the week commencing March 2, 2020 200 Morocco Tunisia Group 100 Nigeria Jumia Food South Africa 0 Week of March 2 March 16 March 30 April 13 April 27 Notes: 6 1. Data at country level excludes food delivery and digital services offered on the JumiaPay app. The Group line represents total items sold across all countries for physical goods and food delivery, and excludes digital services offered on the JumiaPay app Q1 2020 highlights Growth 6.4mm 28% Annual Active YoY Orders Growth Consumers % JumiaPay 71% 77 YoY TPV Growth YoY JumiaPay Transactions Growth 22% 21% Monetization YoY Marketplace YoY Gross Profit1 Revenue1 Growth Growth €2.5mm (10)% Cost efficiency Gross Profit after YoY Adjusted EBITDA Fulfillment Expense loss reduction Notes: 1. Certain types of vouchers and consumer incentives were reclassified from Sales & Advertising to Revenue in 2019. The cumulative effect for the nine months ended September 30, 2019 was included in the results for the 7 three months ended September 30, 2019. Each of the quarters ended March 31, June 30 and September 30, 2019 have now been adjusted to reflect the impact of the reclassification, as detailed in appendix Marketplace growth JumiaPay Monetization Cost efficiency Appendix 8 Continued business mix rebalancing towards every-day product categories GMV contraction concentrated in selected categories Sustained volume momentum across categories Q1 2020 - GMV YoY Growth Q1 2020– Items Sold YoY Growth Digital services1 FMCG Beauty Home & Living Food delivery Order processing & deliveries at Fashion Zando, South Africa Electronics Enhanced promotional discipline Phones & Enhanced promotional discipline Accessories & mobile week scale down (20)% 0% 20% 40% 60% 80% (40)%(20)% 0% 20% 40% 60% 80% Notes: Charts are on different scales and exclude Jumia Travel categories: flights and hotel bookings as well as “Other” categories, which includes books, auto accessories etc. 1. Digital Services includes services offered on the JumiaPay app. Digital Services grew above 100% in GMV terms 9 Continued growth of usage and consumer adoption GMV Annual Active Consumers Orders €mm mm mm (11)% 51% 28% 6.4 6.4 5.0 213.9 189.6 4.3 Q1 20191 Q1 2020 Q1 2019 Q1 2020 Q1 2019 Q1 2020 Notes: 10 1. Q1 2019 GMV Adjusted for perimeter changes – exit from the Travel business and closure of Tanzania, Rwanda and Cameroon – as well as improper sales. Driving usage in times of COVID-19 - selected initiatives Stay safe campaign Brand and supply partnerships Live Streaming events (9 countries) (2 countries) Assortment relevance (6 countries) • Focus on hygiene and sanitary products (4 countries) (Egypt) • Initiated in partnership with Reckitt Benckiser. Subsequently joined by a number of other brands including Procter & Gamble, Unilever and others (3 countries) (Algeria) (Kenya) “Stay fit at home” “Tik Tok Lovers” “Home entertainment” Curated product collections 11 Marketplace growth JumiaPay Monetization Cost efficiency Appendix 12 JumiaPay business developments in Q1 2020 – Selected initiatives Geographical expansion Launch in Tunisia JumiaPay live in 7countries1 Contactless safe delivery Prepayment with JumiaPay Cashless payment at delivery with JumiaPay Continued
Load more

Recommended publications
  • Regulatory Framework and the Nigeria Tourism Economy
    International Journal of Research and Innovation in Social Science (IJRISS) |Volume IV, Issue XII, December 2020|ISSN 2454-6186 Regulatory Framework and the Nigeria Tourism Economy Yekinni Ojo BELLO, PhD1, Mercy Busayo BELLO2 1University of Port Harcourt, Faculty of Management Sciences, Department of Hospitality Management and Tourism Choba, Rivers State, Nigeria 2Federal Polytechnic Auchi, School of Applied Sciences, Department of Hospitality Management Auchi, Edo State, Nigeria. Abstract: Purpose- This paper examines the extent feasible competitively compared to other countries in Africa (Bello, tourism regulatory framework can contribute to unlocking 2018). It was reported that Sub-Saharan Africa attracted 36 Nigeria tourism economy. million out of 54 million (67%) international tourists that Research Methodology- The study been an exploratory study, visited Africa in 2017 and earned USD$ 25 million put at 74% reviewed various reports and previous literature in this domain of the total tourist receipts in Africa (UNWTO, 2018). This of study upon which insightful inferences were made. seems to be an attractive performance compared to African Findings- The study finds that Nigeria can only maximise her region performance generally. However, tourist arrival in tourism economy potentials if tourism regulatory framework Nigeria in the year under review is below expectation as gear towards environmental sustainability, a secure and safe report has it that Nigeria is lagging far behind South Africa Nigeria, prioritisation of the tourism sector, and promotion of that attracted 8,904 million international tourists, Zimbabwe health and sanitary practices are galvanized. (2,057 million), Mozambique (1,552 million), Mauritania (1,152 million), Kenya (1,114 million), and Cape Verde (520 Research Implications– By establishing five major areas of tourism regulatory framework, the study offers an insight on the Million) (UNWTO, 2018).
    [Show full text]
  • Jumia Technologies AG (Translation of Registrant’S Name Into English)
    UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 6-K REPORT OF FOREIGN PRIVATE ISSUER PURSUANT TO RULE 13a-16 OR 15d-16 UNDER THE SECURITIES EXCHANGE ACT OF 1934 For the month of: February 2020 Commission File Number: 001-38863 Jumia Technologies AG (Translation of registrant’s name into English) Charlottenstraße 4 10969 Berlin, Germany +49 (30) 398 20 34 51 (Address of principal executive offices) Indicate by check mark whether the registrant files or will file annual reports under cover of Form 20-F or Form 40-F. Form 20-F ☒ Form 40-F ☐ Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(1): ☐ Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(7): ☐ On February 25, 2020, Jumia Technologies AG will hold a conference call regarding its unaudited financial results for the fourth quarter and year ended December 31, 2019. A copy of the related press release is furnished as Exhibit 99.1 hereto. EXHIBIT INDEX Exhibit No. Description of Exhibit 99.1 Press release of Jumia Technologies AG dated February 25, 2020. SIGNATURE Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized. Jumia Technologies AG By /s/ Sacha Poignonnec Name: Sacha Poignonnec Title: Co-Chief Executive Officer and Member of the Management Board Date: February 25, 2020 Exhibit 99.1 Jumia reports Fourth Quarter and Full Year 2019 Results Gross profit up 64% in Q4 2019 year-over-year and 72% for the full year 2019 JumiaPay Transactions accelerate 110% in Q4 2019 year-over-year and 278% for the full year 2019 Lagos, February 25, 2020 – Jumia Technologies AG (NYSE: JMIA) (“Jumia” or the Company) announced today its financial results for the fourth quarter and full-year ended December 31, 2019.
    [Show full text]
  • Mémoire De Fin De Cycle
    UNIVERSITE MOULOUD MAMMERI DE TIZI-OUZOU FACULTE DES SCIENCES ECONOMIQUES, COMMERCIALES ET DES SCIENCES DE GESTION DEPARTEMENT DES SCIENCES DE GESTION Mémoire de fin de cycle En vue de l’obtention du Diplôme de Master en Sciences de Gestion Spécialité : Management stratégique Sujet Influence du marketing mobile sur le comportement d’achat du consommateur : cas de la boutique en ligne Jumia Algérie Présenté par : Encadré par : BELKALEM Linda Mme KISSOUM. SISALAH Karima ADJAOUD Djaouida Devant les membres du jury : Présidente: Mme HAMOUTENE Ourdia M.A.A. à UMMTO. Examinatrice : Mme SI MANSOUR Farida M.A.A. à UMMTO. Encadreur : Mme SI SALAH Karima M.A.A. à UMMTO. Promotion 2017/2018 REMERCIEMENTS Nous remercions tous d’abord le bon DIEU Nous exprimons notre plus grande reconnaissance envers nos chers parents qui nous ont apporté leur support moral et intellectuel tout au long de notre démarche d’étude. Nous tenons à remercier « Mme SI SALAH KARIMA » notre promotrice pour son encadrement, pour sa disponibilité qui nous a été précieuse et pour tout son suivi et ses conseils sous lesquels nous avons pu mener à bien notre travail. Nos sincères remerciements sont destinés à nos enseignants qui nous ont transmis leurs savoirs inestimables durant notre cursus universitaire ainsi que tout le staff administratif et à toute l’équipe pédagogique de la faculté SEGC. Enfin nous présentons nos vifs et chaleureux à la fois remerciements à tous les amis (es), camarades de classe, à tous ceux et celles qui de prés ou de loin ont contribué à la réussite de ce travail. Dédicaces Afin d’être reconnaissant envers ceux qui m’ont appuyé et encouragé à effectuer ce travail de recherche, je dédie ce mémoire : A ma très chère maman qui a tant œuvré pour ma réussite, de par son amour, son soutien, tous les sacrifices consentis et ses précieux conseils, pour toute son assistance et sa présence dans ma vie.
    [Show full text]
  • Rapport Détaillé
    Agence Française de Développement Etude stratégique sur le secteur des industries culturelles et créatives (ICC) Rapport final – Monographies et rapport des études de terrain Janvier 2018 Sommaire 1. Rapport d’études de terrain p. 2 2. Monographies p. 21 ► Liste des monographies p. 23 ► Afrique subsaharienne p. 24 ► Afrique du Nord et Moyen-Orient p. 67 ► Asie p. 86 ► Amérique latine p. 122 Page 2 Etude stratégique sur le secteur des ICC – AFD Rapport final – Monographies et rapport des études de terrain – Janvier 2018 Rapport de mission terrain Côte d’Ivoire Liste des personnes rencontrées lors du déplacement en Côte d’Ivoire ► Dates de la mission : 6 au 10 novembre 2017 Bruno Leclerc Directeur Agence AFD Côte d’Ivoire Mamidou Zoumana Coulibaly- Directeur des Infrastructures Culturelles, ► Participants : Diakité Ministère de la Culture, • Vincent Raufast, EY Advisory M. Zié Coulibaly et Directeur Directeur Institut Français et COCAC SCAC • Charles Houdart, chef de projet ICC, AFD Paris Irène Vieira Directrice du BURIDA Directrice exécutive des la conférence des • Adama Diakite, chef de projet Anna Ballo producteurs audiovisuels ICC, AFD Abidjan Maurice Kouakou Bandaman Ministre de la Culture et de la Francophonie ► La restitution de la mission de Myriam Habil Ministère des Affaires Etrangères (France) terrain en Côte d’Ivoire s’appuie Marc-Antoine Moreau CEO Universal Music Africa sur les entretiens individuels réalisés aurpès des personnes Serge Thiémélé EY Côte d’Ivoire rencontrées, dont la liste figure ci- Christian Lionel Douti Art
    [Show full text]
  • Memorandum N° 24/2017 | 09/02/2017
    1 MEMORANDUM N° 24/2017 | 09/02/2017 More than 1,811 Daily Memoranda issued from 2006 to end of 2016, with 21,732 pages of Business Clips issued covering all African, European Institutions and African Union, as well as the Breton Woods Institutions. The subscription is free of charge, and sponsored by various Development Organisations and Corporations. The Memorandum is issued daily, with the sole purpose to provide updated basic business and economic information on Africa, to more than 4,000 European Companies, as well as their business parties in Africa. Should a reader require a copy of the Memoranda, please address the request to fernando.matos.rosa@sapo or [email protected]. 11 YEARS OF UNINTERRUPTED PUBLICATION SUMMARY 7 African Countries Favored For Infrastructure Investment In 2017 Page 2 Burkinabe leader dispels rumours to purchase new president plane Page 3 Jacob Zuma admits ‘triple threat’ is hindering South Africa’s economic growth Page 4 Standard Chartered Bank's Zimbabwe unit suspends use of VISA cards abroad Page 5 Uganda to construct new mall dubbed Arena Mall Page 5 Japan finances vocational training in Mozambique Page 6 Cash shortage is crushing Zimbabwe’s already embattled economy Page 6 Angola announces investment opportunities in the mining sector Page 8 Inspection of Kenya’s SGR locomotives kicks off Page 8 Kosmos and Galp Energia begin seismic surveys in Sao Tome and Principe Page 9 “One Belt, One Road” strategy drives Africa towards China Page 9 Ethiopian Airlines doing well financially despite Trump's
    [Show full text]
  • UNESCO DAKAR ANNUAL REPORT 2016 UNESCO - Dakar Annual Report 2016
    annual REpoRt 2016 Dakar Office Regional Bureau United Nations Educational, Scientific and Cultural Organization UNESCO ANNUAL REPORT 2016 DAKAR Sidi Yahia Mosque, Timbuktu - © UNESCO Maria Muñoz-Blanco - © UNESCO Timbuktu Mosque, Sidi Yahia BURKINA FASO - CABO VERDE - GAMBIA- GUINEA-BISSAU - MALI - NIGER - SENEGAL 1 /// UNESCO DAKAR ANNUAL REPORT 2016 UNESCO - DakaR annual REpoRt 2016 SUMMARY FOREWORD Foreword ...................................................................................................................................................................................................5 We defend the human Introduction .............................................................................................................................................................................................8 right to peace Quality education and learning for peace and sustainable development .......................................................................15 Science for peace and sustainable development ......................................................................................................................32 Mobilizing humanities and social sciences to foster intercultural dialogue, accelerate positive social transformations, and achieve the goals of the 2030 and 2063 Agendas ..........................................................................38 Building peace and sustainable development through heritage and creativity ...........................................................45 Freedom of Expression
    [Show full text]
  • In Africa and Beyond, Jumia Travel Converts More Travellers with Google Hotel Ads
    Case Study | Jumia Travel In Africa and Beyond, Jumia Travel Converts More Travellers with Google Hotel Ads Where do you look if you need a hotel in Nairobi or Dakar tonight? About Jumia Travel • Hotel booking website For many African travellers, the answer is Jumia Travel. This hotel booking website • Based in Lagos, Nigeria has 200,000 listings worldwide in countries including Pakistan, Bangladesh and even Myanmar. But Jumia Travel got its start in Africa, where it has 25,000 hotel Goals listings and offers content in local languages like Yoruba, Ibo, Hausa and Swahili. • Acquire new customers • Grow business while meeting ROI objectives “The beauty of Jumia Travel is that we have hotels for all pockets,” says Guido • Meet travellers at their moments of need on Mancassola, Chief Marketing Officer for Jumia Travel. “We have hotels from $3-5 a mobile night up to 5 stars. Our grand belief is that there’s a perfect stay for anybody.” Approach To help more people find that perfect stay in their “Let’s-Book-It” moments, Jumia • Launched Google Hotel Ads campaigns Travel turned to Google Hotel Ads. • Adjusted bids based on device type, day of week, advance booking window and more Mobile First • Used a mobile-first approach to match its Jumia Travel’s users do “everything, everything with mobile-first audience mobile,” says Mancassola. At certain times – such as the second half of each day and the later days of Results • 8 point increase in overall paid search each week – up to 75% of Jumia Travel’s website conversion rate traffic comes from mobile devices.
    [Show full text]
  • Senegal HRI Sector in Dakar
    Page 1 of 10 THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Voluntary - Public Date: 8/31/2018 GAIN Report Number: Senegal Post: Dakar HRI Sector in Dakar - Exploring the Senegalese Palate Report Categories: Market Development Reports Promotion Opportunities Food Service - Hotel Restaurant Institutional SP1 - Expand International Marketing Opportunities Approved By: Joshua Emmanuel Lagos Prepared By: Jasmine Osinski and Fana Sylla Report Highlights: Approximately five to 10 years ago, mid- and upscale restaurants in Dakar primarily catered to expatriates and tourists. Today, according to contacts, the growing Senegalese middle and upper class constitute the bulk of patrons at these establishments, representing 50 to 70 percent of regular clientele. These consumers are willing to pay a premium for higher quality, more expensive foods. Although the United States has approximately one percent of total global agricultural export market share in Senegal, market opportunities may exist for U.S. exporters and agribusinesses interested in supplying foods and ingredients not currently available in the market to mid-scale or upscale establishments in the Hotel, Restaurant, and Institution (HRI) sector in Dakar. Page 2 of 10 General Information: Market Overview Approximately five to 10 years ago, mid- and upscale restaurants in Dakar primarily catered to expatriates and tourists. Today, according to contacts, the growing Senegalese middle and upper class constitute the bulk of patrons at these establishments, representing 50 to 70 percent of regular clientele. These consumers are willing to pay a premium for higher quality, more expensive foods. Senegalese middle and upper class consumers are travelling more frequently for business, study, and leisure; when these consumers return to Senegal they want to have the same international dishes that they experienced abroad.
    [Show full text]
  • Biodiversity and Sustainability Issues
    The African Woman Leaders Network Pledged to “We commit together with; Office of the AUC Chairperson, of Commissioner for HRST, and the Youth Envoy, an AWLN Intergenerational Retreat focused on the ‘E’ of Enga- gement for the 1 Million By 2021 Initiative. Bringing together a pool of 80 young African Youth and senior leaders to build capacities on civic leadership at community and continental level rewarded by Certificate of Leadership.” 1 Million by 2021 CONCEPT NOTE Background The African Women Leaders Network (AWLN) and the AWLN Young Women Leaders Caucus, in partnership with the Office of the African Union Youth Envoy (OYE), have organized the first “African Women Leaders Network Intergenerational Retreat on Leadership in Africa” as part of the “1 Million by 2021 Initiative: Africa unite for youth: Bridging the gap and reaching out to African youth.” The AWLN intergenerational leadership retreat was convened by H.E. Ms. Ellen Johnson Sirleaf, Former President of the Republic of Liberia and Patron of the AWLN, and hosted by H.E. Mr. Uhuru Muigai Kenyatta, President of the Republic of Kenya and Global Champion for Youth Empowerment, with the support of AWLN Cham- pions H.E. Mr. Moussa Faki Mahamat, Chairperson of the African Union Commission and of H.E. Mr. Antonio Guterres, Secretary-General of the United Nations. The retreat took place in Nairobi, Kenya on 16 – 18 August 2019. Rationale With technical support from the Office of the AU Special Envoy on Women, Peace and Security and UN Women, in partnership with UNDP, UNICEF, UNHCR, UNFPA and the African Union Commission, the intergenerational retreat built on the objective of the AWLN Young Women Leaders Caucus to enhance intergenerational partnerships and young women’s agency and leadership to guide Africa’s transforma- tion.
    [Show full text]
  • Overview Materials March 2020 Disclaimer
    Overview materials March 2020 Disclaimer IMPORTANT NOTICE This presentation includes forward-looking statements. All statements other than statements of historical facts contained in this presentation, including statements regarding our future results of operations and financial position, industry dynamics, business strategy and plans and our objectives for future operations, are forward-looking statements. These statements represent our opinions, expectations, beliefs, intentions, estimates or strategies regarding the future, which may not be realized. In some cases, you can identify forward-looking statements by terms such as “may,” “will,” “should,” “expects,” “plans,” “anticipates,” “could,” “intends,” “targets,” “projects,” “believes,” “estimates”, “potential” or “continue” or the negative of these terms or other similar expressions that are intended to identify forward-looking statements. Forward-looking statements are based largely on our current expectations and projections about future events and financial trends that we believe may affect our financial condition, results of operations, business strategy, short-term and long-term business operations and objectives, and financial needs. These forward-looking statements involve known and unknown risks, uncertainties, changes in circumstances that are difficult to predict and other important factors that may cause our actual results, performance or achievements to be materially different from any future results, performance or achievements expressed or implied by the forward-looking statement. Moreover, new risks emerge from time to time. It is not possible for our management to predict all risks, nor can we assess the impact of all factors on our business or the extent to which any factor, or combination of factors, may cause actual results to differ materially from those contained in any forward-looking statements we may make.
    [Show full text]
  • Barriers to Sustainable Tourism in Senegal MAHAWA NDIAYE
    Barriers to Sustainable Tourism in Senegal MAHAWA NDIAYE Abstract This work is in line with the promotion of sustainable development initiated by the UNWTO in countries where tourism can be an essential vector of development and at the same time, in the development policy of the tourism sector in Senegal through the Emerging Senegal Plan (ESP). The tourism sub-sector generates nearly 75,000 jobs and is one of the largest providers of foreign exchange but its contribution to GDP remains modest. Tourism suffers from lack of connectivity to target markets, poorly diversified and insufficiently competitive supply, poor quality services, lack of trained and skilled manpower, and deficit of promotion of Senegal as a destination. It therefore includes, firstly, a survey of current barriers to sustainable development and, secondly, an analysis of hypotheses focusing on ways and means of financing sustainable development, access to greater social well-being and opportunities for sustainable economic growth, cultural heritage and biodiversity preservation, etc. Qualitative and quantitative surveys have made it possible, through their exploitation, to better identify practices that are conducive to a more productive and sustainable tourism implementation approach. Keyword: sustainable tourism, sustainable development, economy, brakes, southern countries. Published Date: 5/31/2019 Page.258-274 Vol 7 No 5 2019 DOI: https://doi.org/10.31686/ijier.Vol7.Iss5.1507 International Journal of Innovation Education and Research www.ijier.net Vol:-7 No-5, 2019 Barriers to Sustainable Tourism in Senegal MAHAWA NDIAYE PhD Student DOCTORAL SCHOOL OF SUSTAINABLE DEVELOPMENT AND SOCIETY UNIVERSITY OF THIES LABORATORY OF ECONOMIC AND MONETARY RESEARCH CHEIKH ANTA DIOP UNIVERSITY, DAKAR, SENEGAL Abstract This work is in line with the promotion of sustainable development initiated by the UNWTO in countries where tourism can be an essential vector of development and at the same time, in the development policy of the tourism sector in Senegal through the Emerging Senegal Plan (ESP).
    [Show full text]
  • Africa Digest Vol. 2019-13
    Vol. 2019 – 13 Contents 1. Trends in Agriculture in Africa ................................................................................ 2 2. Trends in Infrastructure in Africa ............................................................................ 5 3. Trends in Mini-grids in Africa .................................................................................. 8 4. Trends in Renewable Energy in Africa ................................................................. 12 5. The Decline of Jumia Technologies ..................................................................... 15 1 Vol. 2019 – 13 1. Trends in Agriculture in Africa Africa’s agriculture sector remains an important driver of job creation and economic development. This report addresses two growing sub-sectors, i.e. aquaculture and poultry. Both subsectors are currently underdeveloped and both present opportunities to entrepreneurs. Each can also play a meaningful role to address the challenge of food security in a continent that currently imports between US$35 and US$41 billion of food annually. AQUACULTURE IN AFRICA Global consumption of fish has grown twice as fast as the population since 1961. One of the most important sources of protein, fish, accounts for about 17 % of animal protein consumed globally. One third of the supply of fish for consumption is derived from aquaculture. However, aquaculture production faces various challenges, including overexploitation, pollution and habitat change. The International Fund for Agricultural Development (IFAD) seeks to
    [Show full text]