Skip to main content

H1 2012 African telecoms investment

I've completed my analysis of the trends in African telecoms for the first half of the year and thereby amended my forecast for the remainder of 2012.

Overall, investment was up 54% over the same period last year, however it remains 33% down on H1 2010.

As the table shows, much of this decline is due to the destabilising effects of the Arab Spring, which has almost completely halted investment in North Africa. In 2010 and 2009 countries in this region accounted for a third of all investment in the continent. In 2011 they represented 3% of the total and are on track to be the same this year.
Overall only Central African countries are likely to show an uptick in investment from 2010, driven by the nascent emergence of the continent's third most populous country - the DRC - and coincident investment by telecoms groups who are keen to find a non-Nigerian market to focus on.

The market I'm most worried about is Kenya, so long a leader in digital Africa, but now, thanks to ill judged market interventions by government and regulator an increasingly unattractive destination for inbound investment in vital infrastructure.

Any growth is good growth. That said, there are warning signs about the readiness of African countries to create conditions suitable for large scale infrastructure investments. With more and more bandwidth landing on their shores, barriers to digital economies are falling and opportunities to lead are rife.

The location of the next "silicon savannah" is not predetermined. In my view, countries like Namibia, Tanzania and Rwanda are taking over from Kenya as the likely leaders in the next phase of African tech' emergence.

Nairobi needs to loosen the reins before the horse bolts from under them.

Comments

Popular posts from this blog

Impacts of a handset leasing model on mobile telcos

Following yesterday's post, here's some related thinking on the impacts on operators of handset leasing. Handset sales represent around 25% of operator revenues in a typical European market, but generate only around 5% of margin. It may therefore be the case that the scenario described would lead operators to a more profitable structural model than exists today. Oil companies are consistently and acceptably profitable, despite being (literally in some cases) the ‘dumb pipe’ that operators are so desperate to avoid becoming. One of the reasons for the oil majors sustained profitability is clear focus on their role in the value chain – to supply the fuel that enables transportation, relying primarily on location, then brand and finally product innovation to compete. BP or Shell do not need to subsidise the purchase of a car in order to drive consumption of fuel because consumers are ‘hooked’ on it (it gets them from place to place) and there are many credible car manufacturers an

Value drivers for telecoms retail

I've been doing a really large number of driver trees recently - we've taken to using them on every project to get really into the guts of value creation for businesses and thus decide where to focus initiative development (How To Win, if you're keeping score). Anyhow, I had to pause for thought recently to work out how to represent the subscription aspect of telecoms retail for a client. Since it took me a minute, I thought I'd share... its lack of elegance suggests that its not quite right, although it was enough to demonstrate that there was a certain lack of coverage in the initiatives that my client was pursuing and thus spark a debate. Enjoy.

Chief Strategy Officers II - Career Development

Here's a follow up to my earlier post on the starting point of Chief Strategy Officer (CSO) careers in the FTSE 100 and S&P 500 companies - a visualisation of two steps in their careers: their first employer or job and the job they had before they got their current position. Lots of work went into this... so any insights that you glean from the visualisation would be great to hear about :). The CSO is a crucial strategic role on the executive (!) and the owner of the tone and philosophy of decision making across much of the business, knowingly or unknowingly. Scrutiny of their experience in defining the process and language of strategic management is therefore appropriate not just amongst their executive peers, but in my view amongst shareholders. The days when being very smart and able to analyse large amounts of data were enough to be a CSO are basically gone... has the profession moved on enough to cope?