Feature/OPED
Mastering the Art of Collaboration as Business Strategy
By Timi Olubiyi, Ph.D
The novel coronavirus has been devastating in terms of impact on economies, businesses and household.
Due to this, businesses and activities, today face increasing levels of competitive pressure and difficulty in improving or sustaining performance.
The new normal has made the management of many companies to seek innovative strategies to advance their company’s competitive advantage as well as their profitability.
To stem the negative impact of COVID19 on businesses, among the strategic tools gaining prominence at present is a strategic alliance.
Different strategies can be employed by SMEs and large firms to gain entry into new markets or stem the tide of the COVID-19 impact, however, strategic alliance comes with a cost advantage. It is usually a collaborative arrangement and has been adjudged the core elements of today’s business tactics.
A strategic alliance can be described as a concerted effort by two or more independent firms to have a collaborative and synergistic relationship in terms of human and material resources for mutually beneficial objectives.
Simply explained, in the street of Lagos State Nigeria, a usual scene is that of food hawkers, one that comes to mind is that of local cooked beans sellers (ewa aganyin) on one hand and bread seller (Agege bread) on the other hand.
They strategically collaborate to hawk side by side, thereby securing more patronage as bread taken with beans is a popular staple meal for teeming Lagosians.
Even at that level, evidence suggests that forming alliances enhance business performance. The formation of strategic alliances in these times can be seen as a strategic business response to the COVID-19 pandemic and the increasing uncertainty and complexity in the business environment.
In simple words, a strategic alliance is an agreement between two or more organisations or individuals to cooperate in specific business activity so that each benefits from the strengths of the other and eventually gain competitive advantage.
Strategic alliances involve organisations of at least two enterprises or speciality units that cooperate to accomplish deliberate critical objectives that are commonly useful.
With the COVID-19 pandemic, it is expected that increasing trend towards business and multi-company alliances will help companies in their business process and corporate culture reviews.
As an example, we might see hardware and software companies collaborate, even creative and musical collaborations are very likely, the strategic alliance between the restaurant and bottled water producers, a delivery company with retail outlets, eateries and poultry farm ventures, a telecommunications company and phone manufacturers including software companies.
In addition, producers/manufactures can directly collaborate with supermarket and retail stores. An excellent strategic alliance is generally between two or more parties that provide complementary expertise to each other. Firms can equally explore the opportunity of an international strategic alliance with a foreign company to improve competitiveness and reduce operational cost.
A strategic alliance is crucial and can guarantee an improved competitive advantage. However, it is a bit different from the formal business partnership because the collaboration may not involve stringent business partnership registrations and logo adoption. However, a strategic alliance is just a cooperative agreement between business firms for mutual benefit.
It is simply a collaborative effort that allows businesses to pool and/or share resources such as finance, staffing, skills, expertise and information or knowledge; this approach benefits the collaborators’, and it is a powerful strategic option to grow business performance.
I foresee within the next two years, significant collaboration and several corporate alliances worldwide to sustain business performance and also mitigate the impact of the COVID19 pandemic.
Companies will form this strategic alliances to obtain one or more of the following, technological advantage, product or service demand optimization, reduce the burden of infrastructure constraints, reduce costs of operation, improve customer satisfaction, improve inventory and increase market share, improve economies of scale, a way to bring a new product/service to market faster, reduce financial risk and/or spread the risk, and a way to remain competitive.
There is a large body of knowledge and academic references to suggest that firms engaging in strategic alliances achieve more significant gains and business performance.
In fact, many global companies have multiple alliances, and even some global businesses adopt collaborations with numerous partners to improve competitiveness.
Therefore, the main reason for strategic alliance adoption is to increase profitability and overall business performance. Application of corporate alliance and collaboration as a strategy helps tackle problems such as lack of capital, marketing issues, weak innovative capability, high operational, poor technology usage, and ineffective logistics management.
Significantly, a strategic alliance is mostly done as a complementary business relationship. More so the alliance amongst businesses is usually based on mutual trust, and a large body of research identifies that the main desire of firms to engage in an alliance is to improve a firm’s performance. More so it gives the competitiveness to produce a better performance than when not collaborating.
The overall advantage of the strategic business alliance is that it gives ample opportunities for relational rents and competitive advantage, where relational rent is defined as ‘a supernormal profit jointly generated in an exchange relationship that cannot be generated by either firm in isolation and can only be created through the joint contributions of the specific alliance partners
It is essential to state that, like any other SME a business alliance may equally face possible problems such as a clash of cultures, a lack of trust, lack of clear goals if not initially defined, lack of coordination between management teams and differences in operating procedures among partners.
Cultural clash is probably one of the biggest problems that corporations’ alliances face today. “These cultural problems consist of language, egos, and different attitudes to business can all make the going rough. However, evaluating the performance of alliance partners is an important issue.
Furthermore, the individual companies in the alliance should recognise the capacity of their partners to realise the integration of sustainable partnership management through communication, visions, missions, motivation and attention to achieve a conducive collaboration.
Consequently, companies can stay aloft during and after pandemic and gain economies of scale by considering a strategic alliance proposal, which may be a better option than a merger or acquisition.
Because forming alliances with complementary businesses can expand company scope and capabilities. It will make a substantial impact during this era, and organisations seeking alliances can always look for partners who will help them create value for customers at lower costs.
Conclusively, strategic alliances are increasingly becoming an essential part of overall corporate strategy, as a way to grow product and service offerings, develop new markets and leverage technology and R&D.
Vibrant markets for products and technologies, combined with the expanding expenses of cost of doing business, have brought about a noteworthy increment in the utilisation of alliance.
Strategic alliances are progressively turning into a critical piece of general corporate strategy, to develop goods and services, grow new markets, influence technology, research & development.
So, if you require any form of help to address a question like “What does it take for strategic alliances to succeed?” Then you might need to get across to the author. Good luck!
How may you obtain advice or further information on the article?
Dr Timi Olubiyi is an Entrepreneurship and Small Business Management expert. He is a prolific investment coach, Chartered Member of the Chartered Institute for Securities & Investment (CISI) and a financial literacy specialist. He can be reached on the twitter handle @drtimiolubiyi and via email: [email protected], for any questions, reactions, and comments.
Feature/OPED
The Future of Payments: Key Trends to Watch in 2025
By Luke Kyohere
The global payments landscape is undergoing a rapid transformation. New technologies coupled with the rising demand for seamless, secure, and efficient transactions has spurred on an exciting new era of innovation and growth. With 2025 fast approaching, here are important trends that will shape the future of payments:
1. The rise of real-time payments
Until recently, real-time payments have been used in Africa for cross-border mobile money payments, but less so for traditional payments. We are seeing companies like Mastercard investing in this area, as well as central banks in Africa putting focus on this.
2. Cashless payments will increase
In 2025, we will see the continued acceleration of cashless payments across Africa. B2B payments in particular will also increase. Digital payments began between individuals but are now becoming commonplace for larger corporate transactions.
3. Digital currency will hit mainstream
In the cryptocurrency space, we will see an increase in the use of stablecoins like United States Digital Currency (USDC) and Tether (USDT) which are linked to US dollars. These will come to replace traditional cryptocurrencies as their price point is more stable. This year, many countries will begin preparing for Central Bank Digital Currencies (CBDCs), government-backed digital currencies which use blockchain.
The increased uptake of digital currencies reflects the maturity of distributed ledger technology and improved API availability.
4. Increased government oversight
As adoption of digital currencies will increase, governments will also put more focus into monitoring these flows. In particular, this will centre on companies and banks rather than individuals. The goal of this will be to control and occasionally curb runaway foreign exchange (FX) rates.
5. Business leaders buy into AI technology
In 2025, we will see many business leaders buying into AI through respected providers relying on well-researched platforms and huge data sets. Most companies don’t have the budget to invest in their own research and development in AI, so many are now opting to ‘buy’ into the technology rather than ‘build’ it themselves. Moreover, many businesses are concerned about the risks associated with data ownership and accuracy so buying software is another way to avoid this risk.
6. Continued AI Adoption in Payments
In payments, the proliferation of AI will continue to improve user experience and increase security. To detect fraud, AI is used to track patterns and payment flows in real-time. If unusual activity is detected, the technology can be used to flag or even block payments which may be fraudulent.
When it comes to user experience, we will also see AI being used to improve the interface design of payment platforms. The technology will also increasingly be used for translation for international payment platforms.
7. Rise of Super Apps
To get more from their platforms, mobile network operators are building comprehensive service platforms, integrating multiple payment experiences into a single app. This reflects the shift of many users moving from text-based services to mobile apps. Rather than offering a single service, super apps are packing many other services into a single app. For example, apps which may have previously been used primarily for lending, now have options for saving and paying bills.
8. Business strategy shift
Recent major technological changes will force business leaders to focus on much shorter prediction and reaction cycles. Because the rate of change has been unprecedented in the past year, this will force decision-makers to adapt quickly, be decisive and nimble.
As the payments space evolves, businesses, banks, and governments must continually embrace innovation, collaboration, and prioritise customer needs. These efforts build a more inclusive, secure, and efficient payment system that supports local to global economic growth – enabling true financial inclusion across borders.
Luke Kyohere is the Group Chief Product and Innovation Officer at Onafriq
Feature/OPED
Ghana’s Democratic Triumph: A Call to Action for Nigeria’s 2027 Elections
In a heartfelt statement released today, the Conference of Nigeria Political Parties (CNPP) has extended its warmest congratulations to Ghana’s President-Elect, emphasizing the importance of learning from Ghana’s recent electoral success as Nigeria gears up for its 2027 general elections.
In a statement signed by its Deputy National Publicity Secretary, Comrade James Ezema, the CNPP highlighted the need for Nigeria to reclaim its status as a leader in democratic governance in Africa.
“The recent victory of Ghana’s President-Elect is a testament to the maturity and resilience of Ghana’s democracy,” the CNPP stated. “As we celebrate this achievement, we must reflect on the lessons that Nigeria can learn from our West African neighbour.”
The CNPP’s message underscored the significance of free, fair, and credible elections, a standard that Ghana has set and one that Nigeria has previously achieved under former President Goodluck Jonathan in 2015. “It is high time for Nigeria to reclaim its position as a beacon of democracy in Africa,” the CNPP asserted, calling for a renewed commitment to the electoral process.
Central to CNPP’s message is the insistence that “the will of the people must be supreme in Nigeria’s electoral processes.” The umbrella body of all registered political parties and political associations in Nigeria CNPP emphasized the necessity of an electoral system that genuinely reflects the wishes of the Nigerian populace. “We must strive to create an environment where elections are free from manipulation, violence, and intimidation,” the CNPP urged, calling on the Independent National Electoral Commission (INEC) to take decisive action to ensure the integrity of the electoral process.
The CNPP also expressed concern over premature declarations regarding the 2027 elections, stating, “It is disheartening to note that some individuals are already announcing that there is no vacancy in Aso Rock in 2027. This kind of statement not only undermines the democratic principles that our nation holds dear but also distracts from the pressing need for the current administration to earn the trust of the electorate.”
The CNPP viewed the upcoming elections as a pivotal moment for Nigeria. “The 2027 general elections present a unique opportunity for Nigeria to reclaim its position as a leader in democratic governance in Africa,” it remarked. The body called on all stakeholders — including the executive, legislature, judiciary, the Independent National Electoral Commission (INEC), and civil society organisations — to collaborate in ensuring that elections are transparent, credible, and reflective of the will of the Nigerian people.
As the most populous African country prepares for the 2027 elections, the CNPP urged all Nigerians to remain vigilant and committed to democratic principles. “We must work together to ensure that our elections are free from violence, intimidation, and manipulation,” the statement stated, reaffirming the CNPP’s commitment to promoting a peaceful and credible electoral process.
In conclusion, the CNPP congratulated the President-Elect of Ghana and the Ghanaian people on their remarkable achievements.
“We look forward to learning from their experience and working together to strengthen democracy in our region,” the CNPP concluded.
Feature/OPED
The Need to Promote Equality, Equity and Fairness in Nigeria’s Proposed Tax Reforms
By Kenechukwu Aguolu
The proposed tax reform, involving four tax bills introduced by the Federal Government, has received significant criticism. Notably, it was rejected by the Governors’ Forum but was still forwarded to the National Assembly. Unlike the various bold economic decisions made by this government, concessions will likely need to be made on these tax reforms, which involve legislative amendments and therefore cannot be imposed by the executive. This article highlights the purposes of taxation, the qualities of a good tax system, and some of the implications of the proposed tax reforms.
One of the major purposes of taxation is to generate revenue for the government to finance its activities. A good tax system should raise sufficient revenue for the government to fund its operations, and support economic and infrastructural development. For any country to achieve meaningful progress, its tax-to-GDP ratio should be at least 15%. Currently, Nigeria’s tax-to-GDP ratio is less than 11%. The proposed tax reforms aim to increase this ratio to 18% within the next three years.
A good tax system should also promote income redistribution and equality by implementing progressive tax policies. In line with this, the proposed tax reforms favour low-income earners. For example, individuals earning less than one million naira annually are exempted from personal income tax. Additionally, essential goods and services such as food, accommodation, and transportation, which constitute a significant portion of household consumption for low- and middle-income groups, are to be exempted from VAT.
In addition to equality, a good tax system should ensure equity and fairness, a key area of contention surrounding the proposed reforms. If implemented, the amendments to the Value Added Tax could lead to a significant reduction in the federal allocation for some states; impairing their ability to finance government operations and development projects. The VAT amendments should be holistically revisited to promote fairness and national unity.
The establishment of a single agency to collect government taxes, the Nigeria Revenue Service, could reduce loopholes that have previously resulted in revenue losses, provided proper controls are put in place. It is logically easier to monitor revenue collection by one agency than by multiple agencies. However, this is not a magical solution. With automation, revenue collection can be seamless whether it is managed by one agency or several, as long as monitoring and accountability measures are implemented effectively.
The proposed tax reforms by the Federal Government are well-intentioned. However, all concerns raised by Nigerians should be looked into, and concessions should be made where necessary. Policies are more effective when they are adapted to suit the unique characteristics of a nation, rather than adopted wholesale. A good tax system should aim to raise sufficient revenue, ensure equitable income distribution, and promote equality, equity, and fairness.
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