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Building an E-Commerce Platform for Africa: The Story of Send Me Founder Emmanuel Lahai

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Building an E-Commerce Platform for Africa: The Story of Send Me Founder Emmanuel Lahai

Estimated reading time: 8 minutes

Emmanuel Lahai is a 21 year old entrepreneur from Sierra Leone. After a year of studying civil engineering in Sierra Leone, Lahai won a scholarship to continue his degree in China where he founded Send Me, a business to help Sierra Leoneans buy Chinese-made products online. Now, Send Me is shifting its focus towards facilitating e-commerce within Africa, with the long term goal of connecting small businesses throughout the continent with consumers from all over the world. 

Empower Africa’s Editor Shira Petrack sat down with Emmanuel to hear about his entrepreneurship journey and insights. Below is an edited transcript of their conversation. 

What inspired you to start your own business? 

While studying in China, I knew that things were tough with my family back home. I knew that I wanted to start my own company to raise income and to help reduce unemployment in Sierra Leone. I saw all these cheap products available online in China that people in Sierra Leone would want to buy, but the logistics were very difficult. I thought that in my own small way, I could solve the problem. 

How did you know what do do? 

I didn’t study business in university, but I have some innate capacity for business. I have also read a lot of business books and blogs. I was very inspired by Robert Kiyosaki’s book Rich Dad Poor Dad, and Benjamin Graham’s The Intelligent Investor, and I also follow blogs and business news.  

How does Send Me work? 

We use social media to communicate with our customers. Very few people here use Instagram or Snapchat, some people use Facebook, and most people use WhatsApp, so we primarily advertise the products in WhatsApp groups. Customers can also send us a picture of a product that they’re looking for, or they can describe it to us and we will send them a sample picture of a product we can deliver.

At first it was difficult to find customers, so I learned how to advertise through WhatsApp. I realized, for example, that pictures are more effective than either videos or long text messages, because it only takes customers 1-2 seconds to look at a picture. Most of our employees go through a one week training course to learn to market on WhatsApp according to the best practices that we have identified. Since most groups are personal groups and not principally for advertisement, we need to be very strategic in terms of the timing, quantity, and content of our advertisements so that we don’t get removed from the groups. 

Some products are locally sourced, but we mostly work with third-party shipping companies in China to ship products to Africa. Once the product arrives, we deliver it to the end customer. In the long term, we would like to move away from China and rely primarily on African suppliers. 

What gave you the idea for Send Me? 

Like I said, at first the goal was just to create a source of income and reduce unemployment in my community. Once I started, I quickly realized that in order to become truly sustainable I would need a bigger goal. I looked at big corporations like Apple, Google, and Amazon, and I noticed that they all have a big goal, so I decided to increase our scope, enlarge our vision, and focus on helping small businesses by establishing a proper logistics system for Africa. 

Right now, very few African consumers are buying products that were made in other African countries because it’s very difficult to move products from one country in Africa to another, and very few international consumers purchase African made products. Our goal is to create a sustainable logistics infrastructure that will allow small businesses to enter international markets in the US, China, and Europe. 

How has Covid affected your business? 

Most of our suppliers were in China, so we were mainly affected in February when China was completely closed. Factories were not operating and airplanes were not flying, so we had to completely change our supply chain. Even now that China has opened again, we are still struggling to receive our international shipments on time. Flights can be delayed or cancelled at any time and countries can suddenly go into lockdown, so we still cannot rely on our international suppliers. 

As a result, we shifted our strategy from sourcing from China alone to sourcing from local African suppliers. We looked at countries near-by, like Guinea and Togo, and tried to get products from there. We also began marketing and selling products that were locally made in Sierra Leone.

We have also stopped taking pre-orders. Before Covid, customers could place an order with us and we would accept the order before looking for that product in China. Now, we are trying to source most of our products locally, and we only accept orders for international products once the product has already arrived in the country. Once we have the funding, we would like to build and stock a local storehouse with a large supply of products to sell to customers in Sierra Leone and other nearby countries. We would also like to continue to build our African supply chain and work with local businesses to reach more customers. 

What do you think of the African Continental Free Trade Agreement? 

I think the African Continental Free Trade Agreement is a very important stepping stone towards creating a more integrated African market. In fact, the AfCFTA, along with Covid, was an important factor in our decision to expand our strategy and work on building an African e-commerce platform. The AfCFTA will make it easier to move products between African countries in terms of the regulation, but we still need the logistical infrastructure to support the trading, and that’s where we want to come in. If the infrastructure is not there, then the AfCFTA will be useless. 

It is very hard to move products between African countries. In fact, it is often easier to send products from Ghana to Europe or the United States than to send the product from Ghana to Sierra Leone. And some services, such as one-day shipping, are currently just not possible in Africa. Our long term goal is to create the infrastructure and provide cheap logistical support for small African businesses to export their products to the international market, and to create a proper e-commerce platform in Africa. 

What are some of the challenges of developing an African e-commerce platform? 

Many homes in Africa don’t have specific addresses, which makes it challenging to deliver to the end consumer. Another challenge is the relative lack of shipping companies and the low frequency of international flights coming in, especially to countries like Sierra Leone. 

Production capacity is also much smaller in Africa. A small Chinese company can produce 100 or 1000 bags a day, but a similar African company might only be able to produce maybe ten bags a day, and then it needs to sell those bags before producing another ten.

But just because a problem is difficult doesn’t mean it can’t be solved. The more difficult the problem, the greater the reward. That’s what entrepreneurs are for – for solving problems. I believe that solving the problems with shipping can help reduce difficulties in other areas. Bringing African customers more affordable products at faster rates can help other businesses and services providers on the African continent. This is what will help Africa move forward. 

Do you have any advice to give to young people who are thinking about starting a business? 

The advice I would give is find a problem to solve and look at the bigger picture. You can easily get a job, work at a firm, and spend thirty to forty years there, maybe even the rest of your life, and only impact the friends and family you have around you. But you can also push forward and actually build a company, build an organization, build a movement, and then impact thousands if not millions of people and solve problems. 

The amenities that we’re enjoying now, the internet that we’re enjoying, the smartphone that we’re using – it’s all because people pushed and continued pushing a step forward into innovation. So if we’re to drive humanity forward, if we’re to drive society forward, we need to think of how we will build a better life for our country mates, and a better life for our family and our children. 

I think more people should be starting companies. It’s not easy to start a company, especially in Africa – if you look at the World Bank Ease of Doing Business Rankings, most countries in Africa are way down the list. 

However, we need to solve these problems. So I would tell young people to think of the future generations and our friends around us, and put in the extra effort to solve these problems to make things better. And you should keep pushing because you’ll feel like giving up, you’ll be tired sometimes, you’ll feel like there is no way out, you’ll be blocked, but you should keep pushing. You should not give up. But you should also be smart and think and find solutions instead of just moving forward without any plan. 

Keep pushing, look at the bigger picture, and you will solve the problems. And I think that there is a necessity for problems to be solved, or else Africa won’t move forward and we will continue to be dependent upon funds. 

Do you have any plans in the short term to expand beyond Sierra Leone? 

Yes, we are planning on expanding to smaller economies first – we’re looking at Guinea and Liberia – before expanding to larger economies. We are a small company and we are still looking for funding, so we don’t feel ready yet to enter the larger economies where there is more competition. 

First, though, we need to build a website. So far we have been using only social media – Whatsapp, Facebook and sometimes Instagram. Now we are building a proper e-commerce platform. Our goal is to launch the website in Sierra Leone, then move to smaller countries around us, and then move to the larger economies. 

Would you like to share any final thoughts? 

Doing business in Africa is quite difficult. However, it is possible, and the rewards are immense. And to whoever is reading this, we are still looking for funding and for ways to expand. If you are interested in investing in Send Me, we would love to hear from you!

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Fast Facts on Doing Business in Botswana

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Fast Facts on Doing Business in Botswana

By: Shira Petrack

Estimated reading time: 4 minutes 

Now more than ever, companies need accurate and up to date market information that can guide them in adapting their strategy to a post-Covid world. While a lot of material can be found online, busy executives do not always have the time to sift through lengthy reports to find the data points relevant to their business. To make it easier for you to get the intelligence you need to enter or expand in the African market, we have put together this short list of highlights from the 2020 Investment Climate Statement on Botswana.*

Information for Investors:

  • The Government of Botswana promotes foreign investment in specific sectors, including:
      1. Diamonds
      2. Water and sanitation 
      3. Electricity 
      4. Transportation 
      5. Telecommunication infrastructure 
  • Other sectors (not specifically promoted by GoB) with high investment potentials are:
      1. Mining 
      2. Mineral processing 
      3. Cattle 
      4. Tourism 
      5. Financial services 
  • Botwana’s Special Economic Zones Authority (SEZA) is currently working on developing eight special economic zones throughout the country to streamline investment in sector-targeted geographic areas.
  • The Botswana Investment and Trade Center (BITC) 
    1. Was designed to serve as a one-stop shop for investors or entrepreneurs looking to set up a business or a business partnership in Botswana.
    2. Supports investment projects that will diversify the economy away from dependence on diamond mining and create jobs for, and transfer skills to, Botswana citizens.
    3. Foreigners who wish to operate a business in the country are required to register and obtain the relevant licenses and permits as prescribed by the Trade Act of 2008

Information for Traders: 

  • Botswana, along with Lesotho, Namibia, South Africa, and eSwatini, is a member of the Southern Africa Customs Union (SACU) which is the world’s oldest customs union. These five states maintain a duty free trading area with a common external tariff.
  • As part of its mission to promote trade with the country, the BITC also runs the Botswana Trade Portal, which centralizes all the official information that importers or exporters need to know when setting up their trading business in the country.
  • With the exception of certain foodstuff, import permits are not required for goods entering Botswana from other SACU members.
  • SACU has a free trade agreement with Iceland, Liechtenstein, Norway, and Switzerland through its agreement with the European Free Trade Association.
  • SACU countries have signed reciprocal preferential trade agreements (PTA) with MERCOSUR countries (Argentina, Brazil, Paraguay, and Uruguay) that are in the process of being ratified.
  • Botswana is a member of the Southern African Development Community (SADC) and follows its protocol on trade.
     
  • Botswana has signed an interim Economic Partnership Agreement (EPA) with the EU, which provides duty and quota free access on Botswanan goods to the EU markets.
     
  • Botswana and Zimbabwe have a trade agreement that provides duty-free access for goods within certain parameters.
  • Botswana has signed the African Continental Free Trade Agreement (AFCTA), but it has yet to ratify the AfCFTA.

The Legal System: 

  • The legal system is based on Roman-Dutch law and influenced by English common law. The legal corpus is made up of legislation, judicial decisions, and local customary law.
  • The judiciary is largely regarded as fair and impartial.
  • Botswana has a specialized anti-corruption court that handles all corruption cases.
  • Some litigants have complained about the turnaround time for civil and commercial cases. To expedite the process and ensure relevant judicial expertise, the Government of Botswana is planning to build a corps of specialized commercial judges within the civil court system that will handle commercial cases.   

Property Rights:

  • Botswana’s constitution prohibits the nationalization of property, and the government has never pursued a policy of forced nationalization in the country’s history. The only exceptions are 
      1. Expropriation in exchange for market value within the parameters of the Acquisition of Property Act;
      2. Revocation of an independent power producer’s license and confiscation of the operations in exchange for compensation for public interest purposes within the parameters of the Electricity Supply Act.
  • Of the three categories of land in Botswana – freehold, state land, and tribal land – only freehold land (approximately 5% of the land in the country) can be sold to foreigners.
  • State land (about 25% of the land in Botswana) can be leased for 50 years for industrial and 99 years for residential use.
  • All minerals in Botswana, including those found in private lands, are treated as the property of the state.

Tax Rates:

  • Botswana has a 22% corporate tax rate. The Ministry of Investment, Trade, and Industry (MITI) can grant manufacturing companies a reduced rate of 15%. The withholding tax rate on distributed dividends is 7.5%.  
  1.  

*The United States State Department’s Investment Climate Statements publishes yearly analyses of foreign markets that cover almost all countries in Sub-Saharan Africa. These reports can help companies make informed business decisions regarding their foreign investment and partnership. 

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Covid’s Impact on Consumer Spending in Africa

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Covid's Impact on Consumer Spending in Africa

By: Shira Petrack 

Estimated reading time: 4 minutes

The Covid-19 pandemic has caused a recession in Africa for the first time in twenty-five years. The World Bank calculated that the considerable drop in economic activity will cost the region at least $115 billion in output losses in 2020 alone.

Some worry that the restrictions affecting entrepreneurs and small businesses will affect the trajectory of Africa’s middle class for years to come. But the middle class also includes a large share of young people age 15-24 who drive consumer trends in food, entertainment, and connectivity. In the aftermath of Covid-19, this generation will exercise an even greater influence on Africa’s consumer demand trends. 

Covid’s Economic Impact 

In a high-frequency phone survey of Malawi, Nigeria, Uganda, and Ethiopia during May-July 2020, the World Bank found that 77% of households had lost income due to the pandemic. Business income represented the most common source of lost revenue in all four countries, although there were some disparities in the findings: Ethiopians reported significantly less wage income, farm income, and remittances losses than the other three countries. In all four countries, concern about the financial threat of Covid-19 was greater than worry over the virus itself. 

An SMS poll of Kenya, South Africa, Nigeria, Côte D’Ivoire, and Mozambique conducted by GeoPoll during June-July 2020 revealed similar findings: 76% of respondents reported income losses, with almost half (49%) stating that their income decreased “a lot.” In a follow-up survey conducted in November 2020 in the same five countries plus the DRC, the percentage of respondents who told GeoPoll that their income had decreased a lot since June 2020 had increased to 52%. Another 27% stated that their income had decreased a bit. All in all, almost 4 out of every 5 people surveyed experienced a loss of income during this period. Interestingly, although more people reported income losses in the November survey, only 65% of respondents were concerned with paying their expenses, compared to 71% in June. 

Africans are Spending Less 

A majority of respondents, including those who have not experienced a recent loss of income, told GeoPoll that they expect to spend less this holiday season. This thrifty attitude should change by next year’s holidays. A September consumer sentiment survey conducted by McKinsey in South Africa, one of the hardest-hit countries, found that 69% of respondents do not expect the financial impact to last more than a year.  

The younger generation (aged 15-24) is the most optimistic both about the length of the economic impact and their future income prospects. They were also the least likely to report that their income decreased “a lot.” 

Effect on E-Commerce is Varied

The pandemic’s effect on e-commerce has been mixed. The World Bank found that sales decreased for most specialized e-commerce companies, whereas most third-party online marketplaces saw increases in sales. In South Africa, McKinsey found a 90% growth in online purchasing on average across most categories, with online purchases of alcohol, snacks, personal care products, and groceries growing over 100%. GeoPoll, on the other hand, found an overall decrease in online shopping among its respondents, perhaps due to the general decline in spending. 

Small businesses all over the continent are joining digital sales interfaces for the first time. Savvy entrepreneurs are capitalizing on the increased demand by building e-commerce platforms or integrating them into their existing offerings. In March, SafeBoda, a Ugandan rideshare app with an emphasis on safety that matches passengers with motorcycle drivers, launched a food delivery service shortly before the country went into lockdown. Several days later, the company launched a delivery service for food, groceries, and essentialsFlutterwave, a payment platform, set up an e-commerce portal that allows merchants to set up virtual shops and receive payments through Flutterwave. 

Bringing more shoppers to these new online stores depends on improving connectivity on the continent and making it more affordableGovernments can enact regulations to encourage competition in the space. Since young Africans are more likely to use the internet than their older counterparts, their online shopping habits will shape the future of e-commerce in Africa.

The Restrictions’ Collateral Damage  

GeoPoll found that residents of countries that had enacted the most severe restrictions struggled the most financially and experienced the most emotional stress. In hindsight, the lockdowns’ economic cost may outweigh the benefits.

The region has surprised experts in its resilience to the virus. With the exception of South Africa, where over 28,000 people have died from Covid-19 to date, Africa’s average case-fatality ratio (number of deaths per diagnosed cases) is significantly lower than the global average. The continent as a whole has recorded a little under 3 million Covid cases – significantly less than the 250 million that some experts were predicting. While the lockdowns undoubtedly slowed the virus’ spread, many have attributed Africa’s success with the virus to the low median age in the region – the median age in SSA is 18.7 compared to 43.1 in Europe.

The overall public health benefits of the restrictions are also not yet known. For instance, the World Health Organization predicted that the Covid-related disruptions reducing access to treatment will lead to an estimated 20,000-100,000 increase in malaria deaths, depending on the extent of the disturbance, compared with the approximately 40,000 deaths in 2020 caused by Covid-19 in the region.

Looking forward to 2021

It is always hard to predict the future – and it seems downright impossible to do so amid a novel global pandemic. However, one thing is sure: Africa’s youth will play a key role in Africa’s post-Covid economic recovery.

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Measuring the African Consumer Market

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Measuring the African Consumer Market

By: Leah Ngari

Estimated reading time: 5 minutes 

Africa’s consumer market is growing. Over the past twenty years, household spending in Sub-Saharan Africa has grown 150% faster than the populationLandry Signé at the Brookings Institution forecasts that total household consumption in Africa will reach $2.1 trillion by 2025 and 2.5 trillion by 2030*. African companies such as Azam and Bidco now include dozens of consumer brands sold across the continent. Large multinationals such as Kraft FoodsJohnson & Johnson, and Volkswagen have ramped up their presence on the continent to meet this growing demand.  

How Big is the African Consumer Class? 

While there seems to be a consensus among private-sector analysts and academic researchers that the African consumer market is growing, it is not always clear how this class is identified and measured. A globally accepted, general definition for the middle class* focuses on average yearly income. For example, the PEW Research Centre defines middle-income households as households that earn two-thirds to twice the national median income. Others categorize households as “middle class” according to total asset ownership or consumption patterns. 

None of these measures can accurately capture the magnitude and spread of Africa’s consumer class. First, data sets regarding income or purchasing patterns are often incomplete or unreliable. Many Africans derive a considerable portion of their income from informal work, which can skew official income statistics. And purchasing patterns mean different things in different places since consumer good prices vary significantly throughout the continent. A person in Lagos, Nigeria, can buy 10 liters of petrol at $4.60, while in Luanda (Angola), the same 10 liters sell for $11.50 – more than double. In eSwatini, 1 GB of Data can cost as much as $21.39, versus as little as $1.97 in Mozambique. These variations mean that consumption levels of specific goods do not necessarily indicate overall purchasing power. 

Second, measuring consumer capacity by looking at income or wealth ignores the fact that household income is often vulnerable to seasonal fluctuations. Many African middle-class members supplement their income with informal side jobs, so their income does not remain steady over time, affecting consumption habits. And for most Africans who still work in agriculture, income is affected by seasonal price fluctuations. As a result, a household’s consumption ability changes throughout the year and between years due to variations in weather patterns and commodity prices. Companies looking to build a long term strategy cannot create an effective African consumer market strategy by looking at income alone. 

Measuring the African Consumer Market

Some data consultancy companies have found ways to include income fluctuations, geographical differences, and consumption patterns when measuring the consumer classIpsos used the AfDB identification of the African middle class as people earning between $2-$20 per day as a starting point. Then, they added several criteria of their own to offset disparities and capture a more stable set of consumers. In their report “African Lions: Who are Africa’s rising middle class?” Ipsos suggests using the following consideration to categorize and individual as a “consumer”: disposable income (not spending more than 75% of income on groceries); productive occupation (that the individual is employed, runs a business, or is in further education); and education 

Other data consultancies have scrapped the income indicator altogether. In its report “Finding the Dynamic African Consumer,” Fraym adapted a method initially designed to classify consumers in India. This technique uses asset ownership data and educational level to identify consumers, with a higher educational level offsetting lower asset ownership and vice versa. Assets include durable assets, such as refrigerators and televisions, and household characteristics, such as piped-in water and agricultural land. 

This classification also allows for better cross-country comparisons without relying on unstable exchange rates or pricing discrepancies. Using its method, Fraym identified 330 million consumers in the region, 219 million in just five countries and 94 million in another fifteen countries. 

Why Consider the Consumer Market at the Continental Level 

Looking at the consumer market on a continental level allows companies to compare between different consumer markets in the region and strategize their growth accordingly. According to Fraym, 95% of the consumer class resides in just 20 out of the 54 countries. For example, Nigeria has about 52 million people in the consumer class, but Togo has fewer than 2 million consumers, presenting a very different market environment for investors and consumer-facing companies. 

These differences also present between cities. Lagos in Nigeria and Johannesburg in South Africa top the count with over 8 million consumers, and Kinshasa in the Democratic Republic of Congo and Luanda in Angola have more than 4 million. Since most African consumers live in cities, companies should focus their market research on cities rather than countries. 

Using Data to Inform Strategy

Companies cannot rely on generalized income levels or spending data to assess the current magnitude or future potential of consumer demand in Africa. Businesses that want to serve Africa’s growing consumer base should use the data on the continental level to identify the cities where they could grow and invest resources to study consumers’ behaviors and characteristics in that city. The lack of readily available, reliable, and comprehensive data sets should not deter companies looking to grow in Africa from making informed strategic decisions based on realistic projections. 

*A note about Covid’s impact and terminology

Most of the projections quoted in this article pre-date the Covid-19 pandemic. Although the specific numerical forecasts need to be adjusted in light of the contraction across the continent, the considerations regarding the best ways to measure consumer demand on the continent remain.

The term “consumer class” and “middle class” are used synonymously.

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Introducing the Driving Business in Africa Private Virtual Networking Series

Business in Africa

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Introducing Driving Business in Africa Virtual Networking Events Series

By: Shira Petrack

At Empower Africa, we believe that increasing business and trade on the continent is the only path to sustainable economic growth. We also believe that connecting, communicating, and collaborating with trusted individuals and companies is key to commercial success and private sector expansion. 

That’s why Events and Trade Missions are one of the three pillars of our company. (The other two are our Consulting and Project Facilitation Services and the Empower Africa Business Network.) We bring together top business executives, entrepreneurs, investors, government officials, and NGO representatives who believe that the continent’s long term prosperity depends on increasing trade and business. At our events, attendees can discuss specific opportunities, share best practices, and gain expertise on certain sub-sectors and industries. 

Despite being a young company, we have built a wide and global network of trusted and valuable contacts. After hosting several well-attended international in-person events in North America, Europe, and Africa, we were ready to expand our events offerings. Then Covid-19 forced international travel to a standstill, and we needed to rethink our strategy. 

Thankfully, we soon realized that we had received an incredible opportunity. Our network spans across the globe, and the busy schedule of many of our contacts makes attending in-person events a challenge. And while in-person events have certain undeniable advantages, virtual events offer some unique benefits

On October 28th, we hosted our first virtual Driving Business in Africa Virtual Event covering the African Continental Free Trade Area (AFCTA). The event consisted of a panel discussion sandwiched between two hour-long networking sessions. Virtual tables seating two to eight people were arranged across four different themed floors. Attendees could hop from table to table and from level to level from the comfort of their home or office. 

Although we had a strong track record with our in-person gatherings, we were a bit nervous that our guests would not be as keen to attend a virtual event. We should not have been. Guests tuned in from eighteen different countries, representing fourteen diverse industries. Our exclusive event was invite-only, and 41% of the 77 guests were C-suite executives. In the end, we got such great feedback that we decided to turn the Driving Business in Africa Virtual Networking Event into a monthly occurrence!

To keep these events as valuable as possible for all participants, we are only inviting guests from our guest list. However, we are always looking to expand our network, so we have opened applications to join our guest list. Please click here for more information.

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4 Reasons to Attend a Virtual Networking Event

Virtual Networking Event

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4 Reasons to Attend Virtual Networking Events

By: Shira Petrack

If you are trying to start a new business, grow an existing company, or find new clients and business partners, you need to be meeting people and getting your name out there. Unfortunately, in this age of Covid-19, attending an in-person networking event poses a significant health risk. Even with safety protocols in place, traveling to and from the event leads to unnecessary exposure. 

Given the perils associated with hosting in-person events during a pandemic, many major conferences have chosen to go virtual. Several startups are working to reinvent remote events and re-create the magic of large in-person gatherings online.  

Experts predict that virtual events are here to stay. Some even think that once the Coronavirus is behind us, “hybrid” events – events with both an in-person and online component – will become the norm. After attending more virtual events than in-person ones throughout 2020, it has now become clear that virtual events offer a unique set of benefits. 

If you have yet to attend a virtual networking event, you probably have some reservations. You may be thinking – How will I find the people I want to meet? What if my child/partner/cat interrupts me and ruins the critical first impression? Won’t it be incredibly awkward to talk to a total stranger on video without being able to read his or her body language? 

To encourage you to take the leap, we are sharing the top 4 reasons to try out this new networking avenue: 

1. It’s Convenient  

All you need to join a virtual networking event is a working internet connection and a laptop. Some platforms even allow you to join from your phone! You don’t need to figure out transportation, waste time getting to and from the venue, or worry about who will pick the kids up if the event is running late. 

Virtual events allow you to tune in for the session’s exact duration and on your terms. If something happens outside the event that needs your attention, you can just pop out of the event – no need to walk for ages in a bustling exhibit hall to find a quiet spot to talk on the phone. And when you’ve solved your problem, you can easily pop back in without worrying about making an awkward entrance. 

2. It’s Cost-Effective 

This point is related to #1 – virtual networking events are almost always cheaper to attend than live ones. First, the ticket cost often costs less since the event organizer does not need to rent out a convention hall, pay for catering, or rent service or operational staff. You also save on gas, car rentals, and flights. Lastly, you get back the work hours that would otherwise go to travel, which can be quite significant to entrepreneurs and SMEs operating on lean budgets! And if you arrive at the event only to realize that it’s not what you thought – you can always cut your losses and go back to your work, which would never be possible if you were physically in the happening. 

3. You Can Meet a Broader Range of People 

By definition, all the attendees at in-person events are individuals who could be in the same physical place at the same specific time. This means that many potentially relevant connections miss out due to geographic or scheduling pressures that constrain their travel. Besides, many people won’t travel internationally for smaller networking events, even though the more intimate setting might be particularly conducive for forging connections. 

For instance, at Empower Africa, we recently held a 77 person event with attendees tuning in from over 18 countries, which lasted just three hours! While we think it was extremely informative and valuable, most people would not board an international flight for a three-hour networking event. Because this was virtual, however, a much broader range of people attended, which made the networking that much more valuable. 

4. It May Actually be Easier to Make Connections

How often have you gone to an in-person networking event only to hang out at the refreshment table or aimlessly walk the exhibit hall instead of meeting other attendees with the potential to turn into valuable contacts? Meeting new people can be challenging – but even introverts need connections to grow their business. 

Virtual networking events can break the ice by creating a sense of intimacy that can sometimes be lacking at more bustling, in-person events. The software we use for our virtual networking events at Empower Africa allows you to pop in and out of tables with limited seating, where you can chat directly with the other attendees “seated” at your virtual table. Whereas at an in-person event, you can sit at someone’s table while you both awkwardly stare at your phone, a virtual event can break the ice for you by propelling you into a virtual chat room with the stranger “seated” next to you. And if you find that you don’t have much in common, you can always pop over to another table!

Give Virtual Networking a Chance!

At this point, pretty much all networking events that have not been canceled have moved online. With winter coming and Covid-19 spiking in many major cities, the trend shows no sign of slowing down. Next time you’re debating whether it’s worth spending time and money to engage in remote networking, remember – virtual networking events can save you time and money while allowing you to connect directly and conveniently with potential connections from across the globe! 

To apply to join the guest list to Empower Africa’s Driving Business in Africa Virtual Networking Events Series, click here

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The 5 Business Models of African Tech Hubs

The 5 Business Models of African Tech Hubs

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The 5 Business Models of African Tech Hubs

By: Leah Ngari

Entrepreneurs in Africa often struggle to find capital or source expertise required to develop their idea into a thriving business. Tech hubs seek to fix these issues by providing co-working spaces, accelerator programs, and mentorship opportunities. As a result, tech-based startups can get the funding, training, and connections they need to transition from concept to implementation. Currently, over 600 tech hubs currently operate across Africa, fostering flourishing communities and robust networks that allow entrepreneurs to realize their vision and propel their business to the next level. 

Why are Tech Hubs Important? 

Tech hubs can help African entrepreneurs overcome the specific challenges they face in establishing successful tech companies on the continent. Africa’s connectivity gap can frustrate many innovators who rely on a stable internet connection for their work. The shortage of seed-stage funding can make it difficult for new founders to make the investments necessary to get their company off the ground. Lastly, the digital skill gap on the continent can inhibit innovators from sourcing the expertise needed to build a winning team. 

The Five Different Business Models for Tech Hubs 

There are many different types of tech hubs on the continent. Some hubs, such as Nigeria’s CcHub, focus on the local startup ecosystem, contributing to the tech industry’s growth in their country of operation. Other hubs, like pan-African MEST, consist of a network of hubs that facilitate communication and collaboration across the continent. According to the International Trade Center‘s report Supporting Startups: Tech Hubs in Africa, these are the five business models for tech hubs on the continent.

1) The Grantee

Tech hubs that intentionally choose to work with public organizations, foundations, and corporate social responsibility (CSR) departments of large multinational companies fall into the “grantee” model. Grantee tech hubs generally offer their services free of charge. They may provide mentoring, business connections, specialized training, networking opportunities, media attention, access to markets and capital, and technical tools and resources.

2) The Networker 

Networker tech hubs strive to create an ecosystem that gives entrepreneurs access to the network they need to grow their company. These hubs generally give their entrepreneurs access to a physical co-working space that enables connections to develop organically. Successful networker hubs manage to build an ecosystem of freelance talent, peer entrepreneurs, companies, investors, and other business development services. 

3) The Consultant

Most tech hubs interviewed for the report fell into this category. Tech hubs operating on the consultant model try to secure multiple revenue streams by offering their consulting services to public and private organizations. Consultant tech hubs aim to become profitable as quickly as possible while supporting entrepreneurs at little to no cost. These consulting services can be in the form of 

  • Providing digital solutions services
  • Granting access to data for government and development organizations
  • Giving training sessions on innovations 
  • Helping large corporations set up their startup accelerators 
  • Advising organizations, foundations, and multinational companies’ CSR programs on collaborating with entrepreneurs and startups to create jobs, foster inclusiveness, etc 

4) The Agent 

Agent tech hubs are usually acceleration-oriented. They focus on startups that are ready for funding by connecting them with investors. These hubs seek to generate revenue from exits, success fees, and fund management fees. Unfortunately, this model is challenging to develop in immature entrepreneurial ecosystems. As a result, the only surveyed hubs to generate revenue from exits were located in Ghana, Kenya, and Nigeria, which are all classified as mature ecosystems. 

5) The Builder

Unlike other incubators or VCs, the builder tech hubs’ main goal is to build startups from the ground up. Builder tech hubs function as startup studios that aim to generate revenue by creating multiple successful startups. They have the infrastructure necessary to support emerging startups by making available the technical tools, management, and multi-disciplinary team necessary to build a business. Instead of accepting applications from pre-existing companies or innovative entrepreneurs, these hubs supply business ideas and attract high-skilled, experienced people eager to implement them. 

Financial Viability 

According to the report, the consultant model and the builder model are the most financially viable, followed by the agent model, the grantee, and finally, the networker. 

The Future of Tech Hubs in Africa 

In recent years, tech hubs have become influential startup creators and tech community builders in Africa, contributing to the startup ecosystem’s growth on the continent. To keep playing this role, tech hubs must also thrive financially. The five business models listed above can help investors looking to fund the next big African accelerator choose a business model that can realize their vision while achieving financial sustainability.

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10 Fast Facts About the AfCFTA

10 Fast Facts About the AfCFTA

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10 Fast Facts about the Africa Continental Free Trade Area (AfCFTA)

By: Shira Aliza Petrack

  1. The AfCFTA stands for the Africa Continental Free Trade Area.

  2. The main objectives of the AfCFTA are to create a single continental market for goods and services, with free movement of business persons and investments.

  3. The AfCFTA negotiations were originally launched as an AU project and are member-driven, so all AU members participate in the negotiations, including those members that have not ratified the Agreement.

  4. The AfCFTA will eventually comprise several legal instruments covering trade in goods, trade in services, dispute settlement, investment, competition policy and intellectual property rights.

  5. In terms of numbers of participating countries, the AfCFTA will be the world’s largest free trade area since the formation of the World Trade Organization.

  6. Eritrea is the only African country not to have signed the AfCFTA Agreement (yet).

  7. The African Continental Free Trade Area Agreement entered into force on 30 May 2019 for those countries that had deposited their instruments of ratification before this date.

  8. Schedules of preferential tariff concessions and preferential rules of origin are still being finalized.

  9. Trading under the AfCFTA Agreement was due to commence on 1 July 2020, but as a result of the COVID-19 global pandemic, this date was postponed. The new date for operationalisation has been set for 1 January 2021 – even though trading can’t commence without a decision on tariff concessions and preferential rules of origin.

  10. The institutions responsible for the implementation, facilitation, administration, monitoring and evaluation of the AfCFTA include the Assembly, the Council of Ministers, the Committee of Senior Trade Officials, the Secretariat and various technical committees.

    • The Assembly of the AfCFTA is the AU Assembly consisting of all AU Heads of State and Government. It provides oversight and guidance on the AfCFTA.

    • The Council of Ministers comprises Ministers for Trade of the State Parties. It will take decisions on all matters under the AfCFTA Agreement, and reports to the Assembly through the Executive Council of the AU.

    • The Committee of Senior Trade Officials comprises Permanent Secretaries or other officials designated by State Parties. It is responsible for the development of programmes and action plans for the implementation of the AfCFTA Agreement.

    • The Secretariat is the administrative organ to coordinate the implementation of the AfCFTA. It is expected to be functional by 31st March 2020. It will be based in Accra, Ghana.

Sources: 

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Women Power the Private Sector: 7 Women-Led Businesses Driving Economic Growth in Africa

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Women Power the Private Sector:

7 Women-led Businesses Driving Economic Growth in Africa

By: Leah Ngari

Did you know that the largest share of female-owned businesses worldwide is found in Uganda, Ghana, and Botswana? In fact, despite the numerous barriers that businesswomen in Africa face, Sub-Saharan Africa is the only region in the world where the majority of entrepreneurs are women. Indeed, as the saying goes – necessity is the mother of all inventions. Women will get creative to find ways to feed and care for their families, and so today, most women in the region start businesses out of necessity.

Traditionally, women who got their start trading small quantities of goods and rose to prosperity through the fabric trade and traditional market place were affectionately nicknamed “Mama Benz,” after the Mercedes-Benz cars, they could purchase with their profits. Today, the high number of women-owned businesses showcases African women’s capacity to create their own opportunities. While many of these businesses remain a one-person operation, some individuals have turned their idea or product into a successful business and scaled it on a regional or global level.

The following women embody the diversity of female entrepreneurship on the continent:

       1.  Bethlehem Tilahun Alemu – Ethiopia

Bethlehem Tilahun Alemu founded SoleRebels with the goal of building Ethiopia’s first global shoe brand. Born and raised in the Zenabwork area, an impoverished community in Ethiopia’s Addis Ababa, Bethlehem quit her accountant job at the age of thirty to found a shoe manufacturing company that went from providing jobs to members of her community to whose annual revenue now exceeds USD 200 million a year.

The company has made more than just a positive economic impact. SoleRebels is also mindful of the environment and creates eco-friendly shoes by using recycled car tires to make the soles and laces as well as local fabrics. Since its inception in 2005, SoleRebels has expanded internationally and now operates physical stores across various countries such as the USA, Germany, Singapore, and Greece. The shoes are hand-crafted to order in Addis Ababa by local artisans using traditional fabric and shoemaking methods. Through SoleRebels, Alemu inspires other entrepreneurs in developing countries to dream big and tap into local talent and resources to benefit the larger society.

Bethlehem Tilahun Alemu, SoleRebels

       2.  Joy Ndungutse and Janet Nkubana – Rwanda

These sisters co-founded Gahaya Links, a handicraft company that creates home decor pieces and jewelry. Founded in 1994, this crafts company partnered with local women weavers in Rwanda to create hand-made crafts – such as Rwanda’s special ‘peace basket’, the national symbol of peace. Gahaya Links has empowered over 5,000 women in 52 cooperatives across Rwanda. They have partnered with brands like Walmart, Macy’s, and Kate Spade, exporting their products outside of Rwanda to a larger international market. Ndungutse and Nkubana’s success demonstrates the power of working together as a community for a common goal.

Joy Ndungutse, Gahaya Links

       3.  Mariam Lawani – Nigeria

With the growing economy, numerous industrial advancements, and rapid urbanization, waste management has become asignificant environmental issue requiring attention in Africa. Mariam Lawani, founder of Greenhill Recycling, has set out to solve the problem of waste management and poverty, beginning with the densely populated areas in Nigeria. Greenhill Recycling gives households an opportunity to receive “Green points” for their recyclable materials, which can then be traded in for items such as school supplies, groceries, or utility bill payment. Greenhill picks up the recyclables directly from participants’ homes, processes the recyclable materials, and sells them to manufacturers to be used as raw material input for the manufacture of new products, such as polyester fiber and floor carpets.

Greenhill Recycling empowers locals to take part in protecting their environment while providing access to the necessary products and services. And Lawani is already planning her next step – tackling Africa’s infrastructure deficit by transforming plastic waste into roads.

Mariam Lawani, Greenhill Recycling

       4.  Odunayo Eweniyi – Nigeria

Odunayo Eweniyi tapped into her passion for technology to create tools that have helped over 200,000 users save money and manage their finances. Eweniyi created PiggyBank (later renamed PiggyVest). The app provides a safe platform for people to save up, putting in as much or as little funds as they can to work towards their desired savings. It also allows low and mid-income people to invest in different sectors, thus creating a saving and investment culture for those who would otherwise not have access to such opportunities due to limited knowledge and wealth. Odunayo gives hope to women who, like her, would like to venture into STEM-related fields which are still highly dominated by men.

Odunayo Eweniyi, PiggyVest

       5.  Laurettah Sibanda – South Africa

The building and construction sector in Southern Africa hosts the founder of Atlantis Construction Group & Developments. After founding businesses in gold mining and media,  before finally settling on construction. The full-service building and contracting company constructs both residential and commercial projects, and currently operates in Botswana and South Africa. Sibanda plans to expand to Zambia and Zimbabwe.

Laurettah Sibanda, Atlantis Construction Group & Developments

       6.  Michelle Adelman – Botswana

Michelle Adelman built a business to solve Africa’s food security problems. Accite is a project development and impact investment firm that funds technology-led, sustainable commercial agriculture projects that spur economic diversification and employment of youth and women. Their first solution, Go Fresh!, uses greenhouse and hydroponics technology to grow vegetables all year round – a significant accomplishment in Botswana, home to the Kalahari Desert.

Accite has created employment opportunities for Botswana’s youth, with local youth leaders running the various projectscurrently in place including Fodder Green (high-quality animal feed), Crossover Meats (affordable and eco-friendly beef alternatives) and Infinite Foods (a market platform for plant-based foods). Her startup shows the economic potential in building business models based on solving social problems in Sub-Saharan Africa.

Michelle Adelman, Accite

        7.  Brenda Katwesigye – Uganda

With a background in IT and an interest in entrepreneurship, Brenda Katwesigye tried several business ideas before settling on Wazi Vision. Her drive to bring quality healthcare to everyone led to the creation of Wazi Vision, a startup that provides affordable eye care solutions.

The company uses a mobile application and a virtual reality (VR) kit to help those living far from an optometrist diagnose vision defects. Wazi Vision also provides an eye care solution, manufacturing eyeglasses made from recycled materials – which slashes the production cost by over 20%.

Brenda Katwesigye, Wazi Vision

Investing in African women

Africa has made impressive progress in closing the gender gap on the continent, but there is still much room for improvement. Despite the high rates of female entrepreneurship, capital investments in male-owned firms are often up to six times greater than capital investments in female-owned companies.

One way to economically empower women is to fund female-owned businesses. Governments can also put in place policies that promote female entrepreneurship to increase women’s access to capital and networks that will enable them to realize their entrepreneurial aspirations. Public education programs can also encourage women to dream big – unfortunately, women themselves often do not believe their business is worthy of outside investment, and so they self-select themselves out of the credit market all too often by not applying for loans.

Economically empowered women lift up their surroundings: women will reinvest up to 90% of their income in the education, health, and nutrition of their family and community (compared with up to 40% for men). Supporting African businesswomen can transform Africa.

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