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2022: What is Your Video Marketing Plan?

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Video Marketing Plan

By Kenneth Horsfall

In case you don’t know, the world of marketing is changing rapidly and video has become the new thing. In Nigeria alone, digital video marketing is a $135 billion industry. That means brands everywhere are realizing the value of video and investing in its creation and distribution. So why! Are you not doing the same?

Getting Started with Video Marketing

To get started let start with what is video marketing? Video marketing is the production of engaging videos around a marketing strategy that delivers business results. Whether you’ve just stepped onto the scene, or you’ve been using videos for ages, you need a road map outlining what it’s all for, where you’re going, and how you’ll measure success.

Your video marketing plan is every bit as important as execution.

A solid plan can be the difference between knowing how much return on investment (ROI) your content is delivering and throwing metaphorical spaghetti at the wall to see what sticks.

Do you know that nowadays, brands can no longer get by using written content and images alone — that’s uninteresting and unengaging for consumers who are inundated with live streaming, interactive 360 videos, augmented reality, and more? And because of this growth, you’re now behind if you aren’t releasing branded video content regularly. But if you’ve never created a video for yourself, getting started can be tough. That’s where I come in! With this guide I have created for you, you’ll learn the ins and outs of video marketing, from figuring out which type of video you need to how to distribute it for maximum results. Start browsing below to learn everything you need to get started with video marketing.

How Do I Create a Video Marketing Strategy?

What Kind of Video Should I Create?

What Are the Three Stages of Video Production?

How Does Video Improve My SEO?

How Do I Distribute My Video?

How Do I Know If My Video Is Successful?

How Do I Create a Video Marketing Strategy?

Video marketing strategies are nothing new. Just like you wouldn’t create a commercial and buy airtime during the Super Bowl without researching and strategizing, you shouldn’t create a digital marketing video without first doing the proper research and creating a plan.

Your video marketing strategy will ultimately be what guides you — your budget, your timelines, your production processes, your conversion metrics, and more. So, getting this written down and finalized should be step one of your video creation processes.

Before we dive into the specifics, here’s an overview of the steps

  1. Define Your Video Marketing Goals
  2. Create a Video Marketing Strategy Mission Statement
  3. Research Your Target Audience for Video
  4. Decide What Kind of Videos You’ll Make
  5. Set a Video Budget
  6. Establish Who’s Responsible for Video Creation
  7. Think About Your Video Campaign Strategy
  8. Figure Out Where Video Content Will Live
  9. Measure Your Performance

1.      Define Your Video Marketing Goals

In order to know whether you’ve actually achieved what you’ve set out to accomplish with your video marketing strategy, you need to set measurable goals.

Content intelligence platform Conductor recommends defining marketing goals for both revenue and your brand.

Revenue-based goals focus on things like increasing lead form inquiries while brand goals involve things like growing a higher quality email list, driving more blog traffic, or capturing Google answer boxes for targeted keywords.

Brand goals can be just as important as revenue ones because they help position you for future success and often take into account qualitative feedback.

Some common video goals include:

Brand Awareness—typically measured using brand recall and recognition, frequency/quality of mentions, or video views

Demand Generation and Conversion—typically measured by lead count, impact on conversion rate, or influence on sales opportunity and pipeline generation

Viewer Engagement—typically measured by average engagement (also known as the average length of time viewers watched the video)

How to Set S.M.A.R.T. Goals

As with any kind of marketing goal, following the S.M.A.R.T. goal-setting framework is a good place to start.

Specific

The goal should zero in on a specific aspect of your strategy. After all, saying you want to get more views is great, but what does it actually mean?

Measurable

The goal should be accompanied by a relevant key performance indicator (KPI) and metrics that can be used to measure its success.

Attainable

The goal should be something that’s within reach of your department without “sandbagging” (deliberately setting a goal that isn’t a challenge for the team to reach). Try starting with a baseline and determining the desired increase (or decrease, as the case may be) from there.

Relevant

The goal should be relevant to your overall business objectives AND a good fit for the types of objectives that video is best suited to meet

Time-Bound

The goal should have a timeframe in which it can reasonably be achieved so that you can accurately measure how effective your efforts have been. While some goals can be tackled in a quarter or two, others may require a longer timeframe, like a year. Go one step further by breaking down your overall goal into weekly targets. That way you know what you need to be doing, every step of the way.

An example of a S.M.A.R.T. video marketing goal—one that is specific, measurable, attainable, relevant, and time-bound—might look like this:

We will increase time on page for key pages on our website by 15% this quarter by embedding relevant videos.

2.      Create a Video Marketing Strategy Mission Statement

Joe Pulizzi, Founder of the Content Marketing Institute, recommends you start your content marketing strategy with a mission statement. It’s helpful to have one of these for your video strategy too because it gives your team an easy-to-remember purpose to rally around.

Your mission should be a simple, one-line statement that answers the following questions:

What type of video content do you plan to make?

Whether you’re leaning towards educational, entertaining, or a mix, your brand’s expertise and audience needs should determine your approach here.

Who are you making this content for?

Outline your target demographic with as much detail as you can. You can’t create great videos without determining the buyer personas you want to appeal to and their pain points.

What should your audience take away from your videos?

Think about what value your content will add and what tasks or goals it will help your audience accomplish.

In order to justify creating different types of videos (including some that may not be directly related to your product), your business needs to understand why you’re creating video stories, who you want watching your content, and what you’re trying to accomplish.

Your video marketing mission statement should look something like this:

“At (company name), we make (type) video content for (specific buyer personas), so that they (exactly what you want them to do).”

3.      Research Your Target Audience for Video

To be successful with video, you first need to know who you actually want watching your content. Defining a target audience—and learning about what they like, what they need, what their pain points are—will help you create video content that connects.

Many marketers seem to share the misconception that if they create a video that doesn’t rake in millions of views, they’ve failed in a major way. Fortunately, this is far from the truth.

While a broad reach can be desirable for B2C companies, things are a bit different in the B2B space. No matter what industry you’re in, recognize that your objectives will differ.

B2B brands often have a harder time developing videos for widespread reach, but don’t get discouraged. Not everyone needs your product or service; that’s why it’s important to attract and maintain the leads worth following up with.

When it comes to your target audience, the more specific the better. It’s okay if your content isn’t interesting to anyone outside of that group; you’re aiming to help viewers self-qualify.

Start by looking at the buyer, customer, and/or user personas your company already has. Research what their video preferences are: Is it a good medium for reaching them? If so, what types of videos work best? Build a profile of your video audience from there.

If you don’t already have personas, now’s the time to create some. Use whatever sources of information are available to you to learn about the people you’re trying to connect with. Include anything about your persona that’s pertinent to your content creation, such as how they learn, what kind of content they prefer to consume, and more.

For a deep dive into other information, you could include, check out HubSpot’s guide to creating buyer personas.

Next, map the buyer’s journey for your product or service so you can identify points where video content can help potential customers move along the path to purchase (and what type of video is best suited for the task at hand).

Think about what different kinds of content might address your personas’ questions at different stages of the buying process. For instance, the video that introduces a persona to your company will be different from the one they’ll need when they’re in consideration mode.

As you move forward with creating new videos, ask yourself every time which persona the content speaks to and at what point in the customer journey.

4.      Decide What Kind of Videos You’ll Make

Before you dive in and start filming, you need to figure out what kinds of videos you’re going to make.

Think about what story you want to tell, how you can best do that through video, what video styles and types are best suited to sharing that story, what kinds of videos your target audience likes, and more.

It’s important to consider where the video will fit into your organization’s customer journey and marketing funnel (or flywheel). Remember that your audience will likely need different video types and messages at different points in their journey.

When you’re first getting started, choose a few styles and types of videos to test and see what works and what doesn’t. Depending on the stage of the funnel or flywheel, this may constitute what gets the most reach, what gets the most engagement, or what drives the most leads or conversions.

5.      Set a Video Budget

As you make your plan, it’s important to think about what sort of video budget you’ll have to work with. There are a few questions you can ask yourself to get a sense of how much you’ll need to invest or, if your budget is already fixed, how to get the most bang for your buck.

What Types of Videos Do You Want to Create?

Your budget for video really depends on the types of projects you outline in your video strategy. Your finances will often dictate the creative avenues you can explore.

Every production, from live-action to animation, will range in terms of the time and resources required, so there isn’t a definitive answer when it comes to setting a video budget. Whether you aim for polish or gritty authenticity, your production quality and style will also be a factor in the cost and may even impact the number of videos you’re ultimately able to create.

Will You Create Videos Internally or Outsource them to an External Production Company?

B2B marketers cite allocating staff time and resources for video production as a top challenge for creating video, according to a Demand Metric study. This issue inevitably begs the question: “Should we try making videos ourselves or should we enlist the help of a video production company?”

If you plan to produce videos internally, you’ll need to think about who will be responsible for creating them. Will you hire an in-house videographer or a video production team?

A good way to determine which direction is best for your business is to outline your expected output. Across the board, we’re seeing companies of all sizes increase their volume of videos produced.

This chart demonstrates the volume of videos produced by small, medium, and large organizations to help you determine your video marketing strategy

Although large companies continue to be the most prolific creators of the video, companies of all sizes report an increase in overall production volume, according to findings from Demand Metric

Even if you’re not at this level of volume just yet, you’ll have to consider whether you’re creating campaigns (one-off assets) or a program (regularly scheduled videos as part of a cohesive content marketing strategy). This will often make the difference in deciding whether to produce videos in-house or outsource. You’ll want to consider what is reasonable for your company based on your size, the scope of what you’ll need to communicate, and your budget.

While there isn’t a one-size-fits-all approach to video production, there are a lot of companies succeeding with a combination of in-house and production agencies. According to our annual benchmark data, as company size increases, so does the use of external resources for video content creation. Most small and medium companies use exclusively internal resources to produce their video content, while large enterprises are more evenly split between internal, external, or both.

How Much Will It Cost?

Deciding whether you want to produce your videos in-house or outsource them will play a big role in your costs, both per video and for your entire video program.

Video Production Company Costs

When outsourcing your videos, you can expect to go in with a typical budget ranging anywhere from N1.5 million to upwards of N10 million per video asset. This range is pretty standard for a run-of-the-mill explainer video, but again, the budget will change as you opt for higher production values.

Advanced videos with an “advertising look and feel” will range anywhere from N5 million to N20 million for major productions. On average, most budgets for a polished production (the kind that comes equipped with a full production crew) usually land somewhere between N5 million to N15 million.

With these numbers in mind, if you wanted to outsource one basic explainer video per month for a year, you’d be looking at a baseline of around N28 million at the very low end of this spectrum. All video production houses vary. We recommend you call around to get quotes that mesh with your brand’s needs and budget.

In-House Videographer Costs

If you’re looking to go the in-house production route, you’ll likely be looking to invest in your own equipment, train a staff member, or even hire a videographer. Video producers earn N25 million per year on average, according to PayScale.

Whether you hire a dedicated producer or train an existing employee, they should know how to conceptualize, capture, and edit footage from concept to completion (depending on their skill set and experience). You’ll want someone who can break down complex B2B products and work with videos from pre-production to post.

They should be imaginative, good with metaphors, and have a great sense of your target audience. Aim to hire someone with a great sense of timing when it comes to editing and someone who’s talented at directing people in front of the lens.

What Sort of Video Equipment and/or Video Marketing Software Will You Need?

If you plan to go in-house—whether you hire a dedicated person or assign video creation duties to an existing member of your marketing team—you’ll need to think about the nuts and bolts of production.

Even if you keep things pretty basic, you’ll likely still need to invest in some video production equipment. However, this would be a one-time upfront investment. For many companies, deciding to do production in-house often ends up being more cost-effective in the long run.

For traditional, professional video production, you’ll want to consider the following equipment:

Video camera

Tripod

Stabilizer

Lighting equipment (things like lights, light stands, etc.)

Audio equipment (such as a wireless microphone kit)

Editing software

If you’re thinking of going the smartphone route, think about:

Lighting case (such as a selfie ring light) or clip-on light

Lighting kit

Tripod

Stabilizer

Lens

Microphone

Editing app or software

Looking for specific equipment recommendations for video production? Refer to this content about tools for traditional video production and smartphone video production, or find out what kind of equipment you can get for different budget points.

You should also consider what video marketing software your team will require to edit, organize, manage, host, and analyze your video content. There are a variety of free and paid options including ones created specifically for business use. Do some researches, check out some demos, and determine what best meets your needs.

Do You Want to Hire Actors?

Depending on the story you want to tell, you may be happy with having employees star in your video or you may want to bring in professional actors to play certain parts.

Keep in mind that bringing in actors will increase costs.

If you go the employee-actor route, think about getting release forms set up to ensure you’re legally allowed to use their image. While this may sound intimidating, it’s usually a simple, one-page form.

Some companies even have new hires sign this documentation along with onboarding paperwork. If you plan to make a lot of videos and want employees to feature prominently, you may want to consider something along these lines.

6.      Establish Who’s Responsible for Video Creation

Depending on the production quality you’re aiming for and your budget, you might be able to invest in an in-house videographer or a team of marketers dedicated to video. However, you might also be outsourcing content to an agency or production house.

No matter how you’re operating with production, be sure to outline:

Who’s responsible for creative concepts and storyboarding

Who writes the scripts, when needed?

Who gets a say in the content and who’s responsible for final approvals?

Who organizes the logistics of a video shoot?

Who shoots and edits video content?

Who is responsible for distributing the finished videos?

You may also want to define an “editorial board” of major stakeholders who are consulted for input on videos. You definitely want feedback at critical points in the video process, but be mindful of an excess of cooks in the kitchen.

7.      Think About Your Video Campaign Strategy

There are two main ways to approach video content and most business’ video strategies will likely involve a combination of both.

First, there’s evergreen, “business as usual” (BAU) content: This could be a regularly scheduled video series, supporting content for core pages of your website, how-to content for support pages, customer testimonial videos, and other video content that has a long shelf life.

Second, there are campaign videos, which usually run for a shorter period of time. These can range from video ads for your business to promote for something your company is doing (such as a new product or a sale) to topical social videos to timely video content that’s seasonal, aligns with a holiday, or hops on a trend. Campaign videos tend to have a shorter shelf life and are often retired after they’ve served their specific purpose.

For each video campaign you tackle, you’ll need to create a video marketing campaign strategy—essentially a mini-version of your main strategy—those answer all of the pertinent questions for the individual campaign. As with your overarching strategy, you’ll need to think about cost, target audience, goals, and more.

The big difference here is timing. This element, while important in your general video strategy, is of the utmost importance for video campaigns. This is because campaigns often rely on timeliness.

How far in advance you begin planning these projects will vary by production house or videographer, but you’ll typically want to book your campaign six to nine weeks in advance of the delivery date. For particularly complex projects, allow 10 to 13 weeks.

Sample Video Production Timeline

In terms of timeline, the breakdown typically goes something like this:

One week to share the brief and research options

One to two weeks for concept development

One to two weeks to lock down the script and pre-production details

One week blocked off for production (most shoots will take one to two days)

Two to three weeks for post-production

Keep in mind that timelines will vary depending on the type of video you’re creating for your campaign. For instance, a basic talking head will take far less time than the average motion graphic video.

Plus, don’t forget to schedule the time you’ll need to plan for distribution and any other elements that may accompany the video in the campaign.

8.      Figure Out Where Video Content Will Live

After you’ve accumulated a ton of content, you need to decide where your videos will live on the web and on your site. When releasing any video, it’s critical to leverage multiple distribution channels to maximize reach and engagement.

Channels to consider include:

Multiple pages on your website (blog, a resource hub, product pages, etc.)

Inbound marketing campaigns

Outbound email marketing campaigns

Social media channels (the ones your prospects are present on)

YouTube

Your sales reps

When getting started with video, make a list of the distribution locations that make sense for you. Think about providing a dedicated place where visitors can explore all of your video assets on your own website.

Many major brands now have entire pages on their websites devoted to video. They’re focused on creating a video content hub that will keep potential customers engaged for longer and guide them through their buying journey.

Distribution isn’t the only part of this equation; you also need to determine how you’ll organize, host and manage your video content. When your team has only five videos, this may not seem that important, but it quickly becomes crucial to effective video marketing. And it’s much easier to put a system in place from day one than it is to try to shoehorn things after the fact.

When it comes to video hosting, organizations use either a free, paid, or a combination of both to manage video content. As the volume of video production goes up, so does the need for a more robust online video platform. And those that invest in paid video solutions are more satisfied with their with the value they get from the video.

This chart demonstrates satisfaction in video hosting solutions, an important consideration when developing a video marketing strategy

While free platforms are the most popular video hosting solution, it’s common for organizations to use both free and paid business platforms. According to findings from Demand Metric, those who report using a paid hosting solution for business as a stand-alone solution or in conjunction with a free platform have higher satisfaction levels.

9.      Measure Your Performance

In the same way you track key performance indicators (KPIs) for written content, you need to produce, release, then review your video’s engagement data to justify your investment in video and to understand how well you’re performing. In fact, video analytics rank as the number one online video platform feature for businesses.

Metrics might still be a scary word, but the video is actually easier to track and measure than you might think. You can get detailed viewing data with the help of an online video platform.

We’ll get into video performance in more depth later on, but here’s an overview of some metrics you should track for each video campaign you release:

Number of Views and Unique Viewers: While this won’t be a measure of success on its own, it will help you understand if your distribution strategy is working

Attention Span and Drop-Off Rates: Does more than 60% of your audience make it to the end of your videos on average?

Click-Through Rates: Split test the results for email content with and without video content.

Demand Generation: Number of new leads and opportunities generated as a result of watching the video or how a video is influencing pipeline and revenue

Content Consumption: How many videos do individual leads watch in a day? A week? A month?

This step in your video marketing strategy is to determine how you’ll collect this critical information (usually done with the help of the online video platform of your choice).

Once you have a set strategy, you’ll be able to see how your video content aligns with your business objectives and start using assets more effectively.

Conclusion

Use this data to create a more detailed strategy next time around so you can set up any future marketing videos you create for success.

Time to Get Started!

The growth of video marketing is presenting a unique opportunity for brands like yours. As consumers continue to prefer video to other forms of content, they’re now expecting brands of every size and in every industry to connect with them using video. Platforms are increasingly prioritizing video content, and even new devices like phones and tablets are more video ready than ever before. That means you have to take full advantage of this amazing marketing tool to be competitive. The longer you wait, the more customers you’ll lose.

Take a look at some of our favourite brand video examples!

Luckily, it’s easier now to create a beautiful short video. You can hire experienced freelancers at the drop of a dime, or hire an agency that’ll handle everything for you with no stress. Plus, the cost of producing a video is low, so you don’t have to worry about breaking the bank to create a branded video you’ll love.

Overwhelmed? Trust us, it’s a lot to take in. But this outline should be your first step toward an effective and profitable video marketing strategy that’ll change the way your company looks at video marketing coming this new year 2022.

So, what are you waiting for?

Kenneth Horsfall is the creative director and founder of K.S. Kennysoft Studios Production Ltd fondly called Kennysoft STUDIOs, a Nigerian Video and Animation Production Studio. He is also the founder and lead instructor at Kennysoft Film Academy and can be reached via [email protected]

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Dangote, Monopoly Power, and Political Economy of Failure

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Dangote monopoly Political Economy of Failure

By Blaise Udunze

Nigeria’s refining crisis is one of the country’s most enduring economic contradictions. Africa’s largest crude oil producer, strategically located on the Atlantic coast and home to over 200 million people, has for decades depended on imported refined petroleum products. This illogicality has drained foreign exchange, weakened the naira, distorted investment incentives, and hollowed out state institutions. Instead of catalysing industrialisation, Nigeria’s oil wealth became a mechanism for capital flight, rent-seeking, and institutional decay.

With the challenges surrounding the refining of crude oil, the establishment of Dangote Refinery signifies an important historic moment. The refinery promises to reduce fuel imports to a bare minimum, sustain foreign exchange growth, ensure there is constant fuel domestically, and strategically position Nigeria as a regional exporter of refined oil products if functioned at full capacity. Dangote Refinery symbolises what private capital, technology, and ambition can achieve in Africa following years of fuel queues, subsidy scandals, and global embarrassment.

Nigerians must have a rethink in the cause of celebration. Nigeria’s refining problem is not simply about capacity; it is about systems. Without addressing the policy failures and institutional weaknesses that made Dangote an exception rather than the rule, the country risks replacing one failure with another, this time cloaked in private-sector success.

For a fact, Nigeria desperately needs the emergence of Dangote refinery, and its success is in the national interest. Hence, this is not an argument against the Dangote Refinery. But history warns that structural failures are not solved by scale alone. Over the year, situations have shown that without competition and strong institutions, concentrated market power, whether public or private, can undermine price stability, energy security, and consumer welfare.

The Long Silence of Refinery Investments

Perhaps the most troubling question in Nigeria’s oil history is why none of the global oil majors like Shell, ExxonMobil, Chevron, Total, or Agip has built a major refinery in Nigeria for over four decades. These companies operated profitably in Nigeria, extracted their crude, and sold refined products back to the country, yet never committed capital to domestic refining.

Over the period, it has been shown that policy incoherence has been the cause, not a matter of technical incapacity, such as price controls, resistant licensing processes, subsidy arrears, frequent regulatory changes, and political interference, which made refining an unattractive investment. Importation, by contrast, offered quick returns, lower political risk, and guaranteed margins, often backed by government subsidies.

Nigeria carelessly designed a system that rather rewarded importers and punished refiners. Dangote did not succeed because the system improved; he succeeded despite it. His refinery exists largely because of the concessions from the government, exceptional financial capacity, political access, and a willingness to absorb risks that institutions should ordinarily mitigate. This raises a deeper concern; when institutions fail, progress becomes dependent on extraordinary individuals rather than predictable systems.

The Tragedy of NNPC Refineries

If private investors stayed away, Nigeria’s state-owned refineries should have filled the gap. Instead, the Port Harcourt, Warri, and Kaduna refineries became monuments to mismanagement. Records have shown that between 2010 and 2025, Nigeria reportedly wasted between $18 billion and $25 billion, over N11 trillion, just for Turn Around Maintenance and rehabilitation. Kaduna Refinery alone is estimated to have consumed over N2.2 trillion in a decade.

Despite these expenditures, output remained negligible. This was not merely a technical failure but a governance one. Contracts were poorly monitored, accountability was absent, and consequences were nonexistent. In functional systems, such outcomes trigger investigations, sanctions, and reforms. In Nigeria, the cycle simply repeated itself, eroding public trust and deepening dependence on imports.

Where Is BUA?

Dangote is not the only Nigerian conglomerate to announce refinery ambitions. In 2020, BUA Group unveiled plans for a 200,000-barrels-per-day refinery. Years later, progress remains unclear, timelines have shifted, and execution appears stalled.

This pattern is revealing. When multiple large investors struggle to translate plans into reality, the issue is not ambition but environment. Refinery projects in Nigeria appear viable only at a massive scale and with extraordinary political leverage. Smaller or mid-sized players are effectively crowded out, not by market forces, but by systemic dysfunction.

Policy Failure and the Singapore Comparison

Nigeria often aspires to emulate Singapore’s refining and petrochemical success. The comparison is instructive. Singapore has no crude oil, yet built one of the world’s most sophisticated refining hubs through consistent policy, investor protection, infrastructure planning, and regulatory certainty.

Nigeria chose a different path: price controls, subsidies, weak contract enforcement, and politically motivated policy reversals. Refineries became tools of patronage rather than productivity. Capital exited, infrastructure decayed, and import dependence deepened. The outcome was predictable.

The Cost of Import Dependence

For years, Nigeria spent billions of dollars annually importing petrol, diesel, and aviation fuel. This placed constant pressure on foreign reserves and the naira. Petrol subsidies alone were estimated at N4-N6 trillion per year, often exceeding national spending on health, education, or infrastructure.

Even after subsidy removal, legacy costs remain: distorted consumption patterns, weakened public finances, and entrenched interests built around importation. These interests did not disappear quietly.

Who Really Benefited from the Subsidy?

Although framed as pro-poor, fuel subsidies disproportionately benefited importers, traders, shipping firms, depot owners, financiers, and politically connected intermediaries. Smuggling across borders meant Nigerians subsidised fuel consumption in neighbouring countries.

Ordinary citizens received marginal relief at the pump but paid far more through inflation, deteriorating infrastructure, and underfunded public services. The subsidy system functioned less as social protection and more as elite redistribution.

The Traders’ Dilemma

Why did major fuel marketers like Oando invest in refineries abroad but not in Nigeria? Again, incentives explain behaviour. Importation offered faster returns, lower capital requirements, and political insulation. Domestic refining demanded long-term investment under unstable rules.

In an irrational system, rational actors optimise accordingly. Importation thrived not because it was efficient, but because policy made it so.

FDI and the Confidence Problem

Sustainable Foreign Direct Investment follows domestic confidence. When local investors, who best understand political and regulatory risks, avoid long-term industrial projects, foreign investors take note. Capital flows to environments with predictable pricing, rule of law, and policy consistency.

Nigeria’s challenge is not attracting speculative capital, but building conditions for patient, productive investment.

Dangote and the Monopoly Question

Dangote Refinery deserves credit. But scale brings power, and power demands oversight. If importers exit and no competing refineries emerge, Dangote could dominate refining, pricing, and supply. Nigeria’s experience with cement, where domestic production rose but prices soared due to limited competition, offers a cautionary tale.

Markets function best with competition. Without it, price manipulation, supply risks, and weakened energy security become real dangers, especially in countries with fragile regulatory institutions.

The Way Forward: Competition, Not Replacement

Nigeria does not need to weaken Dangote; it needs to multiply Dangotes. The goal should be a competitive refining ecosystem, not a replacement of a public monopoly with a private monopoly.

This requires transparent crude allocation, open access to pipelines and storage, fair pricing mechanisms, and strong antitrust enforcement. State refineries must either be professionally concessional or decisively restructured. Stalled projects like BUA’s should be unblocked, and modular refineries should be supported.

The Litmus Test

Nigeria’s refining crisis was decades in the making and cannot be solved by one refinery, however large. Dangote Refinery is a turning point, but only if embedded within systemic reform. Otherwise, Nigeria risks trading one form of dependency for another.

The true test is not whether Nigeria can refine fuel, but whether it can build fair, open, and resilient institutions that serve the public interest. In refining, as in democracy, excessive concentration of power is dangerous. Competition remains the strongest safeguard.

Blaise, a journalist and PR professional, writes from Lagos and can be reached via: [email protected]

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Feature/OPED

How AI Levels the Playing Field for SMEs

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A! in SMEs

By Linda Saunders

Intro: In many small businesses, the owner often starts out as the bookkeeper, the customer-service desk, the IT technician and the person who steps in when a delivery goes wrong. With so many balls up in the air – and such little room for error – one dropped ball can derail the entire day and trigger a chain of problems that’s hard to recover from. Unlike larger companies that have the luxury of spreading the load across dedicated teams and systems, SMEs carry it all on a few shoulders.

South Africa’s SME sector carries significant weight, contributing around 19% of GDP and a third of formal employment, according to the latest available Trade & Industrial Policy Strategies (TIPS) 2024 review. That is causing persistent constraints, including tight margins, erratic demand, high administrative load, and limited internal capacity.

This is not unique to South Africa. Many smaller businesses across the continent still rely on manual processes. It is common to find sales records kept separately from customer notes, or inventory data that is updated only occasionally. The result is slow turnaround times, duplicated effort and a lack of visibility across the business. Given that SMEs have such a huge influence on national economies, accounting for over 90% of all businesses, between 20-40% of GDP in some African countries, and a major source of employment, providing around 80% of jobs, these operational constraints have a broad impact on economies.

What has changed in recent years is that digital tools once seen as the preserve of larger companies have become more attainable for smaller operators. They do not remove the structural challenges SMEs face, but they can ease the load. Better systems do not replace judgement, experience or customer relationships; they simply give small companies more room to work with.

Cloud-based systems, automation and integrated customer-management tools have become more affordable and easier to deploy. They do not remove the structural pressures facing small businesses, but they can ease the operational load and create more space for productive work.

Doing more with the teams SMEs already have

Small teams often end up wearing several hats. One person might take customer calls, update stock records, handle service issues and manage follow-ups. When demand rises, these manual processes become harder to sustain. Local surveys regularly point to this strain, showing that smaller companies spend significant portions of the week on paperwork, compliance and routine administrative tasks – work that adds little value but cannot be ignored.

This is where automation is proving useful. Routine tasks such as onboarding new customers, checking documents, routing queries to the right person, logging interactions and sending follow-ups can now run quietly in the background. In larger companies, whole departments handle this work. In small businesses, the same burden has traditionally fallen on one or two people. When these processes run reliably without constant attention, a business with 10 employees can manage busier periods without rushed outsourcing or slipping service standards.

The point is not to replace staff, but to reduce the operational drag that limits what small teams can deliver. Structured workflows give SMEs a level of steadiness they have rarely had the time or money to build themselves.

Using better data to make better decisions

A second constraint facing SMEs is disorganised information. When customer details are lost in email, sales notes in chat groups, stock figures in spreadsheets and queries in separate systems, decisions depend on whatever information happens to be at hand. Forecasting becomes guesswork, and early warning signs are easy to miss.

Putting all this information in a single place changes the quality of decision-making. When sales, service and stock data can be viewed together, patterns become easier to spot: which products are moving, which customers are becoming less active, where delays tend to occur, and which periods consistently drive higher demand.

Importantly, SMEs do not need corporate analytics teams for this. Modern CRM platforms can organise information automatically and surface basic trends. For retailers preparing for 2026, this can help avoid over – or under – stocking. For service businesses, it can highlight customers who may be at risk of leaving, prompting earlier intervention. In competitive markets, having clearer information is a practical advantage.

Building a foundation before the pressure arrives

Rapid growth can be as destabilising for SMEs as an economic downturn. When orders increase, manual processes quickly reach their limit. Errors are more likely, staff become overwhelmed and the customer experience suffers. Many small businesses only upgrade their systems once these problems appear, by which time the cost, both financial and reputational, is already significant.

Putting basic workflow tools and a unified customer record in place early provides a useful buffer. Tasks follow the same steps every time, reducing inconsistency. Customers reach the right person more quickly. Staff spend less time checking or re-entering information and more time on work that matters. These small operational gains compound over time, especially during busy periods.

This is not about chasing every new technology. It is about avoiding a common pattern in the SME sector: when demand rises, systems buckle, and growth becomes more difficult.

Confidence matters as much as capability

Smaller companies understandably worry about risk when adopting new systems. Data protection, monitoring, and compliance can feel daunting without an IT department. The advantage of modern platforms is that many of these protections, like encryption, audit trails, and event monitoring, are built in. Transparent design also helps SMEs understand how automated decisions are made and how customer data is handled.

This reassurance is important because SMEs should not have to choose between improving their operations and protecting their customers’ information.

2026 will reward readiness

Technology will not replace the qualities that give SMEs their edge: personal service, flexibility, and the ability to respond quickly to customer needs. What it can do is relieve the administrative load that prevents those strengths from being fully used.

SMEs that invest in simple automation and better data practices now will enter 2026 with greater capacity and clearer insight. They won’t be competing with larger companies by matching their resources, but by removing the disadvantages that have traditionally held them back.

In the year ahead, the most competitive businesses will not be the biggest; they’ll be the ones that prepared early for the year ahead.

Linda Saunders is the Country Manager & Senior Director Solution Engineering for Africa at Salesforce

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Why Africa Requires Homegrown Trade Finance to Boost Economic Integration

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Cyprian Rono Ecobank Kenya

By Cyprian Rono

Africa’s quest to trade with itself has never been more urgent. With the African Continental Free Trade Area (AfCFTA) gaining momentum, governments are working to deepen intra-African commerce. The idea of “One African Market” is no longer aspirational; it is emerging as a strategic pathway for economic growth, job creation, and industrial competitiveness. Yet even as infrastructure and regulatory reforms advance, one fundamental question remains; how will Africa finance its cross-border trade, across markets with diverse currencies, regulations, and standards?

Today, only 15 to 18 percent of Africa’s internal trade happens within the continent, compared to 68 percent in Europe and 59 percent in Asia. Closing this gap is essential if AfCFTA is to deliver prosperity to Africa’s 1.3 billion people.

A major constraint is the continent’s huge trade finance deficit, which exceeds USD 81 billion annually, according to the African Development Bank. Small and medium-sized enterprises (SMEs), which provide more than 80 percent of the continent’s jobs, are the most affected. Many struggle with insufficient collateral, stringent risk profiling and compliance requirements that mirror international banking standards rather than the realities of African business.

To build integrated value chains, exporters and importers must operate within trusted, predictable, and interconnected financial systems. This requires strong pan-African financial institutions with both local knowledge and continental reach.

Homegrown trade finance is therefore indispensable. Pan-African banks combine deep domestic roots with extensive regional reach, making them the most credible engines for financing trade integration. By retaining financial activity within the continent, homegrown lenders reduce exposure to external shocks and keep liquidity circulating locally. They also strengthen existing regional payment infrastructure such as the Pan-African Payment and Settlement System (PAPSS), developed by the Africa Export-Import Bank (Afreximbank) and backed by the African Continental Free Trade Area (AfCFTA) Secretariat, enabling faster, cheaper and seamless cross-border payments across the continent.

Digital transformation amplifies this advantage. Real-time payments, seamless Know-Your-Customer (KYC) verification, automated credit scoring and consistent service delivery across markets are essential for intra-African trade. Institutions such as Ecobank, operating in 34 African countries with integrated core banking systems, demonstrate how such digital ecosystems can enable continent-wide commerce.

Platforms such as Ecobank’s Omni, Rapidtransfer and RapidCollect, together with digital account-opening services, make it much easier for traders to operate across borders. Rapidtransfer enables instant, secure payments across Ecobank’s 34-country network, reducing delays in regional trade, while RapidCollect gives cross-border enterprises the ability to receive payments from multiple African countries into a single account with real-time confirmation and automated reconciliation. Together, these solutions create an integrated digital ecosystem that lowers friction, accelerates payments, and strengthens intra-African commerce.

Trust, however, remains a significant barrier. Cross-border commerce depends on the confidence that partners will honour contracts, deliver goods as promised, pay on time, and present authentic documentation. Traders often lack reliable information on potential partners, operate under different regulatory regimes, and exchange documents that are difficult to verify across borders. This heightens the risk of fraud, non-payment, and contractual disputes, discouraging businesss from expanding beyond familiar markets.

Technology is closing this trust gap. Artificial Intelligence enables lenders to assess risk using alternative data for SMEs without formal credit histories. Distributed ledger tools make shipping documents, certificates of origin, and inspection reports tamper-proof. In addition, supply-chain visibility platforms enable real-time tracking of goods and cross-border digital KYC ensures that both buyers and sellers are verified before any transaction occurs.

Ecobank’s Single Trade Hub embodies this trust infrastructure by offering a secure digital marketplace where buyers and sellers can trade with confidence, even in markets where no prior relationships exist. The platform’s Trade Intelligence suite provides customers instant access to market data from customs information and product classification tools across 133 countries.

Through its unique features such as the classification of best import/export markets, over 25,000 market and industry reports, customs duty calculators, and local and universal customs classification codes, businesses can accurately assess market opportunities, anticipate trends, reduce compliance risks, and optimise supply chains, ultimately helping them compete and grow in regional and global markets.

SMEs need more than financing. Many operate in cash-heavy cycles where suppliers and logistics providers require upfront payment. Lenders can support these businesses with advisory services, business intelligence, compliance guidance, and platforms for secure partner verification, contract negotiation, and secure settlement of payments. Trade fairs, industry forums, and partnerships with chambers of commerce further build the trust networks needed for cross-border trade.

Ultimately, Africa’s path toward meaningful trade integration begins with financial integration. AfCFTA’s promise will only be realised when enterprises can trade with confidence, knowing that payments will be honoured, partners verified, and disputes resolved. This requires collaboration between banks, regulators, and trade institutions, alongside harmonised financial regulations, interoperable payment systems, and continent-wide verification networks.

Africa can no longer rely on external actors to finance its trade. Its economic transformation depends on strong, trusted, and digitally enabled African financial institutions that understand Africa’s unique risks and opportunities. By building an African-led trade finance ecosystem, the continent can unlock liquidity, reduce dependence on external currencies, empower SMEs, and retain more value locally. Africa’s trade revolution will accelerate when its financing is driven by African institutions, African systems, and African ambition.

Cyprian Rono is the Director of Corporate and Investment Banking for Kenya and EAC at Ecobank Kenya

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