Market Intelligence for Africa · This Global Intelligence Alliance GIA Regional White Paper offers...
Transcript of Market Intelligence for Africa · This Global Intelligence Alliance GIA Regional White Paper offers...
Quality information in Africa is mostly
unregistered or even considered
classifi ed in some areas. There are
no universal standards and protocols.
In many cases, local economic and
fi nancial reporting and information
systems are opaque.
EXECUTIVE SUMMARYIn contrast to fi rst world countries, Africa is a continent on the rise.
Development is rapid and dramatic, as Africa plays ‘catch up’ through
a vast array of industries including telecommunications, infrastructure,
energy, banking, housing and education. The challenge for Market
Intelligence (MI) practitioners is to stay abreast of these changes in an
environment where information is a highly perishable commodity and
communications infrastructures are often unreliable.
This Global Intelligence Alliance GIA Regional White Paper offers some
possible solutions to overcoming the inherent MI challenges in Africa,
through the combined expertise of two GIA members in Africa; RV
Conseil in the North and Butterfl y Effect Intelligence in the South.
It starts with an overview of the key economic indicators in Northern
and Southern Africa as well as some of the opportunities that abound
within them, and closes with a few MI best practices within the African
context. Four case studies provide further insight into these best
practices and demonstrate the unique environments that can be found
amongst Africa’s 53 countries.
GIA Regional White Paper 1/2009 Market Intelligence for Africa 1
Market Intelligence for Africa
GIA Regional White Paper 1/2009
GIA Regional White Paper 1/2009 Market Intelligence for Africa 2
TABLE OF CONTENTSEXECUTIVE SUMMARY............................................................................................................................................ 1
TABLE OF CONTENTS .............................................................................................................................................2
1. INTRODUCTION ...................................................................................................................................................3
2. OVERVIEW OF NORTHERN AFRICA .....................................................................................................................4
3. OVERVIEW OF SOUTHERN AFRICA .....................................................................................................................9
4. CHALLENGES IN CONDUCTING MARKET INTELLIGENCE FOR AFRICA ............................................................... 13
5. RECOMMENDED SOLUTIONS ........................................................................................................................... 15
6. BUSINESS CASES ............................................................................................................................................. 17
CASE 1: BUSINESS DEVELOPMENT AND NEW MARKET ENTRY FOR AN INTERNET SERVICES COMPANY
CASE 2: BUILDING A MI CAPACITY TO SUPPORT INNOVATION AND INTERNATIONAL GROWTH
CASE 3: DEVELOPMENT OF AN INTERNATIONAL PRODUCT RANGE FOR AN AFRICAN FOOD COMPANY
CASE 4: MI TO SUPPORT MARKET AND COMPETITIVE STRATEGY
7. CONCLUSIONS .................................................................................................................................................20
8. ABOUT GIA MEMBERS IN AFRICA .....................................................................................................................21
9. REFERENCES ....................................................................................................................................................22
The term “Market Intelligence” which is used in this paper refers to understanding the present and future business
environment by using the intelligence process to provide decision-making support. Terms such as competitor
analysis, technology analysis or customer insight will be used under the overarching term “Market Intelligence”.
“Market Intelligence” should be seen as synonymous with concepts such as Competitive Intelligence and
Business Intelligence.
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1. INTRODUCTION AND BACKGROUND
Africa is a world in itself. It is home to one billion inhabitants (around 15 percent of the global
population) and 53 countries covering more than 30 million square kilometers, each with
very different climates and environments. There are hundreds of ethnic groups and cultures,
approximately 2,000 spoken languages and stark contrasts in terms of political stability and
economic development.
It is a continent of growing local economies with important natural resources. The market
potential is tremendous, especially in the energy, consumer goods, telecommunication,
industrial equipment, logistics and services sectors. A Harvard Business Review article
(February 2009) entitled ‘Now’s the Time to Invest in Africa’ says that “reliable data show that
a number of sub-Saharan nations have emerged from confl ict in stable condition and that new
macroeconomic forces are poised to have a profound effect – despite the global economic
downturn… Our research on African companies indicates that the continent offers competitive
manufacturing sites, IT outsourcing, and construction services. There is real opportunity on the
ground in Africa.”
Challenges to conducting business in Africa however, do exist. These include poor
infrastructures, transport systems, unreliable electricity supply, logistical issues and the lack of
information for decision making, to name just a few. Arguably, the biggest challenge is the lack
of reliable information, both on a macro level as well as a micro level. Business and decision-
making networks are very specifi c to each area and can be diffi cult to identify.
“To do business in Northern Africa, you must know specifi c information about each area you
want to engage in business. And this is really complicated because of the lack of reliable
business Information. Even when you refer to secondary information sources, you must be very
careful and evaluate your sources, as there is often a problem in the way market research is
conducted,” says M. Karim Ben Bouzid, Directeur Général Adjoint, Industrie des Confi series de Tunisie.
This GIA Regional White Paper gives an overview of Northern and Southern Africa, highlighting
some of the challenges of conducting Market Intelligence on the continent, and provides
practical solutions based on real life case studies and experiences.
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2. NORTHERN AFRICA: MAGHREB + EGYPT
IntroductionNorthern Africa is composed of 6 countries; Algeria, Libya, Mauritania, Morocco, and Tunisia
(collectively known as the Maghreb) as well as Egypt in the East. Together, they represent one
of the major entry points to the African continent. Each of these countries gained independence
between the twenties to sixties; Egypt (1922), Libya (1951), Morocco and Tunisia (1956),
Mauritania (1960), Algeria (1962).
Table 1. Economic Indicators of Northern Africa States
Sources: IMF - World Economic Outlook 2008 – Year 2007; * Trade Flows: WTO 2007.
Exhibit 1.
Countries in
Northern Africa
On February 17 1989, the Maghreb countries established the Arab Maghreb Union, aimed at
promoting cooperation and future economic integration between the members (a Northern
African Common Market). Due mainly to political reasons, the Union had very limited results to
date. According to a survey by the Morocco Ministry of Economy and Finances, local countries
have been exporting 51 times more to the European Union (EU), than to other Maghreb
countries. Internal exchanges represent only three percent of total local exports.
© Global Intelligence Alliance
US $ bn
134.3
70.0
2.5
75.1
35.0
316.9
128.0
444.9
Country
Algeria
Libya
Mauritania
Morocco
Tunisia
Total Maghreb
Egypt
Total N. Afrcia
m
34.4
6.1
3.0
31.0
10.2
84.7
73.6
158.3
US$
3,903
11,484
952
2,422
3,423
3,741
1,739
2,810
%
4.6
6.8
0.9
2.2
6.3
–
7.1
–
US $ m
30.6
23.8
-0.3
-0.1
-0.9
–
1.9
–
US $ bn
60.2
47.0
1.4
15.1
15.0
138.7
19.2
157.9
US $ bn
27.6
7.8
1.5
31.8
19.0
87.7
37.1
124.8
GDP POPULATION GDP/CAPITA GROWTHRATE
CURRENTACCOUNTBALANCE
EXPORTS WORLD*
IMPORTSWORLDS*
Tunisia
Morocco
Mauritania
LibyaEgypt
Algeria
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In total, Northern Africa is a leading economic region in Africa, with gross domestic product
(GDP) of US$444.9 billion. Its population of 158.3 million has a GDP per capita of US$2,810.
Maghreb on its own has a population of 84.7 million, and a GDP per capita of 3.741 US dollars.
Inside Maghreb, Algeria is the third largest African economy with a GDP of US$134.3 billion.
Egypt is the fourth largest African economy, with a GDP of US$128 billion. The latter is the most
populated Northern African country (73.6 million),
in contrast to the largest Maghred countries, Algeria
(34.4 million) and Morocco (31 million).
GDP per capita also varies largely from one country
to another. Libya and Algeria are in the lead, thanks
to their energy revenues (US$11,484 and US$3,903),
followed by Tunisia, Morocco, Egypt and Mauritania
(US$3,423, US$2,422, US$1,739 and US$952)
respectively. Egypt has been growing rapidly with a
GDP growth (7.1%), followed by Libya, Tunisia, Algeria,
Morocco and Mauritania. Algeria, Libya and Egypt
rely on oil and gas production, while Morocco and
Mauritania have thriving mining industries.
Other than the contrast in economies, Northern African countries have remained, for various
reasons, very independent from each other. This makes the customization of Market Intelligence
approaches in each country compulsory.
Regional highlightsStrategic position
The proximity of Northern Africa to Europe across the Mediterranean Sea, and to Asia with their
common borders with the Middle East area, endows the region with many strategic advantages
due to its position.
Transport between Northern Africa and Europe for example is relatively easy. Travel by air
between the two regions ranges from one to fi ve hours at considerably affordable prices.
Tourists and cargo can travel from south European cities to Northern Africa in a matter of two
days. This helps facilitate just-in-time management and effi cient supply chains. Today, between
25 and 30 percent of all high value-added global cargo fl ows through the Suez Canal in Egypt
and past the Strait of Gibraltar above Morocco.
“There is almost no place in the world, with two groups of countries (South of Europe and
North of Africa), so close geographically and culturally - and yet so different at the wealth level.
This represents a big potential threat together with a major opportunity! Economic actors have
a key part to play in building a positive evolution, by taking advantage of the huge potential
generated by this unique situation,” says Mr. Zyad Limam, Publisher of the Afrique Magazine.
This proximity has resulted in enhanced mutual understanding, cultural closeness and
communication, which in turn, has enabled Northern African countries to position themselves as
effi cient intermediaries between their neighbours and Sub Saharan countries.
Euro-Mediterranean Partnership (Euromed)
On July 13 2008, the “Union for the Mediterranean” was formed with the aim of fostering joint
projects. Its members include all 27 member-states of the European Union and 16 partners from
the Southern Mediterranean region and the Middle East, including six Northern African countries.
The rotating Co Presidency is now shared between Egypt and France.
“There is almost no place in the world, with two
groups of countries (South of Europe and North
of Africa), so close geographically and culturally
- and yet so different at the wealth level. This
represents a big potential threat together with a
major opportunity! Economic actors have a key
part to play in building a positive evolution, by
taking advantage of the huge potential generated
by this unique situation.”
Mr. Zyad Limam, Publisher of the Afrique Magazine
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This Euro-Mediterranean Partnership (Euromed) identifi ed six priority projects at the heart of the
Partnership’s efforts. They involve:
• The de-pollution of the Mediterranean Sea;
• The establishment of maritime and land highways;
• Civil protection initiatives to combat natural and
man-made disasters;
• A Mediterranean solar energy plan;
• The inauguration of the Euro-Mediterranean
University in Slovenia; and
• The Mediterranean Business Development
Initiative focusing on micro, small and medium-
sized enterprises.
The 2008 Gaza crisis had stalled some commercial initiatives, but progress is now being made
on concrete joint projects, with key roles likely for Northern African Countries.
Bilateral trade agreements
Bilateral trade agreements within the Arab Maghreb Union have sought to promote exchanges
between Northern African countries. There are free trade agreements between Tunisia and Libya,
Tunisia and Morocco (1999), Morocco and Egypt (1998), Egypt, Jordan, Morocco and Tunisia
(2004 Agadir agreement). In 2009 alone, a preferential trade agreement has been signed
between Tunisia and Algeria, an investment agreement between Libya and Mauritania, and a
maritime agreement between Mauritania and Algeria.
In addition, Morocco has signed a free trade agreement with the US (2004) and Tunisia signed
the fi rst total free trade area agreement with the EU (2008).
Exhibit 2.
Members of the
Euro-Mediterranean
Partnership
© Global Intelligence Alliance
Members from the
European Union
Members from the
S.Mediterranean
region and the
Middle East
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Relative fi nancial stability
Thanks partly to local rules that prevent local banks from investing in some structured fi nancial
products, the local banking industry has not been too severely impacted by the international
fi nancial crisis. Euler Hermes Sfac, a global credit insurance company, even rates some Northern
African countries quite favourably. Tunisia has been given a BB rating, Morocco a B rating,
Algeria a C rating, Libya a C rating and Mauritania a D rating (Scale: AA, A, BB, B, C and D).
Most major local currencies have been quite stable, compared to the Euro. In 2008, the
Egyptian currency increased in value by over 10 percent, the Morocco Dirham by three percent,
the Algerian Dinar by fi ve percent. Only the Tunisian Dinar decreased in value.
While exports may be temporarily affected, Northern African countries are still able to woo
investors from developed countries looking to lower production costs and to benefi t from
growing local economies. Energy producers, Algeria, Libya and Egypt expect a decrease in
income due to the current crisis.
Educated workforce
Northern Africa is by far, the most developed region in Africa. The Human Development Index
(HDI) by the United Nations Development Program combines normalized measures of life
expectancy, literacy, educational attainment, and GDP per capita. It rates Libya 0.84, Tunisia
0.762, Algeria 0.748, Egypt 0.716, Morocco 0.646
and Mauritania 0.557. According to United Nations
research, there is a high rate of literary amongst adults
over 15 years in Northern Africa, especially in Libya
(87%), Tunisia (78%), Algeria (75%) and Egypt (72%).
Qualifi ed employees are therefore available at very
attractive prices. On average, the cost of a local
engineer is about one third that of a European engineer. For instance, Tunisia and Morocco
support information technology businesses, healthcare services (Tunisia), Aeronautics (Airbus
investment in Tunisia) and automotive manufacturers (Renault Nissan plants in Morocco).
Moreover, many people speak French and other European languages, and a large number have
studied in Europe or in the States.
Infrastructure projects
Northern Africa has several massive infrastructure projects in the pipeline. A new international
airport is being built in Enfi dha, Tunisia, 80 kilometers South East of the capital. The fi rst
high-speed train line in Africa, linking Casablanca to Tangier, is being built by Morocco. Other
ambitious projects include the border-to-border East-West Algerian Highway (1,216 km) and a
similar one in Libya (2,000 km) as well as the Tanger Med project, a spectacular harbour being
built in Morocco. In refi ned energy production and storage, eight major refi nery projects are
being planned in Assiout (Egypt), Ras Lennouf and Mellita (Libya), Skikda et Tiaret (Algeria),
Skhira (Tunisia) and Jorf Lasfar (Morocco) at a combined cost of US$25 billion.
Mobile phone networks now cover major areas and the Internet is taking off. Morocco is the
most advanced with 20 percent Internet penetration (2006 UN fi gures), followed by Tunisia
(13%), Mauritania (10%), Egypt (8%), Algeria (7%) and Libya (4%).
Investment friendly measures
Northern African countries have made great strides in attracting foreign investments. Morocco
and Tunisia have been especially active, offering Free Trade zones and tax-free areas, tax-free
benefi ts, capital and earnings repatriation incentives and other fi nancial advantages. These
measures have also been effective in attracting investors from “non-traditional” countries such
as the Middle East, China and Japan.
With a growing population of 160 million and
rising GDP levels, Northern Africa will face growing
demand in numerous sectors; from consumer
goods, public services and healthcare to transport
links, construction and telecommunications.
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Other initiatives have caught the attention of investors. In March 2009, Algeria launched a 1.7
billion Euro investment fund, while the African Union and African Development Bank (AfDB)
Group have been fostering infrastructure-related programs to attract international investors.
Domestic market development
With a growing population of 160 million and rising GDP levels, Northern Africa will face growing
demand in numerous sectors; from consumer goods, public services and healthcare to transport
links, construction and telecommunications.
GIA predicts that other sectors likely to face favourable growth prospects include e-trade (back
offi ces, warehouses and logistics), mobile-commerce (mobile phone payments) and other high
tech businesses. Opportunities also exist in tourism, especially along the Algerian and Tunisian
coasts, and in agriculture where tensions surrounding food supply should stimulate local
agriculture developments. Organic agriculture and food distribution for instance, can also be an
interesting opportunity.
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3. SOUTHERN AFRICA
IntroductionThe Southern African region in this GIA Regional White Paper includes all the members of the
Southern African Development Community (SADC), which was established in 1992 to foster
common political interests and greater trade and investment fl ows between Member States.
They are Angola, Botswana, Democratic Republic of Congo, Lesotho, Madagascar, Malawi,
Mauritius, Mozambique, Namibia, South Africa, Swaziland, Tanzania, Zambia and Zimbabwe.
Exhibit 3.
Members of the Southern African Development Community
© Global Intelligence Alliance
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Uganda
Tunisia
Togo
Swaziland
Sudan
SomaliaSierra Leone
Senegal
Sao Tome & Principe
Nigeria
Niger
Mozambique
Morocco
Mauritania
Mali
Malawi
Madagascar
Libya
Liberia
Lesotho
Kenya
Guinea-Bissau
Guinea
Ghana
Gambia
Gabon
Ethiopia
Eritrea
Equatorial Guinea
Egypt
Dijbouti
Cote
d'Ivoire
Congo
Chad
Central African Republic
Cape Verde
Cameroon
Burkina FasoBenin
Zimbabwe
Zambia
Tanzania
South Africa
Rwanda
Namibia
Dem. Rep.
of CongoBurundi
Botswana
Angola
AlgeriaWestern Sahara
(Occupied by Morocco)
Mauritius
Sources: World Economic Outlook 2008; *Trade Flows: TIPS Database 2006, except Lesotho 2003, Swaziland 2004,
Export fi gures for Angola and Madagascar, 2007.
Table 2. Economic Indicators of SADC Member States
The combined income of the SADC market is approximately US$431 billion and comprises a
total population of 247 million (2007). South Africa is the biggest SADC economy with a Gross
Domestic Product (GDP) of US$283 billion, representing 65 percent of the total SADC market.
The largest SADC country in terms of population is the Democratic Republic of Congo, with
a population of 61 million. In contrast, Botswana, Mauritius, Namibia and Swaziland have
populations of 2 million or less. GDP per capita also varies widely. GDP per capita in Botswana
is US$7,694 per annum while it is estimated to be US$369 in Mozambique and US$166 in the
Democratic Republic of Congo.
The region includes several dynamic economies. Angola is the fastest growing economy, with an
estimated growth rate of 21 percent, followed by Malawi, Mozambique and Tanzania with growth
rates of about seven percent each.
Regional highlightsThe SADC Protocol on Trade
In January 2008, 12 of the 14 SADC Member States established an SADC Free Trade Area
(FTA), committing members to phase out existing tariffs, harmonize trade procedures and
documentation within SADC and to reduce other barriers to trade within the region. The 12
members of the FTA include Botswana, Lesotho, Madagascar, Malawi, Mauritius, Mozambique,
Namibia, South Africa, Swaziland, Tanzania, Zambia and Zimbabwe. Together, they make up a
regional market worth US$360 billion with a total population of 170 million. Member economies
US $ bn
61
12
10
2
7
4
7
8
7
283
3
16
11
1
432
Country
Angola
Botswana
DRC
Lesotho
Madagascar
Malawi
Mauritius
Mozambique
Namibia
South Africa
Swaziland
Tanzania
Zambia
Zimbabwe
Total
m
16.3
1.6
61.1
2.4
17.0
13.4
1.3
20.5
2.1
47.9
1.2
39.0
12.2
11.7
247.7
US$
3,764
7,694
166
667
431
264
5,354
369
3,524
5,900
2,450
415
915
55
1,743
%
21.1
5.4
6.3
4.9
6.3
7.4
4.6
7.0
4.4
5.1
2.4
7.3
5.3
–
–
US $ m
–
548
–
92
–
208
160
455
1.126
5.304
131
290
1.306
–
–
US $ m
44.320
4.479
1.587
474
989
665
2.168
2.381
3.393
58.596
1.781
1.536
3.694
–
–
GDP POPULATION GDP/CAPITA GROWTH RATE
EXPORTS SADC
EXPORTS WORLD*
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have been growing by up to 7 percent a year. Angola and the Democratic Republic of Congo are
set to join the FTA, adding a further US$71 billion and 77 million people to the SADC market.
Comprehensive consultations within the private sector across the region have shown that
deeper regional integration is expected to lead to:
• Increased domestic production,
• Greater business opportunities,
• Higher regional imports and exports,
• Access to cheaper inputs and consumer goods,
• Greater employment,
• More foreign direct investment and joint ventures, and
• The creation of regional value chains.
“If the likes of SADC are effective in removing trade barriers within Africa then whoever moves
fi rst and gets it right, will win Africa,” says Mr. Pieter Spies, Cadbury Managing Director
for Central & East Africa. This theory applies across a myriad of different industries where
successful, fi rst-mover advantage in the region could spell success across the African continent.
Amongst member states, South Africa has been
actively seeking greater trade relationships with
fellow SADC states. The South African Minister of
Trade and Industry, Mandisi Mpahlwa, has embarked
on an aggressive strategy to pursue greater trade
relationships with SADC members to increase further
development in Africa. South Africa has signed a
memorandum of understanding (MoU) on economic
cooperation to strengthen trade with Mauritius. Mauritius is currently one of South Africa’s
largest trading partners with exports to the island amounting to US$242million in 2007.
Digital revolution
Until recently, Internet access in Southern Africa had been slow and expensive. This is changing
rapidly as Southern Africa rapidly acquires the infrastructure required to make high-speed
Internet connectivity assessable and affordable to the masses. Underwater cables being laid
by privately funded companies will connect Southern Africa to the world. Universities will be
able to facilitate research with other institutions, medical facilities may make bigger strides
in improving healthcare, small businesses can compete in the e-economy, and the rise of call
centres could facilitate job creation.
The infrastructure will also make Southern Africa considerably more appealing to foreign
investors, in terms of the ease and effi ciency of doing business in the region.
Benefi ts of reforms
Africa’s gross domestic product (GDP) growth is expected to hold up well even while
global growth deteriorates, as the structural reforms that many African countries have been
implementing over the past few years continue to pay off, says a research paper by South
Africa’s Industrial Development Corporation, entitled “Africa And The Global Economic Crisis:
Opportunities And Challenges”. It predicts that while GDP growth in Africa has moderated
considerably, the continent will continue to experience growth in excess of 3% in the face of
global economic slowdown.
“Widespread economic reforms and notable improvements in overall governance have borne
fruit and attracted foreign investment, while several long-standing confl icts have come to
an end, enabling reconstruction in those countries to begin. This has contributed to vastly
improved macro-economic management, rising incomes and spending, increased investment
in physical and social infrastructure and foreign investment activity in productive sectors,” the
research report states.
“If the likes of SADC are effective in removing
trade barriers within Africa then whoever moves
fi rst and gets it right, will win Africa.”
Mr. Pieter Spies, Cadbury Managing Director for
Central & East Africa
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2010 FIFA World Cup
Decades of negative news coverage have often presented a one-sided view of Africa in
general. The 2010 FIFA World Cup, to be held in nine cities across South Africa, will offer a
great opportunity to change the image and perception of the continent internationally. During
coverage of the event, the world will be presented with a different view, one of bustling cities,
world-class facilities, speeding highways and an affl uent people.
Widespread media exposure and focus on Southern Africa will enhance the region’s brand as a global
tourist destination and a sophisticated emerging market of choice for foreign investment.
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4. CHALLENGES IN CONDUCTING MI FOR AFRICA
While Northern and Southern Africa are very different regions, they share many common
obstacles when it comes to conducting Market Intelligence.
Diversity
One cannot paint African countries with the same brush. Their histories, cultures, geographies,
languages, fi scal policies, and legal and administrative systems differentiate them immensely.
For example, Namibia in Southern Africa is a vast country but with a small scattered population.
A large portion of the population lives in the Northern Region of Namibia. Here, fast moving
consumer goods (FMCG) manufacturers face the challenges of containing distribution costs,
maximizing return on investment, and developing effective ‘go-to-market’ strategies with
products that will meet the needs of a largely cash strapped population. Competition in
the capital, Windhoek, is fi erce. There, FMCG
manufacturers need to understand the local
market and consumer dynamics in order to avoid
producing another ‘me-too’ product.
In Mauritius, an island in the Indian Ocean, FMCG
manufacturers face a different set of challenges.
Here, managing logistics, forecasting and inventory plays an important role in ensuring that
products are always available. Mauritius is a French speaking ex-colony of France that enjoys
strong links to French culture. It is one of the wealthier Southern African countries and has a
relatively high GDP per capita. Until recently, it also had a preferential trade agreement with
the EU on sugar and textiles, which has since lapsed. The Mauritian government is now trying
to transform its economy to a knowledge-based one, with a focus on information technology
and seafood. The challenges of generating quality intelligence in Mauritius revolve around
understanding the European infl uences that have intrinsically shaped the distinct Mauritian
consumer behavior.
Lack of structured and reliable information Internet penetration in Africa in 2008 was 5.6 percent, compared to the world average of 23.5
percent. Evidently, online and other advanced communication infrastructures to house and
transfer information in Africa are not as available as in the developed world.
Quality information is mostly unregistered or even considered classifi ed in some areas. There
are no universal standards and protocols. In many cases, local economic and fi nancial reporting
and information systems are opaque. In some places, money can still be a taboo subject and
families who own private businesses are not eager to disclose information. Sources will also be
different from one country to the other.
Information is often only available through networks of people. It is typically those who are well
placed or who are in positions of power that are able to extract reliable information that can
support foreign investment decisions.
Doctor Hennie Brummer, Head of Marketing Assessment & Strategy at Kumba Iron Ore, says that
there is a strong correlation between the level of economic development in any country and
One cannot paint African countries with the same
brush. Their histories cultures, geographies,
languages, fi scal policies, legal and administrative
systems differentiate them immensely.
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the level of quality information available. It is for this reason that high quality information can
be very diffi cult to acquire in Africa, particularly in the poorest economies. “In these countries,
quality information is not easily accessible because there is no infrastructure that can support
information collection” explains Dr. Brummer.
CorruptionIn many African markets, bribery and corruption can be rife.
Mozambique was ravaged by a war that ended in 2002 and by subsequent massive fl oods that
displaced millions of people. Unemployment, poverty and malnutrition levels are very high,
with 70 percent of the population living below the poverty line. Informal markets account for
60% of the retail trade in Mozambique, with Mammanas (informal hawkers) controlling the
retail market, bypassing duties and value added tax. This makes obtaining reliable, accurate
information through legitimate channels very challenging. Market Intelligence professionals must
have a local network of trustworthy and informed people they can rely on.
BureaucracyFormal or informal agreements must often be obtained for important matters. No large project
can be developed without the support of key personnel at the administrative or political levels.
Even where corruption is not particularly high, there seems to be a strong tradition in Africa on
knowing the right people in order to gain access to direct or indirect knowledge.
Rapid change Due to rapid market changes on a global level and Africa’s increasing globalization, the need for
valuable Market Intelligence is becoming even more pressing.
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5. RECOMMENDED SOLUTIONS
While Northern and Southern Africa are very different regions, they share many common
obstacles when it comes to conducting Market Intelligence.
Permanent in-depth local knowledgeIn Africa, it is crucial to work with people who have been operating for some time in and
who have deep knowledge of local markets. This includes being attuned to the local history,
current operating environments, supply chains, market strengths and weaknesses, threats and
opportunities, information sources and stakeholders.
In many African countries, it is simply impossible to rely solely on Secondary Data sources in
the public domain. In South Africa for example, Tiger Brands, Nestle, Kraft and Cadbury only
account for 41 percent of the Sugar Confectionery market, while the balance of the market is
proliferated with many small manufacturers and local distributors that trade largely through the
wholesale channel. These local manufacturers and distributors fl y under the radar without even
a website from which to gather basic competitive information.
Local networksIn Africa, being able to go rapidly to the right place and/or to the right person to gather the
relevant qualitative information and support is key. It is imperative to always know whom to
speak with for specifi c types of information. The risks of going through intermediaries include
time ineffi ciency and receiving inaccurate information.
With a large percentage of confectionery products being distributed through the wholesale
channel, Cadbury makes use of a network of contacts within the wholesale trade to establish a
more precise picture of the size of the market and key competitors. “Data from some consumer
research companies can be very unreliable,” explains Mr. Geoff Whyte, Cadbury Commercial
Director for Africa and Middle East, “these researchers don’t read the bottom-end at all.”
Pieter Spies, Cadbury Managing Director for Central & East Africa, stresses the importance of
‘walking the beat’ in Africa. “If you don’t have feet on the ground (in Africa), don’t expert to be
successful” said Spies. Often, fi rst-world information suppliers are unable to provide accurate
data on local markets for this reason.
Choose to work with partners who have operated on the ground for a long while and
who have built large, effi cient and reliable networks of information sources.
Choose to work with partners who have rigorous reconnaissance processes to build
a bank of information on the market using cross-functional teams of experts. Other
than knowledge of the local industries, they need to have constantly updated sources,
cartographies of local stakeholders and concrete access to key people.
Information investigation and validation processes: In opaque and fast moving environments, setting up systematic and rigorous Market Intelligence
processes in Africa is a must. Investigative and validation processes must be used to ensure
you make truly value-added decisions on sound and tested parameters.
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As a result of the heavy reliance on primary information from expert sources, it is necessary
to employ methods such as the triangulation model shown above, to cross check all your
information. For example, hypotheses may be generated on a company’s key competitors
from expert interviews, followed by a structured process of gathering suffi cient evidence to
convincingly support or refute these hypotheses.
Exhibit 4.
Cross-referencing
Triangulation Model
Confi dentiality and ethicsIn geographies that can sometimes be described as lawless, operating along clear lines of
ethical standards is even more critical.
Choose to work with a partner who is also capable of getting involved in and assisting
you through your operational details with local administrations, customs, suppliers,
partners, potential employees etc. This is one aspect that is quite unique to operating
in Africa. Often, it helps to have a local partner that has deep local Market Intelligence
experience in order to keep things moving in the right direction.
Choose a partner that relies on customized Market Intelligence approaches, validated
surveys and systematic checks.
Choose to work with a partner who adheres strictly to professional standards such as
the Society of Competitive Intelligence Professionals’ Code of Ethics or GIA’s Research
& Analysis Quality System, to ensure integrity throughout the process of information
gathering and generating quality intelligence. You partner should also have in place
concrete training programs for their local staff on how to operate on the ground in an
ethical manner.
A comprehensive approachConducting business in Africa requires knowledge not only of the industry but also of how
things work in general. Those new to any African market may be unfamiliar with the processes
needed to get things moving in the right direction and the right people to get in touch with in
order to avoid delays or interruptions. Achieving real results can be challenging when dealing
with what may seem an administrative labyrinth to outsiders.
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Triangulation1. Data Collection
Collect all data from Secondary and Primary sources
3. Hypothesis CheckingNote evidence that support or refutes
Identify and gather more data, as needed
Choose promising hypothesis
2. Hypothesis DevelopmentMake observations with data sets and across data sets.
Note trends
Develop hypothesis to answer key questions
Source: Corporate Radar: Tracking the Forces that are shaping your business. By Karl Albrecht
NEED
An international Internet services company, supplying Web sites & online stores to small
& medium sized businesses, faced decreasing markets and aggressive competition, and
sought solutions to be more competitive and to open new developing markets.
APPROACH
GIA member RV Conseil helped this company assess different ways to become more
competitive, identify current business development scenarios and fi nd new markets. After
the recommendations were agreed upon, we also closely managed the implementation of
the recommendations.
SOLUTION
Through our in-depth involvement, we were able to help the company successfully set up
a unit in Maghreb for local production, telemarketing and sales with qualifi ed staff, good
incentives, competitive costs and an optimal location. The company can now also tap the
domestic market potential.
6. BUSINESS CASES
Here, we present four case studies that demonstrate some of the best practices to be applied
within the African context, to suit its unique sets of opportunities and challenges.
Case 1: Business development and new market entry for an Internet services company Industry: Information Technology
Geographic scope: Investigation of various developing areas, Northern Africa.
Methods: Internal interviews, secondary research, expert interviews, analysis, recommendation, local implementation.
Case 2: Building a Market Intelligence capacity to support innovation and international growth Industry: Mining and Chemicals industry
Geographic scope: Northern Africa and International markets
Methods: MI Audit, secondary research, expert interviews, organizational implementation, training, investigation plan, ad hoc researches, workshops.
KEY BENEFITS
A new production and commercial unit that enhances competitiveness
Ability to enter new promising markets
NEED
This large mining and chemicals company needed targeted up-to-date knowledge about
existing & new markets, competitors, public opinions, laws & norms, in order to support
the development of value-added innovation. To be effi cient, a number of company people
had to be involved.
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NEED
A large diversifi ed Central African company, with access to local fruit production, was
unsuccessful in manufacturing and selling fruit based products (mainly jams), due to poor
local demand and lack of adaptation to international markets. They wanted to turn this
project around to achieve long term sustainable success, especially on international markets.
APPROACH
GIA member RV Conseil worked together with the company’s in-house team to gather
validated and high quality information for decision making. Following a quality
assessment, and internal audit, we analyzed the markets, competition, target market
needs and helped defi ne and build the offers.
SOLUTION
We helped the company develop a portfolio of fruit-based products for local and international
markets. This included close assistance in marketing and developing the commercial mix,
consultant “chefs”, food machinery, expertise management and commercial strategy support.
Case 3: Development of an international product range for an African food company Industry: Food ingredients industry
Geographic scope: Central Africa, and International markets
Methods: Quality testing, secondary research, expert interviews, strategy building, concrete project implementation
APPROACH
Starting from internal & environmental studies, GIA member RV Conseil worked closely
with the company to build its own customized and effi cient Market Intelligence Culture,
Structure & Processes.
SOLUTION
We conducted an internal & external audit and provided general MI training for the
company’s key stakeholders, before structuring a MI cell in the group. This included
setting up an investigation plan, processes (collecting, analysis…), specifi c training &
assistance to build intelligence collaboratively. We also continue to deliver regular support
and MI studies, trainings & workshops when required.
KEY BENEFITS
Ability to capitalize on and monetize large stocks of local fresh fruit.
Ability to launch am international range of fruit based products.
KEY BENEFITS
An ongoing Market Intelligence process that delivers key up-to-date knowledge about the
business environment
Ability to build sound sustainable strategies based on this MI process
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KEY BENEFITS
Ability to identify competitor behaviour and strategies.
Robust business strategies based on market and competitive insight.
Case 4: Market Intelligence to support Cadbury’s market and competi-tive strategy Industry: Fast moving consumer goods
Geographic scope: Southern Africa
Methods: Secondary research , expert interviews, analysis and scenario planning.
NEED
Cadbury wanted to develop an effective understanding of their competitors in the Sugar
confectionary market. They sought to understand their competitors’ likely strategies and
use this insight to develop more effective strategies for Cadbury.
APPROACH
GIA member Butterfl y Effect Intelligence worked closely with Cadbury and facilitated a
process of gathering information from Primary and Secondary sources, analyzing the
information and developing various scenarios of potential competitive behaviour.
SOLUTION
The process culminated in a two-day workshop where various competitor scenarios were
identifi ed and used to create effective strategies for Cadbury based on holistic competitor
insight and understanding.
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7. CONCLUSIONS
Many of Africa’s countries have sound economic fundamentals and offer largely untapped
potential. The African landscape however, is constantly progressing and changing. As a result,
information in general is a highly perishable commodity.
It is critical to monitor news and signals in order to identify the trends that will shape the future
of business in the continent. Numerous progressive companies have learnt to overcome the
challenges of doing business there, with the right Market Intelligence support, to enjoy positive
return on investment.
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8. ABOUT GIA MEMBERS IN AFRICA
Northern Africa – RV Conseil® (Real Value Consulting®) RV Conseil® (Real Value Consulting®) is a Management, Strategy and Competitive Intelligence
Consulting, with offi ces in Paris (France) and Tunis (Tunisia). It is the GIA Member for France
and Northern Africa. Created in 2004, the company’s consultants have a total of 26 years of
experience in Market Intelligence.
As a GIA member, RV Conseil can effi ciently combine the GIA worldwide network experience
and capacities in high quality customized Market Intelligence in more than 100 countries and all
major industries, with its experiences and local involvement.
In the last few years, RV Conseil® has worked with many companies on African projects,
focusing mainly on Northern Africa, Western Africa and Central Africa in industries such as food,
consumer goods, information technologies, B-to-C and B-to-B services, mining and chemicals.
RV Conseil has helped African companies to build world-class offers, international companies to build
sound businesses in Africa, and many organizations to build effi cient Market Intelligence operations.
RV Conseil relies on strong action and a results-oriented culture, rigorous approach and creative
capacities, as well as senior resources with strong operational background in large and middle
sized companies, mixing Market Intelligence ability with international industry and market expertise.
Southern Africa - Butterfl y Effect IntelligenceButterfl y Effect Intelligence is the Southern African GIA member. Butterfl y Effect Intelligence
specializes in Market and Competitive Intelligence specifi cally in Southern Africa and has a
diverse client base, ranging from fi nancial services to engineering; petrochemical to FMCG companies.
Butterfl y Effect Intelligence offers customized ongoing monitoring of the Southern African
market and competitive landscape; workshops and training and industrial research & analysis.
As a partner with GIA, Butterfl y Effect Intelligence has access to GIA’s best-in-breed information
management tools. Butterfl y Effect Intelligence leverages over 15 years of GIA global best practice
in market and competitive intelligence applied with local insight in the Southern African region.
Butterfl y Effect Intelligence prides itself in developing customized Market and Competitive
Intelligence that can easily be converted into action. Butterfl y Effect Intelligence has worked
with many companies from large multinationals looking to assess new markets and develop
their Market Intelligence capabilities, to small companies looking to understand their
competitors or their market more effectively.
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9. REFERENCES
Abref : plus de 100 projets. Les industriels montrent la voie - Antoine Labey
AFP -16/04/2009 : Un fonds d’investissement pour aider l’agriculture en Afrique
Afrique Magazine 01.03.2009 : Le Maroc face à la crise - Olivia Marsaud
An alternative to annual gas fi ghts with Russia may lie in North Africa - FRANCIS GHILÈS
Bizcommunity.com 3/2009: 2010 - Africa’s greatest brand-building opportunity
Business Day 3/2009: Seize the World Cup as an opportunity to overcome crisis, urges Business Trust
Business Report 3/2009: 2010: getting Africa involved
Business Report 3/2009: Seacom eyes investment in West Africa
Business Report 4/2009: SA fi rms to spread footprint in Africa
Engineering News 2/2009: Big power investment opportunities emerging in SSA – energy analyst
Engineering News 3/2009: SA will see a ‘new breed’ of telecoms operators in ’09
Harvard Business Review 2/2009: Now’s the time to invest in Africa
Internetworldstats.com 12/2008: Internet Usage Statistics for Africa
Interview Reuters 3/2009: Africa can survive global crisis – IMF - Hereward Holland.
Jeune Afrique 15/04/2009 : L’Egypte se rapproche de la Chine
Jeune Afrique 26/01/2009 : EGYPTE, La France, premier investisseur étranger
Jeune Afrique 25/01/2009 : L’envol du dragon égyptien
Jeune Afrique 06/01/2009 Industrie pharmaceutique : Pendant ce temps, chez les voisins. Faïza Ghozali
Jeune Afrique - AFP 19/02/2009: LIBYE - Appel d’offres pour une licence de téléphonie fi xe et mobile
Jeune Afrique 31/03/2009: Le Maghreb résiste au choc de la crise - Jean-Michel Meyer
Jeune Afrique 15/04/2009 : Aide au développement : A la recherche de 15 milliards - Pierre-
François Naudé
Jeune Afrique 26/03/2009 : TUNISIE - FINANCE : A la recherche d’un champion - Samir Gharbi
Jeune Afrique 31/03/2009 : L’Afrique se met au vert : L’Afrique du Nord tire le marché. Faber /
Jeune Afrique 06/01/2009 : Maroc: les industriels au secours de l’éolien - Frédéric Maury
Jeune Afrique 06/01/2009 : Après Pétrole : Lancement d’un fonds africain - Frédéric Maury
La Tribune 08/01/2009 : L’Afrique émerge en Europe avec l’ETF Pan Africa de Lyxor.
La Tribune.fr - 08/04/2009 : Risque-crédit : Coface dégrade quarante-sept pays. maintient en
revanche ses notes pour. l’Afrique du Nord.
L’Economie de l’Afrique, 25/02/09 - Philippe Hugon, Editions La Découverte,
Les Echos 09/04/09 : Alger la Blanche voit la vie en gris - Daniel Bastien
Les Echos 24/03/2009 : Nilesat et Eutelsat signent un nouvel accord stratégique sur le Moyen-
Orient et l’Afrique du Nord
Les Echos 12/03/2009 : L’Afrique enjoint les pays riches à tenir leurs promesses
Les Echos 10/03/2009 : L’Afrique ne veut pas être l’oubliée de la crise
Les Echos 18/02/2009 : Pékin profi te de la crise pour consolider ses liens avec l’Afrique
Les Echos 17/04/2009 : Eclats d’Afrique - Les fantasmes et les tabous de l’Afrique
Le Figaro 08/04/2009: France Télécom à l’assaut du continent africain - Sébastien Acedo
Magharebia in Algiers 1/2009: Algerian report show rise in inter-Maghreb trade – Achira Mammeri
Mail & Guardian 2/2009: Oil-rich Angola looks to diversify economy to avoid slump
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Moneyweb.co.za 2/2009: Chronic uncertainty
Moneyweb.co.za: 4/2009: How can the developing world respond to the global crisis?
Mybroadband.co.za 3/2009: Broadband strategy for South Africa
Mybroadband.co.za 3/2009: MTN boosted by resilient African market
Sadc.int 2009: SADC Free Trade Area (FTA) growth, development and wealth creation
Sadc.int 2009: FTA Brochure
Sagoodnews.co.za 2/2009: “There’s more to Africa than famine”
Southafrica.info 2/2009: Africa investment ‘will rebound’
Southafricadirect.com 3/2009: SA telecom giants hit the trenches
Sowetan 2/2009: Keeping an eye on the continent
Thedti.gov.za 2009: Why invest in South Africa?
The Herald 2/2009: Africa powering through economic slowdown
The North Africa Journal, 14 February, 2009 : Merger of Tunisian and Libyan Banks in the Offi ng
The North Africa Journal, 15 February, 2009 : Maghreb Economic Performance: A Fair 2008, But
Uncertain Outlook - Arezki Daoud
The North Africa Journal, 15 February, 2009: Is Libya Ready for the Private Sector?
The North Africa Journal, 19 January, 2009 : Pierre Fabre, French Drug Maker Opens Tunisian Unit
The North Africa Journal, 16 January, 2009 : The Faces of North Africa’s Capitalism - Arezki Daoud
The New York Times : February 13,2009 : Solar Power and Geopolitics in the Mediterranean -
JAMES KANTER
The Financial Times, March 11 2009: Algeria turns to Chinese know-how - Eileen Byrne
The Financial Times, March 18 2009 : Libya in move to lure foreign banks - Heba Saleh
The Financial Times, April 8 2009: Algeria set for improved oil licensing - Heba Saleh
The Financial Times, March 2 2009 : France looks to its neighbours in the south - Ross Tieman
Tradeinvestsa.co.za 2/2009: South Africa seeks greater cooperation with Mauritius
Wall Street Journal Europe, January 8, 2009 : Europe’s Southern Escape
Interviewed for this GIA Report were:
Mr. Geoff Whyte, Commercial Director Africa & Middle East, Cadbury
Dr. Hennie Brummer, Head of Marketing Assessment & Strategy, Kumba Iron Ore
Mr. Karim Ben Bouzid, Directeur Général Adjoint ICT - Industrie des Confi series de Tunisia
Mr. Pieter Spies, Managing Director Central & East Africa, Cadbury
Mr. Zyad Limam, Chairman and Publisher of “Afrique Magazine”
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Global Intelligence Alliance Group
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