“Companies that fail to dig deep into the consumer psyche in African markets before making a move are bound to fail.”
Although Woolworths hasn’t gained success in Nigeria, many other South African retailers have done good business.
“How many times have you heard that many of the fastest-growing economies in the world at the moment are in Africa?”
“Some of the world’s fastest-growing economies are here and international brands want a piece of the action.”
The Nigerian presidential race is effectively done and dusted — even though the poll is scheduled for April.
Three African presidents stood on a river bank recently, waiting for their boat to come in. It never arrived. This is no metaphor.
A quick survey of the cement industry in Africa north of the Limpopo suggests that contrary to South Africa’s post-World Cup blues, Africa is awash with construction plans, constrained only by a shortage of cement.
There is no African oil curse, maintains global oil and gas expert Dr Duncan Clarke, only an inherited and continuing curse of politics.
In Nigeria’s colonial era, the city of Port Harcourt was favoured by the British rulers as a place to live because of its balmy weather, extensive gardens, sound infrastructure and access to the Atlantic Ocean.
If South Africa does not wake up to the benefits of having a proper multi-stakeholder Africa strategy it will be left out in the cold in the new scramble for the continent.
The recent firing of the Nigerian Stock Exchange (NSE) CEO highlights a gradual move to a new standard of corporate governance in Nigeria.
In 1993, Equity Building Society in Kenya was declared technically insolvent; in 2010 it claims more than half of Kenya’s banked population as its customers.
Are South African companies damaging relationships with other African countries by not playing by the rules?