Skip to main content

July 2012 Africa Investment Map - Welcome to the North

Despite the fact that half of the investor community are on vacation, July was a good month for African telecoms, with $2.5Bn of new infrastructure investments announced.

Two things stand out. Firstly, the reawakening of the north African telecoms sector in the wake of the Arab Spring. As stability returns to the major markets, investment is coming with it. In July, Vodafone committed $50Mn to core network upgrades in Egypt. In Algeria, Mobilis will invest $1.7Bn over five years to upgrade and extend their mobile network.

North Africa led investment in the continent up to the point that the revolutions started in early 2011. If they are to maintain competitiveness and exploit their geographic location then more investment will be required to enable ICT development and economic growth. I expect further big announcements before the year is out.

The second characteristic of July was the large volume of spats and court cases that broke in the month. In Swaziland, MTN demanded $100Mn from the incumbent telco in recompense for a failed mobile operation. In Zimbabwe, Econet claims to be owed $85Mn of interconnect fees by Telone and Netone. In Tanzania, Vodacom's local MD launched a scathing attack on the government over the cost of spectrum and the poor quality of national power and transport infrastructure.

With all the money in African telecoms and the comparative underdevelopment of governmental and civil systems, the reasons for repeated fallings out are obvious. But they can't be allowed to impede progress. Governments in particular need to understand the need to create a stable platform for their ICT infrastructure to develop on. If they don't, then their ability to compete with other developed and emerging nations will be ever-stiffled.

To that end, I'll end on positive news. This month, MTN in Nigeria signed a contract with Ericsson to deploy the continent's first all-IP cellular network core; a technology that will enable a new generation of services to be provided to citizens of the continent's most populous country.

Aside: later this month I hope to release my first telecoms investment map for Latin America, a market that is logically comparable but compellingly different to Africa. We shall see whether that task survives contact with my day job!

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...