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Becoming an African Champion Ingredients for Business Success Becoming an African Champion Ingredients for business success Africa is the global economy’s last frontier. African economies are increasingly attracting the interest of a range of multinational corporations (MNCs) looking for untapped consumer markets for their products and services. After decades of paying little attention to Africa, MNCs have started to change their attitude towards the continent and are trying to get a slice of the ‘Africa Growth Story’ cake. However, in the regular absence of MNCs and their competitive pressure, local African companies have managed to establish and grow across the continent and have developed skills, expertise and scale to compete as intra-African multinational champions. As early entrants, African Champions have a home ground advantage and deep understanding of the ins and outs of African markets, as well as the agility to adapt quickly to the challenges and ever evolving business environment on the continent. While foreign MNCs might have deeper pockets and more global international supply chains and support networks, African Champions are more than capable of teaching companies from the rest of the world a lesson or two about doing business in Africa. As an organisation with deep roots in Africa’s frontier and emerging economies, Deloitte Africa has unpacked some of these success stories in what follows, and has been working closely to assist African as well as international companies to navigate what is a complex operating environment and to develop solutions for ensuring business success across Africa. Deloitte is now assisting the rise of Africa’s new champions. Dr Martyn Davies Alain Penanguer Managing Director: Emerging Markets & Africa Managing Partner Deloitte Africa Deloitte Francophone Africa Becoming an African Champion – Ingredients for business success 1 Is there a universal recipe for success in Africa? There is no universal recipe for building businesses in Africa African Champions have developed specific expertise or anywhere in the world. It is rather the combination of to manage challenging business environments on the various soft and hard skills paired with the right timing and continent. These are business environments that at times a solid understanding of the market-specific opportunities mirror often similar challenges as experienced in their and risks that enable companies to become champions in home environments. They have also developed expertise their respective sectors and geographies. to mitigate business risks stemming from obstacles such as insufficient transport and power infrastructure, as well While this is by no means unique advice for building as the relatively low disposable income of the local mass winning businesses in Africa, as it applies to market and oft challenging regulatory environment. entrepreneurship and expansion strategies throughout the world, Africa is unique in the sense that it is arguably In this light, a number of cross-cutting factors under five the one developing region in which the gap between broad identified themes are elaborated on, with relevant perception and reality of business conditions remains to company references and brief case studies on some of be the largest. the ingredients that make an African Champion. West African CFA franc bank notes 2 Ingredients for business success Strategic & First-mover synergistic advantage acquisitions & partnerships • Low degree of competition • Partners provide access to local • Ability to influence operating networks & knowledge environment • Partners assist with navigating • Ability to achieve major brand the operating environment recognition • Partnerships & acquisitions • Market leadership acts as increase scale deterrent for others • Acquisitions fast-track expansion Localisation ‘Step-by-step’ & local expansion content strategy • Limited effectiveness of • Soft-landing due to proximity, cut-and-paste approach Diversification similarity in culture & language • Adjusting offering to local of core • Building scale & credibility • Leveraging regional brand equity conditions offering • Localisation of production with for pan-African expansion local inputs • Product format & delivery speaks to local needs • Reduction of dependency on • Localising brand single market/sector communication to build • Access to larger markets emotional connection • Needs-driven diversification widens service/product portfolio Becoming an African Champion – Ingredients for business success 3 Unpacking the cross-cutting factors First-mover advantage In pursuit of new markets and consumers for their Also, as a first-mover in the satellite television sector on products and services, companies are increasingly looking the continent, South Africa’s MultiChoice dominates for opportunities outside of their home markets. South the African pay-tv market with its digital DStv service. African, Moroccan, Nigerian and Kenyan corporates have Currently, MultiChoice services close to 4.7 million been among the most prominent and arguably most households across 49 countries in Africa and offers in successful African companies gaining a foothold in the excess of 100 video and 65 audio channels. continent. Companies from these countries are leading the pack and have often been able to leverage their first- In addition to the northward expansion by South mover advantage as they entered un- or underserviced African banks such as Standard Bank and FirstRand, markets at an early stage. First-movers at times have West and East African banks have rapidly expanded thus played a vital role in establishing or formalising their in their respective regions and across the continent to respective industries in new markets. gain early access to underserviced markets. Among the most prominent and successful first-movers from West For example, MTN, South Africa’s telecommunications Africa is Togo-based Ecobank Transnational Incorporated giant, is an often cited example of a successful first-mover which has expanded into 36 African countries since its in Africa’s telecommunication sector. The firm has grown formation 30 years ago, making it the largest pan-African into one of the leaders of mobile telephony in Africa bank by geographic footprint. by taking the risk and entering markets that had been perceived as unviable and too risky. African markets were Mali’s Azalaï Group Hotels, the first privately owned hotel often regarded as unattractive by established international chain in West Africa, is a first-mover in the hospitality mobile operators and hence largely ignored by these industry in some of the more challenging West African MNCs. MTN, however, managed to leverage its first-mover markets, which are regarded as too risky and not viable advantage and to capture the underdeveloped mobile by international competitors. The company, which was telecommunication market in Africa and firmly position established in 1994, operates hotels in Mali, Benin, itself as the market leader in most of its geographies. Burkina Faso and Guinea-Bissau and is looking at further expansion in the region. Similarly, South Africa’s Shoprite Holding Ltd., Africa’s largest grocery retailer, serves as a prime example of a In Kenya, low-cost private education provider Bridge first-mover that has been able to capture and formalise a International Academies, have been pioneers in providing highly fragmented sector that was traditionally serviced by quality to base-of-the-pyramid pupils in Kenya since small and informal grocers or open-air markets. Shoprite’s establishing in 2008. Leveraging a vertically integrated expansion into the continent from 1990 onwards has led system, technology and scale, Bridge International to the increasing formalisation of the retail landscape in Academies service more than 100 000 children in Kenya the 15 markets where the retailer is present. and Uganda. This first-mover in the low-cost private education space has attracted financial backing from organisations and individuals including Bill Gates, DFID, First-mover advantage First-mover IFC, Omidyar Network and Mark Zuckerberg. 4 Downtown Lagos Other prominent first-movers include companies such as Nigeria’s e-commerce platform Jumia which is present in 10 countries across the continent or iROKOtv, the world’s largest Nollywood movie on demand platform, and Kenya’s Safaricom, a pioneer in the mobile money transfer sector. Being an early entrant to a market or sector presents unique challenges and opportunities alike. On the one hand, the new market is uncharted territory for the company and none or only a very few have ‘walked the walk’ before. Hence, first-movers are not afforded the luxury to learn from other companies and their mistakes. On the other hand, due to the absence of established competitors, first-movers often enjoy an initial monopoly status in the new markets and gain major brand recognition from being the first in the market. This dominant position can serve as a deterrent for other companies considering market entry. Becoming an African Champion – Ingredients for business success 5 Panoramic view of Nairobi Localisation & local content African consumers are not too dissimilar to consumers South Africa and Afghanistan, the mPesa model has been in other emerging markets. As their emerging market applied by Safaricom’s competitors in other markets. peers, African consumers value and demand good quality products and services at an affordable price and are often A range of companies have also successfully penetrated very brand-conscious as prominent brands are
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