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Samsung Building Strategies Around Anti-China Sentiment to Take Back Indian Market

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Samsung Electronics Co Ltd is seeking a way back to India market as anti-China sentiment continues to grow. A military conflict in June between China and India stirred anti-China sentiment that has affected its companies business presence in India.

As the anti-China sentiment escalates, non-Chinese companies are positioning to take advantage of the situation. Samsung is the only non-Chinese player in India and has seen an opportunity to penetrate the smartphone market where Chinese companies dominate.

Following the June conflict, India banned 59 apps of Chinese origin, particularly TikTok. The ban opened the way for indigenous apps and renewed the interest of American companies in doing business in the country.

The development seems to have stirred Samsung to fight for a leading position in India’s smartphone market even though it is dominated by companies from China that have won consumers with cheap prices.

Though Samsung still has a huge market in India, it has for long lost the smartphone market to China. Counterpoint, a tech researching firm said that India accounts for some 7.5% billion in annual retail smartphone revenue for Samsung, which makes it its second biggest market after the United States.

Reuters reported that Samsung recorded 26% market share in the second quarter to secure the No. 2 spot behind Xiaomi’s 29%, which leads the smartphone market in India. The report noted that the South Korean tech company’s diverse and inhouse supply chain helped it to beat product delays that affected other companies due to COVID-19 lockdowns.

It has been over three years since Samsung lost its dominance in India to Chinese companies. Its bounce back strategy seems to rest on its ability to source phones components internally.

Samsung has a mega mobile phone manufacturing plant in New Delhi, where it tests new devices and assembles them for export. With the manufacturing power, it has been able to curtail cost of production that took a toll on its rivals amidst the pandemic.

Reuters reported that in May, Samsung and Facebook partnered to train over 200,000 brick and mortar stores selling its phones to use social media for sales and marketing.

Xiaomi and Oppo, the leading Chinese brands in India were severely hit by the disruption of the global supply chain, following lockdowns induced by coronavirus. However, Samsung stayed in business through local production, online sales and delivery.

Samsung is building on this advantage, using its ability to manufacture internally, to fight for its place in the Indian market. It is hoping that making phones locally will cut the cost that has over the years, driven consumers to Chinese companies.

Since June, it has launched seven new smartphones, three of them cost $133,63 (less than 10,000 rupees), including its cheapest Android offering at $75, according to Reuters.

A source familiar with Samsung’s strategy in India said coronavirus has forced many online activities in the country, and therefore necessitated low budget phones.

“The COVID crisis has pushed people to use smartphones for everything from online education to digital payments to even connecting with friends on video calls. That’s why these budget phones are focused on the mass market,” the source said.

As part of its strategy, Samsung initiated installment-payment for its customers and incentive schemes designed to attract more consumers to its base, including offering students discounts on some devices.

But while Samsung appears to be gaining ground, there is still a mountain of challenge ahead of it. Although there is growing apathy toward Chinese companies, competition is still ripe. Xiaomi and Oppo still have a base of loyal customers who don’t care about what the Chinese and Indian governments are doing at the border. The companies have won them over through cheap phones and hope to use Prime Minister Narendra Modi ‘Made in India’ campaign to beat the anti-China sentiment.

On the other hand, the Google and Reliance’s Jio partnership could ruin Samsung’s prospects, as it will be offering the most affordable models of phones to Indians.

However, Samsung has a brand reputation that Indians trust, and would choose over Xiaomi and the others if the prices get close.

“Samsung is India’s No. 2 smartphone brand after Apple by image. So a phone priced between 6,000 rupees to 15,000 rupees from Samsung is very well placed today to capture market share from Chinese rivals,” said brand strategist Harish Bijoor.

Apple devices are out of the contest due to their costs, and the company is not considering lowering the price to woo customers. The cheapest iphone in India costs about 31,500 rupees, while the cheapest Xiaomi is around 7,500 rupees. So the competition is between Samsung and Chinese companies.

If Nigeria Was a Country of 1,163 Tweets: This is How they Would See Shoprite Exit

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Whether on physical or online sphere, Nigerians are one of the people in the world who usually express their feelings on issues and needs of national importance. Since the country returned to democratic system of governance in 1999, social and public analysts, including politicians have continued to discuss varied socioeconomic needs and challenges.

Topics of the Discourse

For some days now, the Nigerian society has been discussing the possible exit of Shoprite on different platforms. Our check reveals that the discussion remains intense on Twitter than Facebook. According to many sources, Twitter is a social networking community that enables people and organisations to interact, reflecting a diverse and rapidly growing global social networking community.

In his description of the Nigerian Twitter community, Jack Dorsey, co-founder and Chief Executive Officer, says “in recent years, there has been barely any social media platform contesting with Twitter in hosting Nigerian conversations — whether protests, rants or energising social movements.” Looking at the yearly percent increase in the number of Twitter users, our analyst believes that the Twitter CEO is right. From 12.6% in the use of the social networking site in July, 2019 to July, 2020, the Nigerian community is indeed growing.

Exhibit 1: Monthly Percent Increase/Decrease in Twitter Users

Source: StatCounter, 2020; Infoprations Analysis, 2020

Explicating the Discourse

Adding to the discourse through article publications on Tekedia, Professor Ndubuisi Ekekwe has made us understand why the company is leaving Nigeria. For instance, he credited the possible exit to the country’s currency weakness in the global economy not to the physical or online competitors but open markets. These factors are not quite different from what Nigerians in the Twitter community discussed between August 4, 2020 and August 5, 2020 (Time: 9:03am on August 4, 2020 to 9:49am on August 5, 2020).

From a total of 1,163 tweets mined and analysed by our analyst, it emerged that within the market factor, Nigerians [including businesses] believed that the company’s failure to understand the Nigerian market dynamics adequately before entering is the main reason for the exit.  Tthey also pointed out the fact that most Nigerians, especially those at the bottom of the pyramid prefer buying goods at the open markets to going varied outlets of the company.

In their conversation, they did not spare the effects of high prices, currency devaluation and corruption. According to them, Shoprite’s price tag on majority of goods is outrageous considering what is obtainable in the open markets. For example, one of the members of the community hinted that it is out of the Nigerian context to set a price of N500 or N1000 for two or three corns that can be bought from the open markets at N100 or less than N200.

In our engagement with the Tweets, our analyst also found that the discussion was also on the dwindling place of the country’s currency in the global market and many years of corruption in public and private life that make some people at the upper-class income category having access to money freely. The accessibility, according to the people in the community, largely helped Shoprite in its early days in Nigeria.

Once again, the conversation on the exit afforded the studied 1,163 users opportunity of discussing leadership issues using different perspectives. Some of them believed that the leadership style and capability of President Muhammadu Buhari should be questioned while some were of the view that President Buhari’s stance on fighting against corruption could be attributed to the reduction in patronage and revenue of Shoprite across its outlets. According to our data, we found occurrence of discussion on open markets, Naira devaluation, competition, corruption, price and Buhari [linking to good and bad leadership] 376 times during the two days.

Exhibit 2: Topics of the Discourse

Source: Twitter, 2020; Infoprations Analysis, 2020

The Extracts

Price: @cchukudebelu Why shop in ShopRite when u can shop rightly at Igbudu market at reduced price

RT@LadiSpeaks: Local supermarkets Local supermarkets How many Nigerians can buy Shoprite? How many Nigerians are willing to take the risk? Maybe only 10 and all of them are in the APC so… Nobody cares

Naira Devaluation: RT @kinmoju: @OkporEmeka with the devaluation of the naira, imported items from SA which ShopRite sells will be too expensive compared with local alternatives thereby impacting their sales figures economy it bites seriously

Corruption: RT @oloye__: Everyone that goes to ShopRite is corrupt and benefited from the 16 years of corruption under PDP. Go to the kiosk on your street. We must kill corruption before it kills our indigenous businesses.

Market: RT @AyoBankole: Again, I have always said most investors overestimate the Nigerian market. Even most analysis on Shoprite exit are emphasizing on Nigeria being the most populous African country. We often forget that over 70% of us live in poverty. And only Lagos holds a real economic promise.

Buhari: RT @keljykz2: Nigeria has been destroyed by this man…Muhammadu ‘destroyer’ Buhari. Same as in 1986…Shoprite is leaving. Air peace is firing pilots and insecurity is at its peak. Keep hailing Mr. Destroyer in chief. Fabrizio/ Willian/ bbnaijalockdown/ the nun/ Martinez/ MUFC https://t.co/6iUxZxWbMb

RT @fattylincorn01: Even those thieves that went on a looting spree @Shoprite_NG are now blaming @MBuhari for @Shoprite_NG woes. SMH

Clustering, Networking and Interaction

Beyond the topics of the discourse, our analyst explored classification and the kinds of network relationship and interaction that existed during the two days. From the analysis, we discovered that 696 citizens were in Cluster A [the cluster that vehemently pursued the topics in their conversation with others]. In the Cluster B [the less active group in terms of discussing the topics] had 467 citizens.

In our analysis, we discovered that people who fell to the Cluster A (Main Tweets) had influence over those who fell to Cluster B (Retweets) [see Exhibit 4]. In Cluster A, a citizen with the National Identity Number 676 had superior ability of interacting with others within the Cluster. Further analysis indicates this citizen retweeted @ekomiamiblog’s tweet, which says “ShopRite Denies Leaving Nigeria https://t.co/RG46QIhEAh Willian#bbnaijalockdown2020 Buhari Spar.

Exhibit 3: Dominant Words in the Community

Source: Twitter, 2020; Infoprations Analysis, 2020

Exhibit 4:  Citizens’ Categorisation in the Context of Ability to Interact

Source: Twitter, 2020; Infoprations Analysis, 2020

Exhibit 5: Distance among the Users based on Ability to Interact

Source: Twitter, 2020; Infoprations Analysis, 2020

Tekedia Mini-MBA (Aug 10 – Dec 3) Login Details Sent to Registered Members

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Good People, if you signed up for Tekedia Mini-MBA (Aug 10 – Dec 3), you ought to have received your login details by now. Our team sent them this afternoon. I welcome everyone and hope to embark on this academic excursion which begins Aug 10 together.  If you have not joined, do so today here.

https://www.tekedia.com/mini-mba-3/

 

What 7UP, Coca Cola, Unilever Could Teach Shoprite On Investing in Nigeria

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How do you invest in Nigeria when the currency is like a domino under the influence of the gravitational pull of balance of payment? We can learn from some brands which have done well for decades in Nigeria. Yes, we can learn many things from the playbooks of 7UP, Coca Cola and Unilever. 

In these companies, their “parent companies” do not directly take the risk of exchange rate fluctuation. They simply make sure their Nigerian operations are not directly captured in their books. Sure, there is history behind the “indigenization” of these brands in Nigeria, but the real deal remains: Coca Cola does not need to have a Nigeria entry line in its financials in the U.S. That is not necessary since Nigerian Bottling Company Plc (NBC) which is a franchise bottler for Coca Cola shields it, and takes all the exchange rate risks. 

And by taking those risks, NBC has more freedom to adjust pricing to compensate for any forex exposure. That exposure is that it has to buy whatever concentrate Coca Cola sells to it for bottling in Nigeria. So, in this relationship, a transaction takes place and Coca Cola in Atlanta USA books a sale whenever an order comes from Nigeria.  Unilever does the same. Seven Up Bottling Company does the same. (This is my assumption, not sure if that is what they do, but it seems likely though).

Ideally, Shoprite could have looked for a local partner, license its intellectual property or business trade secrets in retail, no matter what they are, and then focus on doing business in Nigeria, via that partner, where all transactions are captured as sales in its South African books. Of course that would be harder in retailing than in manufacturing where core intellectual properties exist. Largely, looking at all permutations, being a foreign retailer in Nigeria makes no sense as franchising framework would be extremely impossible since no core IP exists! So, without this mechanism, the forex exposure hits directly.

If you look at it, you need to “license” IPs to thrive in Nigeria.

Open Markets and Naira Devaluation Kill Shoprite Nigeria

Digital Board for Tekedia Mini-MBA Edition 3 (Aug 10 – Dec 3)

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Dear Colleagues,

Greetings. On behalf of our faculty from around the world, I am honoured to welcome you to this page, for Tekedia Mini-MBA third edition. Beginning Aug 10, we will start a  journey to co-learn and co-share on the mechanics of markets, innovation, business operations, and growth. We will examine emerging business frameworks, models and technologies, across different domains and sectors, and how they are redesigning the ordinances of economic architectures, industrial systems and competitiveness. This knowledge excursion will last for four months. I expect it to deepen our capabilities and advance the companies we work for. Simply, we will innovate, not just invent, to fix market frictions in our sectors.

This table below will have active links, in successive weeks, for you to navigate to the specific contents. You will see weekly overviews, written materials, flash cases, labs, videos and challenge assignments. There is a section to ask questions and discuss the topics; you can always email.

Once again, welcome and thank you for joining us. If you have any questions, please email us at tekedia@fasmicro.com.

  • Prof. Ndubuisi Ekekwe
  • Tekedia Institute

Theme: Innovation, Growth & Digital Execution – Techniques for Building Category-King Companies

  • *Lecture link becomes active, 12 noon Lagos time, weekly.
  • **Tekedia Live (i.e. webinar) times are announced in weekly boards

 

Week Date Focus 
1 Aug 10 Click here for Link to Week 1 Session

Innovation & Growth

The Innovation and Growth of Firms – Prof Ndubuisi Ekekwe

Digital Transformation, Innovation & Strategy – Jude Ayoka, Manager, Access Bank Plc

Innovation Lessons: 5in5 (5 Firms in 5 Sectors) – Africa/Global – Aderinola Oloruntoye, Dean, Workforce Group

2 Aug 17 Click here for Link to Week 2 Session

Business Systems & Processes

Business Playbook, Manual and Execution – Prof Ndubuisi Ekekwe

Process Improvement and Operations Management – Rasheed T. Adebayo, Operations Manager, Schlumberger

Quality and Asset Management – Michael Odigie, Vice President Technical Services, Delek Logistics

3 Aug 24 Click here for Link to Week 3 Session

Business Model & Transformation

Modern Business Models and Growth  – Prof Ndubuisi Ekekwe

Effective Organizational Change Management – Omowunmi Adenuga-Taiwo (ex Strategy Consulting Manager Deloitte)

Sector Transformation: Ecommerce – Olufemi S. Aiki, Co-Founder, Foodlocker

4 Aug 31 Click here for Link to Week 4 Session

Exponential Technologies and Singularity

– Transdisciplinary Agora for Future Discussions, Inc (TAFFD), Georgia, USA.

Edward Hudgins, PhD
Chogwu Abdul, PhD
Gennady Stolyarov II
Brent Ellman

5 Sept 7  Click here for Link to Week 5 Session

New Technologies, Growth, Disruptive Innovation

–         Cybersecurity – Adetokunbo Omotosho, CEO, Infoprive

–          Blockchain – Franklin Peters, CEO, Bitfxt

–          AI &  Cloud – Wale Olokodana, Azure Business, Microsoft

–          Data Management, Big Data Analytics – Dr Adewole C. Ogunyadeka, esure Group Plc

6 Sept 14 Click here for link to Week 6 session

Finance, Investing, Fundraising

Investing and Fundraising – Victor Ndukauba, Deputy Managing Director, Afrinvest West Africa

Capital Market Operations – Azeez Lawal, CFO, TrustBanc Group

Personal Finance and Wealth Management – Japheth Jev, CIMA(UK), CGMA, ACA, Japheth Consulting

7 Sept 21 Click here for link to Week 7 session

Logistics & Supply Chain Management

Supply Chain Systems and Management – Ayodele Adenaike, COO, GIG Logistics

Outlook on Supply Chain Management – Luiz Paulo Silva Barreto, Graduate of MIT Supply Chain Management

Logistics – Samuel Akinniyi Ajiboyede, CEO, Zido Logistics

Lab #1 – Tekedia Institute

8 Sept 28 Click here for link to Week 8 session

Marketing, Sales Management & Business Objectives

Sales Management, Marketing and Growth – Moby Onuoha, Queen’s University

Stimulating New Markets Through Innovation And Perception Demand – Prof Ndubuisi Ekekwe

Execution – Business Objectives and Technologies, Nnamdi Onyebuchi, CEO, Weco Systems Group

9 Oct 5 Click here for link to Week 9 Session

Building Your Business Financial Models (templates included) – Michael Olafusi, Financial Analyst Fellow, Brightmore Capital; Lead Consultant, UrBizEdge

Edition Break

Career and Jobs During Pandemic – Captain Ola Olubawale, CEO, Seamate Australia

Career Planning Precious Ajoonu, Manager, Jobberman

10 Oct 12 Click here for link to Week 10 session

Leadership and Human Capital

Business Process and Leadership –  Prof. Ayodeji Oyebola, Saint Mary’s University of Minnesota

Human Resources Management .- Adora Ikwuemesi, Director Kendor Consulting

Leading and Managing Teams, Stakeholder Management with NICER Model  – Dr. Chisom Ezeocha, Project Delivery Manager, Shell

11 Oct 19 Click here for link to Week 11 session

Media & Branding

Media, Communications, and PR – Grace Akinosun, CEO, smepeaks

Branding and Advertising – Akachi Ngwu, Executive Director/COO, Luzo Digital Network & Media

Product Design and Packaging – Kemisola Oloriegbe, Manager, Nigerian Breweries Plc

12 Oct 26 Click here for link to Week 12 session

Sector Innovation and Focus: Case Studies

– Fintech – Olugbenga GB Agboola, CEO, Flutterwave

– EdTech – ‘Dimeji Falana, CEO, Edves

– Agtech –  Ndubuisi Ekekwe, Founder, Zenvus

– HealthTech – Enoh John, CEO, Lafiya TeleHealth

Lab #2 – Tekedia Institute

13 Nov 2 Connect for Career Week: Nov 2-7, 2020 here.
14 Nov 9 Click here for link to Week 14

Global Markets & Projects

 Supply Chain Management, Global Partnership & Contracting – Adebayo Adeleke, ex-Chief of Contracting and Deputy Chief, Business Operations Division, US Army

 Effective Project Management – Taiwo Abraham, Project Manager, Horizant

15 Nov 16 Click here for link to Week 15

Accounting & Auditing

Auditing, Forensics, Policies and Controls – Yusuf O. Sanni (ACA), Chief Internal Auditor, BUA Cement Plc

Accounting, Building Sustainable Enterprises – Ndubuisi Umunna (ACA), Head Finance Accounts & Admin, Royal Exchange

Effective Financial Planning and Management – Okpaise Kenneth, Financial Advisory Manager, AIICO Insurance Plc

16 Nov 23 Click here for link to Week 16

Law, Contracting & Globalization

Business & Commercial Law  – Chukwuemeka Mbah (LLB, BL, LLM) Law, Manager, Sherwin Williams

Contracting, Negotiation and IP – Jeff Chineme Maduka (LLB, BL, LLM), Snr Legal Manager, American Tower

17 Nov 30 Click here for link to Week 17

Sustainability & Risk Management

Disruptive Sustainability Innovation for Long Term Business Growth – Eustace Onuegbu, President, incsr.org

Sustainability Strategy and Social Innovation – Temitayo Ade-Peters, CEO, We For Good

Risk Management –  Akeem Rasaq, Head Of Risk Management, Chapel Hill Denham

Lab #3 – Tekedia Institute

Dec 3-5 Click here for Closure

Execution & Growth

Driving Profitable Growth, Marginal Cost, Scaling – Prof. Ndubuisi Ekekwe

Managerial Accounting, Business Decision Making and Growth – Idris Ayinde, ACA, CFA, KPMG UK

The Call to Execution (Summary) – Prof Ndubuisi Ekekwe

It’s Graduation Day – Prof Ndubuisi Ekekwe

Closure