1011 lights
in the dark
continent
johannes f. van graan
1
I'm not going to thank you for
reading…
I'm not going to tell you who I
know - what my network is and what I've done …
I'm not going to tell you how
great I am - or everywhere
I've been …
2
I'm just going to
tell you one thing
- and one thing
only…
3
and that's the
truth …
4
the truth about doing
business in the dark
continent …
the truth from what I've
learnt … through my
many mistakes …
5
dedicated to …
6
… on the previous page you'll find the names of
all the "expert consultants" who told me the
truth … gave worthwhile advice … coached me …
for doing business in Africa …
… a small army of skilled orators - excellent
actors -silky smooth presenters - echoing their
"experiences" … brandishing "intimate knowledge"
… bragging about their "detailed know-how of
Africa" …
yet … when put to the test … the practicality
and truth of their gospels … proved useless …
noises made by frivolous empty cans … kicked
around by a destitute five year old … in a dusty
squatter camp road …
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starting somewhere
I know that you're swamped with information.
I know you have deadlines.
I know you've got targets - and tight deadlines - and that your time is precious.
What you're about to read is not an academic treatise.
It is not a theoretical exposé - it's 30 year's practical field experience - in a nutshell.
It is all about what works - what doesn’t work - what should be embraced - and what
should be avoided.
That is, of course, if you desire to make money somewhere in Africa.
a place where only the strongest survives
A place where dreams are shattered; where promises are easily broken and often
more money lost than made.
A continent that is renowned for its cruel politics; deeply embedded injustices and
inconceivable levels of intolerance.
A continent where impassable divides between the haves and have-nots often
screams at you - when looking out over the impoverished squatter camps surrounding
the five-star hotel you may find yourself in.
Yet - Africa remains a mysterious magnet - with unlimited attraction and potential.
Clouded in mystery and rumour.
With its palatable fear of the unknown paralysing many business executives coming
from the developed economies.
More often than not reliance is placed on "consultants" and "specialist advisers" - many
having no more than a Google knowledge of African business – with the zero practical
insights into what's really behind on deep inside prevailing business cultures.
I’m certainly not naive to think that my experiences - shared with you in what follows is the be-all and-end all for doing business in Africa. It's not. You'll certainly learn some
other lessons as well.
However - I trust that what I'm sharing - will at least trigger constructive and creative
thinking - and assist you in preparing realistically for the road that lies ahead.
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experience is a cruel teacher…
One that often reveals truths - truths that people don't want to hear - or try to discard
as meaningless.
Some of my controversial statements and observations will certainly be labelled as
“politically incorrect” – racist - offensive. I simply don’t care. I'm stating what I
experienced. No sugar-coating - and no fancy wrapping.
Don't worry about my harshness.
Once you enter the African business arena - you will soon experience masters at work
when it comes to sugar-coating and fancy wrapping.
You will soon learn the real value of being honest with yourself - and face reality - or
find yourself captured in a bubble of optimism and promises.
When that bubble bursts - and someone will burst it for you - unexpectedly - you'd
better have a very good and reliable safety net in place.
You will quickly discover that very few - if any - first world business school tactics and
business models work in Africa. Adaptive thinking is what counts.
With that in mind I trust that you will find this book revealing - to the extent that it will
provide you with insights into the art of managing African perceptions - managing the
timing of events - enabling you to make critical choices at the right time - teaching you
some basics.
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learning the hard way …
When I closed my first partnership agreement in an African country, I was ecstatic,
enthusiastic and thinking back of the situation - very naive. I was a director of a very
young South African company - and our entire board collaborated closely with the sole
aim to capture what we perceived to be lucrative business from our competitors. After
all that is what good business is all about.
We were confident that we are doing everything right.
We believed that our network includes the best positioned politicians.
We studied and observed cultural norms and behaviours.
We fine-tuned our costing models.
We devised and simulated contingencies.
We modelled and mapped the risks in great detail.
We had blind confidence in our experience African business partner.
We had everything reviewed independently by consultants – not any consultants –
consultants that had branches in the countries which we targeted.
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we thought we're ready ...
We had no obvious reason to question what our African business partner told us.
He convinced us that he commanded access to the most modern technologies - in this
case construction plant and equipment. He networked extensively with government
decision-makers - and had access to the best professional personnel - as well as
administrative systems available in his country - and those around.
We thoroughly checked his credentials through other networks - and they confirmed
that this was the case.
Our prices and cash flow predictions were made against "our standards".
We assumed simple things such as "a new machine" means "a fully serviceable
machine less than one year old".
We understood that "most modern computer system" means "LAN connected PC
workstations complete with the necessary licenced software".
We understood that "skilled engineers and technicians" are qualified individuals - duly
registered with professional councils - having access to the necessary tools and
techniques – capable to perform on our level.
We very naively believed that assurances that "we have everything locally available"
- meant exactly that. After all - we were dealing with a widely respected company that had been in business for more than 30 years in that country.
From all over we learnt that we were "blessed with an unbelievable catch". Our
bankers wined and dined us as - we "landed the partnership everyone dreams about".
And things moved fast – very fast. Soon after the partnership contract was signed we were awarded a massive government tender.
Enthusiasm had no limits - everyone worked 16 hours, seven days a week to finalise
detailed project implementation plans and comprehensive activity schedules.
We placed orders – had our suppliers excited - in a frenzy to prioritise our orders we
even agreed to paying premiums for having the latest technology made available at
lightning speeds.
We made "special arrangements" - at a "special price" - engaging prominent customs
officials to have clearances expedited.
It was indeed a "dream come true" - in more than one aspect - infusing us with
immeasurable enthusiasm - optimism - hope - and above all - unwavering trust in our
African partners.
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then - unexpectedly - our first setback came ...
Some of our key project management people were refused visas into the country –
and we couldn’t reach our African business partner’s key decision maker - as he was
accompanying his country’s Foreign Minister and a business delegation to China.
Our programme slipped by three weeks.
Eventually our African business partner came to the rescue - but only after we had
agreed to pay an astronomical amount - for "special clearances" to prominent
government officials.
It took another month and half to get our people in the country.
Implementation of our detailed project schedules proved to be nowhere near "plain
sailing" - in fact - they were useless.
"Modern machines" proved to be a mixture of highly unreliable, poorly serviced
antiquated brands - and those that were operable - were only marginally kept alive by
a mixture of pirated and used spare parts.
Administration consisted of cardboard boxes - in which papers were stuffed in
randomly - never to be seen again.
Almost all materials that could be sourced locally proved to be past their "sell-by
dates".
"New" hand tools - electric drills - lifting equipment - compressors - air tools - you name
it - turned out to be "Chinese copies" - same colour but with a misspelt brand name.
"Engineers and technicians" - with a few exceptions - had forged qualifications - and
virtually no practical experience!
Legislation was in place that made it impossible to re-export plant, equipment, spare
parts, tools, materials or anything else we imported.
We terminated our partnership agreement two years later.
Our company was in ruin.
I personally lost everything I invested - and had to start all over again.
I've learnt - never to trust any banker or banking institution offering advice on how to
do business in Africa - I have yet to find any such institution that really knows what's
going on.
I've learned the value of doing a personal first-hand reconnaissance of what's going
on - and more importantly - uncovering what's going on behind-the-scenes.
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now about this book ...
It all started slightly more than 30 years ago - with me jotting down one liner notes in
my diary. I often use these notes when advising clients what to look out for - what to
do - and more important - what not to do.
Throughout the years I've had a steady stream of encouragement to share these notes
- make it available to the wider world - but I simply struggled with formatting - as I
found it difficult to put it into specific "boxes" or "categories".
I gave portions of the script to some friends and strangers – some grouped under topic
headings - some just mixed - some "categorised" - and some with no grouping and no
timeline.
The feedback was mixed - but most preferred to read the no grouping - no timeline
version. So this is it – 1011 observations - lessons - warnings - and triggers for thinking.
You may find some "nearly similar" or "almost duplicated" statements - but I decided
to include them - and trust that you will see the nuanced differences.
So there’s no structure - no storyline - you need not start at the first page and
continue up to the last.
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notes from my diaries …
You can open it anywhere - read from any
place - I really hope and trust - that
somewhere amongst the 1011 lights - you
may find the one - or whatever you may
need to pave your way through darkness
and uncertainties.
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the first hundred
1. Customers do not necessarily know what they want - but want what they
know.
2. Do you still think that Africa is a backwards place? Although it may appear
to be in many cases - be careful not to be deceived by your own
perceptions! The truth is somehow different - behind the walls is a
different world.
3. Consumers are very conservative - and cautious - most buying decisions
depend on the level of trust - between the consumer and the supplier - not
necessarily between the consumer and the brand name.
4. Poor people don’t have money to waste - so there won’t take unnecessary
risks.
5. Deal with credible local businesspersons who command high levels of
trust - but never take ownership of their risk - never tell them how to
manage risk - if you do - you're wasting your time. Going it alone - or
threatening their status - is a recipe for disaster.
6. Aggressive advertising aimed at "telling customers what they want"
doesn’t work.
7. The Germans, French, British, Portuguese and Italians had colonies in
Africa. It does not mean that they have any better understanding of the
African market - the truth the - colonialism did not work because they tried
to impose their cultures and thinking on Africans.
8. Unlock relationship building power - and Africa would open up to you.
9. "Make what you can sell" is a far better philosophy than "selling what you
can make".
10. Get a reliable and trustworthy African partner to determine what your
customers want.
11. You cannot rely on the fact that the African marketplace would contribute
to business development cost - they will not - as there is a deep-rooted
belief that others must invest - for locals to gain.
12. You may need to adapt your thinking about quality if you want to produce
affordable products for the African marketplace.
13. Young generations are gradually more and more exposed to the rest of
the world - there are new aspirations, new visions and new levels of
enthusiasm amongst many African peoples.
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14. African business owners usually know more about what's really going on
in their businesses than their Western counterparts.
15. Be aware that consumers easily regard every employee as a
"salesperson" of your product brand.
16. Equip every employee with knowledge about your business, your
products, your philosophies, competitors and future developments.
17. Access to privileged information is a source of pride and status with
most employees.
18. Rethink communication between management and the work force. In
many cases harsh and clear distinctions between hierarchies are valued
and respected - and participative management is seen as a weakness.
Leadership is expected to lead - decide - take the risk - command - issue
orders. Inviting members of the workforce to participate in decisionmaking is seen as a weakness and an inability to lead.
19. Most cultures consider it rude to provide feedback - unless one is
specifically asked to do so.
20. Having asked for feedback - you incurred an obligation to listen.
21. Showing ignorance or contempt when an African is trying to tell you
something is one of the most offensive gestures possible.
22. Unlearn your present attitude - and relearn what it takes to develop a truly
supporting and trusting business culture.
23. Cultural alignment between the business and its target market is
essential.
24. Illiterate people are very proficient in the spoken word. They pay far more
attention to body-language and gestures than their literate counterparts.
Be careful - it’s not only what you say - but how you say that matters.
25. The people appointed to represent your technology - product or service
- should be culturally acceptable to your target market.
26. Recruit from families that command respect and power.
27. A substantial investment will be required to equip African managers with
product and business process knowledge. In theory, you may get away
cheaper to simply send one of your upstart Western managers to fulfil
this role. This never works.
28. Large global corporations stubbornly continue with sending foreigners
on a mission into Africa "to establish an African outlet for us". Time and
time again such corporations meet with failure.
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29. Chinese or Indian traders command many African economies. They do
so because they quickly learn the language of the market they operate in
- have earned trust - they participate actively in all aspects of community
life.
30. Recruit people from the local community to perform key activities such
as product promotion, sales and after-sales service.
31. Appreciate people's uniqueness - make business an enjoyable
experience - redefine customer satisfaction.
32. Invent creative solutions in response to ever-changing environments.
33. It is not what you know - it is with who you are seen that matters.
34. Getting to "know" someone in Africa entails much more than a "meeting
them" and "sharing ideas". It entails the establishment of a relationship.
35. The key word is "reliance".
36. The key dictum is "prove that we can rely on you".
37. Always give something in return. In Westernised terms it is called "a
kickback" - in African terms it is seen as proof of good will and
appreciation of personal effort.
38. "Good will" in African terms is synonymous with one’s willingness to
award tangibles that promotes personal happiness.
39. Chinese and Indian businesspeople do exceptionally well in Africa because they understand and appreciate that good will in Africa is earned
through tangible kickbacks to customers.
40. Islam successes are attributed to the simple fact that Islam forbids the
charging of interest - something which most Africans loath - as it is
perceived to be paying for "nothing".
41. Cover interest by simply lowering the quality or increasing the price - that
exactly what the Chinese and Indians do.
42. Racism prevails - see what happens at airports throughout Africa.
Americans - Europeans and most non-African people display an open
dislike of Africans. Africans are sensitive to it.
43. Western businesspeople arrive in the latest and often most expensive
vehicles - just to create an impression of sophistication and flair. A
prominent African parliamentarian standing next to me in a hotel lobby
once remarked - "do they think we are fucking stupid"?
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44. Africa has been, and still is the most exploited continent on earth. Most
Africans know that - so be careful - profit and exploitation are often seen
as one and the same.
45. The divide between rich and poor - between haves and have-nots is
growing - and not narrowing as politicians like to proclaim.
46. If you want to know what is going on in Africa - ask missionaries.
47. Western superpowers pump in billions into so-called "missionary work".
Missionaries dutifully report back on exactly what is happening in certain
parts of Africa - and as such function as barometers for future political
strategy.
48. Many business organisations sponsor missionary work - not for the sake
of spreading the gospel - but with the explicit intent to obtain information.
49. Insist that your potential African business partner proves his experience,
networks and capacity - because everyone quickly claims to have toplevel political support for any proposed investment.
50. Be careful of "shell companies" - hordes of them - represented by
incompetent members of political families. They specialize in namedropping and so called "influential networking" - but in reality - are
powerless - often social parasites. They will try to intimidate you by
threatening to withdraw their support - but in reality - behind fancy
clothing and cars - command no capital and simply jump like fleas from
Western idiot to Western idiot - hoping to land some cash.
51. Expect to be given a canned answer - that the West is to blame for Africa's
poverty. Do not believe this at face value - it is well thought out tactic.
52. Most politicians dabble in the past - in order to gain sympathy. In reality
- they squander state income disproportionately on personal luxuries,
lavish lifestyles and international travel.
53. Politicians do not care about poverty at home - because they are not the
victims!
54. There is an acute need to create sustainable jobs in urban areas. There
is also an acute need to provide equally lucrative opportunities for people
in rural areas caught in the web of subsistence farming.
55. A large portion of state income derived from mining and raw materials
exports find its way into the pockets of presidents and influential families.
Not to be discussed openly.
56. Never be too optimistic about investment initiatives, economic support,
tax breaks and other means to lure Western investment. Investigate the
sustainability of such initiatives. When government changes – these
benefits vanish overnight.
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57. Politicians openly lie about the capacity and condition of industrial
infrastructure. Better check it out for yourself.
58. Never commit to anything unless you have performed a thorough
physical investigation - especially of essential supporting services such
as electricity supply, water, sanitation, waste disposal and transportation.
59. Collaborate with local universities and institutions of higher education in
order to develop local skills.
60. Almost every African country struggles with rapid urbanization, lack of
skills and malnutrition.
61. The establishment of a productive and sustainable agricultural sector
was - is - and for ever will be a key priority for any government - as feeding
the nation’s a never-ending challenge.
62. Massive profits can be made from core quality of life related technologies
- water purification and treatment - irrigation systems - crop enhancement
- and food processing technology.
63. The poor state of road and rail networks give rise to a meteoric growth in
aviation - particularly the need for heavy transport aircraft and
helicopters. This trend is likely to continue for at least the next 30 years.
64. Africa cannot afford new aircraft and is therefore the dumping ground for
old aviation technologies.
65. The aircraft refurbishment industry will undoubtedly become an
emerging opportunity at an unprecedented pace.
66. The widespread belief that Africans “cannot master sophisticated
technologies” is pure bullshit!
67. Do not be put off by what seems to be "tough and negative realities" rather face reality in Africa than surprise.
68. Remain sober and use all your knowledge, skills and intellect on an
unprecedented level - but never show openly exactly what you know - and
never reveal what you think.
69. Aggressively apply your talent and untapped levels of ingenuity - never
hesitate once you’ve embarked on a mission - hesitation in Africa invites
disaster.
70. Intelligence and knowledge about realities are cornerstones of success.
71. Life is about having the freedom to explore and experiment - but never to
transgress the boundaries of respect.
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72. Life is about sharing and enjoyment.
73. Life is about making one's mark - but never at the price of degrading
someone.
74. Life is about friendship - and support - especially in tough times.
75. Life is about learning - sharing of experiences - without imposing or
threatening beliefs and values.
76. Your company name cannot make any decisions - and cannot do any
work. Your people make the difference – they turn a name into a living
organism.
77. Distance brings loneliness. Loneliness brings unhappiness. In Africa,
you will feel it.
78. We owe a tribute to every emergency worker - they sacrifice comfort,
safety and often their lives in comforting people in need. They resuscitate
hope where there is none. They rekindle the flame of life. They deserve a
place in heaven.
79. Business success is synonymous with flexibility and adaptability.
80. Teamwork is fuelled by monetary rewards - a burning passion to do well.
81. Develop a hate for rework.
82. Success is a fusion between business savvy and common sense.
83. The quest for personal recognition is universal - in Africa nice words of
encouragement is not recognition - recognition means that you have to
give something that can be seen by others.
84. Stealing someone’s opportunity to be recognised is never forgiven -or
forgotten. It creates enemies for life.
85. When survival is at stake - run away - staying may mean certain death especially if you find yourself a stranger in unknown conditions.
86. Never associate yourself with a situation that cannot be improved.
87. People will not remember your willingness to defend - they will blame
you for not helping them to escape when you had the chance to do so.
88. When a group is threatened - some people will run away - don’t think for
a moment they are weak or stupid - in Africa the wise ones will be the first
to run - they run because they’ve learnt to survive.
89. The power of collective fear is a tremendous force. It is like cornering a
leopard. Being on the receiving end is not recommended.
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90. Never promise without being able to deliver. Never deliver before you are
paid.
91. When people see opportunities vanish - they turn violent. Things will turn
ugly at an instant - and someone will be sacrificed - killed - even if
innocent - and that will trigger an unstoppable avalanche of violence.
92. Mass anger overrides all reason - clouds individual judgment - triggers
emotionally laden unleashing of physical violence.
93. If politicians openly support what you want - officialdom will rush to your
aid. Grab every opportunity and exploit it to the maximum - generously
pay for the opportunity - I mean pay - not promise to pay - otherwise the
tap may be closed unexpectedly - you will be caught by surprise - and
your life will be in danger.
94. Politicians switch their minds very quickly - so you need to move very
quickly - pay very quickly - entertain very quickly - network very quickly and should things turn sour - be prepared to escape very quickly.
95. Individualisation and customisation - things that make a person unique
and stand out from the rest - are highly valued and cherished.
96. There is a personal motive behind everything politicians do encapsulated by a single word - "enrichment".
97. Observe - and practice - the oldest law of survival - look after yourself
first.
98. As a child - did you learn how to ride a bicycle by climbing a tree? No.
When it comes to training the same principle applies in Africa - keep
training directly work-related - otherwise you are wasting your time money - an effort. But more seriously - you will lose respect - sacrifice
trust - and become the after-hours laughingstock of the community.
99. When given the chance to prove themselves - be it their skills - or their
ingenuity - or their perseverance - you will be surprised at what people
are capable of - but beware - they expect to be paid for it. If you pay them
more than what they expected - the next performance will even be better.
But they will also expect to be paid better. Not only is there a direct
relationship between payment and performance - there is also a direct
relationship between performance and payment expectations. It's a very
intricate issue - it calls for very careful and sober thinking to get it right.
100. Africa is not called "the dark continent" for nothing. Nights in rural areas
can be incredibly dark - lack of electricity can easily keep cities in the dark
- and trying to understand traditional and deeply rooted mindsets expectations - customs - beliefs - and values - may easily plunge you into
eternal mental darkness.
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the second hundred
101. People's true potential is always hidden - clouded by our perceptions and
preconceived expectations - things that interfere with our ability to see the
potential.
102. Western norms and values - rumours - beliefs - propaganda - but above all
a deeply ingrained - almost genetic sense of superiority - very often cloud
our ability to really see the opportunities right in front of us.
103. Sugar-cane fields are beautiful - with an enticing and everlasting smell. Yet
- to unlock it sweetness and value - requires burning and destruction of the
beauty. In Africa - promises and opportunities may be sweet - beautiful and enticing - but you need to have the guts and resolve to break through
all the hype and bullshit if you really want to uncover the true value of
opportunities.
104. Prepare yourself for adversity and struggle - as uncovering the true
potential of an opportunity is not through Google or social media - but may
require physical and mental effort - very often way beyond what you ever
imagined - or budgeted for.
105. The sweetest fruit have the most unattractive skin. Dilapidated buildings potholed streets - open sewage - paint peeling - stray dogs - heaped
rubbish on street corners - nests of electrical connections on every lamp
post - may quickly dampen your enthusiasm and expectations –
demotivate - and change your optimism. It takes guts to separate
perceptions generated by what you see from expectations of what can be.
But never forget - this is Africa - and what you see may be a very far cry
from what can be. It's the people you deal with that matters - not the place.
106. The ugliest tree camouflages the most beautiful wood within.
107. The housefly appears harmless - more of a nuisance than anything else but is responsible for most deaths on earth.
108. The best opportunities are not the obvious ones.
109. By comparison - Africans are far more skilled at hiding their feelings - and
managing their emotions - than most Westerners. What you see on the
outside - and experience during conversation - may be a far cry from what
is harboured inside.
110. Uncovering deceit - lies - and cover-ups requires a highly specialised skill
set - underpinned by a thorough knowledge of how to formulate and frame
questions. If you want to be successful - you must seriously learn and
practice to talk less - ask more - and listen carefully. It is difficult - requires
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unbelievable levels of self-discipline - but in the end will prove your lifeline
- not only when closing deals - but also when faced with the challenges of
getting paid.
111. If we accept ourselves for what we are - we forget to discover what we can
be. To be successful in an African business environment - you need to
seriously consider reinventing yourself - especially your thinking - beliefs
- perception - and approach to life.
112. Africa’s street children - millions of them - born and growing up in the most
appalling and often unimaginable conditions - not known to the outside
world - instinctively learn to unlock potential - see opportunities where
nobody else sees it - have resolve and guts to try - way beyond the
boundaries of Western psychology. They have to. It is their only chance of
survival. If you want your fledgling African business to survive - recruit
your advisers from street children - not consultants operating from a highrise glass cages - blurting out recipes for success that's nothing but a
concoction of fiction and Internet sourced fictions of imagination.
113. Never underestimate the value and impact of pre-meeting sex. It permeates
business on all levels – and is widely appreciated as an energising
stimulant. Many top African businessmen have hot sex just before entering
into the negotiation - it clears their minds - turns them into razor-sharp focused - energised and formidably clever opponents. While they were
having sex - you wasted your time with last minute paperwork - mental
rehearsal - discussions and debate - as you were taught in business
schools. You enter the negotiation tired - stressed - with a false belief that
you are focused - or energised. You're not. In fact - all your last-minute
preparations drained you mentally and physically. Now you know why - day
after day - Western executives may find themselves lost - in spite of all the
preparations.
114. Nations’ survival does not depend on culture, tradition and history. Nations
survive through sex.
115. Studying a nation’s sexual behaviour - preferences and practices - reveal
its thinking.
116. It's not a crime - nor is it unethical or immoral - to lie and steal for selfprotection.
117. Training doesn’t ensure - or buy - or will be rewarded by loyalty.
118. People don't move because they believe it's the right thing to do - they
move for more money.
119. Work is never an end in itself. Work is means to an end.
120. A worthwhile job is a job that pays well - provides opportunities to learn visibly improves status - and quickly provides skills to move on.
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121. Money - and only money - empowers one to achieve personal dreams - fulfil
ideals - keep aspirations alive - and gain status in life.
122. Young men believe that money makes them sexy. Young women believe
that sexiness leads to money.
123. When you dine out - you don't express your judgement in numbers - the
steak isn't thirty or forty per cent acceptable – it's either right or wrong nice or not nice - good or bad. Don't be surprised if your African business
counterpart express their judgement just like that.
124. With the first sip you judge if the wine is good - or bad - or just acceptable.
Same applies to business in Africa - you will be judged in line with your
first engagement - you will either be liked - or not - or may just be tolerated.
125. Even the most bizarre reasoning - or most illogical argument may turn out
to be acceptable - if the person is respected.
126. Take extreme care when proposing anything to politicians - they always
hear something else - or heard what they wanted to hear.
127. Proposals to politicians will inevitably - and conveniently - be recalled as
promises!
128. Hard selling - and pressure to close the deal - are outright foolish and
dangerous.
129. Egocentrism prevails - so don't waste your time trying to punt benefits to
the community - it's a nice smokescreen - but in reality - you should focus
on benefits for the individual decision-maker - this should be your focus
point. And don't worry - the individual decision-maker will never - unless
he is blatantly stupid - reveal the benefits he gained from the deal - and will
devise adequate smokescreens to bullshit the public to believe that the
deal is in their interests.
130. No matter how enticing an opportunity may seem - never ever fall into the
trap to venture alone when it comes to sales pitches - and public
announcements - or statements. Purporting that the deal is for the
"common good" - "universal benefits to mankind" - or "advantages to the
country" - even if hundred percent true - will do you more harm than any
good - because while it creates expectations with the public - it creates a
dilemma for politicians - financiers - stakeholders who would like to cash
in privately on the deal. So don't be surprised if - at the last minute - the
deal is cancelled - negotiations ended. It's the price you'll pay for your
stupidity. Leave the PR of the deal to those who cash in on the deal. They'll
know what to do - at the right time - and with the right approach.
131. Be prepared to share a significant percentage of the price - and profits with the ultimate decision-makers. Cater for that in your pricing - and
budget - especially if the deal is financed with state or donor fund money.
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132. Keep payments to individuals that make the final buying decisions secret but keep diligent records thereof. In times of crisis - and to keep out
competition - you may need these as weapons of blackmail. Never be afraid
- the fact is - established businesses in Africa survive simply because they
have formidable blackmailing competencies and capabilities - and those
claiming to be the most "ethical" are the ones with the largest blackmailing
arsenals. That's why they survive.
133. If you really want to deal - be prepared to make provision in your pricing
for what key decision makers want - be it motor vehicles - education for the
kids - luxuries - travels - holiday - or even kinky sexual experiences – or
commissions such as directorships or shareholding. Inevitably - to really
land lucrative deals - one must be prepared to reward decision-makers for
their risks - contacts - influence - efforts - pushing your deal in front of
others – and creating so many hurdles for your competition that they give
up. Forget about all the propaganda about so-called "corruption" or
"bribery" - or "ethics". Those businesses really entrenching themselves in
Africa very well know that "ethics and transparency" - and concepts such
as "accountability and fiduciary duty" - are only smokescreens to pacify
the broader public. They all have extensive and sophisticated accounting
systems capable to carefully hide secrets. Above all - they entrust these
deals - and dealmaking - to insanely well-paid individuals skilled at keeping
their mouths shut - not bragging in pubs - or flashing their whereabouts on
social media. Individuals skilled at operating in the dark - negotiating in the
shadows - and not revealing themselves.
134. Allowing key decision makers to siphon off some benefits to their families
is not only acceptable - it is mandatory - if you really want to keep your
position in the African marketplace. It's also a "must do" to maintain trust
- confidence - support and enthusiasm for your company - its products and
its brand.
135. Forget about fanciful business models - sophisticated simulations - and
detailed risk analysis. It's a waste of time and money. Focus your efforts
on determining three things - who must be involved - who must be
excluded at all costs - and what portion of the price should be allocated for
kickbacks to key decision makers.
136. Never extend an open invitation for anyone to become involved or benefit
from the deal – it's business suicide!
137. Take a hard line from the outset – only pick people with real influence –
otherwise too many opportunists and conmen will get on board - and sink
your lifeboat.
138. Know your contact’s personal enemies - who they are - where they live what they do - but most important - why they are enemies. Watch them
carefully.
139. Don't waste time - or money - or effort in recruiting agencies to try and find
the right people to populate your organisation structure. Once the deal is
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through - your partners will quickly do that for you - not necessarily naming
people who are competent - or qualified - but family members who are well
positioned to keep the business safe and prosperous. Don't resist - or
complain - or criticise. Just make the necessary arrangements to run a
shadow organisation staffed with competent - qualified people - even
expats - to take care of the technical implementation side of things. It won't
cost you anything - as long as the family members are kept in position even doing nothing - and their share of the loot is guaranteed - you'll have
absolutely no problem in getting approval to adjust the prices.
140. Never - in an attempt to close a deal - attempt to publicly prove or
demonstrate the benefits of the deal - it may create expectations - and
inadvertently expose sensitive political connections and contacts. That will
work against you. Guaranteed.
141. Prominent businesspeople - like politicians - and prominent professionals
- only support and care about deals that put themselves - and their families
first - although publicly they will proclaim that the deal is for the greater
good. Never ever query - or question whatever they dish up for the public even if it's blatant lies and propaganda – as your query or questions especially if it touches on "ethical correctness" - may quickly cause public
embarrassment - and that may cost you your life. I'm serious.
142. Never make any statement - even remotely - that may be interpreted that
you regard the community as unimportant. It will blow your cover - and that
of your contacts and associates - you may just as well run away.
143. Politicians - key influencers and community leaders all focus on five things
when asked to approve projects – personal publicity - share of the cash entrenching personal power - opportunities to travel abroad - and how the
project will improve their status in public.
144. Most African politicians are clever socio-economic investors - they will
never support projects - or proposals - or deals based on "who need it
most" - but will base their decisions solely on "where in return, I will get
the greatest exposure and public support".
145. Work through a single person. Never attempt to side-line this person - it is
likely to cost you dearly - especially if this person is well networked.
146. Politicians - those with real influence - come from influential families
located in influential communities. Influential communities have unlimited
needs and requirements - to maintain and improve status - power - and
wealth. Same applies to politicians from those communities.
147. Strange as it may seem - in impoverished communities - one is likely to
make the most money - not through products that are essential - but from
products that provide the most happiness in the shortest timeframe.
148. Avoid being sucked into complex community projects – rather invest in
fun-filled events that - even if it's for a short time - focus people away from
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hardship - worries and self-pity. You will be rewarded with unimaginable
levels of appreciation and widespread publicity of your brand name.
149. Doing something for the community is only worthwhile if it raises the status
of community leaders. That ensures an open-door for the future.
150. The 4P’s of conventional marketing theory - place, products, promotion
and price are all influenced by the big P in Africa – personal power.
Personal power is everything.
151. The rate at which you get powerful people to support your business case
is directly proportional - not to how much you are promising to pay them but directly proportional to how much you actually pay them. Instead of
wasting money on expensive - detailed - comprehensive - and most likely
wrong studies and risk analysis - take that money - get the right connection
- and pay for privileges. You'll be amazed at how quickly things will be done
and fall in place.
152. The higher your connection - support - and promoter is in government - the
more expensive it becomes - but the greater your chance of success.
153. Having a multitude of product models may cost you dearly - especially if
the designs look similar at first glance - as too many choices of the same
thing only generate confusion.
154. Wearing or owning something prominently displaying a famous
international brand name - even if falsified - copied or misspelt - remain
powerful status symbols everywhere in Africa.
155. Don't be conned by lawyers - the fact is that - with a few exceptions - no
African legal system would protect a stolen brand-name - or patent especially if it is traded by a politically connected personal company.
Instead of paying lawyers - rather deal in the shadows - pay for assassins
and hitmen - even if it's just to send a powerful warning. You will quickly and quietly - earn respect. That matters most.
156. Make sure that your product models do not compete against each other.
This is likely to damage your brand-name.
157. No matter how small - or seemingly insignificant fun events - or objects
may appear - they will always attract attention - invoke participation and
infuse people with enthusiasm.
158. People suffering hardship - destitution - impoverishment - are far hungrier
for fun - moments of relaxation - and enjoyment then the "haves". Instead
of flashy - expensive ads - rather think of events. The social media
coverage you're likely to get will outstrip the reach of any advertisement by
far.
159. The best recipe to promote your brand in Africa is simple - fun filled events
laced with laughter - drink - food and music.
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160. Somehow - and this doesn't make sense - a price ending with a 99 seems
to attract.
161. Whenever contemplating franchising - one should ensure that it is possible
to replicate similar levels of quantity, quality and price at every location.
162. Even the slightest differences in product presentation - quantity - quality availability - or service may be seen as short-changing. It may cost you
dearly - especially if the message goes viral.
163. Most business failures in Africa can be avoided. Simply invest in doing a
physical feasibility study - see the conditions first and before committing
to anything.
164. Relying solely on your gut feel of what to expect in Africa is very risky.
Relying on what you read on the Internet is riskier. Relying on consultants
to tell you what to expect is a disaster. Relying on banks is a catastrophe.
Cheapest - most accurate - and least risk - is to gather the guts and go out
there and experience it for yourself. Even if you decide not to do business
- the experience alone will be self-enriching.
165. Finding a credible African business partner it is not as difficult as one may
think. Just apply common sense - don't overwhelm people with your
enthusiasm - say the minimum - ask wisely - and listen. And listen. And
listen. And listen again.
166. Be careful - asking too many questions - following the typical "what" "where" - "who" - "when" - "how" and finally the "why" sequence - not only
confuses - but it also frustrates - irritates and may even lead to conflict. It
only serves to demonstrate confusion - uncertainty and lack of trust. I've
learnt - through hard earned experience - only to ask "why"? It takes
practice and sometimes some hard thinking to formulate the "why"
question. But one thing is certain - the answer you're likely to get
automatically clarify all the other questions.
167. Whether to progress or not - remains your choice - so never be pressurised
into conceding or agreeing to anything. Conceding or yielding under
pressure is seen as a sign of weakness - and once done you've lost respect
- and that will never be regained. No matter how hard you try.
168. Persistence pays.
169. Every frontline person has a sales role.
170. Relationships - build on empathy - trust - openness – patience in respect
are more important than the product or service.
171. The terms "brother" or "sister" include people we would normally refer to
as very close friends and companions.
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172. Never start a conversation by comparing or discussing what you'd seen or
experienced in a neighbouring village - family - tribe - town - or
neighbouring country - or draw comparisons between habits - customs –
beliefs. It is offensive - and highly disrespectful - because it is expected
that you direct all your attention to the present circumstances - and the
people you are with right now.
173. Many business leaders - and government officials - and people in powerful
positions - have business connections - or even wives and children in
neighbouring countries. Even if countries are at war with each other - be
aware that in the background – undercover business - family - and political
connections may still exist.
174. Africa will never enjoy long-term peace – superpowers orchestrate political
upheavals to ensure continued control of raw materials - often in exchange
for weapons, technology and food.
175. African wars forge unique - often long-standing relationships - across
borders and family ties.
176. To stay in power - most African presidents have no option but to look after
their "wartime friends" - and their political foundation - by appointing them
in prominent cabinet posts - paying them absurd salaries and turning a
blind eye to what is commonly perceived in the Western world as
"corruption". Criticising the establishment - voicing concerns - or even
mentioning that you may have a problem with the setup will simply counter
any business initiative. Keep in mind this simple acronym – FIOF - Fit In Or
Fuckoff. It's applicable throughout Africa.
177. Rulers frequently invite strangers with unique economic or business
connections - or viewpoints - into their political inner circle - very often with
the aim to create confusion. It's deliberate - and a well-thought-out
strategy. In an effort to resolve the apparent confusion - and close the deal
- unwary businesspeople very often open up and reveal highly confidential
- and often secret business information - that would otherwise not be
disclosed. If you fall into this trap - it's over. Even before you say your
goodbyes - the information may be in the hands of your competitors. As a
sidenote - be assured that every meeting venue will be bugged - and every
conversation recorded.
178. Emotions - and not financial judgement - permeate and rule deals between
family members.
179. The emotional value of a family deal is always disproportionate to its
commercial value.
180. Even the best due diligence processes will not uncover emotional
indebtedness - or favours that are due.
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181. It is always expected that favours will be returned. The returned favour
must be bigger - to swing the balance in favour of the benefactor and keep
the relationship alive.
182. Financial indebtedness maybe settled by doing a creditor a favour at the
right time.
183. "Writing off debt" is not a far-fetched phenomenon - always be prepared to
accept a favour instead of getting paid.
184. "Yes" may simply mean "I hear you" - and does not necessarily signal an
agreement.
185. Don’t panic - or just walk away when receiving "no" as an answer - that
after hours and sometimes days of negotiation and clarification! "No" is
simply an indication that some issues remain to be clarified. Panic - and
threatening to walk away - are all seen as signs of weakness.
186. Explicit - or implied agreement by the chief negotiator does not necessarily
constitute agreement by his superiors. So don't celebrate it as a victory the only thing worth celebrating is when the money is in the bank.
187. If you're the business leader - or chief negotiator - it is expected that you
are empowered - and may conclude the deal. This is not necessarily true
regarding the other side. In case you're not fully empowered to close the
deal - better you say so right in the beginning - otherwise - if it is found out
later - you will lose all credibility and respect. It's impossible to regain trust
and credibility afterwards. Once gone - it's gone.
188. The higher the political connectivity of your African negotiating
counterpart - the less focus will be on product or project performance - or
financial details. The focus will be on how much can be made - and when
payment will be made for approving the deal. So don't waste your time on
elaborate and intricate technical and financial presentations - just give a
high-level overview - keep it short. Then move on to private high-level
discussion - conducted "behind-the-scenes" - in private and often one-toone - finalising kickback payment arrangements.
189. Minutes of Meeting's - in reality - often serve no other purpose than being
smokescreens or cover-ups for what's really happening "behind-thescenes". Meetings to finalise and arrange kickback or commission
payments don't have any documentation - and to safeguard yourself
against blackmail - or jail time if caught - make sure that all such meetings
take place where audio recording is almost impossible - preferably at a
place where you are in full control. That's exactly why established "big
players" have a small army of specialised, highly paid undercover
negotiators - skilled at evading capture - and doing these "behind-thescenes" deals out of the country – in places where they have full control of
the meeting environment.
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190. If you're new to the game - expect to be interrogated from all angles flooded with questions - and pressured to make concessions. The higher
the stakes - the higher the pressures that you can expect. And it's not only
psychological pressure - but you may also find yourself booked into a hotel
too noisy to sleep in - meetings may be postponed - schedules changed drinks tampered with - and all sorts of hurdles - just to unnerve you - to
squeeze more out of the deal.
191. African negotiators orchestrate situations that put their Western
counterparts under immense pressure to concede.
192. Negotiations will be delayed - and planned programs disrupted. It is part of
negotiating tactics.
193. When it comes to payment of kickbacks and commissions - be prepared
that cash - US dollars or Euro - and not a bank transaction - will close the
deal.
194. Be extraordinary careful never to discuss payoffs and kickbacks with any
banker - or with any prostitute. Both species are equally adept at selling
information.
195. Common people associate banks with the rich and the corrupt - often with
good reason.
196. Banks play a major role in assisting politicians and businesspeople to
transfer money stolen from governments into offshore accounts.
197. Banks sell debt - not opportunities - and are notoriously unreliable and
inaccurate when it comes to providing advice on doing business in Africa.
198. Few bankers comprehend - or have the capacity to comprehend complex
technical method statements and project implementation processes. So to
rely on them for technical advice or commercial management guidance is
a recipe for disaster.
199. Bankers are at home in glass boxes - hiding behind computer screens and tapping away on their laptops in meetings. Few have any idea of what
life is all about on a construction site - or understand the intricacies - and
the human interaction - underpinning productivity in a manufacturing plant
- or what it takes to harvest anything off the land in a rural area. With a few
exceptions - the majority are completely out of touch with reality. I'm not
saying they're bad people - all I'm saying is that you should be careful not
to involve them in any sensitive business negotiations - and not at all in
any "behind-the-scenes" deals. You run the risk of being exposed - and
finding yourself in the crosshairs of an assassin. By then it's too late. Trust
me.
200. Relying on a bank in times of need is the first sign of insolvency.
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Going for three hundred
201. Banks hamper economic development – they are quick to set up offshore
accounts for corrupt politicians - and line the pockets of politicians who
play along.
202. Ruling parties use taxpayers' money and donor funds for election
campaigns.
203. Almost every election is rigged - not necessarily at the polling booth - but
when it comes to vote counting.
204. International observers - specially invited to oversee the election process
and declare it "free and fair" - are selectively blind – those who aren't –
often find themselves barred from witnessing the counting process.
205. It is inevitable – and proven - the party controlling the armed forces is likely
to win the election.
206. It does not take long for a "democratically elected president" to show his
true dictatorial colours.
207. Presidents tend to appoint loyal "yes sayers" in key portfolios - finance defence - police - labour - health - to ensure that dictatorial power plays are
carefully hidden behind a veil of democracy.
208. Weak - incompetent presidents spend more time on overseas trips - and
meddling in the affairs of other countries - than attending to pressing
issues in their own countries - well knowing that discontent in their own
will be efficiently suppressed by armed force.
209. Retired ministers are handsomely rewarded for their loyalty. In return for
"disappearing from public life" - they are guaranteed to receive huge
separation cash packages - exuberant lifelong pensions and gratuities lucrative consulting jobs to government - or given uncontrolled
opportunities to become overpriced preferential suppliers to government.
So never underestimate the value of networking with retired ministers they may turn out to be gold-plated connections - expensive - greedy egocentric - but reliable and solid business partners - and you will have no
trouble getting paid - every time - on time.
210. Don't waste your time - or effort - or energy - or money - to try and
circumvent Broad-Based Black Economic Empowerment Legislation or
initiatives - rather see the opportunities - and network with the elite
governing families. After all - be honest with yourself - and face the fact both have a single common objective - to make as much money you can as
quickly and easily as possible. It's very easy to become side-tracked and
discouraged by opposing rhetoric - whereas the truth is that many - often
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the loudest opposing voices - are actually deeply involved in doing
business through well-connected political elite. The opposing noises they
make are deliberate - to discourage and scare newcomers and potential
competition - and to safeguard their established territory and market share.
211. An investment philosophy that aims to assist the broader population is not
going to get you anywhere.
212. Move close to the ruling party - and specifically target key decision-makers.
They have a nose for money.
213. There will always be an uninformed and stupid Western ear sympathetic to
the accusation that the Western world "robbed Africa of its wealth". Never
align yourselves with such stupidity - it's all rhetoric and propaganda there's no money in that. African politicians are not interested in rhetoric.
They are focused on self-enrichment - done discreetly and secretly. You
better learn to keep your mouth shut - your ears wide open - and your
fingers far away from the social media keyboard. That's if you want to really
make big money in Africa.
214. Presidents will inevitably attack the person - and not debate the real issues.
215. Persistent criticism - and exposure of "behind-the-scenes deals" will most
certainly invite harassment of your family - result in imprisonment - and
make you a target for assassination. My advice is simple - do the business
- shut up - don't flash your wealth - never brag about it - and simply
"disappear" when you're done.
216. Presidents will only enter into public debate if they are sure to emerge as
undisputed winners.
217. Every politician has three categories of enemies - those they know of those they don't know of as yet - and those that will become enemies as a
result of your deal. So the wise move is to keep your political relations and
deals secret - because going public is always risky - no matter how eager
you are to show off your connections. Disclosing your relationship will
inevitably invoke jealousy and envy - very often from people you least
expect it from. Doing business in Africa is difficult and challenging as is.
Believe me - you don't need new enemies - so shut up and focus on the
business to make money. Trust me - your political partners are there
because they know how to deal with their enemies - if you think you can do
it - well it's up to you to try - but don't cry afterwards. You've been warned.
218. Deals that benefit the ruling party are always appreciated. But remember the stakes are always high - your successes will soon be forgotten - but
any failure - even small and insignificant - may lead to harsh and often
disproportionate punishment - and will forever be recalled.
219. Never bargain to be rescued by the law. Judges are not necessarily good
at law. They are good at maintaining the right political connections - even
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in African democracies - they are appointed for their deep-rooted political
alignment.
220. It all depends on your connections - and how are perceived by those in
power - if perceived to be lawful - you may be tolerated - even encouraged.
If perceived to be unlawful - you may be prohibited or barred from doing
business.
221. Actions perceived to harm the ruling party - punishable following
investigation. Actions that are perceived to harm the president or his image
- immediately punishable upon discovery.
222. Dictators are merciless killers - successful in rooting out opposition political as well as business opposition - in power because they will not
threaten to shoot someone - when they pick up a gun - be assured - they
will not hesitate - they will pull the trigger. When doing business in
dictatorships - be firm - resolute - assertive - and don't fool around. Never
hesitate - never procrastinate - never hide behind excuses. Dictators never
tolerate weaklings and beggars.
223. Dictators afford their immediate supporters - confidants and strong men a
life of opulence - comfort - and sex on demand.
224. Anyone who proclaims that "violence is not part of African culture" lies.
225. African dictators hide their ineptitude - silence criticism and opposition by vigorously and relentlessly persecuting "political enemies that want to
overthrow democracy" – preferring to keep political prisoners alive subjecting them to a life of continual and unimaginable levels of inhumane
torture. Keep in mind that the dead cannot be heard - and any hope of
seeing them alive is forever gone. So killing the opposition serves no
purpose - and will only trigger revenge by their families - if alive. On the
other hand - the agonising screams of those being tortured can be heard and the breaking down of their bodies and spirit can be seen - and as long
as they are alive there is hope that they may be reunited with their loved
ones - and it's precisely this hope that will keep their families from taking
revenge.
226. "Hostile forces" are ordinary citizens - who express dissatisfaction with the
lavish presidential lifestyle and squandering of much-needed funds on
personal luxuries.
227. Most presidents are master tacticians - very often with a strong military
background - and have a record of cold-blooded torture and killing.
228. Don't place any trust or reliance on human rights - it’s a highly selective
and arbitrary applied theory in African politics.
229. "Acting firmly against dissidents" means "killing the opposition leaders".
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230. When a government has to "act firmly" against opposing forces inside the
country - the writing is on the wall - a revolution is brewing.
231. There is no such a thing as a fully politically independent judiciary in Africa
- all judges are appointed by the ruling Party - and being a judge is a
lucrative occupation.
232. Judges are presidential appointees who toe party political lines. Judges
that dare to rule against an incumbent president may run the risk of
disappearing from the scene.
233. When the image of the ruling party is at stake - the judiciary is guided from
the presidential office.
234. Sentencing is often harsh and not befitting the alleged crime - reflecting
the vengeance and cruelty of the president – especially if offenders are
political opponents.
235. Confessions made under torture are allowed as evidence.
236. If you find yourself on the wrong side of a dictator one thing is certain - you
will have no legal protection against torture - rape - sodomy and solitary
confinement.
237. The right to a lawyer - and in some cases any form of legal counsel or
representation is never guaranteed.
238. Escape from an African jail is close to impossible - unless you have inside
assistance and enough cash to buy yourself out.
239. Prominent politicians travel in bullet-proof luxury cars - usually at very high
speed and without any concern for the safety of other road users. Never
attempt to block the cavalcade. Slowing them down may cost you your life.
240. Bullet-proof ultra-luxury cars are always at the top of the president’s
security shopping list - and obviously command a higher priority than
much-needed vehicles such as ambulances. Never criticise this reality.
241. Never photograph the president's palace - homes of prominent politicians
– or government buildings - it will get you into more trouble than you can
ever imagine.
242. Because of their opulent and lavish lifestyles - presidents and prominent
politicians fear for their lives - that's why they surround them with ruthless
killers.
243. Presidential guards do not negotiate. They shoot to kill. It's their job - and
they're fully indemnified against any prosecution. Challenging them is utter
stupidity.
244. Oil rich countries will be ruled by dictators towing the line of superpowers.
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245. Dictators only remain in power as long as they have support from a
superpower government. It's a win-win arrangement for both.
246. The economic emancipation of Africa is yet to commence.
247. Superpowers retain control of Africa's industrial growth by artificially
manipulating African currencies.
248. Africa will remain net importers of essential commodities.
249. The presidential family and close friends either have direct control of - or
profit-sharing agreements with all major importers of essential goods.
250. The excuse that there is "a shortage of funding to bring mathematics physics and natural sciences education to the masses" is bullshit.
251. Parliamentarians do very little if any real work - receive astronomical
salaries - enjoy countless status related benefits - without having any
responsibilities. No wonder most politicians are obese.
252. Never underestimate the power of the president's office - even if the
president spends most of the time on lavish overseas trips - most
important decisions will still come from the president's office - even if the
president is out of touch with reality.
253. Officialdom mysteriously finds ways to finance the opulent and luxury
lifestyle enjoyed by politicians.
254. Forward selling of natural resources - additional taxes and extensive
foreign borrowing are well used methods to finance political luxury and
opulence.
255. Sound economic and fiscal discipline only applies to taxpayers – not to
governments.
256. When it comes to government spending on luxuries for the president or his
close buddies - there's no limits.
257. Forget about ratio analysis and complex economic modelling based on
government data. You will inevitably land yourself in an inextricable mess
- government data accessible to the public is rigged and adjusted never to
reveal the truth - but to make the government look good.
258. There's nothing as certain as the uncertainty of economic assumptions
about Africa.
259. Only two parameters count - sustainability and stayability. Sustainability
depends on being paid for what you supply. Stayability depends on
whether you can afford to pay your political connections for the right to do
business.
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260. You're likely to find many technological graveyards - with technologies
ranging from simple to sophisticated - that are broken down - or abandoned
- or inoperable - yet with most of its useful design life remaining.
261. Financial records disappear easily - especially if it is likely to cause any
embarrassment to ruling politicians.
262. Amnesia about fraudulent financial transactions is a common and
widespread disease - endemic amongst politicians.
263. Government officials are reluctant to reply to any queries that may allude
to negligence - confirm dereliction of duty or risk bringing the ruling Party
into disrepute.
264. Nepotism is standard practice - and for the most of Africa - not regarded as
a problem. After all - it your duty as a politician to look after your family.
Learn to live with it.
265. Refocusing potential political competitors’ attention on the creation of
personal wealth significantly reduces their desire for power.
266. Modernisation of Africa's infrastructure - roads - bridges - railways - dams
- water purification work - sewage works and power stations are limitless
opportunities - ready for the taking.
267. It is rare to find any African businessperson willing to invest personal
capital in buildings or infrastructure - simply because the return on capital
is too low. Trading in commodities and fast-moving consumer goods are
far more profitable options.
268. African landlords do not like to pay for the upkeep of buildings - so expect
unserviceable elevators - inoperative air-conditioning and unusable toilets.
Someday - no one knows when - they will realise that unserviceability
scares investors.
269. People only take care of something - if taking care is to that individual’s
own financial benefit.
270. Projects with an immediate financial benefit to the president or prominent
politicians get priority.
271. Although it is widely proclaimed - the truth is that poverty eradication alleviation of misery and curbing unemployment are not really the top
priorities of African governments. Self-enrichment - power - and status of
the real priorities. So now you know what to focus on.
272. Spending development resources on personal luxuries - overseas travel foreign conferences and an opulent lifestyle certainly command priority.
That's why suppliers of status goods see Africa as their playground.
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273. Politicians understand the trick to spend just enough on the population to
win votes.
274. There is a widespread belief that future generations will have to care for
themselves. Obviously - this does not apply to the President's children!
Most have foreign bank accounts - state-sponsored credit cards - access
to official transport and state VIP protection. Courtesy of the taxpayer.
275. Essential infrastructure projects - unless funded by foreign donor money or foreign private investment - never seems to go beyond the Request for
Interest phase - just to pacify public sentiment.
276. Don’t waste your time with open tenders. The politically connected will use
your submissions to their own advantage. Tenders are awarded to those
who are politically connected - and proving themselves reliable sources of
private income. So invest in building a political network - budget to pay
politicians handsomely for their support - pay them upfront - and make a
profit. But do it in secret - shut up - and be careful not to be caught out
doing nothing for the money. Take a lesson from the modern-day Chinese
construction industry in Africa - they do a sterling job - but at exuberant
prices - because their prices include massive kickbacks for politicians - but
they deliver what is perceived to be superb value for money - keeping
politicians in power - and the public happy.
277. Forget about competitiveness. Only tenders that are perceived to
strengthen the power base of ruling politicians have a chance.
278. Africans are not lazy or unwilling to work - on the contrary - if paid well the
levels of productivity and performance easily compare or even exceed the
world's best. American theories about motivation are nonsense - and have
no relevance in Africa. Keep that in mind - in Africa - money is the main
motivator.
279. Excessive red-tape bogs down entrepreneurship – kills enthusiasm –
counters wealth creation – and eradicates innovation. With the right
political connections on your side - and at the right price – red-tape
miraculously disappears.
280. With a few exceptions - rare an isolated - presidents and their political
parties gain and sustain their position through fear.
281. Dissident voices are silenced very quickly. So be ever careful with your
criticism and suggestions.
282. Upcoming leaders - especially those who are perceived to threaten the
current establishment - are either killed or forced into exile.
283. Complex legal systems and bureaucratic procedures do not apply to the
president and his family.
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284. Come election time - and every politician promises jobs and the powers to
walk on water.
285. In spite of being let down in the past - people seemingly believe politicians’
promises! This is one of the most bizarre tenancies in African politics.
286. Because the masses are poorly informed and information to them tightly
controlled - they often have very little option but to believe what they are
being told. One would imagine that social media would change perceptions
very rapidly - but this is not necessarily the case.
287. State monopolies prevail – especially in the essential services markets.
288. Airports - harbours - weather services – you name it – wherever there is a
need or potential to exercise political control – in Africa you’ll find the state
in control.
289. Most public services institutions are bogged down by bureaucracy - red
tape and bribery. You need not be bogged down. Just invest in a wellconnected political network and you may enjoy smooth sailing.
290. Pricing can easily be done using a cost-plus basis - and as there is no
opposition - there is no cost control. Think about it.
291. Inevitably - you are likely to find that some public institutions are staffed
by untrained and uncommitted people - many who have been appointed or rather rewarded with a job - not because they are competent or capable
to do the job - but because of their political allegiance and political support.
292. Sometimes - more often than you can imagine - the only way to get around
is to have a ready bag of cash and open mind!
293. Encouragement - unlike in most Western countries - does not equate to
uttering nice words or "back patting". Cash in hand is the best
encouragement.
294. Treating people like mushrooms doesn’t work. It only fuels unnecessary
suspicion and mistrust. Clear and firm instructions are always appreciated.
Keep things simple and uncomplicated - bearing in mind that language may
be a major obstacle to understanding.
295. Accept the fact that you will not be able - and cannot control social media
and electronic networking. So stay far away from social networking when
dealing with payments to politicians. Never discuss anything - let alone
confirm anything using social media or any other form of electronic
communication. It may cost you the deal - and if all goes wrong - even your
life.
296. People appreciate being given authority and control over resources
required to do their jobs - to have a say in how things should be done - and
power to judge if results are acceptable one not. All this sounds very
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promising - but it will only work in relation to what you are willing to pay.
As simple as that.
297. Ensure that people do meaningful work - and spend the time on sensible
activities.
298. Reward people in line with their efforts. Never pay late - and never pay
short. If people earn a bonus - pay them immediately. That builds trust and
confidence. Not only that. It also builds commitment.
299. Encourage people to co-operate - share and rely on one another -by paying
for teamwork achieved excellence.
300. Prove that you can be relied upon. Read it again. And again. And again. The
key word is "prove".
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up to four hundred
301. Africa is inundated - or blessed - with creative people. If you want them to
contribute their ideas and creative thinking - just create the opportunity for
them - and give them space to live out their dreams. You will be amazed.
302. Creativity attracts investment. But be careful - there is no such thing as a
secret. Your workers and business partners will brag about the new
innovation - even before it sees the daylight. Bragging about something
new is a form of showing one’s status. It's something that requires careful
management - and in many cases the best option is to pay people to keep
their mouths shut.
303. Creativity fuels optimism and confidence in the future. This is true only on
one condition - the object of the creativity must not too be far-fetched - or
completely distant from what is already in existence.
304. Providing opportunities to achieve overcomes fear of failure and
procrastination. It also fuels initiative. Initiative only works if people know
that it will be rewarded.
305. Paving the way for creativity is an art - and out that distinguishes average
business leaders from excellent ones.
306. Creating conditions that encourage people to unleash their creative
potential remains the ultimate leadership challenge.
307. Restructuring may be critical for progress - and market growth. But it takes
wisdom - courage and skills - to discover people's inner creative potential
- and put them in their place where this potential can be unlocked to its
fullest extent.
308. Detailed policies and stringent prescriptions on how work is to be done
without giving clear instructions - demonstrations - guidance and
mentoring only generate frustration - loss of confidence - mistrust and
stress - resulting in rework - lower productivity and unexpected financial
losses.
309. Before giving people full control over work they do - make sure that the
expected outcomes are very specifically and exactly defined. Best is to
have a model to work to - so that people have a benchmark against which
they can compare that what they do is right.
310. Structure your organisation in line with the culture of your workforce keeping in mind that is critical never to undermine the traditional structures
- hierarchical arrangements and status that may be existing between
families.
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311. It's vital that all supervisors are fluent in the workforce language - come
from respected backgrounds and families - and grew up with the customs
and traditions of those they supervise.
312. If you fail to make your expectations clear - expect a clear failure.
313. Never underestimate the ingenuity of the African workforce. They quickly
figure out - and almost instinctively know how to do things better - and
easier - but they will only do so if adequately rewarded. Simply asking them
to find a better way - is like talking into the wind. Show them the money and then you will see improvement ideas exceeding your wildest
expectations.
314. Without empowering people to implement better ways of doing - your
encouragement means nothing.
315. Creating a spirit of innovation is all about creating opportunities to try - fail
- and try again.
316. Should you encourage “out of the box” thinking - prepare yourself for "outof-the-box" expenses as well.
317. Promote a "if we can think of - it we can do it" culture. However - if you do
- be prepared to see resources utilised in ways you may have thought is
never possible.
318. Reward people for trying - even if they occasionally fail. And keep in mind
- innovation is never without pain - and performance goes hand-in-hand
with payment for that pain.
319. Immediately reward innovation - discoveries and improvements.
"Immediately" means within one week - or sooner - this creates impact and
sustains enthusiasm.
320. Practice balanced friendliness and positive social dynamics. Being too
friendly and courteous is always viewed with suspicion. So watch your
body language!
321. Become highly visible and involved - out of your office - spending time interacting with the people that earn money for the business. That earns
respect - irrespective of where you find yourself in Africa.
322. In the field of the Emergency Medicine it is commonly accepted that
accident victims have "a golden hour". The same applies when trying to
solve a crisis. From onset of the crisis you have "a golden hour" to do
something about it - and rescue the situation - nothing more.
323. The global race for opportunities in Africa demands adaptive fitness - and
responsiveness to change.
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324. Focus on a single objective at a time.
325. Employ a support team with a passion to achieve.
326. When we work together - we learn to share and appreciate each other.
327. Focus less on highlighting differences - and more on things that bind
people together.
328. Accept responsibility - in focus your efforts on doing the right things right.
329. Share your insights and ideas very selectively - and discreetly - only with
people who can make a real difference.
330. Openly show pride in your partner’s achievements.
331. The time it takes to achieve something doesn't matter in Africa - it's the
timing of events that really matters.
332. A slow start guarantees failure. Jumping the gun also carries a penalty.
Knowing the precise moment requires experience – training - confidence
and inside knowledge.
333. Demonstrating your unconditional belief that every person will do his best
is critical to success.
334. Spend some time and money on rehearsing critical events.
335. Invest in trainers – coaches - and even critics. In so doing you will hone
your team’s skills - and prepare them to beat the competition.
336. Venture into Africa with an adequate budget for training and coaching.
Most important of all - budget for your own training - to understand appreciate - and value the complex social dynamics of the societies that
you may find yourself in. To survive - you will need it.
337. If you find yourself chasing an opportunity without seeing any competitors
- you're certainly on the wrong track - or not even in the race.
338. Tricksters and conmen selling exclusivity are well-spoken - claim to be
well-connected - and often flash wealth and status – and are quick to get
you to sign some kind of contract or agreement. Beware - if the opportunity
is not out in the open market - something is wrong.
339. Remain humble - and respectful - in spite of challenges and conditions.
These are rare qualities - but they quickly earn respect.
340. Listen - to your people - your well-wishers - your competitors - your
enemies - and your conscience.
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341. When you experience conditions of unthinkable poverty - destitution misery - and hopelessness - ask yourself - "what keeps these people
alive"? The answer is simple - expectations - that tomorrow may be better.
Showing - even during the toughest of times - that you have positive
expectations - will keep your business dream alive. It takes courage determination - and a will of steel to pull it through. But it's necessary - and
in the end - worth it.
342. What does failure mean to you - to you as a person? Think about this very
carefully - before venturing into Africa.
343. Be aware of your competition - and their objectives - but don't allow them
to distract you from your objective.
344. Wrong assumptions - and blindly accepting other people's perceptions as
facts - are the greatest causes for failure in Africa.
345. Obtain at least three independent opinions - before deciding.
346. Never be afraid to ask - or even better - take along - members from your
frontline workforce when making decisions on what plant - equipment - or
tools you need for the job.
347. Thoroughly evaluate all facts - especially those "facts" purported to be
exclusive or apparently difficult to come by.
348. Top African businesspeople and politicians are far better skilled at
questioning techniques - and interpreting body language - than most of
their Western counterparts. So listen carefully. I repeat - listen carefully.
And then think carefully - very carefully - before answering.
349. Keep in mind - your answer to a question - no matter what it is - is most
likely to be interpreted and understood as a commitment from your side.
350. Never assume - or pretend - that you fully understood what is being asked.
If you have any doubts - even the slightest uncertainty - clarify immediately.
It's not disrespectful - on the contrary - it is appreciated as a sign of wisdom
- and that you're serious about the matter being discussed. The quickest
way to lose respect and trust - is to rapidly blurt out answers without
thinking - and later backtrack on any answer. That is why serious African
decision-makers take time to answer - it's not because they did not
understand - or that they are slow thinkers - or that they deliberately
protract the discussion - or that they are ignorant. None of these. It's
because they know - appreciate - and value the fact that an answer is a
commitment. This is something that most fast paced - quick firing Western
executives have to learn.
351. Collaboration in Africa context is not about working together. It's all about
bonding people together. There is a huge difference.
352. Self-centredness is a terminal disease.
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353. Denying people access to information required to do their jobs instantly
nullifies your credibility.
354. Confusing people's desire - and attempts to participate in decision-making
- with unwanted inquisitiveness - is a costly mistake.
355. It's vital to tell people exactly "why" things have to be done.
356. "I'm fighting for you" is a widespread political lie. Politicians only fight for
themselves - actually their self-enrichment - but in reality - do very little to
pull Africa out of perpetual misery and destitution.
357. Never "hint that something is wrong" - rather be straightforward and
honest.
358. When you ask for understanding - and assistance - be prepared to pay for
solutions and help. It is expected.
359. Take care when sharing your problems - people love to talk - and will talk.
This may quickly and unexpectedly create more problems.
360. People are likely to follow whatever advice is regarded as the easiest way
out.
361. Even when asked for advice - keep in mind that whatever advice you give you will be held responsible for the consequences.
362. Uncalled for advice - no matter how well meant - is very seldom appreciated
- or valued. It is easily confused with criticism.
363. Even if it seems credible - be careful not to believe everything that you're
told.
364. With a few exceptions - African people value storytelling and dramatization
of events - and this easily leads to emotionally laden "colouring in" of a
situation. It takes skilful and patient questioning to filter out the facts.
365. We tend to hear - what we want to hear. Beware - some African cultures
have perfected the art to determine what you want to hear.
366. There is the truth - and then there is the perceived truth. Before you decide
- check which truth you are dealing with.
367. Over-dramatized imagination is the soul of procrastination - and can easily
blind you to opportunities right on your doorstep.
368. Those who believe that unbelievable things can happen - make
unbelievable things happen.
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369. When evaluating any situation - ask yourself - "what's above" - "what's
below" - "what's in front" - "what's behind" - "what's left" - "what's right" it's the best risk assessment - the cheapest - and the quickest.
370. Some people believe that there is no such thing as a "stupid question".
They're wrong. There are "stupid questions" - and if you ever get a "stupid
answer" - is not because people didn't understand you - it's because you've
asked a "stupid question".
371. If a problem is likely to impact on the team - or disaster is in the making share it openly with the team. Keeping harmful information to yourself and calamity strikes - you'll never be forgiven.
372. Selective information sharing is a sure-fire recipe for colourful and
emotionally tainted rumours and gossip. These can quickly turn into
unmanageable and very expensive nightmares.
373. When it comes to decision-making - problem solving - and business
improvement strategies - keep in mind that there is a huge difference
between inclusion and selective inclusion. Many business leaders fall into
this trap - including specific people in some decisions - but then excluding
those same people from other decisions. Selective inclusion - and selective
exclusion - are both guaranteed recipes for disaster as these are the
quickest ways to create widespread suspicion and mistrust.
374. Face-to-face networking remains the preferred - and most respected option to solve problems.
375. Isolation breeds ignorance.
376. Sanctions fuel innovation - and often unleashes creativity. Ask any
dictator.
377. Ignore people long enough - and they quickly reciprocate by ignoring you.
378. Paying an outside consultant to solve your business problems - and
provide you with advice - sends a clear and very powerful message - that
you perceive your people as incompetent and untrustworthy.
379. When training or lecturing - always use case studies and examples that
people can relate to directly. Using case studies - and role-play outside
people’s immediate environment - culture or lifestyle - is a sure recipe for
failure.
380. Untrained and unskilled operators will take plant and equipment beyond its
operating limits - simply to find out "how much it can take" - and in many
cases will be proud of the fact that they were capable of breaking the
machine. Competition between individuals to see who can take the most
out of the machine is commonplace - so don't be surprised when your
decision not to invest in operator training backfires. You've been warned.
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381. Support is doing the opposite of contradiction – denial – hindrance –
opposition – rejection - undermining and backstabbing.
382. In most cases a bad decision still remains better than no decision.
383. People will share their ideas and inputs to problem solving on two
conditions. Firstly - they expect to be involved in the implementation of the
solution. Secondly - they expect to be paid for it.
384. If you exclude people from problem-solving in their workplace - and you
steal their ideas and solutions by not paying them - don't be surprised
when they redirect their creative potential to undermine you - in ways you
would have never thought of possible.
385. Never underestimate the value of experimentation - it may unlock
otherwise unthinkable opportunities.
386. When searching for alternative and innovative ways of doing things - never
let people with experience override the participation of those with no
experience. It often happens that people without experience see something
that those with experience simply overlook.
387. Set clear boundaries for experimentation. A “free for all” creates chaos.
388. Without controlled experimentation no discovery or learning is likely.
389. If people talk too much - nothing gets done. If people don't talk to each
other - nothing gets done. The trick is to find a workable balance.
390. Reaching agreement is far easier in a relaxed and informal environment.
391. Many boardroom set-ups hamper meeting of minds - unleash power plays
– encourage positioning – trigger argumentative attitudes - promote
disagreement - and encourage nice people to expose their potential for
ignorance. It simply a matter that - when people walk through that
boardroom door - they change. If that happens - you need to immediately
change the regular meeting venue - it's killing your business.
392. If things are too structured people lose sight of opportunities to share and
learn.
393. Discourage dabbling in the past. Nobody really cares. Don’t dabble too
much in the future. Nobody really cares. Only today matters.
394. Never assign something to people "just to keep them busy". It's insulting degrading - demotivating - and may turn out to be a very costly decision in
the long run.
395. Everyone has a comfort zone - so is essential to discuss work-related
problems at - or as close to the workplace as possible - where people feel
themselves comfortable - in surroundings they can relate to.
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396. The shop floor environment equalises power - makes it easier for people to
speak their mind - share their knowledge - and voice their differences - and
openly offer their solutions to job-related problems.
397. Drunken people speak their mind - and don’t mind what they say.
398. Should you choose to expose - and discuss your private life in the
workplace - your life will not be private - and your place at work will quickly
become insecure.
399. Your social circle is used as a measurement of wealth - status and power.
Same applies to what you drive - and what you wear.
400. Always leave something for the imagination. After all that is why sexy
lingerie sells. Get the message?
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hitting five hundred
401. When introducing new products into African market - be careful not to flood
the market with information - especially not written information - provide
just enough visual information so that potential customers desire to learn
more.
402. Don't drown people in detail and prescriptions on how to do the job. Not
everyone is literate - even if they profess to be. Rather spend your time
demonstrating how the job should be done - and how a successful
outcome looks like.
403. Telling is not educating. If you need to tell - focus on explaining "why"
things have to be done. Educating implies demonstrating how things work
- and providing opportunities to try out things for themselves.
404. Linguistic barriers cloud mutual understanding. Use short sentences and
simple words.
405. Taking people along to see for themselves is always the first prize.
406. Free things carry little value.
407. Frustrated work forces will share the truth with strangers - often your
enemies.
408. Frustrated people leave their brains at the entrance gate - and collect it on
the way home.
409. No matter what you try to tell - or what you try to enforce - you can never
override - or command people's deep-rooted freedom to decide what
knowledge or experience they will apply when doing their jobs.
410. Anticipated rewards - and especially payment for performance - determine
one’s mental effort.
411. People do things for money - because there is a deep-rooted - and
widespread belief - that money does things for people.
412. People will give their best if they anticipate positive feedback and fair
payment.
413. Every person expects to be rewarded for his intellectual contribution.
414. When hiring someone you get a complete package - hands as well as head.
Although you may only need the hands - use the head as well. If you don’t
- the head will turn the hands against you.
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415. If you hire people for their heads - you get a set of hands with. Use them as
well. Otherwise the head spends too much time thinking about what the
hands should - and could do.
416. If you want credibility - earn it. Do it by soliciting and proving through your
actions that you value every innovative idea - no matter where it comes
from.
417. With focused support - and lots of enthusiasm - seemingly mediocre ideas
can be turned into huge money spinners.
418. Never be adamant about "how" things should be done. Rather be adamant
"why" things should be done.
419. If you only respond favourably to good news - and refuse to listen to bad
news - don't be surprised if you only get good news. That doesn't mean
that the bad news goes away - people will share the bad news with
somebody else - and eventually when the bad news catches up with you don't think your people will be sympathetic and show their support.
420. Business spies frequent bars and clubs - where they interact freely with
your employees - and those that you side-line are easy targets for
information. When drunk - frustrated employees share sensitive
information and business secrets - much easier and far quicker than you
can imagine.
421. You’re to blame if your people talk outside the walls - sharing secrets and
problems with strangers.
422. The purpose of obtaining feedback is to help you anticipate future events.
Not for the purposes of devising ways to punish people - victimise people
- or show favouritism.
423. Leadership is a process - to increase an organisation's future potential to
survive and decrease its vulnerability.
424. Improve your people's skill to adapt to change.
425. Measure only what matters.
426. Keep measurement simple - as this enables valid benchmarking and
comparisons.
427. "Chinese accounting" is widely practised - what appears on paper is rarely
a reflection of the truth.
428. Do not assume that everyone is illiterate. Don’t assume that those who
claim to be literate are in fact literate. Make sure.
429. Illiterate people have exceptional listening and memory skills - often far
better than exceptionally literate people.
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430. Keep in mind that you are in business to make money. In Africa - you either
make a lot of money - or you lose a lot of money.
431. Adapt your ethics principles to the market. In reality ethics is like the
concept of Ubuntu - nice to talk about - but in practice it never works.
432. Criticizing countries - people - companies and products may add additional
spice to your conversation - inadvertently you may also find yourself
insulting influential people - and ruining your reputation.
433. Refrain from drawing pertinent distinctions between various countries or
religions. Nothing in Africa is black or white or grey. Everything is a mixture
- to suit the local conditions.
434. Do you realise how expensive it is to do business in Africa?
435. Control expenditure right from the start. Make sure that you get value for
money. Keep in mind that ripping you off is considered a praiseworthy skill
- and allowing yourself to be ripped off - is seen as a weakness on your
part.
436. Don't be surprised if you find that the cost of building relationships especially entertainment and payoffs to establish new business networks
- exceed other trading expenditures. If this is not the case - and you're new
in the market - you certainly doing something wrong.
437. How much your influential network contacts can make from their
relationship with you overrule all functional - engineering - quality - and
price considerations. Simply put - if you want to be in - you need to pay
more than your competition.
438. Governments and highly placed politicians often concede to buying
inferior products and services - as long as the deal reinforces friendship and ensures very fast self-enrichment. Spending government money
wisely is not their concern - because in most cases they will not be held
accountable - and if exposed - it's very often not a very big deal - because
they know that scandal in Africa subsides when the sun sets.
439. If you fail to throw money at building relationships - you're destined to fail.
440. Relationship building means presence - regular personal contact expensive gifts - surprising favours and a willingness to become involved
in an extensive social network.
441. Many embassies and trade missions are staffed by well-polished financial
gangsters.
442. Never invest or throw money at any so-called "social or welfare project to
prove your good will" - if key political decision-makers - and their business
associates - cannot make money from it - they will simply lead you into a
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trap. Apply this simple test - will I be paid in advance - and pass on
commissions to my network before I start - yes, or no? If the answer is no
- it's a trap.
443. People with real influence are well travelled - wealthy - have status and
command a network of political influencers.
444. Influential people are predominantly egocentric. Those who make the most
noise claiming publicly that they care for others - or fight for other's rights
- are usually the biggest liars.
445. Caring for oneself is far more important than caring for strangers.
446. Performance bonuses - and kickbacks - aren't linked to performance. It's
linked to influence.
447. If "caring for the community" has any substance to it – why are there such
great divides between the “haves” and “have-not’s”?
448. Maintaining a high performing - influential network is never a once-off
expense. It's always a perpetually-growing - and continuous financial
liability.
449. Removing mistrust is not a one-day exercise - it's a process with a highly
variable price tag.
450. Building trust requires resilience - patience - listening ability - and lots of
cash.
451. Business development demands self-discipline - the ability to control
expenditure - and a deep understanding of the cultural mindset of your
target market.
452. With a few exceptions - most African countries tolerate - and in some cases
encourage dumping of substandard goods - counterfeit products - grey
products - reverse engineered experiments - discontinued models redundant technologies - refurbished technologies and time expired
materials.
453. Deliberate and intentional misleading of consumers are criminal acts very
seldom punished.
454. High illiteracy rates are openly exploited.
455. Illiterate people rely on literate people they trust.
456. Wealth is the gateway to education.
457. Be ruthless in your approach.
458. Never tolerate competition.
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459. Immediately close any gaps.
460. Permanent presence in your target market is essential if you'd like to
control growth.
461. In markets with high levels of illiteracy - don't waste your time with
elaborate brochures - focus on short - high impact visuals - showing off
products being used in the context that they are designed for.
462. Consumers spend far more on status symbols than their Western
counterparts.
463. Enjoying the present is far more important than planning for tomorrow.
464. Learn the art of creating mass enthusiasm through visual propaganda.
465. Systematic growth has no place - it's either everything or nothing.
466. When it comes to the appointment of salespeople - they have to be local speak the language - understand the culture - have a burning desire for
status and money - and above all must be skilled public orators.
467. Product demonstrations must be entertaining - fun-filled - enjoyable and
memorable events.
468. Your products must be immediately available.
469. Some African countries are huge - and contain an astonishing variety of
cultures - languages - religious orientations - all having different beliefs perception - expectations - and economic means. It's essential to recruit
your salespeople from the local community - and have your visual
advertising campaigns designed to fit in with the highly diversified market.
What may work in the one market segment - may culturally be offensive in
another.
470. Train your salesforce to understand - appreciate - and be able to
communicate every feature and benefit of each product.
471. Ensure your distributors carry sufficient stock - as shortages quickly open
up markets for competitors and fake products.
472. Social media advertising - showcasing key benefits in context is a must.
473. Although the mass market may aspire to have it - top of the range
technology and products are not necessarily affordable.
474. Understanding at what price point products should be pitched is not a
science - it's more of an art - because perceptions as to what constitute
value for money differ widely.
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475. Learn to barter.
476. Promote product superiority.
477. Make sure you know what it takes to deliver.
478. Mass poverty - illiteracy and destitution have no sensational value.
479. Never belittle people’s possessions.
480. A "what's in it for me" syndrome is deeply entrenched in the hearts and
minds of powerful people.
481. Presidents - ministers and prominent businesspeople have extensive
knowledge - and possess the latest fashionable items.
482. Guts and persistence counts.
483. Make what people can afford- or succumb to counterfeits.
484. Every politician is an accomplished actor.
485. Colonialism issues are comfortable political smokescreens.
486. Politicians will ask you to create jobs - for which they would take the credit
- and expect those jobs to be filled with people they recommend.
487. Ministers of Sport - Welfare - Housing - Health and Social Development
have no real influence.
488. Ministers of Finance – Mining - Defence and Police are highly influential.
489. Donor funds are licences for spending sprees.
490. It is pointless to request an audit of any government business.
491. People empowered to make decisions relating to public accounts are
somehow either related to the people in power - or as a minimum share the
same political affiliations.
492. Investing in infrastructure projects is risky - and returns are low.
493. You cannot repossess roads - bridges - dam - building - and railway lines.
494. There is always someone ready to violently oppose the present-day
government.
495. Slavery is growing.
496. Powerful families entrench themselves as modern-day slave masters.
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497. Private armies force the poor to serve the rich.
498. Torture - murder - and rape are considered legitimate tools of force by most
private - and often even regular armies.
499. Poverty is a widely used method to keep masses from becoming educated
and becoming a threat.
500. Even if you deeply feel it - be careful with showing empathy with what you
see on the streets - you may quickly end up irritating your political
connections - and find yourself out in the cold.
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targeting six hundred
501. Sympathizing - even hinting at sympathising with "have-nots" may easily
be seen as an insult to the people in power. Never side with - or show
empathy for the suppressed. It will cost you your business.
502. Destitute masses depend on the hyper wealthy elite to survive. Poverty
does not mean that they are politically disloyal. Although they know the
truth - they'll never directly blame those in power for their misery - because
they know the consequences. There will inevitably - purely out of fear blame someone else - or some other condition.
503. People may have the desire and willpower to resist - and bring about
change - but simply lack the nourishment and means to mobilise.
504. Politicians have an insatiable and never-ending appetite to get themselves
involved in quick cash generation partnerships. All the big players in the
business know that - and do that.
505. Granting of approvals - licences - and permissions is regulated by cash-inthe-pocket speed.
506. A creative sales approach only works when having the unrestricted
support from the ruling party.
507. Prove that your products are easy to use - reliable and capable of delivering
the promised benefits.
508. Salespeople should be competent in business administration.
509. Observe cultural "do's and don'ts".
510. Understand the core spiritual foundations of your customer base.
511. "Not getting paid" is Westerners’ greatest fear. It is justified.
512. Contracts are not always enforceable through litigation. Especially if the
other party is politically well positioned and extensively networked.
513. Litigation is time-consuming - and may perpetuate ad infinitum. In most
cases it's a waste of money.
514. Elaborate negotiation - personal pleas - phone-calls - demand letters - and
threatening emails are useless when trying to get your money. Rather pay
a violent debt collector - or an assassin. It's cheaper and it works.
515. Repossession is practically impossible. By the time you get to repossess
something it is either broken - or pilferaged beyond any economic repair.
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516. Chinese - Indian - Taiwanese - Korean and Arab business executives do
not resort to litigation to get their money. They have networks that kill
defaulters. It works.
517. People who object to credit verification have something to hide. In any
event - credit verification should be viewed with suspicion. Assurance that
someone is creditworthy is no guarantee that you will be paid.
518. No business is better than bad business. I have said this over and over
again - but for some awkward reason - people don’t believe this hardearned truth.
519. Even before the first rumours of fraud and corruption by important
businesspeople or politicians surface - important documents "disappear"
- personal records are "lost by the computer" and key witnesses are
"transferred" into oblivion.
520. "Business Administration" is not necessarily an auditable or verifiable
paper trail. "Business Administration" equates to what people prefer to
remember at a price. The more they get paid - the more they remember.
521. A paper trail constitutes a serious threat. If you want to lose out - generate
paper - especially when dealing with politicians and prominent
businesspeople. They dislike vast amounts of paper - especially anything
with their names on - as they know that it can be used as blackmail or as
evidence against them should things go wrong.
522. Be extraordinary careful when it comes to authorising people to withdraw
cash. You may find your bank empty - and to recover cash is impossible
simply because in many cases people disappear into informal settlements
when no one can easily be traced.
523. Don't be surprised if people turn violent if you do not pay them what you
owe them - especially if they work for you. It may cost you your life.
524. Never expect a friendly reception from your competitors. You will not be
seen as a competitor. You will be seen as an enemy. Enemies are not - and
cannot expect to receive mercy. Enemies are targeted to be eliminated. So
get your protection organise - and in place - right from the word go.
525. Prepare for unimaginable bureaucratic red tape - or be prepared to pay for
it to vanish. The choice is yours.
526. As newcomer - you may be targeted for theft and sabotage.
527. Competitors will resort to aggressive price-cutting tactics - just to prevent
you from entering their market.
528. Deliberate spreading of lies and negative rumours about new products are
common tactics to scare away newcomers and competition.
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529. Your best safeguard is an aggressive - politically entrenched - ruthless and
influential business partner. It's expensive - but it works.
530. Influential and powerful business partners have aggressive and
determined enemies.
531. Influential families keep each other in check.
532. Western paradigms about ethics not only constrain thinking - but it also
kills business opportunities very quickly.
533. Know your enemies better than yourself.
534. Without a very proactive intelligence gathering operation - you risk losing
everything.
535. The ability to spy on your opposition is essential to your survival. But
that's not all - you have to actively know what your competition is doing all the time.
536. Enemy agents will infiltrate your business. If caught - don’t be offended if
your African partners insist that they are tortured and killed. With a few
exceptions in some countries - is the way it works.
537. Your intellectual property rights are always at risk - so never bargain on
any intellectual property rights protection - in reality - IP cannot be
protected.
538. At some point in time you will be targeted by highly organized industrial
espionage syndicates - staffed by professionals at their game - operating
through government officials who want to loot your profits.
539. "Government specialists" often demand to be taken on extensive global
tours to "evaluate" what one has to offer or propose. Beware - plan very
carefully what you will show and what you will hide - otherwise you may
find yourself "paying for giving away your competitive edge" to
competitors.
540. It's a universal fact - if you leave Intellectual Property in the hands of
politicians and government officials - consider it sold to whoever pays the
highest price.
541. Ruling Party politicians are always over-optimistic - and in most cases
blatantly lie - when they report or say something about the state of the
economy - as even hinting to the truth will expose their incompetence and
corruption. If you believe them - you're taking an enormous risk. Rather
spend the time and money to go and look for yourself. In the long run that's much cheaper.
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542. Very few - if any – official economic statistics are of any value when making
investment decisions. Consider them to be dubious at best.
543. Deep down all politicians consider that they have a right to personally
benefit from taxes in some way or another.
544. Personal greed - and widespread looting of taxes are the root causes for
Africa's economic misery.
545. Social grants are used to "buy public support" for government policies not to really help those that need it most.
546. Whenever a minister of finance states "the economy is set to grow" it
means "more cash will soon be in the pockets of politicians". Somehow
the broader public often seems too stupid to realise this.
547. Investments benefiting the masses financially very rarely happens.
548. Governments spend money - they do not create wealth.
549. Very often - a governments’ perception of what's going on in the economy
stretches no further than a political interpretation of what's happening in
the capital.
550. I have yet to see a single ruling politician who is financially destitute or
hungry.
551. Be aware that your business may be compelled by law to accept a major
portion of government's social responsibilities - this can turn out to be a
nightmare - unless you have a powerful and well-connected politician on
your side capable to make this requirement go away.
552. The truth is never told – you have to discover it.
553. Social responsibility legislation is an exploitative mechanism - that forces
businesses to "patch-up social conditions" - and provide money for the
shortfall caused by the looting of state coffers by politicians and prominent
government officials.
554. Forging qualifications is big business - it's wise to independently verify
people's qualifications before appointing them.
555. Governments don’t care for the environment. If they did - why are most
capitals - towns and villages so extensively polluted with all kinds of
waste?
556. Environmental legislation means nothing. If the money is right - everything
goes.
557. There is a growing belief that "cleaning up the environment creates jobs" so polluting the environment is not always viewed as bad.
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558. Job creation is undoubtedly a very hot political topic. Environmental
protection follows close on its heels – the former to win votes - the latter to
extort money.
559. Don’t be surprised if some government official reminds you of your
environmental obligations - but at the same time inform you that some of
these obligations may be waived against regular payments into some
obscure bank account.
560. A presidential decree or ministerial decision is as good as law.
561. Every influential politician has a sustainable income stream from a
profitable and protected business.
562. Having the president or prominent presidential family members on board
is the first prize.
563. Play by the rules of Africa.
564. Nepotism is not deemed unethical.
565. Stop telling Africans how to run their countries.
566. Stop telling people what is right and wrong.
567. Respect African thinking.
568. Grab the available money-making opportunities.
569. A product lifespan of three to five years is considered reasonable.
570. Standardize your point-of-sale displays – it is part of branding.
571. Packaging is more important than the product inside.
572. Packaging must promote the brand - features and benefits of your product.
573. Consumers value packaging that can be used for something else.
574. Although pandemics such as Covid 19 (Coronavirus) - HIV AIDS - and a
wide variety of fevers hamper development - you should never
underestimate the widespread impact of malaria.
575. Affordability - and not necessarily need - often determines whether a
person will or buy or not.
576. Many African countries - although they have excellent universities and
tertiary training institutions - suffer from extensive brain drains by young
professionals - simply because young professionals have no option than
to emigrate as quickly as possible because there are no job opportunities
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in their own countries. In practice - very few return. This makes recruiting
of young, qualified professionals - especially in technical occupations very difficult - and in some cases almost impossible.
577. Informed - affluent - and status conscious consumers demand products
that fully conform to international engineering - quality assurance –
packaging - safety and product performance standards. They are also
brand wise and brand focused.
578. Instead of wasting time and money to translate and publish user
instructions - rather go visual using local talent to explain how the product
or service is used to gain optimum benefits therefrom.
579. When providing product overviews - maintain a balance between
technological features and user benefits - and never forget to mention that
it is the best value for money.
580. Benefit focused market segments are concentrated in the denser
populated towns and cities.
581. Gimmicks and features - designed to give the user a sense of control inevitably attracts. Clean and minimalistic designs have a very specific
appeal to affluent and sophisticated market segments - but in general may
be seen as lacking features.
582. Providing independent test reports - quality assurance certification and
approval by international performance accreditation organisations is not
necessarily regarded as essential - and most certainly not a major selling
point in mass markets.
583. Customers value the relationships with the product supplier more than the
product’s attributes.
584. Relationship focussed markets are difficult to penetrate.
585. Word of mouth testimonials quickly sink poor performing products.
586. Executive remuneration packages do not reflect efficiency.
587. Stress-related diseases are continually increasing.
588. Obesity amongst the wealthy is a major problem.
589. Urbanisation - stress - opulent living standards and the "Western diet" - all
contribute to obesity - hypertension and diabetes.
590. Diets high in saturated fat diets - alcohol abuse - and lack of exercise
plague the rich and influential - but very few actually do something about
it.
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591. Heart and kidney failures are major killers of politicians and business
executives.
592. In many countries - public markets and the inner world of day-to-day
business are vastly different to the peacefulness - quiet and relaxation that
characterise most tourist destinations.
593. Your workday may range anything from 10 to 16 hours.
594. Many business executives fall prey to loneliness – anxiety – insecurity alienation and a perpetual fear of death. It's a slow death.
595. Emotional stress - sadness and worries cause insomnia - as do daily
violence - malnutrition – destitution - all in the daily lives of your workforce.
Think about it.
596. Alcohol abuse never relieves stress - in the long run it causes stress.
597. The wealthy will pay a premium for technologies that would enhance their
sexual efficiency - status and image.
598. Endorsements by well-known personalities - especially television stars are expensive - but often essential ingredients to propel your products and
services into mass markets.
599. A new product quickly "catches on" if public icons - prominent business
executives and influential individuals publicly confirm its benefits. But be
careful - this is one place where politicians should be kept away from.
Although there may be a strong and secret political connections between
your business and prominent politicians - rather keep this relationship top
secret. Once your product is associated with a politician - be sure that your
product will be subjected and associated with all the criticisms and
opposition the politician endures. It can quickly kill brand loyalty and push
you out of business.
600. Students are egocentric and personal well-being takes preference over
everything else. It's part of being in that phase of one's life. Live with it.
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speeding to seven hundred
601. Female students are under far greater pressure to perform. Women’s rights
shall forever remain on the backburner.
602. Product endorsement by young icons - especially sport stars - singers and
television personalities is essential.
603. Caring for the aged is a universal medical - social and economic problem.
Social upliftment is something every politician talks about - as long as it
does not stand in the way of personal luxuries and comforts.
604. Africa is extraordinary diversified - so there is no single recipe on how to
do a product launch - but keep in mind that social media basically
surpassed all the traditional mechanisms such as TV - printed press - radio
- and personal selling.
605. The printed media industry exaggerates its effectiveness and reach.
Smartphones and tablets are not only status symbols - but present the
most lucrative advertising platform.
606. Outdoors advertising remains highly effective - but in some countries it's
very expensive and often vandalised.
607. Advertisements on taxis and other forms of public transport guarantee
extensive exposure.
608. The success of lamp-post placards is phenomenal. But beware - in some
countries placards are stolen as fast as they are being put up.
609. Depending on the type of product the service - national and regional trade
shows could be considered as an option.
610. Breakfast sessions works. As long as you plan the breakfast to extend into
a feast that continue long into the night.
611. It’s not the product that wins. It’s not the price. It is what people in power
get in return for allowing your product to be sold almost unopposed in the
market that really counts.
612. The aesthetic appeal of packaging determines customers’ perception of
quality - value and their willingness to pay a premium price.
613. Consumers are not really sensitive to "dumping" - especially when
considering cars - household appliances - tools - and building materials.
All that really matters is value for money perception.
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614. You should have at least three model ranges - entry-level - commercial and
executive.
615. Functionality - simple controls and affordability should be key features of
the economic model range.
616. Your executive models should brim with gadgetry.
617. Commercial models must be durable - capable to withstand repetitive
handling and have simple controls.
618. Customers in the commercial industry will subject your products to harsh
and negligent handling.
619. Exclude liability for commercial use from your consumer products’
warranty.
620. Three critical price considerations stand out - affordability - value-formoney and status associated with ownership.
621. Enhancement of a person’s image and status are the most important
parameters to address.
622. Consumers in the middle- and upper-income groups will invariably
compare your prices with those they find on the Internet.
623. Pricing your products close to - or above the psychological price
thresholds will inevitably invite "grey products" or cheap imitations.
624. For major industrial projects - and products - expect three critical
expectations that need to be addressed - lifespan (durability and reliability)
- functionality (sophisticated features, style and exhilaration) - and
operating cost (productive capital employment).
625. Consider and include in your quote - the value and impact of import taxes
and duties - as well as any additional fees and payments to officials that
may be necessary to expedite customs clearances.
626. Brand loyalty is only partially earned through quality and performance.
Availability and price also count.
627. Entry of grey products into your market space is easy - if it guarantees the
same level of performance and functionality. It even becomes easier when
the importation is done through politically connected enemies. Never
underestimate that ever present threat.
628. Minimising your overheads is critical - to ensure price competitiveness.
629. Governments do not protect small business. Governments protect
businesses that pay them the best - irrespective of size.
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630. Ruling politicians have personal stake holding in large corporations.
631. Volume based price discounting is widely used as an incentive.
632. Poor infrastructure prevents you from using Just-In Time (JIT) options.
633. Lead-times for bulk orders should be at least 120 days or more.
634. Allow a 30 to 60 days margin for customs clearance - warehousing and
distribution to dealers. And lots of red tape - unless you're willing to pay
for that to go away.
635. The value of bartered goods - when sold outside Africa - renders a better
cash return than being paid in an African currency.
636. High-volume sales areas have to subsidize the cost of transport to distant
- often very remote outlets.
637. Virility is a major issue.
638. Key political decision-makers are often surrounded by stunning young
females. Many of them are sex slaves - so don’t waste your time paying
attention to them - they are treated as disposable commodities.
639. Kissing - cuddling and the occasional break for quickie sex in place of
honouring a meeting schedule are perfectly in order. So do not get yourself
all worked up when having to wait for a scheduled meeting to happen - or
when some aide tells you told to come back the next day - because the
"minister is engaged in an important meeting". Sexual satisfaction always
takes priority.
640. Information-sharing meetings should be conducted in a socially relaxed
environment. Don’t get too technical. Focus on the money side and
enjoyment.
641. Choose a secluded environment when closing private deals - this is
absolutely essential when finalising a private deal designed to make the
main deal happen. Reserve the big party for the launch of the main deal.
642. Displays of virility - and sexual attractiveness are important displays of
power and status.
643. "Agreements" reached during information-sharing meetings are likely to
change significantly by the time the deal concluding meeting is held.
Expect more demands to be made - especially when it comes to private
payments required - or shareholding in the business - to enable the main
deal.
644. Be alert that your thinking - that information-sharing meetings are
opportunities to interact and share opinions - rather than agree outcomes
- may be completely wrong. The other party may consider the information
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sharing meeting to be your presentation of an offer to do lucrative
business.
645. Ladies provide stature - and contribute to an informal - relaxed atmosphere.
Don't be surprised if they remain quiet - apart from smiling - showing
cleavage and legs. In all probability their role is to listen - and observe and you can be sure - those sitting closest to the negotiators are wired to
state-of-the-art recording devices.
646. Be careful not to get yourself involved in discussions about sexual
preferences - or voice any opinions. You may entrap yourself in
inextricable arguments that may cost you the business opportunity.
647. Think carefully before accepting any offers for sex - you may find yourself
trapped and blackmailed.
648. It is widely believed that daily copulation promotes spiritual harmony energises - clears the mind - brings inner peace and tranquillity. Never get
into arguments or discussions about this during the early stages of
business negotiations - it is often specifically designed so that you take
your eye off the ball and let things slip by without you ever realising it.
649. Sexually transmitted diseases are serious threats - and very real - so be
extremely careful.
650. Unless it is the topic of the business - do not discuss things such as sex
education and HIV/Aids awareness programmes - these are highly
contentious issues and often the topics of heated debate amongst
politicians. Openly expressing your viewpoint - without knowing the facts
regarding the country - or the region - or city - is an open invitation for
trouble.
651. Prominent businesspeople and government officials lie about the extent of
the HIV/Aids pandemic.
652. Even if prohibited or frowned upon - be sure that pre-marital sex and
adultery are alive and well - and widely practised "behind-the-scenes". So
keep your mouth shut about the topic.
653. An "urgent unscheduled meeting" is very often an excuse for having a
quickie. It's pointless to kick up a fuss about it - nothing will change the
situation. Just be polite and accept the most suitable next meeting slot and should you then meet - do not refer at all to the previous "urgent
unscheduled meeting". It may just cause embarrassment - and you will be
the loser.
654. Don't paint yourself into a corner through a tight meeting schedule - unless
you are one of those global multibillionaire business leaders who wield
more power than presidents and ministers. If you are the lesser powerful
party - rather remain flexible and adaptable - especially during the opening
round of business meetings.
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655. You will need flexibility - to cope with the sexual appetite of business
executives and prominent politicians.
656. Don't be surprised if a conversation quickly switches to your ideas of
sexual practices - preferences - habits and techniques. Try to be as neutral
and objective as possible - and avoid all forms of criticism and inflexible
opinions.
657. Jokes about sex are rare - and easily frowned upon.
658. In some cultures and countries boasting about sexual prowess is taboo.
Be aware of that.
659. Although coercive sex may be illegal - be aware that it is widely practised
with many authorities turning a blind eye to sexual complaints. So don't be
surprised - or express any opinion - when the topic is raised casually in
conversations. Unless you have an in-depth understanding of the country
- its cultures - and prevailing habits - expressing your opinion and stance
may land yourself in a very awkward position - not necessarily doing any
good or contributing anything positive to your business endeavours.
660. Gang-rape and mass looting by armies and revolutionary movements are
frequently deemed "legitimate punishment" for dissidents. It's also seen
as a form of "payment" for loyal thugs.
661. In spite of the widespread international outcries - it daily happens that
women who report that they have been raped - are raped again by the
police.
662. A child virgin is often a highly prized "gift" for the affluent.
663. Sex slavery – often involving young children is on the rise.
664. Impoverished families - in need of money just to survive - are very often
forced to sell their children as sex slaves - or die.
665. Economic hardship - in all its forms - forces many women into prostitution.
666. It's no secret - in many countries prominent politicians run lucrative
prostitution and drug rings.
667. Be careful - and very discreet when visiting nightclubs and "legal brothels"
- even when accompanied by your well-connected political contacts. You
may find yourself entrapped quicker than you think - and you may not be
mentally or legally equipped to deal with well-orchestrated blackmail and
threats. Not if you're new to a country.
668. Be extremely careful what you keep on your phone - or your laptop. If found
to be in possession of pornography - you may find yourself in serious
trouble.
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669. Sex maybe relatively cheap - but disproportionally dangerous.
670. Contraception is frowned upon - most people believe that "a sweet is eaten
without its wrapper" - but believe me - sexually transmitted diseases will
eat you in more than one way.
671. Illegal abortions are on the increase - as poor women cannot afford to raise
children.
672. There is an increase in cohabitation - for sexual enjoyment and economic
survival.
673. The person counts far more than the profession.
674. Family connections are the basis of successful networking.
675. Only network with influential families.
676. Networking doesn't consist of wining and dining only. Better that you
realise that very early. Networking is hard work - meeting influential people
and putting all the business mechanisms in place.
677. Be aware that lavish entertainment - partying - wining and dining - if not
properly controlled - will attract hordes of social parasites - many of them
flouting "connections" - and skilled at names dropping. In reality they mean
nothing - have no significant "connections" and when called upon to
perform - always have an excuse. Take this warning seriously.
678. A good party doesn't necessarily open doors for new business.
679. Spend time to find out how and exactly where every business contact fits
into the puzzle.
680. Control of one's emotions is regarded as a barometer of strength.
681. Never rush a deal and apply pressure to reach agreement. In the process
you may miss important issues that may cost you dearly in the end.
682. Remain willing to reach a compromise.
683. A signed document doesn't really mean very much. Only once money is
exchanged - should you consider the deal to be for real.
684. A person's word - when stated in front of family witnesses - is often worth
more than any written contract.
685. Enthusiasm makes or breaks success.
686. Networks are between individuals - not companies.
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687. Your successor can never inherit your network.
688. Businesspeople "buy" the individual - not the company.
689. Announce your successor well in advance - and make sure that your
successor is not entirely new to the country or the culture.
690. Introduce your successor to your network at an early stage.
691. Do not expect much repeat business if customers have to "talk to a
computer".
692. Customers prefer to deal with a specific person who they trust.
693. Exchanging gifts when networking is an art - because you need to observe
customs - tradition - and take care not to insult or disrespect anyone.
694. Gifts should be for a specific person. Gifts to companies are not
appreciated.
695. Gifts do not create networks - personal interaction do.
696. Africa is full of "fly-by-nights". Verify a person's reputation.
697. People with bad reputations are likely to close doors whenever there's the
slightest sign of conflict.
698. Consistent and frequent communication is the backbone of any network.
699. Irregular communication guarantees failure.
700. When communicating - deal with a single issue at a time. Complex
communications only generate confusion and uncertainty.
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evolving to eight hundred
701. Never crowd presentation with too many items. Those in powerful
positions normally don't pay much attention to details - most only want a
broad overview - to quickly get to the snacks and drinks.
702. A social call is often more appreciated than a focused and formally
arranged business interaction.
703. Difference of opinion about technical issues does not necessarily mean the
end of a relationship. Just as long as the money is right.
704. Listen and spend time to find common ground.
705. Reinforcing mutual trust is the second step in solving a problem. The first
step is obvious. Sort out how much people will be paid for their trust and
participation in solving the problem.
706. An outpour of emotion clears the mind - and enables rational thinking. But
be very careful where you do it.
707. Experienced negotiators exaggerate slight disagreements into a major
issues. In so doing they succeed in getting more for themselves (or their
principals) - and assertively extract concessions that would otherwise not
be considered. Be wide-awake not to let that happen. It's expensive.
708. Over-reacting is as dangerous as ignorance.
709. Listen and take time to think about solutions - options and the way forward.
Rather walk away and come back another time - than rushing into a
decision under pressure. Many African negotiators are highly skilled - and
specialise in creating crisis situation situations - because they know that
Westerners - when under pressure to get the deal - are prone to make
irrational decisions. You've been warned.
710. African prisons are notorious - not only for their inhumane treatment of
human beings in general - but for its uncontrolled use of torture - rape sodomy - overcrowding and forced labour. Don’t get yourself into one of
them. It's not nice places.
711. Incarnation implies that you lose all your rights as human being - and
connectivity with the outside world. So your first stop - as a prudent
businessperson in a new country should always be your embassy or
consulate - so that they know that you are there - where you will be going and with who you will be meeting. Rest assured - the taxi driver taking you
there will most certainly report that you were at the embassy or consulate
- even before you reach your first meeting with locals. If people know that
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you have contact with your embassy or consulate - you will definitely be
treated differently - and at least with more respect - should you
inadvertently find yourself in trouble with the law.
712. Do not expect a fair trial if you find yourself on the wrong side of the ruling
party - the president or the law.
713. If sensing trouble - get out. I repeat. If sensing trouble, get out.
714. When appearing in a criminal trial - expect fabricated evidence. The truth
very seldom surfaces by itself - and if it does - it is often too late.
715. You may be raped - sodomised and tortured in order to make a selfincriminating confession. In many countries it's normal practice. Ask any
surviving mercenary that had been pardoned. It's unimaginable hell.
716. Do not for a moment think that an honest confession - often advised by
typical "good cop" investigators will count in your favour. It's bullshit.
717. Employing people recommended by prominent politicians are not always
the most productive - but certainly the way to go - and if you treat them well
- valuable safety nets in times of crisis.
718. When it comes to recruiting - listen carefully to recommendations made by
your political connections and local supporters. Don't be surprised if you
have to appoint family connected individuals - and on top of it - need to pay
for their training. It calls for sound judgement - but very often it's a wise
move to rather appoint and train them - because it's better to make that
investment and earn trust - than to antagonise your connections and
supporters at the wrong time just to save a few dollars or euros. Once
you've antagonised your support base - you won't be trusted - no matter
what you do. Africa is not a place where forgiveness can be expected.
719. Almost everyone would claim relevant experience and qualifications for the
job.
720. Illegal immigrants are the cheapest labour - and the highest risk.
721. The illegal immigrant trade is run by customs officials - border police and
prominent politicians.
722. Verify the credentials of any labour broker.
723. Good labour brokers are either owned by - or have prominent politicians
as major stakeholders.
724. Don't be fooled - unless you're extremely wealthy - don't bargain that a
constitution of a country will offer you worthwhile legal protection.
725. Presidents change constitutions to fit prevailing and anticipated
circumstances.
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726. Constitutional courts are not independent - judges are often briefed to
follow a specific party-political line.
727. Ruling party politicians know that opposing the president carries the risk
of losing one's job - and consequently one's lavish lifestyle.
728. Don't be afraid to die - death is better than life imprisonment in an African
jail.
729. Structure your organisation to best serve your interest - but keep in mind
that your customers will appreciate easy access to problem solvers and
decision-makers.
730. Empower your frontline - and train them properly - to quickly resolve
customer complaints and queries. That will quickly establish your
business as being trustworthy - caring - and helpful. Growth will quickly
follow.
731. If demand for your products or services suddenly grow - and you don't
know why - don't change anything - because you're doing something right
- even if you don't know what it is.
732. When multi-skilling is required - don't fall into the trap by thinking that
teaching your existing people additional skills will do the trick. Someone
who is expert - or specialist in what they do - frequently have enormous
pride in the fact that they are "one of the best in the business". Forcing
them to learn an additional skill may have exactly the opposite effect - they
may feel that they are "no good any longer" - and you may end up with a
person harbouring a mixed mind and lots of frustration. Keep experts - and
specialists - focused on what they are best at. Rather appoint additional
people with the necessary skills - or equip them with those skills. In so
doing - you will quickly have a multiskilled team consisting of skilled and
focused specialists. Take this advice - or leave it. It's your choice.
733. Never create a perception that you openly differentiate between the rich
and the poor. It may earn you a very bad name very quickly.
734. Although difficult to admit - it may be a wise tactic to replicate the
organisation design used by your fiercest competitor - especially if they
are established and successful and you're the newcomer.
735. Government organisation structures are unproductive - costly and topheavy. But never dare to say it. Shut up. Don't talk about it.
736. When it comes to organising your business - never do it alone - engage
your political and business partners in the process. After all - even if you
only pay them for their connections and influence - they will be interested
to contribute - because they're not stupid. They know very well that the
quicker the business is successful - the quicker they will get paid.
72
737. Be prepared that you may have to live with "strange ways of doing things".
738. It's stupidity to rely on government trade statistics to determine income
potential.
739. There are no quick fixes or short cuts to set up a business operation.
740. It takes time - courage and an entirely new trust paradigm to set up a new
business venture in an African country.
741. There is not a single performance review model used in the Western world
that really works in Africa.
742. Never be side-tracked into believing that people’s happiness is more
important than doing a quality job - or providing a quality product. It's
bullshit. People's happiness is important - very important - but not at the
expense of quality. Provide them with rubbish - and you will quickly see
happiness replaced - not with unhappiness - but with violence.
743. Right from the start - customize your business processes to fit in with the
cultural norms and values of your customer base. Failing to do so is
disrespectful - and you will not be forgiven.
744. Never underestimate the physical and mental stamina of prominent
presidents - ministers and presidential advisers. Most of them have a tough
military background.
745. Many African governments are military dictatorships at heart behind an
impermeable veil called democracy.
746. Although they may waive banners proclaiming democracy - the truth is that
deep-rooted socialist thinking and communist doctrines are alive and well
within many governments.
747. Many presidents command their government departments as if they are
military units. Disobedience - and dissent - are simply not tolerated.
748. Even Governments claiming to be "truly democratic" simply execute
instructions from the top.
749. To get to the top - incumbent political leaders had to eliminate former
colleagues - friends and peers. Some of those eliminated harbour deep
grudges and long for revenge. Be aware of underlying and deep-rooted
political dissent - and never underestimate its volatility.
750. As you read this paragraph - be aware that at any time - some military
campaign is being executed somewhere on the continent. Military rules of
engagement are simple - kill first or be killed - take-no-prisoners - rape the
women - disembowel those women who are pregnant - castrate the boys
between 11 and 15 - kill the men - anyone over fifteen - burn the houses
and force people to relocate or die. Think carefully - investigate diligently 73
some countries may have very lucrative opportunities - but deep within are
filled with conflict and terror.
751. African revolutionary wars are the most cruel and inhumane on earth.
752. Fear makes people loyal.
753. Always have a safety net - an escape route and a plan B. And a plan C.
754. Press freedom does not exist - selective allowance is widely practised
instead.
755. The ruling party controls the press - but cannot in all cases control social
media.
756. Be cautious in using the local printed press as reference source for
information. It may be tainted and skewed to fit or support a specific
political view.
757. Governments keep a tight control over foreign exchange and local money
markets.
758. The American dollar is highly valued. So is the Euro.
759. Governments do not control central banks. The presidency does.
760. Keeping your investment funds in the central bank is stupid.
761. First to be paid is the VIP protection for the president and his family.
762. A government contract is no guarantee that you will be paid for work done
or goods supplied. Your best guarantee to be paid is to have high-powered
and well-placed politicians secretly on your payroll.
763. Be extremely careful what you say to church officials - most high-ranking
church officials have direct contact with intelligence agencies.
764. Churches also function as information conduits for the government - as
clerics have their "ears on the ground".
765. Once in power - presidents have a duty to take care of the well-being of
their closest family - closest supporters - friends and allies.
766. Election of a new president is quickly followed by dramatic increases in
state expenditure on the luxury car inventory - air travel and hotel costs.
Election promises and undertakings to curb expenditure on luxuries are
usually set aside by motivations that these expenses are "essential" to
create a "better future". If you want to do business - grow and keep going
- focus on making money - and don't get involved in these emotionally
laden political debacles.
74
767. If new in a country - be careful not to employ people who openly criticise
everything. You may find yourself inadvertently on the wrong side of those
in power - and in the process lose all credibility - and money.
768. Every country has dissidents and revolutionaries - who aspire and plot to
violently overthrow the government. Live with it. It's part of the African
landscape. Just be careful not to get yourself involved. It's death.
769. Be careful when dealing with people that seemingly oppose the
government. You may be dealing with the secret police.
770. Even if you know of it - never disclose money laundering or tax evasion
schemes practised by politicians. Whistle-blowers and informants especially when they are foreigners - are not tolerated when uncovered.
771. Never get involved with any initiative to uncover or expose the financial
practices of the ruling party and financial affairs of the president or
prominent politicians. You will gain nothing - and if caught - you will find
yourself alone.
772. Don't expect that state employees - individuals who are dependent on the
government for their salaries - safety and existence will challenge the
president - or government policy - even if they - deep inside - disagree.
773. Every political leader has a price for opening doors - and putting up
barricades.
774. The most corrupt are those that are the most vocal about "rooting out
corruption".
775. The corrupt are quick to appoint commissions of inquiry into the financial
affairs of their enemies and political rivals.
776. Overseas bound presidential VIP jets are always loaded with US dollars to
be deposited in private offshore accounts.
777. Being unavailable at will is a sign of power.
778. Don't be surprised if a politician will be late for a meeting - or may have a
last-minute excuse for not attending. It may be a tactic to demonstrate
power. Nevertheless - they will always be in on time when the meeting is
about personal gains from a deal. That's guaranteed.
779. Denial in the face of irrefutable facts is something that every ruling
politician is exceptionally good at.
780. Believe it or not - prominent African presidents have even publicly denied
the existence of HIV/Aids.
781. Do a political reality check before spending too much money on
prospecting for new business.
75
782. Make sure that your government recognises the legitimacy of both the
government - as well as opposition parties in the country you target.
783. American-made products are in demand in most African countries
although the Americans are hated. It says something about perceptions.
784. Know your competition! Rather spend money and time on investigating
your competition and their connections than spending money and time on
knowing the market.
785. Competition - in the African sense - is often a far cry from competition in
sophisticated western economies. Your competition is in business
because they have a strong political network. Keep in mind that they most
probably paid a lot for that position - and will fight you in every possible
manner. You will only succeed as a newcomer - if you are successful in
displacing the existing business very quickly and efficiently. That means
that you have to successfully buy a lot of political goodwill. Political
goodwill is not everything. Political goodwill is not about getting a friendly
smile whenever people see you. Political goodwill in the African context is
to get your political network to actively - and harshly remove your
competition from the business landscape. In practical terms this means
that you have to aggressively pursue the eradication of competition - by
making it lucrative enough for your political network to push your business
at the cost of your competition. If not - you will find yourself in an
everlasting tug of war - where politicians switch sides very rapidly and
unexpectedly - depending on who pays them the most.
786. You may find it extremely difficult to gain entry if your competition has
political stayability. Negotiations - clever advertising and catching
products will not do the trick. Money and sex are all that matters.
787. Stay away - unless you are prepared to offer a better deal to individual
political stakeholders.
788. Blowing the whistle on politicians backing your competitors is foolish.
Nobody will trust you afterwards.
789. Intra-state conflicts divide countries into pockets of power. This makes
free-trade close to impossible.
790. Turnover is largely determined by being politically tolerated and supported
- and not by customer needs or product availability.
791. Personal income derived by political strongmen regulates access to
distribution channels.
792. Politically connected families control key imports - and consequently the
market for most consumer goods.
793. Attempts to sell your product in the "free market system" are futile.
76
794. Sell the financial benefits of trading in your product to people with the right
political credentials.
795. Pass distribution risk to dealers by operating from centralized warehouses.
796. Price parity for products cannot be enforced.
797. The longer the distance and the more inaccessible the terrain - the more
expensive your product becomes to the final consumer.
798. It is far easier to control access to a centralised warehouse than it is to
secure any load enroute from the warehouse to its final destination.
799. It takes significant persuasion on the part of the dealer to have the average
consumer switch brands.
800. Once consumers switched brands, reverting to the previous brand
becomes very unlikely.
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nudging a coveted nine hundred
801. Acceptance depends on your willingness to provide your products and
facilities at risk.
802. You will be required to prove "that you're here to stay".
803. Historically - colonial superpowers controlled business and the economy.
When it comes to the economy - very little changed.
804. There is a growing awareness amongst Africans that Africans should be in
control of all new business ventures.
805. The quest for economic control is fuelled by persistent calls by politicians
for "African empowerment".
806. Never overestimate the significance of demographic and other statistics.
In most African countries these are meaningless.
807. Statistical data on health - domestic life - crime - skills availability and
education will not provide you with a valid decision-making framework.
808. Products that enhance personal "happiness" are top sellers.
809. With the right political contacts statutory requirements - legal issues guarantees - insurances - licences and permits will be obtained with far
less bureaucratic delays than trying to do it through lawyers.
810. You will be faced with some inexplicable bureaucratic crap - just pay your
way through it. Never try to change the system. Bureaucratic systems are
designed by politicians as a source of income. Knowing that - you can pay
your way through it.
811. Transport is never on time - almost never reliable and can be extremely
costly. So forget about everything learned about "just-in-time" - once and
for all get it in your mind - it does not work and does not exist.
812. The environment and climate contribute and complicate matters. In some
countries you may be faced with eight seasons a day. There's not a single
software program on the market capable to cater for these conditions. So
in reality - face the fact that you may be late before you started. That applies
to any project.
813. There is some truth that air transport is the "only means to get around".
That's if you want to have things done "almost on time".
78
814. Air transport is not as simple and organised as you would find the Western
world. It's run by a network of well-connected – across-borders-connected
political networks. You better learn how it works before starting your
business - especially if your products or services deliveries depend on
reliable and on-time logistics.
815. Most national airlines hover on the brink of bankruptcy - or are technically
bankrupt and unless exist because of taxpayer subsidies.
816. Maintenance may not be the top priority of some airlines. So beware - nicely
painted aircraft are not necessarily airworthy.
817. Availability and quality of ground support services for aviation vary from
country to country. Check it out before you fall into the trap of making
invalid assumptions.
818. Never take it for granted that any official information about an airport is
correct.
819. Availability of clean - safe aviation fuel is problematic - navigation and radio
systems may not be working and the hours of business of the airport may
be awkward.
820. If you utilise your own aircraft - make sure that you have the necessary
customs clearance - and above all you own technical support network.
821. In some countries you may be required to import and re-export your aircraft
- even for a single flight. So never assume that arrangements for crossborder flights will be straightforward and simple.
822. Security at African airports is always a problem - and the powers of security
personnel vary greatly - so does the misuse of power - may need to extort
cash.
823. Accommodation close to airports is scarce - usually expensive and often
prices are flexible depending on where you're from.
824. Never expect Western-style driving safety standards. Transport to and
from airports is expensive - and includes a complimentary fear inducing
ride. Just remember to put your safety belt on. It's essential.
825. Carefully evaluate ownership and history of charter companies before
making any payments for charter flights - there are many fly-by-nights
highly skilled in flying away with your money.
826. Always be suspicious of "bargain prices" - especially when it comes to
aviation.
827. In many regions the roads are impassable. I mean impassable.
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828. Politically - apart from tourist route - the general upkeep and maintenance
of road infrastructures seem never to be on a political priority list.
829. There is no guarantee that fuel will be freely available at your destination or on route.
830. Road transport should be backed by a network of service depots - and
vehicles equipped with ultra-long-range fuel tanks. Don't forget the
necessity of long-range radio and satellite tracking systems. Stop - look
carefully - and learn why major road transport operators have
sophisticated rigs. Talk to the drivers. Believe me - they are the best and
most credible information sources if you want to know what's really going
on. Far better than any consultant - bank - politician - let alone any
government agency.
831. When meeting with prominent politicians - and businesspeople - one is
likely to get a skewed impression of what it takes to do business. They will
tell you what they want you to hear. Believe me - most of very skilled at
bullshit and sugar-coating. So instead of wasting your money on a
business delegation - rather spend your money to undertake a detailed tour
of the country - so that you see and learn first-hand what the country is all
about. Don't be stupid and think you are an "undercover agent" - that's an
open invitation for trouble. Just take it calm - and a normal tourist-holiday
stride. You will be amazed at what you will learn. Remember - always focus
your attention on "why" - the rest of the information - and clarity will follow
automatically.
832. Prepare for narrow roads - extreme potholes - no clear marking and road
signs - reckless drivers - hijacking - heavy rains - blinding dust - corrupt
traffic officials demanding on-the-spot payment for fictitious offences extensive detours - restricted travel times - lack of breakdown services spares unavailability. These are not risks. These are realities.
833. Know exactly how much it will cost to get your product to the market by
road - before you conclude any deal.
834. Getting paid is a problem - unless you have a steel-willed politician cut-in
on the business deal.
835. Getting paid on time is a major achievement.
836. A Letter of Credit from a local bank is no absolute guarantee that you will
be paid - there will always be some excuse and reason - for which you will
be blamed. You've been warned.
837. Getting paid for construction projects is far more problematic than getting
paid for tangible goods. That's why there's so many partly finished
construction projects. Half the budget was spent to get it where it is - the
other half of the budget "vanished".
80
838. Be prepared - when it comes to government and quasi-government
construction projects - your political connections will be first in the queue
to be paid - and will expect to be paid a major portion of all advance
payments you receive. So you better think carefully when it comes to
calculating advance payments - before signing a Contract. Learn from
companies that survive and operate successfully. They inflate the prices of
all materials, plant and equipment to be provided under advance payments
by anything between 300% - 700% - because they know where advance
payments go. Politicians don't worry - it's not their money - and they have
absolutely no problem with your prices - as long as they are assured of
their slice of the cake.
839. Use an Activity Based Costing technique - and load every activity with a
percentage that would at least cover the risk of late payment.
840. Be careful when selecting prominent politicians as silent partners in the
project - ensure that they have the right connections so that payments will
be made quickly and without any delays.
841. Frequently invite key politicians and businesspeople involved in the
project to your company's headquarters - that's the place where future
opportunities are made. Apart from that - overseas trips are always
appreciated - and remembered when it comes to concluding the next deal.
Just make sure that such visits are kept very low-key - your biggest risk
may be within your own organisation - when your own people start to sniff
around and gossip.
842. Few governments have full control of their countries - factional
government prevails. You should get to grips with regional political
realities - before attempting to do any business.
843. Moving from one province to another may not always be easy.
844. In many cases - the central government only rules the capital. Provinces
and regions are ruled by local strongmen. Make sure that you know who is
really in charge - before you commit yourself to any negotiations - as you
may be negotiating with the wrong people.
845. Approvals given by government officials never imply "government
approval" in every province. "Government approval" may only be a single
hurdle. There may be other hurdles that you need to overcome to really
make the business work. So be prepared for some additional expenditure
after receiving "government approval".
846. "International support" for the government of the day by your government
does not guarantee business success. There is no such thing as "perpetual
government support". Politics will forever remain fluid - so prepare
yourself - and be forever ready - and sensitive - to the impacts of political
changes - especially the impact that political changes in your own country
are likely to have on the relationships with the African country in which you
find yourselves in.
81
847. The way that countries present themselves to the outside world is a far cry
from reality. You have to do spend some time - and live in the country for
a while - and travel around - before deciding to invest. It's by far cheaper and timewise quicker - than to find yourself in an inextricable mess because you were in a haste to capture the "opportunity of a lifetime".
848. Do not for a moment believe everything you are told by embassies or trade
missions. These government officials are never businesspeople
themselves - and the only "real business" they engage in - is to be paid
lucratively in the background for networking - aimed at opening up
connections for new investments.
849. Do not expect unity in Africa. Do not expect clemency in Africa. Do not
expect humanitarianism in Africa. It's all theoretical.
850. Competition for power - wealth and status is intense. You will soon
discover that.
851. What is hailed as "politically good" for the nation - is almost never good
for business. Needless to say - this means that you have to strike a clever
balance between politics and business.
852. Never accept "approvals" by politicians and prominent businesspeople on
face value. They easily see opportunities to make money for themselves
off any foreigner - and will therefore easily purport that "approvals" are
very easy. The truth these - there is a direct relationship between the speed
of approvals and payoffs to officials. As simple as that. Labelling it as
"corruption" - and resisting it on the grounds of "ethics" - or trying your
luck at "legal action" - will simply get you nowhere. As a matter of fact - it
will slow you down - and force you to a complete stop.
853. Getting "Official approval" inevitably entails a cumbersome bureaucratic
process - and without doubt - it's going to cost you money - in cash. Only
a very small portion of such money will be accepted against any form of
documented receipt. So be prepared to make payments without any
balancing accounting paperwork. Best is that you keep a separate set of
books for every deal made in Africa. That's exactly what the established
players do.
854. The majority politicians and businesspeople are experienced travellers and most have extensive international networks. That's why they remain in
power.
855. People easily pretend that they are "pleasantly surprised" by what you say
- and that you are the "saviour" and "longed-for investor" the "country and
people desperately need". It's bullshit. They are luring you into a trap to
make promises and commitments without thinking it through. Always be
suspicious of any "sweet-talk".
82
856. Never judge the country by what you see on your route from the airport to
the hotel.
857. Prominent politicians and businesspeople are never poor.
858. Keeping political opponents destitute - and the masses dependent upon
the hand-outs of the ruling party - is a well-developed and proven power
retention tactic.
859. A willingness to spend on social pleasures gets you to the centres of
power. So be prepared to sponsor booze and sex - and in some cases
holidays.
860. In the Western world - a company's performance counts. With a few
exceptions - In Africa - the social position - networking ability - and status
of the key decision-makers count.
861. Although the "Virtual Office Concept" is gaining ground - it will never
replace the value of face-to-face contact.
862. There is a vibrant trade in counterfeit qualifications.
863. Repossession of physical assets and getting it out of Africa - without it
being broken - sabotaged or pirated is impossible. Learn this - and never
forget this - once a physical thing is in Africa - it stays in Africa.
864. The little maintenance that is carried out - is simply done to keep the basics
running.
865. Original Equipment Manufacturer’s maintenance instructions carry no
value. Unless operating and maintenance staff are specifically trained - and
have access to everything that is required. If not - expect that people will
make do with what they have to keep something going - and very often this
leads to more damage than good.
866. "Working" does not imply "ready for production".
867. Only uninformed people believe that there is democracy in Africa!
868. There are no truly democratic elections - as the ruling party always uses
taxpayers' money for funding the expensive part of their election
campaigns.
869. The absence of real opposition in most African parliaments proves the lack
of democracy.
870. African politics is in a constant flux between socialism and capitalism.
871. Ruling parties have their roots in revolutionary movements. A
revolutionary movement is not a democratic institution - it is a highly
organised autocracy - where stepping out of line will cost you your life.
83
872. African revolutionary movements embrace socialism to gain mass support.
873. Once in power - socialist revolutionary leaders quickly switch to capitalism
to indulge in the world's luxuries. So don't be fooled - or participate in
valueless rhetoric. It's not worth the time. Or the risks.
874. Political shifts in the composition or policies of superpower governments
inevitably cause aftershocks in Africa.
875. Superpower governments know that the only means to bring about political
change is through violent overthrow of the existing regime.
876. Finding revolutionaries is easy - every government came to power at the
expense of their opposition’s people.
877. Every political leader has enemies who are ever-ready to violently remove
him.
878. Superpower governments know that African governments consist of ruling
elite - and replacing these elite with other elite would not really upset the
masses.
879. You are likely to see the emergence of extremely wealthy and affluent
statesmen playing to every tune of their superpower masters.
880. Prominent presidents are on the payroll of superpower governments - for
paving the way for a new millennium of economic colonialism.
881. These are the New African Colonialists - the United States concentrating
on West Africa - the EU concentrating on North and Central Africa with
Japan - China and India focusing on East and Southern Africa.
882. Chinese businesspeople realise that fake brand-names sell - as long as the
style and price is right.
883. Forget about enforcing copyright and patents.
884. Chinese merchandise is presentable - in durable and attractive packaging
- and affordable.
885. Make every deal attractive - price - quantity and delivery wise.
886. Chinese and Indians understand the simplicity of business.
887. Carefully rethink every aspect of your paperwork. It may not be needed.
888. Anyone that thinks the Chinese and Indians are likely to lose market share
in Africa lives in a dream world.
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889. In most rural communities women are subordinate to men. Emancipation
of women is far away. Very often not even on the horizon.
890. The reproductive role of women must not be underestimated.
891. Women are still enslaved as child bearers and supporters of men.
892. Communities simply turn a blind eye on widely practised child rape and
sex slavery.
893. Women play an increasingly important role in governments. But that's not
everywhere. Most women in politics are token appointments - and all their
important decisions are subject to male ratification.
894. Women in government are either related to the President or prominent
Cabinet members - or made name for them during a revolutionary struggle.
895. Revolutionary movements rely on women for support - sex - food and
shelter to male warriors.
896. African women rarely compete with men for lucrative jobs.
897. When politicians talk job-creation - few of them have women in their minds.
898. Advertisements for equal-opportunity lucrative positions are no more than
smoke screens.
899. Although vehemently denied - presidents remain reluctant to afford women
powerful positions in politics.
900. Few - if any African businesspeople wanting to become dealers are likely
to provide set-up capital or stock financing. That is always some kind of
excuse. However - if they realise that the profit margins are exceptional or
if prices are not controlled you would find yourself facing cash buyers.
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breaking one thousand
901. The final say belongs to the eldest matriarch. Although not always to be
seen - her influence on family decisions must never be underestimated.
902. Business owners see their businesses as personal extensions of their
families.
903. Taking on the business - means taking on the family.
904. The family well-being is more important than the business well-being.
905. Documents are not important. Rather spend effort on relationship building
and maintenance.
906. It is the sacred duty of the patriarch or leader to ensure that prominent
family members are catered - and accommodated for in management
structures!
907. Only family members are allowed to approach the patriarch or leader
directly.
908. Important decisions are taken at family gatherings - and the higher the
impact of decision - the less likely it is that outsiders will be allowed.
909. The patriarch decides what will be discussed based on what he considers
important at that moment.
910. Keeping an appointment with a non-family member can never compete with
an unscheduled invite to a family gathering.
911. Demonstrating interest in the family well-being is of paramount
importance.
912. Rethink your thinking and ethics about bribery or "palm greasing". The
bottom line is - if you want to do business - invest in relationships. Invest
means money - not goodwill gestures.
913. Forget about building relationships through catalogues and marketing
literature. Rather spend the money budgeted for catalogues and marketing
literature on physical entertainment and gifts of value to people who really
matter.
914. Playing off the one business against the other for a better deal is likely to
see you worse off than when you started. Especially of owners are related.
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915. What's written carries little or no value - what's said and decided at a family
level count.
916. Decision backtracking is a common phenomenon. Learn to expect it respect it - and live with it.
917. Insisting "seeing the man at the top immediately" on the grounds that the
person conducting the negotiations is incompetent or "does not
understand" invites disaster.
918. Labelling the appointed negotiator as "incompetent" insults the man at the
top.
919. Everything with the potential to upset the relationship between family
members is automatically labelled as "risk".
920. Many high-profile Africans regard rushed or impulsive decision-making as
an inherent weakness.
921. The patriarch has the unchallenged right to decide with whom he wants to
consult.
922. If your "contact" makes all sorts of excuses for being unable to arrange
contact with key decision makers - disengage immediately.
923. It is the duty of the patriarch to ensure that the business stays in the hands
of the family.
924. It is the president’s duty to ensure that his family members, personal
friends, and their families get the top government jobs, irrespective of
competence.
925. Loyal family members control key assets. This ensures maintenance of the
family’s influence and control.
926. Don’t be surprised if political “opposition” is made up of family members.
It ensures that major political decisions are approved with the “opposition”
concurring!
927. The next generation are likely to be more money hungry than their
forefathers.
928. Accounting takes place in the heads of key family members - and it is also
the place for keeping essential records.
929. Every endeavour is made to keep private financial affairs top secret.
930. The true income and hidden wealth of presidents and ministers will never
be revealed.
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931. Separate accounts are kept - one of wealth and one for the purpose of
taxation.
932. Politicians and businesspeople often portray an image of personal
destitute and a shortage of cash – you're stupid if you fall for this disguise.
933. Giving a finger may cost you a hand! Giving a hand will cost you an arm!
So be prepared for an avalanche of requests for handouts once you start
with such stupid endeavour.
934. A person's reputation is far more important than achieving business
objectives or financial targets.
935. Virility and sexual competence are highly prized - and obviously good for
one’s reputation.
936. The ability to organise girls and sex for your clients carry a far greater
esteem value than delivering a slick marketing presentation.
937. Not even in the so-called "sophisticated countries" - is everyone equal
before the law. Politicians and their network are often immune to
prosecution - or evidence is deliberately destroyed - and witnesses
abducted and killed.
938. As people are not born equal, it is widely believed that people should not
be treated is being equal before the law.
939. Influential families negotiate interpretation of laws to their own advantage.
940. Laws are applied far more harshly to people from a different race and
people opposing the ruling party.
941. Forced relocation proves an effective method to root out pockets of
resistance and force opposition into economic slavery.
942. Uprooting people from rural areas ensures that people become dependent
on the urban infrastructure and support systems provided by the ruling
party.
943. Initiating forced urbanisation is quite simple. Simply send in the army into
a defenceless rural community; rape the women, kill the men and boys –
the rest happens automatically.
944. Cities are dangerous places. No wonder that prominent politicians and
businesspeople are rely heavily on taxpayer funded VIP protection.
945. There is truth in the saying - if you came to power violently, you are likely
to die violently.
946. Politicians are not really worried about urbanization because people living
in misery are far easier to manipulate politically.
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947. Dealing with an urban uprising is much easier than dealing with rural
upheavals.
948. Politicians know that when Western empathy takes care of social
upliftment, more money becomes available for own enjoyment.
949. Behind every coup attempt and genocide one is likely to find superpower
foreign policy.
950. African lives are calculated at zero value - especially the lives of opposition.
951. Superpower objectives for Africa are frighteningly simple – remove
opposition to economic ideals; ensure access to cheap resources and sell
these at ridiculous margins.
952. People falsely hope that their relationship with a superpower will
eventually bring salvation.
953. Sponsoring terror carries a price - but is proven to be a worthwhile
investment to protect own interests and keep the opposition away.
954. There is a widely held belief that America and Europe controls African
misery - and EU capital finances every African coup.
955. Public broadcasting is dominated by the ruling party.
956. No public broadcaster would ever criticize the government too severely or
would ask any question likely to embarrass the ruling party.
957. "Public participation" in television and radio programmes is tightly
controlled.
958. People naively believe that what they hear on the radio and see on TV is
the truth.
959. Whenever the same issue crops up over and over again in state-controlled
news media - be sure that it's a cover-up for a major political scandal.
960. In creating community "employment opportunities" governments resort to
"patchwork project techniques".
961. Politically driven job creation projects lack quality assurance;
standardisation; project management; cost control and training.
962. Government job creation projects focus mainly on utilising mass manual
labour.
963. Only a selected group are invited to Government-sponsored conferences,
rallies and seminars.
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964. Sponsoring a government seminar or event does not guarantee that your
company will be favoured in future.
965. Influence is not earned in public - it is done in private deals with powerful
individuals.
966. Land restitution is always high on the agenda of any election campaign.
967. Because there is no real ownership of land, peoples don't care what they
do with the land.
968. Photograph the moment - send it immediately to a secret server - then
delete it immediately - and immediately delete your deleted items - as your
phone will be confiscated and scanned in detail for anything that may be
used to accuse you as a spy.
969. Consider a reliable digital camera one of your most prized possessions
whenever you travel.
970. Without a vision of the outcome you are likely to get lost.
971. Nothing is absolute; nothing is predictable, everything is variable.
972. Knowing the variables is the key to successful opportunity choosing.
973. You will find two very fierce, lethal competitors - jealous families and
enemies by blood. Both kill.
974. Trust your gut feel - especially if the offer "is too good to be true".
975. There is a spiritual bond - a natural duty - to protect, to assist, to care for
one’s brother.
976. As you are reading this sentence, cruel bloodletting is happening
somewhere.
977. Real blood flows from greed by those that have blue blood.
978. You are likely to find toddlers with more experience in witnessing
bloodletting than the entire command structure of Western armies.
979. If a commercial competitor threatens to "kill you" it really means putting a
bullet somewhere in your body or coating a rusty knife with your blood.
980. Killing is not reserved for wars – it is used to settle commercial disputes.
981. Make sure that your business partner is not signing you up as an ally to
fight his "enemies by blood".
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982. You shouldn’t believe what your country’s ambassadors and diplomats say
about security - the taxpayer pays for their protection and lavish lifestyles
- you will have to fend for yourself.
983. Walk away if you find the blood of commercial enemies on the hands of
your business partner - unless you are stupid.
984. Leading dealers stock new trends and new technologies.
985. Providing financing and flexible payment options is always a plus.
986. Not knowing the financial risk infuses most accountants and analysts with
such blinding trepidation causing them to lose sight of opportunities.
987. Once accountants find "anomalies that cannot be explained" they run
away!
988. Committing the debtor’s family to payment is far more important than
knowing the debtors creditworthiness.
989. Keep the financing and payment conditions between you and the customer
secret.
990. Financial record-keeping is in the heads of people who struck the deal.
991. It is stupid and short-sighted to label a customer as “high risk” because he
cannot produce tons of paper to prove creditworthiness.
992. You are likely to find the ultimate penalty for non-payment may be death.
993. Elaborate paperwork carries no value when compared to mutual trust.
994. Understanding how the various components of cultural systems interact is
critical.
995. Without language proficiency you have no chance of broad based market
acceptance.
996. There is no obligation to reveal any salient realities unless being asked to
do so.
997. It is wise to investigate the reseller chain before entering into a final
agreement to supply your products.
998. "Direct from the factory" is in many cases more expensive!
999. Business partners insisting that "we can obtain it cheaper from the factory"
may be bluffing!
1000. Job hopping is endemic amongst business executives. It's called
experience.
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1001. The wealthier some individuals become - the less competent they seem
to be.
1002. A "company" is not necessarily a "company". You are bound to find this
out sooner or later.
1003. Beware of "investment companies" luring large international companies
into fake government deals.
1004. "Shell companies" usually demand significant commissions - and in
many cases upfront payments for their "contributions".
1005. Contracts are not terminated in courts. It’s often terminated by a bullet or
a machete.
1006. Understand the difference between social credit and financial credit.
Social credit depends entirely upon relationships - it is long term and built
on trust. Financial credit is perceived as an extension of social credit and
not purely a profitable arrangement for the lender as it is commonly
perceived in most Westernised countries.
1007. Beware of emotional baggage. Some carry hatreds - some carry
memories. Those with hatred normally act quickly and violently. Those
with memory wait for an opportunity for revenge. However, the most
dangerous are those with memorised hatred. They act unexpectedly.
1008. Never underestimate the importance of packaging. The trick is to use
translucent, tamperproof packaging capable of withstanding the harsh
conditions of transport to the final consumer in Africa.
1009. Be careful if under threat to keep silent. Outside Africa you may receive
payment to shut-up. In some parts of Africa it is cheaper - simply kill
someone to ensure silence.
1010. You'll quickly learn that money corrupts - power corrupts - sex corrupts.
The three combined is a lethal contractual cocktail.
1011. Losing one day in Africa (theoretically 24 hours) your actual loss should
never be counted in terms of hours - but in terms of the impact it has on
achieving what needs to be done.
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what now?
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visualise before you actualise
I cannot overstress the value of maps - aerial survey photographs - traveller
photographs and other sources of visual information - and seriously encourage you to
explore as many sources you can - before embarking on a trip to any African country.
Do your best to transpose visual information into intelligence. In simple terms it means
to have a look at whatever visual information you have - and ask yourself a very simple
question - why is it like that - and what can I learn from really looking in depth at what
I see?
You may not have the answers - and the answers may not be easy to come by. But
nevertheless - it may not be all that difficult to join the dots and at least - generate a
valid hypothesis.
I'll quickly run you through an example - just to demonstrate what I'll typically do as
part of my planning process - using a publicly available resource such as Google
maps. I'll use it to build a profile before I venture into a country to first-hand experience
what lies ahead.
There is a very important lesson in this - I'll never go to a country with the intent to do
business during the first visit. That's a recipe for total disaster.
I'll do my preliminary profile - or desktop study using a source such as Google maps
- and as many social media information possible - and then I'll plan my trip to the
country to find out exactly how things work. Only then - having had a first-hand look will I embark on any detailed business development planning.
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admission of guilt
Africa is such a vast - diversified - colourful - brutal - forgiving - unexplored and
mesmerising continent …
With millions of colourful - lovely - humble - greedy - sharing - egocentric accommodating - hostile - friendly peoples - that it's physically impossible to capture
even 1% of reality in a single book - or in a lifetime.
What I've shared is only a fraction of what I'd experienced - and paper - or even video
can never capture or represent the true ambiance - the sights - the smells - and the
sounds of each moment.
Nothing in life is perfect - and I humbly admit that any shortcomings - omissions - gaps
- imperfections - or anything else that you may find lacking - is not because of Africa
or any of its people - it's because I'm far from perfect - and the totality of my experience
can never ever encapsulate even a fraction of the vastness of opportunities and
experiences to be uncovered in the dark continent.
All I hope for - is that at least one of my 1011 lights may prove to be of practical value
- whenever you venture into Africa for business.
johannes f van graan
november 2021
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