Skip to main content

Tower heist: a busy October for infra' sales, but has Africa lost out?

The market went tower mad (or should that be "mast crazy"?) in October, with large sales of cellular towers in the USA, Brazil, Cameroon and Cote d'Ivoire. Nearly $3b was spent on assets that the buyers - generally infrastructure or private equity funds - thinking they will represent an excellent long term investment as the market goes increasingly mobile.*

One thing I noticed in analysing the amounts being paid was that once again African operators sold off their assets on the cheap. The chart shows valuations of tower infrastructure globally for the last three years. The orange dots are African.
Even if you remove the inflating effects of the USA from the data, it's clear that African countries underperform in asset sales. And these aren't wartorn countries ruled by tinpot dictators. Both Cameroon and Cote d'Ivoire are reasonably stable growth economies with 20m citizens.

I suppose we should thank market capitalism for asset owners seeking an early exit from their assets, but I can't help thinking if they held on a bit longer they'd make rather more. Perhaps they have some other clever scheme in which to invest? Or perhaps the African mobile boom is slowing to such an extent that wise investors are exiting?

I suspect that the answer is simple opportunism.


*I'm not convinced about it personally, or at least, I'm not sure about the large valuations in developed markets where smaller scale networks be they micro cell or even ad-hoc peer-to-peer networking will likely take up a large volume of traffic over the next decade.

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?