For most businesses, expansion, especially to a new geographical area is both an exciting but also expensive and nerve-wracking process.
As the global economy is shifting and changing, due to globalization, this is becoming a necessary move for most businesses. And it is no different in the dynamic and agile telecommunications sector which involves building operations from the ground up.
Establishing new networks or infrastructure from scratch in untapped markets requires significant upfront investments, extensive network rollout, regulatory compliance, and patience before profitability can be achieved. In economic terms, this foreign direct investment is known as greenfield operations.
From experience, though, I have learnt that most of the stakeholders lack patience, tolerance and understanding when it comes to these greenfield operations and their associated start-up costs.
Mobile Network operators must deal with the complex and resource-intensive infrastructure development. Building a robust network infrastructure requires substantial capital expenditure, meticulous planning, regulatory approvals, and optimal coverage. These factors contribute to a longer waiting period before positive cash flows materialize.
The most recent investment by Safaricom Telecommunications Ethiopia in Ethiopia is a recent showcase of greenfield operations. Safaricom Telecommunications Ethiopia has close to 3 million customers and built a distributor network of over 114 outlets, delivered an award-winning premium quality network in 22 cities and regions; with close to 1300 network sites and over 900 staff, 81% of whom are Ethiopians. All these are capital and resource-intensive greenfield operations.
The telecom sector operates in a highly regulated environment, requiring licenses and permits to operate in different regions. Navigating through some of these bureaucratic processes and securing necessary approvals adds delays and costs to the overall timeline of profitability. Fierce competition in the industry further complicates the landscape.
The nature of telecom services presents additional challenges. Operators face limitations in network capacity, spectrum availability, and geographical coverage. Expanding infrastructure to reach remote areas or densely populated regions requires time and substantial investments that may not yield immediate returns.
Investors and analysts must thus recognize that the telecom sector’s path to profitability is not linear. Expecting instant gratification and immediate profits can hinder the long-term growth and potential of greenfield operations. By focusing solely on short-term financial indicators, investors may overlook the underlying value and potential of telecom companies investing in expanding their networks and reaching untapped markets.
Telecom operators need time to build a solid foundation, establish a customer base, and optimize their operations before achieving sustainable profitability. Investors and analysts must have a long-term perspective and appreciate the intrinsic value of greenfield operations in the telecom sector.
The lack of new entrants in the industry and greenfield ventures limits understanding of evaluating the telecom sector’s prospects. Investors and analysts often rely on precedents and established metrics from mature companies, which may not capture the long-term potential of greenfield operations.
When assessing greenfield operations in the telecom sector, it’s crucial to consider the balance between short-term and long-term prospects. Initial losses and the time required to reach profitability may impact stock prices in the short term. However, taking a longer-term perspective reveals the immense potential for growth and returns in untapped markets. Recognizing the strategic value of expanding into new regions, capturing market share, and establishing a solid customer base is essential.
Investors can make informed decisions that prioritize long-term gains over immediate financial indicators. It’s vital to look beyond present fluctuations and focus on the promising horizon that greenfield operations in the telecom sector offer.
Secondly, greenfield operations in the telecom sector demand innovation and adaptability. They involve introducing cutting-edge technologies and customized solutions tailored to target markets. Telecom operators must stay at the forefront of technological advancements, embracing trends such as 5G, IoT, and artificial intelligence. By fostering innovation and investing in research and development, greenfield ventures can position themselves as leaders in the telecom landscape, driving progress and shaping the future of connectivity in digital services, education, healthcare, and e-commerce.
Investing in these ventures contributes to bridging the digital divide and fostering inclusive development, aligning investments with positive societal impact.
In conclusion, to foster an environment that supports greenfield operations in the telecom sector, a shift in investor mindset is necessary. Recognizing the potential for long-term growth and profitability requires patience and a visionary approach. Emphasizing the transformative power of connectivity and its positive impact on societies and economies is essential. Greenfield investments are important, not as an end but as a means to create jobs, support the growth of the digital economy, bridge the digital divide, empower communities and contribute to a more connected and inclusive world.
From Experiment To Experience: Why the Nigerian Central Bank Needs its Traditional Navigators Back, By Chibuikem Ugo-Ngadi
Commerce Takes the Central Helm
If you’re tuning into this, you’re likely aware of Yemi Cardoso becoming the new chief of the Central Bank of Nigeria (CBN). His appointment, following Godwin Emefiele’s exit, is notable for another reason: both are commercial bankers, and their leadership comes at a pivotal moment for our economy.
For those who’ve journeyed with my earlier piece, ‘A Call To Action,’ I won’t delve into the detailed statistics again. However, to give you the big picture, our economy is on shaky ground. The naira’s value keeps dwindling, now taking over N1000 to match a single USD. The task of steadying this precarious situation leans heavily on the decisions and actions of the CBN and its helm.
While the trend of appointing commercial bankers to lead the CBN brings forth concerns, it’s not a question of their competency in the banking sector. They excel there. However, piloting the Central Bank has its own set of challenges distinct from commercial banking. The differences and intricacies of central banking are profound, and that’s where my reservations come into play.
At first glance, central banks and commercial banks might seem to operate within the same realm – the financial sector. However, their mandates, operational scopes, risk management practices, and utilised tools delineate two distinct worlds.
Central banks serve a broader public interest. Their primary objective is maintaining economic stability for the nation. This means they work to control inflation and ensure steady economic growth. On the other hand, commercial banks are primarily business entities. Their driving force? Profit. They focus on attracting customers, granting loans, and providing other financial services to ensure their bottom line grows.
Scope of Operation:
Central banks have a wide lens, monitoring the entire economy. They pay close attention to various economic indicators and global trends to make informed decisions that impact the nation. Commercial banks, however, operate on a more individualized scale. They cater directly to their customers, whether individuals or businesses, offering services that respond to specific financial needs.
When central banks think of risks, they’re looking at the bigger picture. They’re concerned about large-scale economic threats that can affect the whole country. Commercial banks, in contrast, handle risks that directly impact their day-to-day operations. This includes managing potential loan defaults or keeping up with shifts in the market.
Tools and Mechanisms:
Central banks use tools meant for guiding the entire economy. They employ methods like adjusting the amount of money in banks or setting key interest rates to influence economic conditions. Commercial banks, however, use their tools in a more direct manner. They decide on loan interest rates, offer deposit schemes, and introduce new financial products to attract and serve their customers better.
Navigating Two Worlds: Profit vs. Policy
Merging the distinct worlds of central and commercial banks requires careful consideration. While central banks are dedicated to ensuring national welfare and economic stability, commercial banks have profit as their primary goal. As commercial banking leaders transition into central banking roles, there’s a vital concern: could they inadvertently favour their previous domain?
This is more than just an economic dilemma—it directly influences the trust that the public places in these pillars of finance. Central banks are guardians of our financial health, setting rules to foster a robust economy. In contrast, the profit-driven nature of commercial banks often sees them navigating these rules inventively.
Furthermore, the importance of relationships in the commercial sector can’t be understated, yet central banking demands unwavering impartiality. Introducing a leader from the commercial world might blur the lines of decision-making, raising valid concerns about whether the broader economic interests remain the focal point.
In the intricate dance of global finance, the choreography of central banking leadership remains crucial. We’ve explored how central and commercial banks dance to different beats. Now, let’s shine a spotlight on Nigeria’s recent break from tradition.
Over the recent years, Nigeria has embarked on what can be termed a ‘recruitment experiment’. The rhythm shifted recently as the trend favoured promoting commercial bankers directly into the central bank’s top role, a distinct departure from traditional appointments. The result: Nigeria’s monetary choreography seems to have missed some crucial steps, leading to disruptions in our macroeconomic performance.
One can’t help but think this isn’t just a twist of fate. While the federal government’s fiscal choreography has certainly added complexity to the central bank’s performance, decisions like the FX Swaps, Naira Redesign Rollout, and Ways and Means Lending resonate as tunes unfamiliar to the seasoned central banking ear. It’s like a skilled ballerina suddenly trying to lead a breakdancing performance.
“Those that are doing it, do they have two heads?” as often quipped in Nigerian households. Globally, it’s a rarity to see a central bank led by someone without deep roots in central banking. While commercial bankers in other countries do occasionally don the central banker’s hat, they usually do so after an extensive apprenticeship in central bank policymaking.
Consider Jerome Powell of the US Fed: his journey from corporate banking and legal practice to the helm of the Fed spanned several years, allowing him to immerse in the central banking culture. Or Andrew Bailey of the Bank of England, whose decades-long waltz within the bank’s corridors prepared him for the top job. Even in emerging economies, leaders like Pan Gongsheng in China and Shakitanka Das in India have risen after extensive experience in their nation’s policy tapestries.
So, while commercial banking insights might offer some flair, nothing replaces the deep, nuanced expertise of a career spent in central banking. As the world’s financial ballet continues, it’s time Nigeria reconsiders its lead dancer.
The Pillars of Traditional Central Banking
Grounded Knowledge in Monetary Dynamics:
Central banking goes beyond mere figures. It’s a complex interplay of strategies, forecasts, and responses. Those who’ve spent their careers in central banking have a hands-on understanding of these complexities. They’ve been in the trenches, navigating global economic shifts, balancing inflation, and setting interest rates. This isn’t just textbook knowledge. They’ve witnessed how policy decisions play out in the real world, equipping them with insights that are tough to replicate.
Objectivity at the Helm:
In the vast world of finance, varying sectors sometimes have clashing goals. Career central bankers stand out with their honed objectivity. Their journey within the policy-centric environment of a central bank ensures they approach challenges without any tilt towards commercial banking influences. This unbiased stance guarantees decisions made prioritize the nation’s overall economic well-being.
Steady Policy Hand:
A stable economy thrives on clarity and predictability. Enterprises, investors, and the general public all benefit when there’s a consistent policy direction. Central bankers, with their repository of past experiences and policy impacts, offer this steady hand. Their decisions aren’t hasty but are rooted in long-term objectives, reducing abrupt policy changes that can disrupt markets.
Years in the central banking sphere mean they’ve forged essential ties. They’ve worked side-by-side with diverse teams, partnered with governmental bodies, and conversed with international peers. These connections are invaluable. When a new policy is on the horizon or when feedback is needed, they have a ready network to tap into, ensuring efficient and informed decision-making.
Charting the Right Course
As Nigeria stands at the precipice of an unparalleled macroeconomic tempest, the actions of the Central Bank in the coming months will either anchor us firmly or leave us adrift. While the allure of shortcuts in policymaking might seem tempting, it’s crucial to remember that the Central Bank isn’t just another institution; it’s our nation’s flagbearer in the global financial arena. It’s our voice, our representative, asserting our place on the world stage.
The Central Bank should be our sanctuary from the pitfalls that often plague Nigerian policymaking. It should be a beacon of steadiness amidst the chaos, guiding our economic ship through tumultuous waters with an experienced hand at the helm.
To mitigate the challenges ahead, it’s imperative we revert to the tried-and-true: placing the keys of the Central Bank in the hands of those who know its every corner, its every nuance. For the health of our nation, the vibrancy of our economy, and the future of our people, it’s high time we return the Central Bank to its rightful stewards: the career central bankers.
Dr. Yemi Cardoso, welcome to the hottest seat in Nigeria, By Dele Sobowale
“When the going gets tough, the tough gets going.”
Right now, nobody on earth has a tougher assignment than you. You have my sympathies. Because you lead a team of Deputy Governors, all new to the Central Bank of Nigeria, CBN, embarking on the nearest thing to “Mission Impossible”, I want to start by congratulating you on your appointment as Governor of CBN. The occupant of that seat is the Governor of Governors. None of the thirty-six elected Governors can impact our lives as the CBN Governor. In fact, once you are sworn in, you will become the second most powerful man in Nigeria — after the President. It is an awesome responsibility which will test your competence and character every single minute.
So, let me start by assuring you of support in the discharge of your duties — as long as you operate within the confines of your legal responsibilities. Despite the fact that you are Yoruba and from my Popo Aguda area of Lagos Island, I must inform you that it is the policy here to be objective and not allow ethnic sentiments to get in the way of the truth. You must agree that Nigeria’s interests demands nothing else. Incidentally, you are the second CBN Governor born and raised in our Lagos Island. Late Pa Ola Vincent, scion of the Vincent family of No.8, Vincent Street, Lagos Island, was CBN Governor from 1977 to 1982. I was not in the media at the time. From information available to me, Pa Vincent served without blemish. I wish you the same — whether one or two terms.
So, rest assured that you will receive support when it is the right thing to do irrespective of the number of those rising against you. You will also receive lessons in history of the CBN, and advice; whether you ask for it or not. That is one of the responsibilities of those privileged to write columns; dispensing views. As a matter of fact, you are about to receive a few now, which it will profit you to remember.
Short history of CBN.
“When an old man dies, you lose a library.” – Anonymous.
Because you are being thrown into the deep-end of financial crisis engulfing the CBN, you will not have the time to read the history of the bank. Let me summarise for you the crucial ones that must be remembered.
As you will soon get to know, I have been on this page since 1987 and have observed five CBN Governors at close quarters. Abdulkadir Ahmed, 1982-1993, was the longest serving Governor, eleven years in all. He taught me a lesson about how powerful CBN Governors can be. He ordered me arrested and detained for more than twelve hours on account of one article written, titled ”CBN: Confused Bank of Nigeria”. I warned the Governor that a dual-exchange rate system would defeat the aims and objectives of the Structural Adjustment Programme, SAP, launched by the Babangida administration. I also opposed the weekly Dutch auction of foreign exchange to banks. Ahmed was furious. The affair ended peacefully by Divine intervention. He lived long enough to see SAP become a major problem for Ex-President Babangida, as all the banks engaged in round-tripping and steadily pushed up the exchange rate.
Dr. Paul Ogwuma, 1993-1999, and I actually worked together without meeting face to face. My article titled FUNNY MONEY, not only exposed how most of the banks were falsifying their Annual Reports and Accounts, it led to the promulgation of the Failed Banks (Recovery of Debts) and Financial Malpractices Act of 1994. I had pointed out in the article that virtually all banks, at the time were falsifying their accounts. It made no sense that banks would be declaring record profits and paying huge dividends to shareholders in an economy that was growing at two per cent and there was massive unemployment. Nineteen banks were specifically named among those I suspected distressed after analysing their returns for three years.
In the end, 17 of the banks went under. Two were saved by forced merger by the military government. I was warning the Abacha government despite two trips to detention under the regime. The bank crisis which started in 1994 resulted in the crash of the Nigerian Stock Exchange, NGX, two years after.
Chief J O Sanusi, 1999-2004, was the last CBN Governor to start and end his five years tenure without a major incident. Why he was denied a second term by Obasanjo remains a mystery. He was, however, the second Yoruba Governor of CBN to be appointed.
Professor Chukwumah Soludo, 2004 to 2009, was the first of three highly controversial governors we have had in a row. They include Malam Sanusi Lamido Sanusi, 2009-2014 and Godwin Emefiele, 2014-2023. Before going forward, let me give you the first strict warning. Avoid radical changes and don’t tamper with the currency. Soludo was denied a second term in office because Banking Consolidation collapsed. From 25 banks approved in 2006, by the CBN, less than 12 were in good shape by 2009. More importantly, Soludo had to go because he had proposed re-decimalisation of our currency as a short-cut to taming rising exchange rates and inflation. The measure would have meant that our highest currency would have been N100; billionaires would have become ordinary millionaires; and millionaires mere “thousandnaires”. He had even minted coins for ten and five naira to replace bills.
He announced the reforms to a packed hall in the CBN Auditorium; and received polite applause. I was there; and that evening attended a meeting of highly influential people in Kano — where a call was made to Yar’Adua by one of them. “Soludo must go”; said the billionaire to the President. Thereafter, Soludo was only marking time.
“People with vision usually do more harm than good.”- —John Major, British Prime Minister, 1993.
Unfortunately, Soludo left one massive problem which has refused to go away. The Assets Management Company of Nigeria, AMCON, was the offspring of a Banking Consolidation failure. Soludo convinced Obasanjo that instead of 73 mostly poorly capitalised banks, what Nigeria needed were a few well-capitalised banks – and the sooner the better. We agreed with him on the need for bigger banks; but disagreed on the speed. Speed kills as Soludo would find out later. By 2008, virtually all the approved banks were hanging on the ropes. The global banking crisis of 2008, from which Soludo said Nigeria was insulated, and we disagreed, had caught the country unprepared. Banks, self-advertised as sound, award-winning chief executive officers, tumbled like castles built by children on the sea shore. Some ran away; some were jailed; all left a mountain of toxic loans — N6 trillion high — which the CBN had to acquire to avert total collapse of a sector Soludo promised to strengthen. Nigerians who invested in bank shares, when consolidation started, lost trillions to Soludo’s vision.
CBN has a bundle on its hands. That calls for the third lesson. Be careful with visionary changes; they are counter-productive more often than not. Soludo’s admirers stop the history where he launched banking consolidation. They are too ashamed to recall that First Bank shares sold for N75 at one time and Intercontinental went for N56. Where is Intercontinental now?
Sanusi and Emefiele teach different lessons
Because Sanusi Lamido Sanusi and Godwin Emefiele teach different lessons about the relationship between the FG and CBN, I will stop now.
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