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On Nigerians’ Endless Wait For Refineries

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Even an imbecile in Nigeria can boldly attest to the lingering fact that the country’s major and highest revenue base – the petroleum sector – has over the decades been clamouring for rescue as its pathetic situation lingers.

This perhaps could be what informed the ongoing seeming efforts of the present administration led by President Muhammadu Buhari towards ensuring the said sector wears a new look in all ramifications, hence probably understood that only a tech-driven mechanism can fix the unending mayhem.

In his keynote address during the first-ever Nigeria Diaspora Investment Summit held in Abuja between 27-29 November, 2018, the Vice-President, Prof. Yemi Osinbajo graciously notified the participants that the first set of the privately-owned modular refineries “being developed as part of the private-sector component of the vision” were currently being completed in Delta and Rivers States.

The Nigeria’s number-two citizen said amidst the gathering, which comprised more than 300 Nigerians living outside the country, that “One of them is a Brownfield Project that is being expanded from 1,000 barrels per day (bpd) capacity to 10,000 bpd, while the other is a Greenfield Investment”, as he further disclosed “As at yesterday, another of such modular refinery was coming on stream”.

The 3-day epochal summit, which sought to mobilize the Diaspora to invest in Nigeria as part of the current government’s thrive to reposition the national economy, equally saw the vice-president informing the prospective investors that in each of the efforts, the communities were equity holders and stakeholders in the modular refineries.

According to him, such a gesture was crucial as the government was ensuring the various communities were economic stakeholders in the development and economic opportunities in the Niger Delta in its quest for a rebranded oil and gas sector.

In the conference and exhibition attended by other top government functionaries such as Ministers of Foreign Affairs – Geoffrey Onyema, Agriculture – Audu Ogbe, and Power, Works and Housing – Babatunde Fashola, among others, Prof. Osinbajo reminded that “For those who may recall some of the engagements we had with the Niger-Delta, we promised we would ensure we are able to put in place some of the modular refineries that are actively engaged with the local communities.”

It suffices to assert that the remarkable event, which ensured the diaspora investors had the opportunity to meet potential local partners as well as interact with government institutions, came to an end with wonderful notices and assurances to the people’s delight.

It’s only a dummy that’s yet to comprehend that the bane of Nigeria’s petroleum sector has conspicuously been lack of refineries and allied matters. It’s a shame, to assert the least, that the world’s six most oil producing countries cannot at the moment boast of a single refinery in any part across the federation.

In the past, Nigeria’s indigenous company, the Nigeria National Petroleum Corporation (NNPC) could proudly boast of at least four standard world-class refineries situated in different localities namely: Port-Harcourt, Warri and Kaduna in Rivers, Delta and Kaduna States, respectively. But it’s pathetic that presently the aforementioned investments are mere monuments, and nothing more.

It is ridiculous and absurd that, rather than export petroleum products to other countries, Nigeria is deeply involved in their importation. When the crude oil is extracted from the earth crust, they are transported to foreign nations, thereby refining them over there.

Having made the raw materials available for consumption, the oil marketers who had been contracted or licensed by the Federal Government (FG) would import the finished products towards distributing them among the dealers domiciled in the country. Then the dealers would ensure the commodities are sold to the final consumers. This recurring decimal is what the citizens have been experiencing in Nigeria ever since the country’s refineries went into moribund.

This unfortunate occurrence was apparently what triggered the quest for total removal of fuel subsidy in the country by the Buhari-led reign upon its emergence in 2015. Having perceived the oil subsidy as an avenue to ‘unfairly’ enriched the marketers who were seen as racketeers, the government was damn determined to completely stop the payment of subsidy on petrol otherwise known as Premium Motor Spirit (PMS), and its agitation was purportedly actualized in the long run after series of counter reactions from the teeming Nigerians.

It’s noteworthy that the government’s total removal of the fuel subsidy, as was reported, was primarily informed by its motive to ensure that the downstream sector was thoroughly revived and boosted. But till date, despite all the earlier promises to resuscitate the incapacitated refineries, none is currently wearing a new look. This seeming inaction has signalled a great worry to the concerned citizenry.

It was barely the penultimate year Nigerians realized that the subsidy, contrary to the initial report, wasn’t actually totally removed. This implies some intriguing politics had been taking place underground without the knowledge of the masses. This smacks of pranks.

Taking a painstaking study of Nigeria’s worrying situation as regards the oil and gas industry, it is only until the government addresses the unwholesome policies therein, the country can boast of a reputable tech-driven economy in respect of the sector in question.

Even as the government is frantically carrying out crusades on random establishment of modular refineries, its sustenance will definitely meet a downfall if it fails to critically consider and implement a set of strict required policies that would guarantee the healthy functionality of the initiative.

Aside from the sustenance aspect, failure to set up adequate modus operandi would pose a great threat to further establishment of such refineries in the nearest future. Suffice it to say that such practice might be hijacked by unscrupulous and unpatriotic elements.

So, as the amended Petroleum Industry Bill (PIB) had been eventually passed by the National Assembly (NASS), its onward adoption and implementation must be treated as sacrosanct by the Executive Arm if it’s really and genuinely willing to revamp the downstream sector.

Similarly, as the government ostensibly makes a move to support setting up of modular refineries across the country, particularly in the Niger Delta region, they must equally not hesitate to do the needful towards reviving the forgotten standard ones.

Summarily, a lofty tech-driven concept requires a candid political will for apt plan and implementation. And if eventually implemented, sound relevant policies are needed for its onward sustenance. 

Accessing funds for businesses – Tekedia Live

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Tekedia Institute welcomes the CEO of Transtura, a mobility startup, to Tekedia Mini-MBA Live. Vincent Adeoba will be speaking on raising capital for businesses. The ex-PwC consultant has many experiences in this domain, as a consultant and as an entrepreneur.  Time is 7pm WAT today; Zoom link in the Board

As New York Continues To Wait For Jumia

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What is going on in Jumia? For Q3, the ecommerce commerce reported revenue of $42.7 million, which was up 8.5% year over year. That was a very poor result! Yet, the numbers keep growing, now 7.3 million active customers. But that was partly possible because it spent $26.8 million on sales and marketing in H1 2021; $24 million in Q3 alone. That crystallized to heavy losses: “ $64 million operating loss in Q3 and a $156 million operating loss through the first three quarters of this year.”

As I have written: the most important innovation in business is the Business Model. Jumia needs to evaluate its business model and not just its operational efficiency and execution. The most valued ecommerce in Nigeria and Africa by 2023 will not be Jumia because some B2B ecommerce are growing at high double digits, in the same market Jumia operates. That tells you where Jumia needs to spend more effort.

But for all, the double play strategy is working: JumiaPay is an opportunity. It would be worth more than the whole value of Jumia if it is now a separate company. Watch out for investors to make that case by 2023!

The Cola Battle In Nigeria – Pop Cola vs Coca Cola On Trademarks

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Coca Cola goes after Pop Cola, filing that the beverage upstart is infringing on its intellectual properties: “the defendant (Mamuda Beverages Nigeria limited) is distributing and advertising it’s Pop cola products in get up that consists exclusively of a combination of all of the elements that comprise the applicant’s famous Coca-Cola trade dress”,  reports Kano Focus.

.“The defendant’s use of the trade marks ‘Ribbon device’ and ‘Pop-cola’ in special script amounts to an infringement of applicant’s right of exclusivity of use of the marks ‘Coca-Cola’ script and ‘dynamic ribbon device’ and is liable to create confusion to the general public, foreign and international, as to the likelihood of an association between the applicant and the defendant.”

It therefore seeks an order of interim injunction “restraining the dependant, it’s employees or agents from using, affixing or displaying on any beverage product, vehicle, stationery, advertisement, putting to commercial use in any manner or form for the purpose of commercial benefit or otherwise, the ‘ribbon device’ and the special script in which the ‘pop-cola’ has been depicted on its advertising materials that is similar to ‘coca-cola (script)’ and ‘dynamic ribbon device’ trade mark pending the determination and hearing of motion on notice.

People, I am not sure this helps Pop Cola. Bigi Cola remains a standard on how upstarts can find their domains in contested markets with big incumbents. You win through innovation!

Pop Cola could possibly survive any litigation in Nigeria. But I am not sure if it has any plans to expand beyond Nigeria. If not, more lawyers may be needed.

Young Nigerian Entrepreneurs and Career Developers may consider: What is my end-game strategy for online metaverses?

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This post came about from two completely different trains of thought. The first was a post Ndubuisi Ekekwe did in 2018. ‘The Best Possible Business Idea in Nigerian Telecom for Entrepreneurs’

These were the posts I liked from Prof. the most, where he wrote very detailed business analysis of multifaceted circumstances and issues, from a position of impartiality and no personal interest.

I reflected on how things have changed since then… firstly in the extent to which business affairs issues have moved on, and secondly the noticeable reduction in Prof’s fielding of this kind of content on LinkedIn.

These days, his time on the platform seems more limited, and his plate seems full with covering the standard announcements for Tekedia Institute, and doing the needful for the promotion of Tekedia Capital Start-ups.

The second train of thought concerns a poll post from one Clare Caroll who posed a question about what LinkedIn is.

Which I answered like this:

 

Ultimately it doesn’t really matter how you identify with any product in the ‘Universal Metaverse’

The important thing is that people have a strategy.

While it is important for everyone, it is probably even more important for the young and ‘yet-to-achieve’ because there is so much life ahead, and that is a life that needs a concious effort to self-manage.

This means time spent online should have strategic objectives.

Gaining traction online in itself isn’t an objective. It does not project you forward. It needs to be part of an ‘aggregation strategy’

Aggregation is about consistently doing something which in itself doesn’t generate value, but which then makes something else possible, which is the one that finally delivers the value.

Trying to build huge numbers of connections, and then get loads of followers with the aim of becoming an ‘influencer’ with no ‘aggregation strategy’ plan in place may be a fools errand.

Generic ‘influencing’ is now a ‘Red Ocean’ pursuit. I’ve picked four people to make an illustration. I’ve deliberately avoided celebrities of such profile that their achievements would completely eclipse any additional benefit they could get from online media exposure, such as Bill Gates, Elon Musk, Mark Zukerberg, Richard Branson, Michael Dell, Alan Sugar etc.

The featured folk have all invested somewhere between six and twelve years to get their networks to where they are.

There is a great example from Ndubuisi Ekekwe on how Tiktok entered the market and found a USP over existing players in the segment. If your ‘aggregation plan’ has a dependency on weight of numbers then you may equally need to find a USP to outflank competition. On numbers alone, there are so many that are light years ahead, and they are accelerating away from us at exponential rates. Relative relevance on numbers alone, a 5000 LinkedIn network now will have lost 90% of its relative relevance by the time it is at the invitation threshold of 30k, and a 50k network will see a comparable collapse by the time it is 100k

‘Influence’ is rapidly translating from a sellers market to a buyers one UNLESS a very unique USP set can be applied just like Tiktok.

You will also need to build in some flexibility. Keep abreast of new developments in different parts of the Metaverses. Clare Caroll mentions the new ‘Creator Mode’ coming to LinkedIn

Career coach Martin Buckland often warns of behavioral changes that can suggest people have become desperate for a job. Employers often chase what they can’t get, and run a mile from anybody that has an odour of desperation. He says we need to be consistent.

But we also need to define what consistent means.

Returning to the earlier part of this piece, I bring a reprise on the change in Ndubuisi Ekekwe’s contribution behaviour. I may notice these changes but I am not privy to his ‘endgame strategy for your participation in the online metaverses’ The contribution behaviour may not be the endgame strategy itself but just symptoms of it. Sticking to the plan and being consistent may involve an evolution of contribution behaviour.

We also have SMO (Social Media Office) Regimes in global companies that we may serve or work with from time to time. An endgame strategy will need to be sufficiently robust to absorb changes in contribution behaviour dictated by different SMO regimes that we may flow though.

Summary:

  1. Have an endgame strategy for our participation in the online metaverses
  2. Develop, know and understand our aggregation plan
  3. Be flexible enough to absorb technical changes in metaverse elements and contribution behaviour modifications as a result of changing SMO regimes we flow though.
  4. Do not get caught up in a humdrum like chasing of metrics.
  5. Set  achievable goals that support continuity – be an eternal flame, not a firework.

Ref:

linkedin.com/posts/ndubuisi-ekekwe-36068210_the-lesson-from-tiktok-on-facebook-and-mr-activity-6830583984037117952-CHNv

linkedin.com/posts/clare-carroll-digitalmarketing_contentangel-digitalbyclare-ugcPost-6866363578375528448-M8Ie

www.tekedia.com/the-best-possible-business-idea-in-nigerian-telecom-for-entrepreneurs/