The document discusses opportunities for retailers in Sub-Saharan Africa. It finds that while the region faces challenges like underdeveloped infrastructure, it also has strong potential for retail growth due to factors like rapid urbanization and an emerging middle class. The analysis introduces the African Retail Development Index which ranks the top 10 countries for retail investment in the region. It places the countries into three categories: those where retailers should focus on basic products; rapidly developing markets where companies need to move quickly; and more mature markets like South Africa where expansion is ongoing.
Nigeria Food and Beverage Industry Report 2018Fab Westafrica
Africa’s continent is home to more than 1.1 billion people and will account for one-fifth of the world’s population by 2025.Unsurprisingly, Nigeria is by far the largest grocery retail market in Africa, with over 20 significant urban population centres. This report depicts how being ahead of your competitors, you can’t afford to miss 2019 edition of Food and Beverage Expo Nigeria.
The document provides an overview of the fast-moving consumer goods (FMCG) sector in Africa. It discusses key drivers of FMCG performance including population growth trends, urbanization rates, and income levels on the continent. Specific FMCG categories like food, beverages, and personal care products are examined. The largest FMCG markets in Africa like Nigeria, Kenya, and Ghana are also highlighted. The FMCG sector is poised for significant expansion in Africa as poverty declines and consumer spending patterns evolve to include more discretionary items.
This document discusses strategies for consumer goods companies to succeed in Africa's growing consumer market. It notes that Africa's population is young and urbanizing rapidly, with many new consumers emerging from poverty. While opportunities abound, challenges include political instability, poor infrastructure, linguistic diversity, and differences in consumer behavior across countries. The document advises companies to take a granular view of growth by targeting the fastest growing cities, understand when demand will accelerate for product categories, tailor products to local needs and preferences, and partner with local retailers and distributors to gain market access. Pioneering companies that have seen success in Africa focus on these strategic imperatives.
The Deloitte Consumer Survey Consumer Review. Africa: A 21st century reviewKenyaSchoolReport.com
This document discusses opportunities for consumer businesses in Africa. It finds that Africa's economy is growing rapidly, driven by a rising middle class as wealth spreads beyond elites. The population is young and increasingly urban, and digital technologies are allowing Africans to adopt new services. A survey of youth in four African countries shows they are optimistic, brand-conscious, and engaged via mobile phones. While challenges remain, opportunities exist for companies willing to invest and innovate long-term in Africa's evolving consumer markets.
This document discusses the economic potential and opportunities in Africa. It notes that several international organizations predict Africa is on the brink of significant economic growth, similar to previous growth periods in China and India. The document outlines some of the key drivers of business development in Africa, such as high growth economies, urbanization, and the developing middle class. It also discusses some of the main challenges to business development, including diversity of consumers, poor infrastructure, governance issues, and income disparities. The document argues that Africa represents a major opportunity for multinational corporations and that significant economic growth and development is underway, especially in cities across the continent.
ATKearney - Retail in Africa 2015 - Still the Next Big ThingOliver Grave
The document discusses retail opportunities in Africa. It summarizes the 2015 African Retail Development Index (ARDI) which ranks countries based on their retail market attractiveness. The top 3 countries are Gabon, Botswana, and Angola. Gabon ranks highly due to strong economic growth, a large urban population, and a stable environment for retailers. Botswana also scores well due to a developed economy and retail sector dominated by South African chains. Angola ranks third due to high GDP growth from its oil industry, though much of its population remains poor. The document advocates entering African retail markets through a country in the developing stage for the best growth opportunities and scaling potential.
Retail in africa still the next big thingSemalytix
The African Retail Development Index (ARDI) ranks the top countries in Sub-Saharan Africa for retail expansion. Based on A.T. Kearney's Global Retail Development Index, the ARDI identifies not only the most attractive markets today, but also those that offer the most potential in the future. The 2015 ARDI ranks the leading 15 nations and reconfirms the region’s potential arising from not just oft-discussed markets like Nigeria and Ghana, but also small, dynamic markets such as Gabon and mid-sized but fast-growing countries like Angola.
Nigeria Food and Beverage Industry Report 2018Fab Westafrica
Africa’s continent is home to more than 1.1 billion people and will account for one-fifth of the world’s population by 2025.Unsurprisingly, Nigeria is by far the largest grocery retail market in Africa, with over 20 significant urban population centres. This report depicts how being ahead of your competitors, you can’t afford to miss 2019 edition of Food and Beverage Expo Nigeria.
The document provides an overview of the fast-moving consumer goods (FMCG) sector in Africa. It discusses key drivers of FMCG performance including population growth trends, urbanization rates, and income levels on the continent. Specific FMCG categories like food, beverages, and personal care products are examined. The largest FMCG markets in Africa like Nigeria, Kenya, and Ghana are also highlighted. The FMCG sector is poised for significant expansion in Africa as poverty declines and consumer spending patterns evolve to include more discretionary items.
This document discusses strategies for consumer goods companies to succeed in Africa's growing consumer market. It notes that Africa's population is young and urbanizing rapidly, with many new consumers emerging from poverty. While opportunities abound, challenges include political instability, poor infrastructure, linguistic diversity, and differences in consumer behavior across countries. The document advises companies to take a granular view of growth by targeting the fastest growing cities, understand when demand will accelerate for product categories, tailor products to local needs and preferences, and partner with local retailers and distributors to gain market access. Pioneering companies that have seen success in Africa focus on these strategic imperatives.
The Deloitte Consumer Survey Consumer Review. Africa: A 21st century reviewKenyaSchoolReport.com
This document discusses opportunities for consumer businesses in Africa. It finds that Africa's economy is growing rapidly, driven by a rising middle class as wealth spreads beyond elites. The population is young and increasingly urban, and digital technologies are allowing Africans to adopt new services. A survey of youth in four African countries shows they are optimistic, brand-conscious, and engaged via mobile phones. While challenges remain, opportunities exist for companies willing to invest and innovate long-term in Africa's evolving consumer markets.
This document discusses the economic potential and opportunities in Africa. It notes that several international organizations predict Africa is on the brink of significant economic growth, similar to previous growth periods in China and India. The document outlines some of the key drivers of business development in Africa, such as high growth economies, urbanization, and the developing middle class. It also discusses some of the main challenges to business development, including diversity of consumers, poor infrastructure, governance issues, and income disparities. The document argues that Africa represents a major opportunity for multinational corporations and that significant economic growth and development is underway, especially in cities across the continent.
ATKearney - Retail in Africa 2015 - Still the Next Big ThingOliver Grave
The document discusses retail opportunities in Africa. It summarizes the 2015 African Retail Development Index (ARDI) which ranks countries based on their retail market attractiveness. The top 3 countries are Gabon, Botswana, and Angola. Gabon ranks highly due to strong economic growth, a large urban population, and a stable environment for retailers. Botswana also scores well due to a developed economy and retail sector dominated by South African chains. Angola ranks third due to high GDP growth from its oil industry, though much of its population remains poor. The document advocates entering African retail markets through a country in the developing stage for the best growth opportunities and scaling potential.
Retail in africa still the next big thingSemalytix
The African Retail Development Index (ARDI) ranks the top countries in Sub-Saharan Africa for retail expansion. Based on A.T. Kearney's Global Retail Development Index, the ARDI identifies not only the most attractive markets today, but also those that offer the most potential in the future. The 2015 ARDI ranks the leading 15 nations and reconfirms the region’s potential arising from not just oft-discussed markets like Nigeria and Ghana, but also small, dynamic markets such as Gabon and mid-sized but fast-growing countries like Angola.
This document provides an overview of the consumer goods market in Africa and Nigeria from the perspective of Accenture. It notes that while Africa has a large population, its GDP is only 2% of the world's total due to challenges. However, Africa has significant potential from its arable land and natural resources. The market is becoming increasingly important as the continent's collective GDP and consumer spending are projected to grow substantially by 2030. Nigeria is highlighted as a key market that could become Africa's largest economy. The document outlines consumer segments, distribution structures, challenges of operating in Africa, and success factors for businesses, emphasizing the need for innovation, local partnerships, and understanding diverse African markets.
This document provides strategies for companies expanding into emerging markets through e-commerce. It discusses researching the target market's demographics and income levels. Companies should understand factors like the rise of millennials, expansion of the middle class, and differences in average incomes. The digital landscape must also be considered, including internet and mobile penetration rates which vary significantly between markets. Companies should assess the strategic status quo by evaluating market conditions, the competitive landscape which ranges from consolidated to fragmented, and local consumer preferences. Case studies demonstrate how companies like Amazon and MercadoLibre have successfully expanded into new markets.
This document provides an overview and analysis of economic trends in Africa. It discusses how Africa has experienced strong GDP growth averaging over 5% annually since 2000, driven by rising commodity prices and increased political stability. It also summarizes that Africa's growing urbanization and rising middle class are creating new consumer markets, while rapid expansion of mobile technology is powering economic growth and access to financial services. The document concludes that demand for office space outstrips supply in many major cities, leading to very high prime office rents in key markets like Luanda and Lagos.
This document discusses opportunities for commercial real estate in African cities. It notes that Africa is urbanizing rapidly, with many fast-growing city economies. This is creating demand for modern real estate like offices, malls, and hotels. While challenges remain around transparency, sub-Saharan Africa offers significant opportunities due to having less than 3 million square meters of grade A commercial space and rapidly expanding urban populations and middle classes with growing incomes. The document outlines 12 pillars that will underpin Africa's future success, including sustained economic growth, favorable demographics from a youthful population, rapid urbanization, and expanding middle classes.
Analysis of the opportunities and challenges of working in Africa, particularly for consumer facing companies. Includes strategies used by firms to overcome challenges
This document discusses the opportunities and challenges of e-commerce retail in Africa. It notes that while the formal retail sector is underdeveloped, e-commerce is opening up new shopping opportunities for Africa's growing middle class. However, challenges include weak logistics and delivery infrastructure in many areas, an underdeveloped payments industry, and limited consumer awareness of online shopping. By 2025, e-commerce could account for 10% of retail sales in Africa's largest economies and enable $75 billion in annual online sales and productivity gains worth $16-23 billion annually in the retail sector through technologies.
AGRICULTURAL VALUE CHAINS AND SMALLHOLDER PRODUCER RELATIONS IN THE CONTEXT O...ijmvsc
Access to regional markets by small scale producers remains a problem in Southern Africa, yet retailing is
becoming big business. A proliferation of supermarkets has been witnessed since the 1990s with South
Africa’s Shoprite supermarket becoming a major player in African markets. Supermarkets play a critical
role of food systems development in Southern Africa but theissues of concern pertain to how increased
aggregate value can be generated for agricultural produce whilst at the same time retaining more value
nationally/locally for smallholder agricultural producers. This paper focuses on small producers,
characterising food systems evolution in Southern Africa and highlighting how small producers are
relating with supermarkets. Drawing on existing empirical work to examine successful agribusiness
initiatives for smallholder farmers in Africa in accessing regional value chains, the paper argues that
ineffective regional policies contribute to forces preventing upgrading of smallholder farmers into regional
markets. An analysis that synthesises various emerging issues regarding the relations between
supermarkets and small producers is presented to inform research themes for uptake into policy
formulation.
The 2013 Global Retail Development IndexMelih ÖZCANLI
Global retailers are taking a more cautious approach to expansion in developing markets. The top three countries in the 2013 Global Retail Development Index are Brazil, Chile, and Uruguay. While the BRIC countries remain attractive markets, each is facing different challenges - Brazil must address infrastructure, education and regulation issues; Russia depends on natural resources and has a shrinking population; India has regional protectionism and two-thirds of its population is rural; China needs to shift from manufacturing to a consumer-driven economy. Latin America overall performs well due to a growing middle class and economic stability, while some "little gem" countries like Uruguay, Mongolia and Georgia show promise for retailers.
The document discusses the changing South African consumer landscape over the past 20 years since the end of apartheid. Some key points:
1. South Africa's population has grown significantly and become more urbanized, creating new consumer segments and subcultures.
2. The economy has grown and the middle class has expanded, though inequality remains high. The black middle class is now larger than the white middle class.
3. Younger black consumers have very different brand preferences than older generations, showing how consumer contexts have changed rapidly. Many brands have struggled to keep up with these changes.
4. There remains an opportunity for brands to better understand and engage the needs of the mass market, which is still underserved
1) Ecommerce represents a small portion of current FMCG sales but is growing rapidly in many markets. It has the potential to account for over a quarter of global FMCG sales if online adoption increases.
2) Barriers like delivery costs are limiting ecommerce growth but retailers that adopt online strategies gain loyalty and additional revenue rather than losing existing sales.
3) Countries vary in their ecommerce penetration with leaders like South Korea at over 10% while most others are still under 5%; however, global growth rates are over 30% on average.
The 2016 Global Retail Development Index - ATKearney 2016Oliver Grave
China remains the top country according to the 2016 Global Retail Development Index, despite its economic challenges. India moves to second place due to its huge market potential and improved business climate. The Index finds opportunities in emerging markets in Asia and Africa, while Latin America and Russia face struggles from economic and political issues. Four scenarios for developing market retail in 2030 are examined based on trade openness and technology evolution, with an $8 trillion difference in potential global retail sales depending on the scenario.
According to a McKinsey report, Nigeria's retail sector has the potential to grow by 7.1% annually and become the largest contributor to GDP by 2030. Demand for consumer goods in Nigeria is expected to more than triple by 2030 as the number of households earning over $7,500 annually grows to 35 million. The report recommends that consumer-facing companies adopt a regional approach within Nigeria, as distinct differences exist between areas in terms of culture, demographics, and wealth. Three key regional clusters identified are the southeast cluster around the Niger Delta including Port Harcourt, the Ibadan cluster just north of Lagos, and the northern cluster including Kano.
African Powers of Retailing 2015 DeloitteOliver Grave
The document discusses key trends in the African retail market in 2015, including:
1) The informal retail market still accounts for approximately 90% of transactions in Africa, though major retailers are expanding across the continent.
2) E-commerce and m-commerce are growing rapidly, with South African retailers adopting omni-channel strategies. International investors have also invested heavily in African e-commerce companies.
3) International retailers have entered the African market primarily through South Africa, though barriers like infrastructure issues remain. Meanwhile, investment in shopping malls is growing in East Africa.
4) Major South African retailers like Shoprite have expanded outside the continent to markets in Europe and Asia, as opportunities within Africa remain limited
This document provides information about the magazine "This Is Africa". It examines Africa's evolving global relationships and how new relationships are developing across business, policy, and development. The magazine helps inform senior politicians and business leaders engaging with Africa through interviews, commentary, and analysis. It provides indispensable business information and networking opportunities for those understanding Africa's strategic importance. The magazine focuses on relationships Africa is forging worldwide and how emerging markets are reshaping the continent's role. It speaks to influential figures to understand trends defining Africa's 21st century development.
Africa represents a significant growth opportunity for consumer products businesses. The continent has a growing population and middle class, with consumer spending rising rapidly at 16% annually. While Africa offers enormous potential, it also poses complexity due to its diversity of markets. To succeed, companies must make strategic decisions around which countries and market segments to prioritize, as well as how to structure their organization and operations to execute consistently across varied and changing markets over the long term.
Breaking into the Malaysian wholesale and retail networkMurray Hunter
This document discusses the challenges faced by small manufacturers entering the Malaysian wholesale and retail market. It analyzes the fragmented nature of the market and barriers to entry like market segmentation, centralization of large customers, and cultural differences. Strategies are suggested for small companies to break into this complex market, including developing sales skills, focusing on specific market segments, and building strong supplier relationships. The key learnings are that the Malaysian market requires a different approach than developed markets and that non-Chinese companies can succeed by understanding local business practices.
This document discusses opportunities for increasing intra-African trade in perishable goods. It notes Africa's rising GDP and consumer spending, as well as the large percentage of arable land and growing urban population on the continent. Fresh produce supply chains are outlined, and case studies from South Africa examine costs at different points in citrus, apple, and grape export value chains to Europe. The benefits of information sharing across supply chains to reduce costs and increase responsiveness are also discussed. The document argues that investing in supply chain collaboration and differentiating capabilities can help unlock the potential of intra-African perishable trades.
Lifting the Barriers to Retail Innovation in ASEAN | A.T. KearneyKearney
The document discusses retail innovation in ASEAN countries. It notes that while ASEAN has over 600 million consumers and a $2.4 trillion GDP across 10 countries, the region lags global and regional competitors in innovation. Modern retail makes up less than 50% of ASEAN retail compared to 70-85% in developed markets. Private labels only account for 1-8% of ASEAN retail sales. E-commerce is growing but still below US and China levels. The report identifies four barriers to retail innovation in ASEAN - non-tariff barriers, access to talent, trade efficiency, and integration of innovators - and how to overcome them.
The document discusses the results of a study on the effects of a new drug on memory and cognitive function in older adults. The double-blind study involved giving either the new drug or a placebo to 100 volunteers aged 65-80 over a 6 month period. Testing showed those receiving the drug experienced statistically significant improvements in short-term memory retention and processing speed compared to the placebo group.
This document provides an overview of the consumer goods market in Africa and Nigeria from the perspective of Accenture. It notes that while Africa has a large population, its GDP is only 2% of the world's total due to challenges. However, Africa has significant potential from its arable land and natural resources. The market is becoming increasingly important as the continent's collective GDP and consumer spending are projected to grow substantially by 2030. Nigeria is highlighted as a key market that could become Africa's largest economy. The document outlines consumer segments, distribution structures, challenges of operating in Africa, and success factors for businesses, emphasizing the need for innovation, local partnerships, and understanding diverse African markets.
This document provides strategies for companies expanding into emerging markets through e-commerce. It discusses researching the target market's demographics and income levels. Companies should understand factors like the rise of millennials, expansion of the middle class, and differences in average incomes. The digital landscape must also be considered, including internet and mobile penetration rates which vary significantly between markets. Companies should assess the strategic status quo by evaluating market conditions, the competitive landscape which ranges from consolidated to fragmented, and local consumer preferences. Case studies demonstrate how companies like Amazon and MercadoLibre have successfully expanded into new markets.
This document provides an overview and analysis of economic trends in Africa. It discusses how Africa has experienced strong GDP growth averaging over 5% annually since 2000, driven by rising commodity prices and increased political stability. It also summarizes that Africa's growing urbanization and rising middle class are creating new consumer markets, while rapid expansion of mobile technology is powering economic growth and access to financial services. The document concludes that demand for office space outstrips supply in many major cities, leading to very high prime office rents in key markets like Luanda and Lagos.
This document discusses opportunities for commercial real estate in African cities. It notes that Africa is urbanizing rapidly, with many fast-growing city economies. This is creating demand for modern real estate like offices, malls, and hotels. While challenges remain around transparency, sub-Saharan Africa offers significant opportunities due to having less than 3 million square meters of grade A commercial space and rapidly expanding urban populations and middle classes with growing incomes. The document outlines 12 pillars that will underpin Africa's future success, including sustained economic growth, favorable demographics from a youthful population, rapid urbanization, and expanding middle classes.
Analysis of the opportunities and challenges of working in Africa, particularly for consumer facing companies. Includes strategies used by firms to overcome challenges
This document discusses the opportunities and challenges of e-commerce retail in Africa. It notes that while the formal retail sector is underdeveloped, e-commerce is opening up new shopping opportunities for Africa's growing middle class. However, challenges include weak logistics and delivery infrastructure in many areas, an underdeveloped payments industry, and limited consumer awareness of online shopping. By 2025, e-commerce could account for 10% of retail sales in Africa's largest economies and enable $75 billion in annual online sales and productivity gains worth $16-23 billion annually in the retail sector through technologies.
AGRICULTURAL VALUE CHAINS AND SMALLHOLDER PRODUCER RELATIONS IN THE CONTEXT O...ijmvsc
Access to regional markets by small scale producers remains a problem in Southern Africa, yet retailing is
becoming big business. A proliferation of supermarkets has been witnessed since the 1990s with South
Africa’s Shoprite supermarket becoming a major player in African markets. Supermarkets play a critical
role of food systems development in Southern Africa but theissues of concern pertain to how increased
aggregate value can be generated for agricultural produce whilst at the same time retaining more value
nationally/locally for smallholder agricultural producers. This paper focuses on small producers,
characterising food systems evolution in Southern Africa and highlighting how small producers are
relating with supermarkets. Drawing on existing empirical work to examine successful agribusiness
initiatives for smallholder farmers in Africa in accessing regional value chains, the paper argues that
ineffective regional policies contribute to forces preventing upgrading of smallholder farmers into regional
markets. An analysis that synthesises various emerging issues regarding the relations between
supermarkets and small producers is presented to inform research themes for uptake into policy
formulation.
The 2013 Global Retail Development IndexMelih ÖZCANLI
Global retailers are taking a more cautious approach to expansion in developing markets. The top three countries in the 2013 Global Retail Development Index are Brazil, Chile, and Uruguay. While the BRIC countries remain attractive markets, each is facing different challenges - Brazil must address infrastructure, education and regulation issues; Russia depends on natural resources and has a shrinking population; India has regional protectionism and two-thirds of its population is rural; China needs to shift from manufacturing to a consumer-driven economy. Latin America overall performs well due to a growing middle class and economic stability, while some "little gem" countries like Uruguay, Mongolia and Georgia show promise for retailers.
The document discusses the changing South African consumer landscape over the past 20 years since the end of apartheid. Some key points:
1. South Africa's population has grown significantly and become more urbanized, creating new consumer segments and subcultures.
2. The economy has grown and the middle class has expanded, though inequality remains high. The black middle class is now larger than the white middle class.
3. Younger black consumers have very different brand preferences than older generations, showing how consumer contexts have changed rapidly. Many brands have struggled to keep up with these changes.
4. There remains an opportunity for brands to better understand and engage the needs of the mass market, which is still underserved
1) Ecommerce represents a small portion of current FMCG sales but is growing rapidly in many markets. It has the potential to account for over a quarter of global FMCG sales if online adoption increases.
2) Barriers like delivery costs are limiting ecommerce growth but retailers that adopt online strategies gain loyalty and additional revenue rather than losing existing sales.
3) Countries vary in their ecommerce penetration with leaders like South Korea at over 10% while most others are still under 5%; however, global growth rates are over 30% on average.
The 2016 Global Retail Development Index - ATKearney 2016Oliver Grave
China remains the top country according to the 2016 Global Retail Development Index, despite its economic challenges. India moves to second place due to its huge market potential and improved business climate. The Index finds opportunities in emerging markets in Asia and Africa, while Latin America and Russia face struggles from economic and political issues. Four scenarios for developing market retail in 2030 are examined based on trade openness and technology evolution, with an $8 trillion difference in potential global retail sales depending on the scenario.
According to a McKinsey report, Nigeria's retail sector has the potential to grow by 7.1% annually and become the largest contributor to GDP by 2030. Demand for consumer goods in Nigeria is expected to more than triple by 2030 as the number of households earning over $7,500 annually grows to 35 million. The report recommends that consumer-facing companies adopt a regional approach within Nigeria, as distinct differences exist between areas in terms of culture, demographics, and wealth. Three key regional clusters identified are the southeast cluster around the Niger Delta including Port Harcourt, the Ibadan cluster just north of Lagos, and the northern cluster including Kano.
African Powers of Retailing 2015 DeloitteOliver Grave
The document discusses key trends in the African retail market in 2015, including:
1) The informal retail market still accounts for approximately 90% of transactions in Africa, though major retailers are expanding across the continent.
2) E-commerce and m-commerce are growing rapidly, with South African retailers adopting omni-channel strategies. International investors have also invested heavily in African e-commerce companies.
3) International retailers have entered the African market primarily through South Africa, though barriers like infrastructure issues remain. Meanwhile, investment in shopping malls is growing in East Africa.
4) Major South African retailers like Shoprite have expanded outside the continent to markets in Europe and Asia, as opportunities within Africa remain limited
This document provides information about the magazine "This Is Africa". It examines Africa's evolving global relationships and how new relationships are developing across business, policy, and development. The magazine helps inform senior politicians and business leaders engaging with Africa through interviews, commentary, and analysis. It provides indispensable business information and networking opportunities for those understanding Africa's strategic importance. The magazine focuses on relationships Africa is forging worldwide and how emerging markets are reshaping the continent's role. It speaks to influential figures to understand trends defining Africa's 21st century development.
Africa represents a significant growth opportunity for consumer products businesses. The continent has a growing population and middle class, with consumer spending rising rapidly at 16% annually. While Africa offers enormous potential, it also poses complexity due to its diversity of markets. To succeed, companies must make strategic decisions around which countries and market segments to prioritize, as well as how to structure their organization and operations to execute consistently across varied and changing markets over the long term.
Breaking into the Malaysian wholesale and retail networkMurray Hunter
This document discusses the challenges faced by small manufacturers entering the Malaysian wholesale and retail market. It analyzes the fragmented nature of the market and barriers to entry like market segmentation, centralization of large customers, and cultural differences. Strategies are suggested for small companies to break into this complex market, including developing sales skills, focusing on specific market segments, and building strong supplier relationships. The key learnings are that the Malaysian market requires a different approach than developed markets and that non-Chinese companies can succeed by understanding local business practices.
This document discusses opportunities for increasing intra-African trade in perishable goods. It notes Africa's rising GDP and consumer spending, as well as the large percentage of arable land and growing urban population on the continent. Fresh produce supply chains are outlined, and case studies from South Africa examine costs at different points in citrus, apple, and grape export value chains to Europe. The benefits of information sharing across supply chains to reduce costs and increase responsiveness are also discussed. The document argues that investing in supply chain collaboration and differentiating capabilities can help unlock the potential of intra-African perishable trades.
Lifting the Barriers to Retail Innovation in ASEAN | A.T. KearneyKearney
The document discusses retail innovation in ASEAN countries. It notes that while ASEAN has over 600 million consumers and a $2.4 trillion GDP across 10 countries, the region lags global and regional competitors in innovation. Modern retail makes up less than 50% of ASEAN retail compared to 70-85% in developed markets. Private labels only account for 1-8% of ASEAN retail sales. E-commerce is growing but still below US and China levels. The report identifies four barriers to retail innovation in ASEAN - non-tariff barriers, access to talent, trade efficiency, and integration of innovators - and how to overcome them.
The document discusses the results of a study on the effects of a new drug on memory and cognitive function in older adults. The double-blind study involved giving either the new drug or a placebo to 100 volunteers aged 65-80 over a 6 month period. Testing showed those receiving the drug experienced statistically significant improvements in short-term memory retention and processing speed compared to the placebo group.
The document discusses the Contract Labour (Regulation and Abolition) Act of 1970 in India. It provides context on the prevalence of contract labor, the poor conditions they faced, and the act's purpose to regulate contract labor and abolish it in some circumstances. It summarizes key aspects of the act including its application, requirements for registration of establishments and licensing of contractors, welfare provisions for contract workers, payment of wages, and penalties for noncompliance. It also discusses views on reforming the act from employer associations who wish for more flexibility, and trade unions who oppose contracting of permanent jobs.
Social Media and the horticulture industrySymphony3
The document discusses how organizations can use social media to better listen to, talk with, support, and collaborate with customers and employees. It provides examples of social media platforms that can help with listening, talking, supporting customers more effectively at lower costs. It also suggests that organizations should evaluate how well they are currently utilizing social media across these key areas and identifies questions to help guide social media strategy and identify opportunities for improvement.
Mobile technologies: are you remotely interested 21 01 14Niall Hardie
This document discusses the rise of mobile internet access and its implications for mobile learning. It notes that internet access via mobile phones more than doubled from 2010 to 2012, with over half of adults now accessing the internet on their mobile phones daily. Younger age groups especially are using social media and the internet on the go. The document then outlines various mobile apps that can be used for activities like reading, writing, research, collaboration, and evidence collection that are relevant for student learning. It stresses the importance of increasing students' digital literacy and discusses resources for e-safety.
The document provides information on respiratory emergencies for different levels of medical training. It covers topics like anatomy of the upper and lower airways, respiratory physiology and pathophysiology, patient assessment of the respiratory system, management of airway obstructions and other respiratory conditions, and mechanical airway techniques. Key points include the definitions of terms like hypoxia and atelectasis, factors that can affect respiration, signs to assess the respiratory system, abnormalities in ventilation and perfusion, management of conditions like asthma and pneumonia, and indicators for endotracheal intubation. The document aims to equip medical responders with knowledge to recognize and treat a variety of respiratory distress presentations.
Totowaka Inc. is an e-commerce company operating in 10 African countries seeking to expand into new markets. They are deciding between solely focusing on existing markets or expanding into new ones. While existing markets face high competition and risk of market maturity, expanding carries risks of high costs and uncertainty in untested markets. They must also decide whether to expand inside or outside of Africa. Expanding inside Africa allows leveraging existing brand value and resources within a market accelerated by mobile internet and facilitated by the African Free Trade Agreement, while outside expansion faces saturated global markets and inconsistent regulations and consumer behaviors. Overall, Totowaka plans to expand inside Africa to sustain long term growth while balancing profitability and managing risks of expansion.
Africa is experiencing rapid urbanization and economic growth, fueled by expanding middle classes and natural resource wealth. This is driving strong demand for modern commercial real estate like offices, malls, and hotels. While challenges remain around infrastructure and transparency, operating environments are improving in many cities. The document outlines 12 "pillars" that will support Africa's continued success, including sustained growth, favorable demographics, rising foreign investment, and a developing commercial real estate market poised for expansion.
The long-term growth outlook for Africa appears bright. With a large and growing, young and increasingly wealthy population, Africa has a demographic advantage that few other parts of the world will be able to match over the coming decades. The rise of non-traditional economic
sectors, such as the telecoms industry, and the growth of service industries supporting the expanding middle class, should help African economies to diversify and become less dependent on commodities, aiding their long-term development.
Africa tapping into growth opportunities challenges and strategies for cons...Dr Lendy Spires
Africa represents a significant growth opportunity for consumer products companies due to its growing population, increasing urbanization, and rising incomes. While risks must be considered, companies can succeed in Africa by adapting products to local needs, investing in communities, and taking a long-term view. Coca-Cola and Unilever are cited as examples through strategies like product modifications, partnerships with small retailers, and sustainable sourcing programs. When expanding operations, companies should build local presence, leverage first-mover advantage, and gain government relationships.
Many investors see investing in Africa as the "final frontier" as other emerging markets like China and India continue to mature. With a population of about a billion and significant natural resources, the continent has been growing in popularity among investors over the decades
This document provides strategies for companies to consider when entering African markets. It discusses understanding the market opportunity in Africa through developing insights on consumer spending trends, behaviors, and segments. It also outlines steps for crafting an effective market entry strategy, including developing the right product or service value proposition, overcoming sourcing and manufacturing challenges, establishing effective distribution, and optimizing marketing and promotion. The overall framework presented includes gaining market insights, defining the value proposition, determining the market entry strategy, addressing sourcing and production issues, choosing the best distribution approach, and deploying marketing campaigns.
Exploring the fourth wave of supermarket evolution: concepts of value and com...ijmvsc
This document discusses the expansion of South African supermarket chains into other parts of Africa, representing a "fourth wave" of global supermarket evolution. It explores the concepts of value and complexity that arise in this process. Three major South African supermarket businesses - Shoprite, Pick 'n Pay, and Spar - have expanded into other African countries. While this expansion has economic benefits, it also presents challenges for local producers and increases operational complexities due to cultural and business practice differences across countries. The document examines these issues through the lens of the value chain concept.
Fast Moving Consumer Goods in Nigeria - How to enter the marketMarc Zander
The document discusses opportunities for FMCG companies in the consumer market in Nigeria. Nigeria has a large population that is growing rapidly, with a young workforce and a rising middle class with increasing incomes. It is seen as one of the key markets in Africa for FMCG products now and in the future. While Nigeria presents huge potential, it also has risks such as corruption, terrorism, and difficulties doing business that companies must consider when developing strategies to enter the market. The document recommends starting with a distribution model to take advantage of Nigeria's growth potential.
The Future of Digital Business Models in sub-Saharan Africa, Team Finland Fut...Team Finland Future Watch
From the perspective of the African future, digital business models have a vital role in influencing the development of African societies. For the first time African economies are able to create equal economic links with Western economies and are able to attract interest from all over the world. Growth numbers in digital market are staggering, although the future is not as straightforward as one could expect. Now it is great moment to look at what are the successful digital business models in Africa and how does the future looks like for African digitalization.
This document discusses digital business models in sub-Saharan Africa, focusing on Southern, Eastern, and Western Africa. It finds that mobile technology is driving digital transformation across the continent. Digital businesses are emerging that are native to Africa and solve local problems. While opportunities are large, infrastructure challenges like bandwidth and skills shortages remain. The future of African digital markets depends on understanding local contexts and adjusting offerings accordingly.
Middle east and north africa ambika ojhaAmbica Ojha
The document provides an overview of key data and trends related to doing business in the Middle East and North Africa region. It includes statistics on GDP, population, GNI per capita, education rates, languages spoken, religious demographics, and economic growth rates. Urbanization trends and connectivity across the region are discussed. The state of the retail industry, including organized vs unorganized retail, is summarized. Details are provided around enterprise application software markets and opportunities in analytics. Guidelines for doing business in the region, such as business structures and free trade zones, are also outlined.
This document provides an overview of investment opportunities in Africa outside of commodities sectors and the potential role of Gulf investors. It finds that Africa has shown resilience to global headwinds like falling commodity prices due to positive demographic trends, economic reforms, and regional integration efforts. East Africa is emerging as the most appealing region for non-commodity Gulf investment, particularly in sectors like retail, tourism, manufacturing, and education. Gulf investors can enter African markets through various means like co-investing with private equity funds or acquiring existing businesses. Key opportunities exist in developing shopping centers, investing in tourism, and improving logistics for fast-moving consumer goods.
Beyond Commodities - Gulf investors and the new AfricaJoannes Mongardini
The document examines Sub-Saharan Africa's growth outside of natural resources and commodities, and the role of Gulf investors. It finds that Africa has proven more resilient to global headwinds than expected, supported by demographic trends, a growing middle class, and economic reforms. East Africa is emerging as the most appealing region for non-commodity Gulf investment, particularly in manufacturing, retail, tourism, and education. Gulf investors have potential options like co-investing with private equity or direct acquisitions. Retail, tourism, and improving logistics networks represent opportunities, but challenges remain in some sectors and countries.
Africa is home to some of the fast growing countries in the world, a wealth continent full of minerals, abundant human resources and opportunities. At the same time, poverty, underdevelopment, insecurity, infrastructure and talent gaps are high. With 54 independent States and a population of over 1.1 billion inhabitants, Africa economic growth is a paradox story. From the desert in the North through the rich mineral belts of the coastal lines and tourism savannah in Kenya to the dense equatorial forests of Congo basin, Africa’s old dilemma stays the same. The question remains, how can a continent gifted and endowed with the World’s most envied, high in demand and profitable natural resources, abundant and cheap labour market, vast arable land, tourism opportunities and favourable climate said to be the poorest?
This document discusses opportunities for wine producers in the global South to tap into China's rapidly growing wine market. It notes that China has become the world's fastest growing wine market, with consumption expected to increase 20% annually. Southern wine producing countries like South Africa, Chile, Lebanon, and North African nations have potential to benefit due to their quality wines and proximity. These countries face awareness and branding challenges but could see major rewards if able to successfully market to Chinese consumers. Strategies discussed include developing sophisticated branding, unified marketing efforts, and promoting wine tourism.
1) The document summarizes Nigeria's trade patterns and identifies potential competitor countries from Africa in key sectors under the AfCFTA.
2) It analyzes Nigeria's trade data and identifies Morocco as a key competitor in processed agriculture. Kenya and South Africa are identified as competitors in retail and trade, while South Africa and Egypt are seen as competitors in FMCGs.
3) The analysis looks at various economic indicators to select countries with comparative advantages to Nigeria in these sectors.
The document discusses opportunities for business growth in Africa as the continent experiences a rapidly growing middle class and improving economic conditions. It notes that Africa was insulated from the global economic crisis, experiencing continued growth while other regions were in recession. However, the window to gain a foothold in Africa's growing markets is closing as competition intensifies. The document provides recommendations for identifying investment targets, potential entry strategies such as partnerships, portfolio considerations, and emphasizes the need for flexibility given Africa's unpredictable business environment.
The document discusses the growth opportunities in the consumer market in Sub-Saharan Africa. Key points include:
- Consumer spending in SSA has grown 4% annually since 2000 and reached $600 billion in 2010, expected to reach $1 trillion by 2020.
- Factors fueling growth are a rapidly increasing population projected to reach 2 billion by 2050, significant decrease in poverty, and rapid urbanization where 60% of Africans will live in cities by 2050.
- Improving infrastructure like mobile phone access making over 500 million Africans reachable is enabling the consumer market growth.
The participant recommends three strategies for a food retailer entering the African market: 1) Launch breakfast cereals targeting the growing urban middle class in countries with high GDP per capita and foreign investment. Advertise using mobile marketing. Partner with retailers like Shoprite for distribution. 2) Sell fortified micronutrient powders targeting poor, rural populations in lower GDP countries. Partner with NGOs, schools, and micro-distributors. 3) Invest in internal research capabilities to understand diverse African consumer behaviors and identify new opportunities, partnering with informal retailers, census data, and mobile payment firms.
The African continent represents the opportunities of tomorrow, and we at Roland Berger see strong business opportunities being created by Africa's improving economic strength. Mining this unprecedented potential requires sound knowledge and a thorough understanding of the market. That is the purpose of our study titled "Africa – The next growth opportunity". Its main goal is to highlight selected economies with environments conducive to robust economic growth, and at the same time help companies and investors benefit from and contribute to this growth by providing an in-depth analysis of high-potential industries within these economies.
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1. 1Seizing Africa’s Retail Opportunities
The 2014 African Retail Development Index™
Seizing Africa’s Retail
Opportunities
Africa is brimming with potential for global retailers,
with its billion people and growing economy. Indeed,
seven Sub-Saharan African countries are now among
the 10 fastest-growing economies in the world.
2. 2Seizing Africa’s Retail Opportunities
It’s easy to see why many retailers consider Sub-Saharan Africa the “next big thing.” Its population
is nearing 900 million people, mobile phones and the Internet are proliferating quickly across the
continent, and it is urbanizing at a rate of 3.61 percent, faster than any other region in the world.
The region’s GDP growth is now close to 6 percent, and seven Sub-Saharan African countries
rank among the 10 fastest-growing economies in the world. A middle class is emerging, and
increasingly wealthy consumers are embracing Western brands, products, and lifestyles.
At the same time, no one is naïve about the challenges. Supply chains are underdeveloped
and differ widely among countries, and how to develop a supply base in Africa remains an open
question. Despite the urbanization, the population remains widely spread out across a vast
region of thousands of cultures and languages where roads are often difficult to traverse. And
poverty remains an issue in many places.
As retailers tiptoe into Sub-Saharan Africa, figuring out where to enter and how to begin is
a daunting task. While Africa is becoming a serious investment option for retailers, questions
abound about how to succeed there. It is with this in mind that A.T. Kearney embarked on its first
African Retail Development Index™. Building off of our Global Retail Development Index™ (GRDI),
which for more than a decade has helped retailers uncover the most attractive developing
markets for expansion, we rank the top 10 countries in Sub-Saharan Africa (see figure 1).1
The
ARDI, like the GRDI, is unique because it not only identifies the most attractive markets today,
but also those that offer the most potential in the future (see appendix: About the African Retail
Development Index on page 14).2
After this first edition, we will continue to follow and investigate
the African opportunity closely with regular updates of the ARDI rankings as well as other, more
specific publications about retail in Africa.
ARDI score
Rwanda Nigeria Namibia Tanzania Gabon Ghana South
Africa
Botswana Mozambique Ethiopia
Note: Rankings are based on 2012 data. Each of the four factors (time pressure, market saturation, country risk, market size) is worth 25 percent.
Maximum value for each factor is 100. For definitions of each factor, see the appendix.
Source: Euromoney, Population Reference Bureau, World Bank, EIU; A.T. Kearney analysis
Figure 1
The 2014 African Retail Development Index™
70.3
64.2
60.2 59.5 58.9
56.9 55.5 54.3 54.2 53.7100
71
79 65
19
41 28 35
65
38
89
75
79
87
71
0
17
72
100
71
56
94
71
80
81
94
Time pressure Market saturation Country risk Market size
100
62 48
22
55 61
23
50
34
100
66
19 29
6
1
To read more about the GRDI, see http://www.atkearney.com/consumer-products-retail/global-retail-development-index.
2
We evaluated 48 countries in Africa for the ARDI. We excluded North Africa (Mauritania, Western Sahara, Morocco, Algeria, Tunisia,
Libya, and Egypt) from this study because of that region’s different dynamics compared with Sub-Saharan Africa. The relative positions
of some countries in this Index differ from the GRDI because of the different datasets used for each study as well as the differences in
the minimum and maximum values used to assess the two sets of countries.
3. 3Seizing Africa’s Retail Opportunities
The African Retail Landscape
Sub-Saharan Africa is a region of remarkable diversity: 48 countries, more than 3,000 distinct
ethnic backgrounds, and more than 2,000 languages, a spread that makes expansion by
international businesses so difficult. Although Africa is urbanizing at a faster rate than any
other region in the world and there are now more than 1,000 cities in Sub-Saharan Africa, only
Lagos, Nigeria, is a megacity of more than 10 million people (see figure 2). GDP has grown
impressively over the past several years—spurred largely by natural resources—and middle
and upper classes have expanded (particularly in urban areas), yet GDP per capita remains
at about $1,400, roughly one-third of India’s GDP per capita, one-seventh of China’s, and
one-ninth of Brazil’s. This limits many consumers to focusing on the “basics” (such as food
and drink, public transportation, and healthcare), leaving the greatest opportunity for
grocery retailers.
Figure 2
Sub-Saharan Africa’s most populous cities
Addis Ababa
Kampala
Mogadishu
Nairobi
Dar es Salaam
Durban
Maputo
Antananarivo
Port ElizabethCape Town
Johannesburg
Luanda
Huambo
Brazzaville
Lagos
Accra
Lomé
Port
Harcourt
Ogbomosho
Ibadan
Kumasi
Bamako
Ouagadougou
Niamey
Abidjan
Conakry
Dakar
Kano
Kaduna
Abuja
Benin City
Douala
Yaoundé
Kinahasa
Mbuji-Mayi
Lubumbashi
Lusaka
Harare
Pretoria
Kigali
Vereeniging
Khartoum
Note: United Nations, World Urbanization Prospects, the 2011 Revision
Between 1 and 5 million
More than 5 million
More than 10 million
10 25 50 75 90
Urbanization rate, 2011
Metropolitan population, 2011
4. 4Seizing Africa’s Retail Opportunities
Traditional, “informal” retail options still dominate the landscape, even among the growing middle
class. About 90 percent of commerce in Africa occurs at these informal retailers, including small
independent stores, kiosks, and non-organized open-air markets. Formal retail—such as malls,
shopping centers, and other defined retail spaces—remains in the nascent stages in most
Sub-Saharan Africa countries, limited primarily to a handful of urban areas.
However, the low rates of formal retail coupled with increasing urbanization and the relative
stability of many African economies demonstrates massive room for growth. For example,
Nigeria, with its formidable and growing middle class, had only two shopping malls in 2012,
compared to more than 200 in South Africa. As a result, domestic, regional, and international
retailers are taking notice and increasing investment.
African retailers such as South Africa’s Shoprite, which operates in more than 16 African countries,
and Nakumatt, which is based in Kenya and has stores in neighboring Uganda, Rwanda, and
Tanzania, have done most of the expansion, but global retailers are moving in. In 2011, Wal-Mart
acquired South Africa’s Massmart, and it plans to open 90 supermarkets across Africa over the
next three years. In addition, French retailer Carrefour recently announced it would enter four
West African countries. Still, expanding in Africa beyond South Africa, the largest economy on the
continent, has proven difficult. More than three-quarters of Shoprite’s African business comes
from South Africa, as does 88 percent of Wal-Mart’s and 67 percent of KFC’s. As incomes rise
across Africa, there remain relatively few retail options in many countries for spending that money.
Domestic, regional, and international
retailers are taking notice of Africa’s
massive room for retail growth.
Supply chain remains a massive challenge in Africa. Although urbanization is taking hold, much of
the urban growth in Africa is informal and uncontrolled, putting overwhelming strains on deliv-
ering products and services with underdeveloped infrastructures. Furthermore, supply chains
undergo pressures that even the most seasoned supply chain professionals struggle with. The
route to market for products can involve any combination of rivers, mountains, deserts, jungles,
floods, and drought, not to mention road and railway difficulties and governance issues that can
stymie the transporting of goods across international boundaries. Although advances have been
made in information and communications technologies—most Africans now have cell phones, for
example—there remains a large gap in infrastructure quality compared with other regions.3
Once a retailer enters an African country, putting the right products on the shelves also remains
difficult. African consumers are, generally speaking, price sensitive yet brand conscious—
indeed brand-loyal regardless of how much money they have. Consumers do little discretionary
spending, so every penny they spend must be prudent and useful. In addition, choices are
limited, so only few branded products exist in almost all countries in the region. Even in South
Africa, where consumers have much higher spending power than the rest of the continent,
brand loyalty is still very high.
Yes, Africa is a major opportunity, but capturing it will require some patience, hard work, and
a little ingenuity.
3
For more on Africa’s supply chains, see the Executive Agenda article “Supplying Sub-Saharan Africa” at www.atkearney.com.
5. 5Seizing Africa’s Retail Opportunities
The Right Approaches to Africa
Comparing market size and market saturation reveals three sets of markets in Africa (see figure 3).
Following is a breakdown of the ARDI top 10 into the three main go-to-market approaches in Africa.
Start with the basics. The vast majority of Africa—including Ethiopia, Ghana, Mozambique,
Rwanda, and Tanzania in our top 10—has limited market saturation but also low maturity.
Consumer spending is generally much lower than in the more mature markets. While these
markets are promising because of favorable demographics and recent growth trends, the
opportunities available have, up to now, been limited primarily to offering basic consumer
packaged products, preferably international brands at low prices. Supermarkets
in these markets sell few fresh products; rather, fresh products are grown at home or acquired
at local informal markets.
Move quickly. The countries in this group—Gabon and Nigeria—have rapidly evolving retail
dynamics and demographics, with many companies already established or planning entry.
There is no time to spare as these first movers gain an advantage as they establish their
brands early and secure loyal customer bases. Price and brand still matter in these countries,
but bulk purchases are increasing, and store size, look and feel, and assortments are growing
more important. A fair amount of fresh produce is sold in modern supermarkets. Modern retail
still makes up only a small portion of these markets, but international retailers are moving in as
annual per-capita retail sales surpass $1,000.
Differentiate. These markets (Botswana, Namibia, and South Africa in the top 10) have Africa’s
most advanced retail sectors as well as an existing presence of international retailers. As in
many modern markets, many buyers are willing to pay extra for fresh foods and convenience,
Note: Market saturation scores range from 100 (unsaturated) to 0 (fully saturated). Market size is measured from 100 (largest) to 0 (smallest).
Sources: Euromoney, Population Reference Bureau, World Bank, EIU; A.T. Kearney analysis
Market
saturation
Figure 3
Comparing market size and saturation for the right go-to-market approach
Market size
Eastern
Western
Southern
70
20
50
60
80
90
100
30
40
10
0
0 10 20 30 40 50 60 70 80 90 100
Opt out Differentiate
Start with the
basics
Move quickly
Rwanda
Nigeria
Namibia
Tanzania
Gabon
Ghana
South
Africa
Botswana
Ethiopia
Mozambique
6. 6Seizing Africa’s Retail Opportunities
and are increasingly seeking to make bulk purchases in big, fancy stores with large assortments.
Although major brands still dominate, many are willing to consider private labels. Retail sales
per capita average about $2,500 per year. These markets offer opportunities for retailers that
can offer differentiated products that are sometimes hard to find, appealing to a growing middle
class and globally minded citizens. Retailers in these markets can start investing in higher-quality
branded and private-label products.
The ARDI Rankings
To arrive at an ARDI top 10, we measured 48 countries in Sub-Saharan Africa using major
macroeconomic and retail-specific variables for each country.
The ARDI’s first top 10 ranking spreads across the continent, including three countries from
the east, three from the west, and four from the south. While all 10 countries are relatively
stable, the variations are wide, especially in terms of market size and saturation. The diversity
is immense in terms of demographics, economics, and retail trends. That’s why a small
country such as Rwanda (with its highly fragmented yet increasingly attractive market) can
rank first while South Africa rates lower because of its saturation and low time pressure.
Meanwhile, prominent countries such as Kenya, Uganda, and Angola failed to crack the top 10
(see sidebar: Looking Beyond the Top 10 on page 7).
In the following section we examine the ARDI top 10 by region. A regional look reveals similar
characteristics and dynamics (such as fast-growing population growth and urbanization rates)
among different countries. Of course, within these clusters are cities and regions with their own
unique characteristics. Nevertheless, achieving scale for most retailers and consumer goods
firms will require a regional approach.
East Africa
There are many differences among East Africa’s three top 10 countries—Rwanda, Tanzania, and
Ethiopia—starting with population: Ethiopia has 88 million people, compared to 10 million in
Rwanda. Beyond that, however, are many similarities. Each retail landscape is fragmented, with
formal retail accounting for less than 1 percent of sales.
What makes this region attractive is its fast-evolving retail dynamics—rapid population growth,
increasing urbanization, macroeconomic stability and growth potential, and increasing foreign
and regional investment in retail. Further, the region (which also includes unranked Kenya and
Uganda) has strong regulation and solid trade blocs (among Kenya, Uganda, Tanzania, Rwanda,
and Burundi), which makes importing easier and enhances supply chains. The region’s organized
retail is dominated primarily by Kenyan chains Nakumatt and Uchumi.
A limited but growing number of global CPG companies have a presence in the region or are
currently operating there, including Unilever, Nestlé, Diageo, and Coca-Cola. These brands
generally design products specific for consumers in the region.
Rwanda(1st). With one of Africa’s fastest-growing economies—annual GDP growth is more than
8 percent—Rwanda leads the ARDI rankings. Although small in land area (roughly the size of
Albania) and just 20 years removed from the 1994 genocide, Rwanda has an efficient government
and strong macroeconomic indicators that reveal many opportunities for international retailers
that can offer basic packaged goods. French and English are both common here, but English has
become the country’s formal first language.
7. 7Seizing Africa’s Retail Opportunities
Looking Beyond the Top 10
Oneofthebiggestsurprisesin
completingthefirstARDIisthe
absenceofsomebigger-name
Africancountriesfromthetop10
(seefigure).Inparticular,Kenya,
Uganda,andAngolastandout.
Eachhasitsbrightpoints,butalso
somechallengesthataffected
theirrankings.Let’stakeacloser
lookatthesethreecountries.
Kenya.Kenyaishometo
Sub-SaharanAfrica’ssixthlargest
population—includingNairobi,
oneofthecontinent’smost
prominentcities.Kenya’s
domesticretailersNakumattand
Uchumihavealsobuiltstrong
brandswithinKenyaandacross
theregion.Thecountry’sranking
ishamperedbylowscoresin
marketsizeandtimepressure
(whichmeasureshowmuchofa
long-termopportunityamarket
represents)andlowgrowthrates
forbothGDPandsalespercapita.
TheEasternAfricanCommunity,a
tradeunionthatalsoincludes
Uganda,couldhelpaddresssome
ofthecountry’schallenges.
Uganda. Despite the seventh
largest population in Sub-
Saharan Africa, Uganda’s retail
environmentremainsrelatively
small.Only15percentofthe
populationlivesincities,retail
salespercapitaarelow($380),
andthecountry’sbusinessreadi-
nessscoresarelow.Despitethe
smallmarket,thecountryisrelat-
ivelystable,whichmakesitworth
keepinganeyeonfromaninterna-
tionalretailperspective.The
EasternAfricanCommunitycould
helpboostthemarkethere,too.
Angola.Angola’scapital,Luanda,
hasoneofAfrica’sbiggest
metropolitanareas,anditserves
asamajorseaportforAfrica’swest
coast.However,thecountry’s
rankingishurtasitssalesper
capitarateshavefalleninrecent
yearsandGDPgrowthislow.
Since the genocide, the government has made great leaps in moving the country forward, with
a focus on reforming the business climate and economic environment, and seeking to attract
foreign investment. Specifically, infrastructure reforms have focused on developing an efficient
transport and road network system and turning Rwanda into a regional logistics hub. Additionally,
the market is lifted by people from neighboring countries such as Uganda and the Democratic
Republic of the Congo who travel to Rwanda to shop.
With a low income per capita, most consumers base their shopping decisions on price and
affordability, and are reluctant to change brands. Fresh food purchases are typically made in
informal markets, and dry and packaged foods are bought from kiosks, which tend to offer
smaller products at lower prices. Store convenience plays a strong role in Rwandan consumer
purchasing decisions, as most say they prefer shopping at smaller stores closer to home, rather
than hiking longer distances to modern retailers.
A handful of formal grocers operate in the country. Kenyan retailer Nakumatt operates two
stores in the capital Kigali, selling a mix of local and imported products in different categories
ranging from grocery and apparel to washing machines and cookers.
Figure: The ARDI’s “next 10”
Note: Rankings are based on 2012 data.
Source: Euromoney, Population Reference Bureau, World Bank, EIU; A.T. Kearney analysis
Benin
Country2014 ranking Region
11 Western
Angola12 Central
Zambia13 Eastern
Senegal14 Western
Congo15 Central
Sierra Leone16 Western
Uganda17 Eastern
Cameroon18 Western
Gambia19 Western
Kenya20
ARDI score
53.6
52.4
49.8
48.5
48
48
46.5
45.6
45
44.7Eastern
8. 8Seizing Africa’s Retail Opportunities
Transport in Rwanda is primarily by road and air. Less restrictive regulatory policies make
regional cross-border road transportation easier, and roads are of relatively good quality,
with most tarmacked. Rwanda’s good transport infrastructure is supporting the development
of efficient supply chains that reach consumers in and around Kigali and in neighboring cities
within Western Uganda as well as Eastern Congo. A trade union with Kenya has made customs
at the Kenyan border much more organized and limited any border issues.
Rwanda ranks at the top of the ARDI
thanks to its focus on reforming the
business climate and seeking to attract
foreign investment.
Tanzania (4th). Tanzania’s vast scale (it is Africa’s 13th largest country by size) and its location
on the Indian Ocean coast make it an attractive market for international retailers seeking
a regional base.
Swahili and English are the official languages in Tanzania. As in other low-income African
markets, consumers are focused on price and availability. Most purchases are made at small,
family-owned shops called dukas. Supermarkets are becoming more popular, however,
especially for higher-income Tanzanians and expatriates seeking variety and more sophisticated
products. As this more privileged group becomes more prominent, more will make purchases
based on quality and service rather than just price.
South African and Kenyan retailers such as Shoprite, Game (owned by Massmart), Woolworths,
and Nakumatt are operating in Tanzania, marking the upper edge of a developing modern retail
landscape that also includes independent formal retail stores. In these stores, up to 80 percent
of products are imported, mainly from Dubai, Kenya, and South Africa. Private-label products
are not common yet, although local consumer goods brands such as Whitedent toothpaste are
well established. A growing number of Tanzanian consumer goods companies are establishing
local brands, such as Azam (juices, water, biscuits, and dairy), which also exports to other East
African countries.
Most products shipped to Tanzania come through the Port of Dar es Salaam, which handles 95
percent of the country's international sea trade. Interior transport is mainly by road—which is of
limited quality—and supplemented by rail. This poor transport infrastructure has hindered the
setup of efficient supply chains, particularly in more remote locations.
Ethiopia (10th). Ethiopia has one of Africa’s fastest-growing economies, at 8 percent GDP
growth per year, and the second largest population (roughly 88 million) behind Nigeria. There
are more than 80 ethnic groups officially recognized by the government, and these many
groups seek highly localized consumer offerings. English is the most common language and
Amharic is the official language, but more than 75 different tongues are spoken across the
country. Up to 85 percent of consumers live in rural areas and are hard for retailers to access.
Price-sensitive Ethiopian consumers usually shop for groceries at small local kiosks called
souks, where they buy small quantities (usually $15 or lower) several times per week. Ethiopian
9. 9Seizing Africa’s Retail Opportunities
diets typically consist of commodities such as wheat, cereals, and local ingredients such
as teff. Cereal shops play a crucial role in distributing cereals, which are purchased in bulk,
to households. Consumption patterns are changing, however, as more urban and middle-
class consumers seek packaged foods such as pasta. Product availability and, thus, price
stability remain major challenges as a few local producers and exclusive branded distributors
dominate the market.
Modern distribution is gaining momentum in Addis Ababa, the capital and largest city, and also
a frontier market for many retailers. Alle, Ethiopia’s first modern cash-and-carry, is currently
building what it hopes will be best-in-class operations and is planning to open three stores in
Addis Ababa by the end of 2014. At the same time, local players on the retail scene are intro-
ducing into Ethiopia new innovative store concepts brought in from outside. The city now has
more than 40 supermarkets, 100 minimarkets, and 18,000 kiosks (most family-owned). In
addition, global consumer goods makers have started investing in Ethiopia—such as Heineken’s
$160 million in brewer investments—and regional private equity firms such as Schulze GI are
actively investing and seeking investments in local companies.
Retailers are drawn to Ethiopia for its
largepopulationandfast-growing
economy.
Ethiopia is landlocked, and most products reach the country via neighboring Djibouti. Customs
procedures can cause three-month backups before goods reach Addis Ababa. “Gray” imports
(through legal yet unofficial or unapproved distribution channels) coming through Somalia have
a detrimental impact on Ethiopia’s competitive retail environment. Additionally, a lack of reliable
supply chain and logistics companies, government control over some items (such as sugar and
palm oil), and poor road infrastructure aggravates supply chain challenges. Government plans
to address these issues show its ambitions to become an easier place to do business and a more
attractive destination for retail and consumer goods investors.
West Africa
As Africa’s most populous region, West Africa has huge market potential. Nigeria, Gabon, and
Ghana are ranked in the ARDI top 10, while five more countries are ranked between 11 and 20.
In the region’s three ranked countries, the retail landscape is evolving, with modern formats
slowly moving in and more modern international retailers operating or making plans to.
Shoprite, Walmart, and SPAR are some of the few retailers already operating in the region.
A strong and growing number of global CPG firms have a presence in the region, particularly
Ghana and Nigeria, where multinationals often set up joint ventures with local companies.
Nigeria (2nd). Nigeria has Africa’s largest population (twice as large as second-place Ethiopia)
and second-largest economy (behind South Africa). Its largest city, Lagos, is the most populous
in Africa and one of the 25 largest in the world. Nigeria’s GDP is growing 6 percent annually, with
wholesale and retail contributing 29 percent of the total. Increasing urbanization (half of all
Nigerians live in cities), a growing middle class, a youthful population, and increased consumer
spending have led to growth in many modern and international supermarkets.
10. 10Seizing Africa’s Retail Opportunities
However, Nigeria’s market is one of the toughest in the Index to master, with serious hurdles
to overcome before outsiders can succeed. Regulations, land availability, distributor and
supplier capabilities, and ease of imports are all roadblocks that will require time and effort to
overcome. English is the official language, but more than 100 native languages are spoken
across the country.
As Nigeria’s economy grows, a growing middle class is making more purchasing decisions
based on convenience and experience. Many are choosing modern retail as a calmer, albeit
more expensive, alternative than the traffic of the traditional markets. Nigerians are also
extending to online shopping, with more shoppers shopping online for apparel and big-ticket
goods such as TVs and iPads.
Nigeria’s modern supermarkets are a mix of domestic and foreign retailers. Park 'n' Shop, Nigeria's
largest domestic retailer, is one of the few to operate a chain. Its range of in-store offerings is
popular with consumers, as is its focus on fresh foods. Foreign supermarkets such as Shoprite
and SPAR mainly sell imported products appealing to expats in Lagos.
Gabon (5th). Gabon is one of the ARDI’s “small gems.” The French-speaking nation has a
population of just 2.2 million people covering an area roughly the size of New Zealand, but with
a $19 billion economy it has the highest per-capita GDP ($14,500) among countries in the ARDI.
Retail sales have grown about 13 percent annually in the past few years. Entering the market will
prove challenging. The market remains relatively early in development, and the ease of import
and supply and distribution capabilities remain low.
Formal retail makes up only 3 to 4 percent of grocery retail, so there remain solid opportunities
in Gabon despite the small population. International retailers such as Carrefour are already
targeting the resource-rich country.
Gabon’s formal retail sector currently comprises only a handful of large distribution brands,
such as Prix Import and France-based Géant Casino, which holds a 10 percent share of the
formal retail market. The retail sector saw a major capital injection in 2013 after Swiss
group Webcor agreed to build the largest market center in Libreville, the capital and largest
city. Upon completion, the Grand Marché will supplant the existing Mont-Bouët as Libreville’s
primary market space, with the goal of bringing increased formality and rigor to the
retail sector.
Ghana (6th). Retail sales have grown 10 percent per year in recent years in Ghana, as the
country’s GDP grows at nearly 8 percent annually. At the same time, Ghana’s market is relatively
advanced compared to others in Africa.
Traditional open-air markets account for more than two-thirds of retail sales in Ghana
(where English is the official language), followed by convenience stores and small grocers,
with supermarkets accounting for just 1 percent of sales. Still, more domestic supermarkets
are growing, including Melcom, Kwatsons, and Palace Hypermarket, and foreign-owned
companies are also entering, including GNC, Shoprite, Total, and Wal-Mart.
Ghana’s relative stability has drawn an expatriate population, and increased the number of
middle-class Ghanaians living in the capital Accra. For these consumers, convenience and
quality appear important, considering the popularity of higher-priced international products
such as Häagen-Dazs ice cream and Grey Goose vodka.
11. 11Seizing Africa’s Retail Opportunities
Southern Africa
Southern Africa is attractive to global retailers. The region’s economies are relatively stable,
consumer spending is high, and retail chain stores from South Africa are well established in
many places, which portends the steady development of formal retail. Many global CPG
companies have supported the development of modern retail in the region.
Namibia (3rd). Namibia’s macroeconomic strength (GDP of $12.81 billion) and high income per
capita offer a variety of opportunities to international retailers who can offer competitive,
differentiated products to middle and upper class consumers.
In the capital city of Windhoek, formal retail dominates, led by South African chains such as
Shoprite, Pick n Pay, Woolworths, Game, and Spar, along with local independent stores such as
Woermann Brock. Formal retail is well advanced, with wide aisles, big shelving, and international
products. South African developer Atterbury has announced plans to develop the largest mall in
Namibia, to open in September 2014. This mall will include electronics retailer Game, Shoprite,
Woolworths, Edgars, and SPAR, along with several other regional brands that are making their
Namibian debuts.
Most formal retailers feature fresh and consumer packaged goods, and there is a wider range of
popular categories that goes beyond basic household items. These categories range from maize
mills and local beers to luxury chocolates and wine. Because much of Namibia is desert, fresh
flowers, fruits, and vegetables are also popular among affluent consumers.
Namibia’s income per capita is seventh highest in Africa, and its consumers like to shop at
a variety of formal stores. Promotions and advertising appear to be the primary selling criteria
for these consumers. English has been the official language of Namibia since gaining its
independence from South Africa in 1990.
Namibia’s efficient transport network is a major factor contributing to the growth of the country’s
formal retail sector, which is growing 12 percent per year. Because of its proximity to South Africa
and its efficient road network, formal retailers in Namibia have centralized distribution centers
and warehouses close to the border between Namibia and South Africa. Refrigerated warehouse
trucks facilitate the transfer of fresh products between both countries, which means full-stocked
shelving and more controlled inventory in most stores.
SouthAfrica(7th). South Africa has the largest GDP in Africa, the most established retail market
(accounting for 14.34 percent of GDP in 2012), and the most consumer spending in Africa. Retail
sales growth has increased in recent years, by an average of 3 percent between 2005 and 2012,
thanks to stable macroeconomic conditions, low inflation, and low interest rates. Sixty percent of
South Africa’s population now lives in cities, which has fueled a growing middle class. South Africa
has 11 official languages, with English the common language used in public life and businesses.
Modern retail accounts for more than 60 percent of sales, led by local chain Shoprite.
Supermarkets dominate the market thanks to substantial investment; hypermarkets have
spread a little more slowly but cater to more affluent classes.
Price and brand are important purchasing decisions for South African consumers. Many have
embraced private labels, which had previously been perceived by many as low-quality. As
private-label products are positioned for budget, mid-priced, and premium markets, they are
gaining appeal to consumers of all income levels. Pick n Pay, Woolworths, and Shoprite remain
leaders in terms of private-label investment.
12. 12Seizing Africa’s Retail Opportunities
E-commerce is picking up as Internet usage increases, with consumers primarily buying
cosmetics, toiletries, toys, and games.
Botswana (8th). This landlocked, English-speaking country packs a punch, as it has one of
Africa’s highest GDP per capita rates. Retail is a major economic activity in Botswana, as it is
the country’s second largest job provider and accounts for 29 percent of GDP. Botswana also
presents one of the relatively easiest countries for entry, with good land availability, efficient
regulations, suppliers, and distributors, and relatively easy import rules.
In Gaborone, the capital and largest city, most formal retail development has been from
regional players, primarily based in neighboring South Africa. Local chain Choppies and
Netherlands-based retailer SPAR lead the grocery market. Woolworths and Shoprite both
have plans to expand operations across the country, and Wal-Mart (through its purchase of
Massmart) also has a presence in cash-and-carry, home improvement, and supermarkets.
Shopping malls are also spreading, including the Rail Park Mall, which opened in 2011, and
the Airport Junction shopping center, which opened in 2012 with 50,000 square meters of
retail space. Tenants at Airport Junction include KFC and Samsung, which opened its second
Botswana brand store, following the opening of a Ghana store, part of a broader African
expansion plan.
Landlocked Botswana packs a punch,
with a high GDP per capita, a vibrant
retail sector, and relative ease of entry
for retailers.
Mozambique (9th). Natural resources are driving solid economic growth in Mozambique, and
formal retailers are moving in. The leaders are South African chains such as Shoprite, Pick n Pay,
Woolworths, and Game, which maintain the same look and feel as their South African stores
and, as in South Africa, are located in shopping centers or close to informal markets. Local
formal retail leaders include Hyper.
With so many international expats in Maputo, the capital, formal retailers offer many imported
international products as well as many fresh foods and meats. The South African chains are
popular among Mozambicans, and they compete against each other visibly, with promotions
and specials prominently placed in stores.
The high level of activity in most stores reflects a growing shopping culture. Promotions, special
offers, and store attractions are drawing in new customers, particularly from the middle class.
On average, Mozambicans visit formal retail stores once a month for bulk purchases of some
basic packaged goods, which can be cheaper than traditional formats.
Because of their close proximity, South African retailers are able to use centralized
distribution centers that lead to well-stocked shelves and controlled inventories. Overall,
however, Mozambique’s poor infrastructure hampers supply chain efficiency, particularly
when transporting goods from ports and reaching consumers outside of Maputo. Therefore,
there is a distinct opportunity for retailers who can serve these consumer markets.
13. 13Seizing Africa’s Retail Opportunities
Portuguese is the official language, a remnant of Mozambique’s colonial past, but more than
a dozen other languages are also spoken.
Looking Ahead
By 2020, nearly half of all Africans will be living in cities, and, as disposable incomes rise,
consumer spending will grow to almost $1 trillion. As Africa continues to grow, continued retail
growth is inevitable. While many African markets are starting from low bases, making an
immediate impact in these countries could lead to long-lasting brand loyalty and a growing
advantage in coming years.
Even with the challenges of entering and succeeding in Africa, the opportunity—particularly
in the top 10 markets in the ARDI—is impossible to ignore.
The authors wish to thank Fahd Hajji and Lennart Krueger for their contributions to this report.
Authors
Mike Moriarty, partner, Chicago
mike.moriarty@atkearney.com
Mirko Warschun, partner, Munich
mirko.warschun@atkearney.com
Matthias Rucker, principal, Munich
matthias.rucker@atkearney.com
Bart van Dijk, partner, Johannesburg
bart.van.dijk@atkearney.com
Marieke Witjes,
consultant, Johannesburg
marieke.witjes@atkearney.com|
Patience Kikoni,
consultant, Johannesburg
patience.kikoni@atkearney.com
About the Global Consumer Institute
The A.T. Kearney Global Consumer Institute is a worldwide network of professionals and executives. The Institute
combines proprietary and public data resources with local knowledge to deliver strategic and operational
insights to executives in consumer-facing industries seeking long-term growth and competitive advantage.
For more information, please contact gci@atkearney.com.
14. 14Seizing Africa’s Retail Opportunities
Appendix:
About the African Retail Development Index
The African Retail Development Index ranks Sub-Saharan Africa countries on a 0-to-100 point
scale: the higher the ranking, the more urgency to enter the country. The countries we considered
for the rankings were pre-selected based on three criteria.
• Country risk: 35 or higher in the Euromoney country-risk score
• Population size: greater than 1.5 million
• Wealth: GDP per capita (PPP) of more than $1,000
ARDI scores are based on the following four variables:
Country and business risk (25 percent)
Country risk (80 percent): Political risk, economic performance, debt indicators, debt in default
or rescheduled, credit ratings, and access to bank financing. The higher the rating, the lower the
risk of failure.
Business risk (20 percent): Business cost of terrorism, crime, violence, and corruption. The
higher the rating, the lower the risk of doing business.
Market size (25 percent)
Retail sales per capita (40 percent): Based on total annual sales of retail enterprises (excluding
taxes). A score of zero indicates an underdeveloped retail sector; a score of 100 indicates a
mature retail market.
Population (20 percent): A score of zero indicates the country is relatively small with limited
growth opportunities.
Urban population (20 percent): A score of zero indicates a mostly rural country; 100 indicates
a mostly urban country.
Business efficiency (20 percent): Parameters include government effectiveness, burden of law
and regulations, ease of doing business, and infrastructure quality. A score of zero indicates
inefficiency; 100 indicates highly efficient.
Market saturation (25 percent)
Share of modern retailing (30 percent): A score of zero indicates a large share of retail sales is
from a modern format in the range of 200 square meters per 1,000 inhabitants. Modern formats
include hypermarkets, supermarkets, discounters, convenience stores, department stores,
variety stores, warehouse clubs, and supercenters.
Number of international retailers (30 percent): The total score is weighted by the size of
retailers in the country—three points for tier 1 retailers (among the top 10 retailers worldwide),
two points for tier 2 retailers (within the top 20 retailers worldwide), and one point for tier 3
retailers (all others). Countries with the maximum number of retailers have the lowest score.
15. 15Seizing Africa’s Retail Opportunities
Modern retail sales area per urban inhabitant (20 percent): A score of zero indicates the
country ranks high in total modern retail area per urban inhabitant, roughly 200 square meters
per 1,000 inhabitants.
Market share of leading retailers (20 percent): A score of zero indicates a highly concentrated
market, with the top five competitors (local and international) holding more than 55 percent of
the retail food market; 100 indicates a fragmented market.
Time pressure (25 percent)
Time pressure is based on 2007 to 2011 data, measured by the CAGR of modern retail sales
weighted by the general economic development of the country (CAGR of GDP and consumer
spending) and CAGR of the retail sales area weighted by newly created modern retail sales
areas. A score of zero indicates a rapidly advancing retail sector, thus representing a short-
term opportunity.
Data and analysis are based on the United Nations Population Division database, the World
Economic Forum’s Global Competitiveness Report 2010–2011, national statistics, Euromoney
and World Bank reports, and Euromonitor and Planet Retail databases.