Skip to main content

June 2012 Africa Investment Map

Nearly $2.4Bn of new investment in African telecoms infrastructure was announced in June 2012, making this the most lucrative month for the continent. Logically, this investment was concentrated on the most populous parts of the continent, with Nigeria (population c. 155Mn) and Democratic Republic of Congo (66Mn) taking $1.3Bn and $0.6Bn respectively for cellular network upgrades.


Most investments are currently focused on installation of 3G Node-B infrastructure and smaller - yet still meaningful - investments were announced in Liberia, Mozambique, Botswana, Swaziland, Tanzania and Namibia.


But possibly the most significant investment relative to the state of the market was in the world's newest country. ISP iBurst has commited around $1Mn to install fibre and switching in the capital, Juba. All of South Sudan's backbone and much of its access infrastructure was destroyed during the civil war, so this money, however small, is a significant step on the road to recovery.


That's all for June. Later this month I'll look at the first 6 months of the year and see whether the southerly drift of investment in the continent's infrastructure has continued.

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...

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!

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?