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COVID-19 Impact: UK Economy Plunges Into Recession

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The UK economy slumped by 20% in the second quarter 2020 to record its worst performance since 1955, plunging the country into its deepest recession since 2009.

The coronavirus pandemic unleashed unprecedented havoc on the country’s economy, forcing shutdown of industries and causing job losses that resulted in a 2.2% contraction in the first quarter.

UK finance minister Rishi Sunak said the worst is yet to come but the country will get through it.

“Today’s figures confirm that hard times are here. Hundreds of thousands of people have already lost their jobs, and sadly in the coming months many more will. But while there are difficult choices to be made ahead, we will get through this, and I can assure people that nobody will be left without hope or opportunity,” Sunak said.

UK household spending shrank following coronavirus lockdown that shut businesses and forced spenders to get closefisted.

London as a top tourist destination keeps the UK hospitality business booming. But the global travel restrictions and flight bans held the hospitality industry to a standstill forcing companies to furlough workers and eventually laid them off. The UK economy has lost over 730,000 since the outbreak of COVID-19 pandemic.

The economy succumbed to the pressure and Kallum Pickering, a senior economist at Berenberg said things may get worse.

“Typically, recession data are subject to heavy reasons. Nevertheless, taken at face value, the bigger-than-expected contraction suggests some down risk to our call of a 9.5% contraction suggests some downside in full year 2020,” he said.

Britain’s economic woes have been linked to its handling of coronavirus lockdowns that shuttered retail stores and put self-employment and other public services to a halt.

“The larger contraction primarily reflects how lockdown measures have been in place for a larger part of this period in the UK,” the Office for National Statistics said.

The UK recorded the worst outcome compared with other European countries that were severely hit by the pandemic. There was 22.1% decline in economic output in the first half of 2020, which compared to Germany, France and Italy is a milestone of economic trouble.

The Office for National Statistics (ONS) said the record doubles the 10.6% fall the United States recorded. But among G7 members, Britain is expected to have more GDP growth.

While other economies in Europe were showing signs of recovery, Britain was embarking on lockdown and was way behind in reopening. It was until July 4 that it allowed restaurants and some shops to open, while Italy, although hardly hit, allowed opening in Mid-May. Germany started to reopen bookstores, bike shops and car dealerships on April 20.

The months of lockdown exerted a crippling economic impact on the UK’s GDP, as business activities including sports events were suspended. But in June when the economy gradually opened, the GDP recorded an increase of 8.7%, according to ONS. But it could do a little to salvage the already ravaged economy. Deputy national statistician for economic statistics, Jonathan Athow, said: “despite this, the gross domestic product in June still remains a sixth below its level in February, before the virus struck.”

While the lockdown took the larger part of the blame, it is believed that the economy was already heading in the direction of recession. Shadow chancellor Anneliese Dodds blamed Prime Minister Boris Johnson for the escalation of the economic downturn. He said: “a downturn was inevitable after lockdown – but Johnson’s job crisis wasn’t.”

Many workers have been sustained by the government’s furlough scheme of job subsidies, but it is due to end after October. Sunak said workers know that the scheme is “not sustainable indefinitely,” and the government shouldn’t pretend that “absolutely everybody can and will be able to go back to the job they had.”

While Sunak assured that the economy would bounce back, the time frame isn’t certain and there are signs it could get worse. Alpesh Paleja, an economist at the Confederation of British Industry, said companies are still finding it hard to pay their bills, and “a sustained recovery is by no means assured.” He added that “the dual threats of a second wave and slow progress over Brexit negotiations are also particularly concerning.”

Uber Will Shut Down California Operation if Forced to Classify Drivers As Employees

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The state of California’s legal challenge on Uber’s gig economy business model has got the ride-hailing app threatening to shut down in California.

A California state attorney had sued Uber following the state’s new labor law (AB5) that declassified ride-hailing drivers as independent contractors. A San Francisco court ruled that Uber and Lyft drivers in California should be treated as employees, and Uber is not having it.

In an interview with MSNBC, Uber CEO Dara Khosrowshahi said Uber will likely shut down temporarily if it doesn’t appeal the ruling. Judge Ethan Schulman of the San Francisco superior court gave a preliminary 10-days window to allow Uber and others affected by the ruling to file an appeal.

Uber has maintained that there is nothing wrong in running its business on the gig economy, after all, it’s what most of the drivers want. Consequently, Khosrowshahi has expressed his disappointment over the ruling, calling it “unfortunate.”

“We think the ruling was unfortunate. We respect, obviously, the law and the court and the judge. If the court doesn’t reconsider, then in California, it’s hard to believe we’ll be able to switch our model to full-time employment quickly, so I think Uber will shut down for a while,” he said.

Khosrowshahi said the cab company may have to shut down until November, to allow voters to decide on Proposition 22. Uber and a coalition of gig economy firms had launched over a $100 million referendum aimed at saving the business model.

Part of Proposition 22 is improved welfare for the drivers, and in January, Uber announced new features to its app that will provide more ‘flexibility’ and ‘improved pay’ for the drivers. But it did not address the concerns raised by the state of California, which includes work benefits such as healthcare and government protection in times of crisis.

Moreover, under the improved work measures rolled out by Uber, researchers at the UC Berkeley Labor Center found that the measure would only guarantee $5.64 an hour wage, about $10 less than what was proposed under Proposition 22.

For Uber, it is a battle to survive in a state holding its biggest market, and to prevent a precedent that will rock its business model.

Apparently, Uber has been raking in millions of dollars at the expense of drivers, providing affordable rides that cannot foot the $15 per hour minimum wage, but enough to keep its business afloat and its revenue coming.

Khosrowshahi said during the interview that forcing Uber to comply with the AB5 law will mean unaffordable rides in a few cities.

“You would get a much smaller service, much higher prices, and probably a service that’s focused in the center of cities or the suburbs that we operate in right now,” he said.

Understandably, compliance with AB5 will hurt Uber to a great deal, given that its business has been built around and driven by a large population of riders enticed by cheap rides. But this business model has been described by analysts as ‘predatory’ as it only protects the interest of the company.

To address the situation, Khosrowshahi proposed a new law that would force gig economy companies to pay into benefits funds for drivers.

A New York Times op-ed reported him as saying: “drivers can continue to have the flexibility they have, but they can enjoy the protections – benefits fund, an earnings standard-so that they’ve got the protections many associate with full-time work.”

It is not clear how much he wants paid into the benefits fund, what is clear is that it will not cover employee benefits.

Uber has been enmeshed in regulatory controversies since it came into existence in 2009, and has been known for inciting drivers’ and public sympathy to have its way.

The push to have its drivers recognized as employees started in 2016 in London, and has recently begun to garner momentum in American states. Against this backdrop is Uber’s fight to survive the most trying time of its existence – the pandemic. Coronavirus showed up early in the year and forced the ride-hailing company to change its focus from competition to staying in business.

The effects of the pandemic, which include lockdowns and movement restrictions, halted Uber’s operations around the world, forcing it to focus more on food delivery. Surrounded by these hurdles and legal battles, any change in the gig economy business model now will mean a threat to Uber’s existence.

JumiaPay TPV Hits “A Year-over-Year Increase of 106%”

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Jumia is having a good party. I have written why the future of this business looks promising. JumiaPay has come to become a very powerful double play which can help the ecommerce business. Simply, even if the ecommerce operation does not perform well, JumiaPay has the volume to normalize the financials. As a separate company, JumiaPay is one of the largest fintech companies in Africa today, with operations in more than half a dozen nations. In the Q2 earnings report, Jumia offers a mixed signal: something for bears and more for bulls.

Jumia has reduced its operating loss over the last 6 quarters; €37.6 million, from €47.4 million recorded in Q1.  As it pivots to a marketplace, GMV dropped by 13% year-on-year when compared with the Q2 2019 number. JumiaPay TPV (total portfolio value) reached an all-time high of €53.6 million, a year-over-year increase of 106%. Also, JumiaPay Transactions reached 2.4 million, a year-over-year increase of 36%, representing 35.6% on-platform penetration in terms of Orders.

However, Jumia will pay $5 million as a court settlement brought against it for alleged misstatements and omissions in connection with, and following, the initial public offering. But largely, Jumia had a good party in Q2.

I have written so much about Jumia when it was a pure ecommerce company. I never liked the business model then. But when Jumia changed and added payment, I became a fan. My change of heart was supported by data: the world has not seen any successful ecommerce company without double play. In other words, you cannot make money just by doing ecommerce, especially in emerging economies. Rather, you add something on that ecommerce, and use the transaction volume which comes from ecommerce to make money from something else. Alibaba became better with Alipay, its paytech unit. India’s Flipkart depended on PhonePe to become a better company. Even Amazon relied on AWS to find favour before Wall Street.

Jumia has gone paytech and today is one of the largest fintech companies in Africa with more than 6 million users. Wall Street has noticed and its stock is rebounding. In the last 3 months, it has doubled its market cap, and the trajectory looks positive

As always, alleged crimes committed in Nigeria are settled outside the nation; America pockets $5M, Nigeria gets nothing. We have no justice department. Look at the Malabu Oil scandal, Europe has made tons of money from oil firms on fines; yet, the victim has not even defined its sufferings!

Jumia stock chart

 

 

Results highlights

  • Usage growth
    • Annual Active Consumers reached 6.8 million, a year-over-year increase of 40%.
    • Orders reached 6.8 million, a year-over-year increase of 8%.
    • GMV was €228 million, a year-over-year decrease of 13% compared to GMV1 in the second quarter of 2019.
  • Monetization development
    • Gross profit reached €23.3 million, a year-over-year increase of 38%.
  • Cost efficiency
    • Gross profit after Fulfillment expense reached a record €6.0 million, compared to a loss of €0.7 million in the second quarter of 2019.
    • Sales & Advertising expense was €7.2 million, the lowest absolute amount since 2017, and a year-over-year decrease of 51%. 12-month Sales & Advertising expense per Annual Active Consumer decreased by 38% from c. €10.8 in the second quarter of 2019 to €6.7 in the second quarter of 2020.
    • Adjusted EBITDA loss reached €32.9 million, decreasing by 26% on a year-over-year basis. Excluding a net expense of €3.6 million related to the class action settlement described below, Adjusted EBITDA loss would have been €29.3 million, decreasing by 34% on a year-over-year basis.
    • Operating loss was €37.6 million, a 44% decrease year-over-year.
  • JumiaPay development
    • TPV reached an all-time high of €53.6 million, a year-over-year increase of 106%, more than doubling on-platform TPV penetration from 9.9% of GMV in the second quarter of 2019 to 23.5% of GMV in the second quarter of 2020.
    • JumiaPay Transactions reached 2.4 million, a year-over-year increase of 36%, representing 35.6% on-platform penetration in terms of Orders.

“We have made significant progress on our path to profitability in the second quarter of 2020, with Operating loss decreasing 44% year-over-year to €37.6 million. This was achieved thanks to an all-time high Gross Profit after Fulfillment expense of €6.0 million and record levels of marketing efficiency with Sales & Advertising expense decreasing by 51% year-over-year,” commented Jeremy Hodara and Sacha Poignonnec, Co-Chief Executive Officers of Jumia.

“We are navigating these uncertain times of COVID-19 pandemic with strong financial discipline and operational agility which positions us to emerge from this crisis stronger and even more relevant to our consumers, sellers and communities.”

Innovation Lesson: VR Launch of Mitsubishi Pajero Sport to Nigerians

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Everyday here, we write on why companies must innovate, especially in this age of distortion from a pandemic. New business models are evolving, across markets and sectors, and firms must advance to reach customers. That takes me to something which happened a few days ago: an automobile company hosted the first-ever virtual car launch in Nigeria.  Yes, Mitsubishi Motors unveiled its Pajero Sport in the largest platform in the world, the web. If you believe that the web is unbounded and unconstrained, you will see this playbook as elegantly brilliant. There are many things we can learn from it: the limitations on the physical space should not be a constraint in our operations.

I encourage everyone to watch what this company did and how it was able to elevate immersive feelings for its customers via the web. Listen to the music, hear the thought-leadership and experience the unveiling of the car. Watching the virtual launch, you would even prefer it to the typical physical one. Simply, from here, we can learn how brands can keep their audience engaged and excited despite social distancing and limitations on movements.

More so, they virtualized their showroom, making it possible that anyone could go through the showroom in Victoria Island via their laptops and mobile phones, and experience Pajero Sport from the comfort of their homes, offices, etc.  This is 3D virtualization and a real practical example of use cases of these technologies in action. Virtual reality (VR) and many technologies went into that.

The power of technology is huge and it is amazing to see some practical use cases. If you are selling cosmetics, shoes, etc, there are things you can learn from this. I like Mitsubishi Pajero – I drive it whenever I travel out of the city in the U.S; Mitsubishi Pajero Sport is tough, reliable, and comfortable.

Today, no one needs to fight Lagos traffic as Mitsubishi Motors, embracing virtual reality as a means to engage with its target audience, has brought the showroom to phones, during this time of Covid-19 global paralysis. Watch the video, and replicate that playbook in your small business: it is the way to go.

Fusing Law and Technology will make Law Practice more Profitable and Enjoyable – Abimo Olayiwola

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She practises law as a profession. She has a passion for technology. Marrying these two areas together to better the law field in Nigeria is her mission. Abimo Olayiwola spoke with Rasheed Adebiyi on the relationship between law and technology as well as her advocacy and consultancy in that area. Here are the excerpts…

Tekedia: Could you please tell us about yourself?

Abimo Olayiwola: My name is Abimo Olayiwola. I am a business and digital law practice consultant. I am a lawyer. I practise as a lawyer. I go to court. I leverage the internet and social media to deliver legal services. I also help lawyers and law firms to leverage the internet and social media to build profitable legal practice. I have a passion for technology. I deliver legal services through cutting edge technology. I am a young mother and a lawyer for nine years.  I have nine years active experience in legal practice.

Tekedia: You have a passion for technology on one hand, and you are  a lawyer on the other hand. How successfully have you been able to marry these two distinct disciplines?

Abimo Olayiwola: I understand that we are in the technology age and any lawyer that wants to remain relevant must be ready to embrace technology. So, I decided to embrace technology within the scope of legal practice. My focus is on the necessary technological skills needed to run  profitable legal practice. This has made it easy for me to marry law and technology. To me, it’s a new area of practice in the legal profession and I can’t really separate it from my practice as a lawyer. The only difference is that the technology practice has made me to become an expert for lawyers and this has greatly helped my legal practice. I now get more referrals and clients now have more respect for me knowing that I also consult for lawyers.

Tekedia:  Being a very conservative profession, how easy could it be to practise Law through technology?

Tekedia: Practicing law through technology is easier than the traditional legal practice. Technology has made it possible for lawyers to have virtual law offices. This makes it easier for lawyers to practice law from the comfort of their homes/offices thereby saving on large overhead cost. Also virtual court hearings make it easy for lawyers to defend their clients from the comfort of their offices. This saves the valuable time usually spent in transit. Clients can also connect with their lawyers via video conferencing from any part of the word without having to travel. That’s awesome. Technology has also made legal research very easy and interesting. We now have online law reports and libraries.  I remember when I was just called to the bar,  I didn’t really enjoy research because I would have to use a ladder to get the books and law reports from the shelf. I was the youngest out of ten lawyers and almost all of them would want me to do a research for them. I always had a headache. Online law reporting and research tools made me fall in love with research again. A lot of Lawyers have also digitized their files against the traditional paper files that law offices were used to. This allows them gain access to all the office files from their devices. Technology has made the practice of law very easy.

Tekedia: Do you think it is a basis to advocate that a course be instituted on this for the first degree and at Law School?

Abimo Olayiwola: Absolutely. It is necessary to introduce digital law practice into the curriculum of law undergraduates and law schools students. This will equip them for contemporary legal practice. It will be difficult for any lawyer that isn’t technologically savvy in this age to compete in the labour market.

Tekedia: Recently, you floated a programme focusing on how lawyers could leverage technology to make their practice easier. Tell us about your vision that led to that.

Abimo Olayiwola: I recently launched the Digital Lawyers Network, an online community where we teach lawyers  the necessary digital skills they need to thrive in this age.  As a young lawyer, I had the opportunity to work in the traditional law firm setting as well as the digital law firm and I must confess that the difference is clear.Practicing law in the digital law firm made legal practice easier, more profitable and interesting. I have also noticed that one of the major challenges in the legal profession today is that most new wigs find legal practice boring and unprofitable because most of our clients are now techie while most lawyers don’t understand how to use simple technology. The need to assist lawyers to understand how to deliver legal services through cutting edge technology and to leverage the internet and social media for profitable legal practice motivated me to float the program.

Tekedia: How is it like combining law practice with family commitments?

Abimo  Olayiwola: Combining law practice with family commitments isn’t easy at all. This is because law is a jealous mistress and the family is also important. Thank God for my supportive husband who takes a lot stress off me and encourages me to push harder and aim for the stars.

Tekedia: Thank you for your time

Abimo Olayiwola: It is my pleasure.