Skip to main content

April 2012 African telecoms investment - Land of Confusion

$322 million of new investment in African telecoms infrastructure was announced in April 2012 and an additional $2 billion was spent by France Telecom to increase their stake in Egyptian mobile operator Mobinil to 95%. 
But the month’s news was dominated by continued intervention by African governments into their telecoms markets. In Algeria, the wrangle between the Government and Vimpelcom over ownership of local mobile operator Djezzy ground on. Unable to easily get its way through compulsory purchase, the former has imposed $1.3 billion of fines on the Telco to attempt to force Vimpelcom’s hand over an asset that it now values at $6.5 billion.

The south and east of the continent fared no better. Here’s a few more stories:
  • In Tanzania it transpired that the Government owns 40% of Airtel’s subsidiary in the country and has no intention of selling;
  • Malawian telecoms regulator MACRA was fined $67 million for breach of contract over cancelled spectrum licenses;
  • Telkom South Africa was forced to cut broadband rates 30% and had its network build suspended by the regulator;
  • The Management of struggling incumbent Telkom Kenya was accused of not understanding the market by Government ministers; and
  • Glo, a prospective new mobile entrant in Ghana was told that it’d lose its license if it didn’t launch by next month. In fairness, it has been saying its “about to launch” since summer 2008!

 As I blogged about last month, this kind of distracting argument weakens the case for external investment in African telecoms markets and I believe ultimately slows national growth by reducing the capability of vital ICT capabilities. I totally understand the social and political need to find short term funding for projects, however taking this from the ICT market is foolhardy in the extreme if these countries wish to have functioning 21st Century economies.
 
It is little surprise that capital expenditure on telecoms in Brazil alone was greater than that that reported in the entire African continent. Brazil is hardly a paragon of regulatory and legislative transparency, but at least it’s reasonably predictable. Most African governments aren’t. They need to correct this if they are to modernise their economies.

Comments

Popular posts from this blog

Differences between Industrial and Digital businesses

Since I'm stuck on a Eurostar crawling through western France I thought I'd use the downtime to share this table I've made on the differences between Industrial and Digital companies across the main business functions. A strange insight into how my mind works... but hopeful a useful summary!

Strategic lessons from Debenhams

Yesterday’s news cycle brought with it the announcement that Debenhams, a staple of the UK high street, was now in the control of its lenders . This kind of news is sad for the employees of Debenhams and certainly for its shareholders, but it is also a good opportunity for reflection. A business that can trace its history back to 1778 may be about to cease trading forever. For leaders in the retail and associated consumer industries, now is a good time to consider what lessons can be learnt from Debenhams and what could be done to seize the opportunity presented by its passing. I’m thinking about the topic of strategic responses to emerging events at the moment because of the seeming inevitability of a recession this year or next, which will doubtless bring with it many similar situations. Before I get started, a disclaimer. I have no inside knowledge of Debenhams, I have never consulted for them, pitched to them or even met anyone in their management team. This post uses Debenham...

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...