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SMEs: Market Entry Strategies and Applicability in a Pandemic

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Customer Satisfaction Timi Olubiyi

By Timi Olubiyi, Ph.D

The business environment is currently going through radical changes globally due to the damaging effect of the novel coronavirus (COVID19).

Therefore, to cope with this situation, businesses need to adjust and develop strategies to rise to the occasion.

A typical decision businesses’ particularly Small Medium Enterprises (SMEs) can make at the moment to achieve sustainability, and valuable competitiveness is by considering new market entry strategies.

Many firms expand their business geographic scope from domestic to nationwide or even foreign markets through this means.

With the harsh impact of COVID19 and the limitations in financial and human resources, companies can still leverage on a new market entry strategy to stem the tides.

Market entry strategy is a planned distribution and delivery method of goods or services to a new target market.

In simple terms, a market entry strategy refers to a detailed plan of how to successfully berth and run a profitable business in a new region.

Market entry strategy will help companies to assess markets’ readiness for new offerings and gain detailed insights into the new market. In short, it allows businesses to gather comprehensive insights into lucrative opportunities, industry developments, and competitive scenarios of an unknown market. This strategy makes it easier for companies to successfully establish their foothold and gain a leading edge in the new market and gain good market access.

With a market entry strategy, companies get access to important information and thus, they can increase their productivity and competitive position. It is important to note that the market entry strategy will help businesses at this time to efficiently enter new markets.

For example, a business located and operating in Ikeja, Lagos State can conduct market entry research and gather data from other states of the country (Kano, Enugu, Kwara, Osun, Rivers, Nasarawa, Taraba)  or around the West Africa region (Republic of Benin, Togo, Ghana   Guinea, Guinea-Bissau, Liberia, Mali, Mauritania, Niger, Senegal) or beyond for market expansion and new market entry strategy.

With adequate research to guide the decision, businesses can achieve increased sales, improved brand awareness and business sustainability with a new market strategy to gain market expansion.

The new market entry strategy, when implemented, can sustain the success of a proactive business due to the negative challenges created by the COVID-19.

In building a market entry strategy, time is a crucial factor, and consequently, in my opinion, the pandemic has provided good timing for new market entry and the opportunity for companies to expand easily.

It is much easier now for cross-border expansion or at the least expansion beyond the geographical location of business operation because governments are encouraging and supporting businesses to stabilize due to COVID-19 impact.

More so, we are likely to see policy responses to decrease trade barriers and improve globalization. Therefore considering new market entry strategy at this time is one of the most important ways for businesses to grow profitability and sustain competitive advantage.

By entering into new markets, businesses, particularly SMEs, can enjoy several benefits, including broadening their customer base and improving market share beyond the business location.

Consequently, if a domestic business is willing to go nationwide and/or across the globe with world-class products and services, the best option is through a new market strategy and the time is now.

Invariably, these following benefits can be achieved: economies of scale, earning foreign currency, gaining global customers, increasing brand awareness and improving market share.

Further to this, it is important to state that the ease of entry into a new market is characterised by the available financial resources, the ownership structure, managerial styles and managerial resources of the domestic businesses.

However, the relevant factors that must be considered when deciding the viability of entry into a particular market include trade barriers, customer preference, pricing, competition, and export guidelines and restrictions.

The liability of newness is another hindrance, as a new business in a new market could encounter difficulties, and this can lead to increased risk, as there is usually a lack of legitimacy in any new market.

For this reason, vigorous brand awareness and advertainment need to be accounted in other to legitimizing the business in a new market.

Significantly, the entry mode choice is one of the most important decisions a business has to make in the effort of new market entry strategy because it determines the number of resources to be committed.

Therefore, businesses have to find an entry mode that allows them to deal effectively with the risks that arise in the target destination.

There is no one specific mode of entry an organization can adopt to enter into a new market or go internationally. Businesses can consider some of the most common market entry modes, which are: directly by the setting up of an entity in the new market, directly exporting products to the new market, indirectly exporting using a reseller or distributor, and producing products in the target market.

The most common modes, however, to go into a foreign market entry are licensing, joint venture, partnering and strategic alliances, acquisitions, exporting or establishing new, wholly-owned subsidiaries, also known as greenfield ventures.

For SMEs, the option is usually to start transferring/exporting via an agent or a foreign representative. This option is a non-equity mode that requires fewer resources and provides flexibility, but the target market knowledge may be lacking.

Entry Mode Profile   Benefit
Exporting/trasferring Fast-entry, low risk   Low control, low local knowledge, the potential negative environmental impact of transportation is high
Licensing and Franchising Fast-entry, low cost, low risk   Less control, the licensee may become a competitor, legal and regulatory environment (IP and contract law) must be sound
Partnering and Strategic Alliance Shared costs reduce investment needed, reduced risk, seen as the local entity   Higher cost than exporting, licensing, or franchising; integration problems between two corporate cultures
Acquisition Fast-entry; known, established operations   High cost, integration issues with home office
Greenfield Venture (Launch of a new, wholly-owned subsidiary) Gain local market knowledge; can be seen as an insider who employs locals; maximum control   High cost, high risk due to unknowns, slow entry due to setup time

Each mode of market entry has advantages and disadvantages. Firms need to evaluate their options to choose the entry mode that best suits their strategy and goals.

Significantly, the mode of entry is a crucial factor to be considered for a business entity to be successful in a new market.

However, all the modes of market entry involve resource commitments of some kind. Because entering the market properly is one of the most important steps a business must consider.

From context observation, business expansion starts with the movement of goods and services to neighbouring states or countries that are close to business facilities. This is usually because of the lower transportation costs involved and the often greater similarity between geographic neighbours.

To be effective and successful, with new market entry strategy, businesses need to support the decision with a well-thought-out plan. One that is based on the analysis of potential competitors, understanding of the focus market environment and its inner workings, the regulatory expectations, consumer behaviour, and possible customer base, among other key factors.

A typical market entry strategy can take a few months to implement due to intensive preparation. However, it worths the effort because it will reduce business failure risk. It will also ensure an informed decision on the launch of the right product or services that align with the expectations of the customers.

More so, with new market entry strategy, adequate attention should be paid to the political and institutional environment of the target market, where businesses are likely to encounter different market conditions different from the home market.

That said, the context of digitalization has evolved over the last years and pushed further communication technologies much easier, such as the internet and mobile telecommunication. Therefore, digitalization can also be leveraged upon when considering the market entry options.

Besides the impact of the COVID-19 on businesses globally has encouraged the effective use of technological innovations. Innovation in the context of this article can be defined as ‘the introduction of something new that positively impacts businesses and mankind in meaningful and contextually specific ways.

Therefore, introducing new market entry modes to business operations at this time might just be the innovative move required to stem the impact of the pandemic on business operations. By so doing, market innovativeness, behavioural innovativeness, and strategic innovativeness would have been achieved. This will greatly improve the performance, market expansion and logistics method of businesses.

To have a winning market entry strategy plan, businesses need to set clear goals, study the target market and the competition, know the customer needs and preference.

Extant literature suggests barriers of entry to new markets, particularly foreign markets to include lack of financial, physical or technological resources; the lack of opportunities and insufficiency of managerial skills.

Another is inadequate useful information to analyse the target market and also identify business opportunities. It has also been observed that a strong brand identity or customer loyalty, and high customer switching costs can be barriers of entry to new markets.

Others include the need for new companies to obtain proper licenses or regulatory clearance before the operation. Some of the risks incurred when entering a new market and start domestic or international trade include weather risk, foreign exchange risk, and cultural risk

While the idea of entering a new market might seem viable on paper, when put to practice, organizations are challenged by several uncertainties and barriers aforementioned.

Though some companies prefer to develop their market entry plans, other outsource to specialized individuals or companies.

The engagement of knowledgeable professionals can mitigate trade risk in the target market and also improve the chances of discovering adequate market opportunities. 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: dr***********@***il.com, for any questions, reactions, and comments.

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Daniel Koussou Highlights Self-Awareness as Key to Business Success

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Ambassador Daniel Kossouno

By Adedapo Adesanya

At a time when young entrepreneurs are reshaping global industries—including the traditionally capital-intensive oil and gas sector—Ambassador Daniel Koussou has emerged as a compelling example of how resilience, strategic foresight, and disciplined execution can transform modest beginnings into a thriving business conglomerate.

Koussou, who is the chairman of the Nigeria Chapter of the International Human Rights Observatory-Africa (IHRO-Africa), currently heads the Committee on Economic Diplomacy, Trade and Investment for the forum’s Nigeria chapter. He is one of the young entrepreneurs instilling a culture of nation-building and leadership dynamics that are key to the nation’s transformation in the new millennium.

The entrepreneurial landscape in Nigeria is rapidly evolving, with leaders like Koussou paving the way for innovation and growth, and changing the face of the global business climate. Being enthusiastic about entrepreneurship, Koussou notes that “the best thing that can happen to any entrepreneur is to start chasing their dreams as early as possible. One of the first things I realised in life is self-awareness. If you want to connect the dots, you must start early and know your purpose.”

Successful business people are passionate about their business and stubbornly driven to succeed. Koussou stresses the importance of persistence and resilience. He says he realised early that he had a ‘calling’ and pursued it with all his strength, “working long weekends and into the night, giving up all but necessary expenditures, and pressing on through severe setbacks.”

However, he clarifies that what accounted for an early success is not just tenacity but also the ability to adapt, to recognise and respond to rapidly changing markets and unexpected events.

Ambassador Koussou is the CEO of Dau-O GIK Oil and Gas Limited, an indigenous oil and natural gas company with a global outlook, delivering solutions that power industries, strengthen communities, and fuel progress. The firm’s operations span exploration, production, refining, and distribution.

Recognising the value of strategic alliances, Koussou partners with business like-minds, a move that significantly bolsters Dau-O GIK’s credibility and capacity in the oil industry. This partnership exemplifies the importance of building strong networks and collaborations.

The astute businessman, who was recently nominated by the African Union’s Agenda 2063 as AU Special Envoy on Oil and Gas (Continental), admonishes young entrepreneurs to be disciplined and firm in their decision-making, a quality he attributed to his success as a player in the oil and gas sector. By embracing opportunities, building strong partnerships, and maintaining a commitment to excellence, Koussou has not only achieved personal success but has also set a benchmark for future generations of African entrepreneurs.

His journey serves as a powerful reminder that with determination and vision, success is within reach.

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Pension for Informal Workers Nigeria: Bridging the Pension Gap

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Timi Olubiyi Price of Fake Life

***The Case for Informal Sector Pensions in Nigeria
***A Crucial National Conversation

By Timi Olubiyi, PhD

In Nigeria today, the phrase “pension” evokes many different mixed reactions. For many civil servants and people in the corporate world, it conjures a bit of hope, but for the majority in the informal sector, who are in the majority in Nigeria, it is bleak. Millions of Nigerians are facing old age without any financial security due to a lack of retirement plans and a stable pension plan. Particularly, the millions who operate in markets, corner shops, transportation, agriculture, and loads of the nano and micro scale enterprises operators are without pension plans or retirement hope.

From the observation of the author and available records, staggering around 90 per cent of Nigeria’s workforce operates in the informal economy. Yet current pension coverage for this group is virtually non-existent. As observed, the absence of meaningful pension participation by this class of worker reinforces the vulnerability, intensifies poverty among older people, and puts pressure on families who are ill-equipped to shoulder the burden.

The significance of having a pension plan for informal workers in Nigeria, given the large number of people in that sector and the high level of unemployment and underemployment, cannot be overstated. As it is deeply connected to sustenance and the level of poverty in the country. Pension for informal workers in Nigeria is not just a technical policy matter; it is a story about dignity, security, and whether a lifetime of hard work ends in rest or in desperation.

Nigeria’s pension system, primarily structured around the Contributory Pension Scheme (CPS) managed by the National Pension Commission (PenCom), has made significant progress for formal sector employees, yet the large portion of the informal workforce which are traders, artisans, okada riders, small-scale farmers, domestic workers, and gig economy participants who drive the real engine of the economy.

Though the Micro Pension Plan (MPP) was launched in 2019, which is intended to provide a voluntary contributory framework for informal workers, its uptake has been underwhelming; after several years, only a fraction of the millions targeted have enrolled, and far fewer contribute actively. One big reason for this is that, unlike formal workers who receive regular salaries and have employers who deduct and remit pension contributions, informal workers face irregular incomes, a lack of documentation, limited financial literacy, and deep mistrust of government institutions, making traditional pension models ill-suited for their realities.

Moreso the informal worker most times live on day-to-day income. For instance, a motorcycle rider in Lagos who earns ₦14,000 on a good day but must pay for fuel, bike maintenance, police “settlements,” and family expenses, how can he realistically commit to a monthly pension contribution when his income fluctuates wildly? So, the Micro Pension Plan for the informal sector participation will remain low due to poor awareness, complex processes, lack of tailored contribution flexibility, and limited trust.

To truly make pensions work for informal workers, Nigeria must rethink the system from the ground up, designing it around the lived realities of its people rather than forcing them into rigid formal-sector structures. First, the government should introduce a co-contributory model where the state matches a percentage of informal workers’ savings, similar to what is practised in some European countries, turning pension contributions into a powerful incentive rather than a burdensome obligation.

Second, digital technology must be leveraged aggressively—mobile-based pension platforms linked to BVN or NIN could allow daily, weekly, or micro-contributions as small as ₦100, integrating seamlessly with fintech apps like OPay, Paga, or bank USSD services so that saving becomes as easy as buying airtime.

Third, automatic enrollment through cooperatives, trade unions, market associations, and transport unions could significantly expand coverage, with opt-out rather than opt-in mechanisms to counter human inertia.

Fourth, financial literacy campaigns in local languages via radio, community leaders, and religious institutions are essential to rebuild trust and demonstrate that pensions are not a “government scam” but a personal safety net.

Fifth, Nigeria should consider a universal social pension for elderly citizens who never participated in formal or informal schemes, modelled after systems in countries like Denmark and the Netherlands, ensuring that no Nigerian dies in poverty simply because they worked outside formal structures.

Sixth, investment strategies for pension funds must prioritise both security and development—allocating a portion to infrastructure projects that create jobs, improve power supply, and stimulate economic growth while maintaining prudent risk management.

Seventh, inflation protection should be built into pension payouts so that retirees’ purchasing power is not eroded by Nigeria’s volatile economy.

Eighth, the system must be inclusive of women, who dominate the informal sector yet often lack property rights or formal identification, by simplifying documentation requirements and providing gender-sensitive outreach.

Ninth, limited emergency withdrawal options could be introduced—strictly regulated—to help contributors handle crises without abandoning the system entirely.

Finally, transparency and accountability are non-negotiable; regular public reporting, independent audits, and user-friendly dashboards would strengthen confidence that contributions are safe and growing. If Nigeria can blend its innovative spirit with lessons from global best practices—combining Denmark’s social security ethos, Singapore’s savings discipline, and Canada’s inclusivity—it could transform the lives of millions of informal workers who currently face retirement with fear rather than hope.

Imagine Aisha, years from now, closing her market stall not in exhaustion and anxiety but in calm assurance that her pension will cover her basic needs; imagine Tunde hanging up his helmet knowing he can afford healthcare and shelter; imagine Ngozi harvesting not just crops but the fruits of a lifetime of secure savings. The suspense that hangs over the future of Nigeria’s informal workers can be resolved, but only if policymakers act boldly, creatively, and compassionately—because a nation that allows its hardest workers to age in poverty is a nation that undermines its own prosperity, while a nation that secures their retirement builds not just pensions, but peace.

Hope comes from innovation. Fintech-powered pension models that allow small, frequent contributions similar to informal savings associations like esusu offer ways to integrate pensions into existing savings cultures. Making pension contributions compatible with mobile money and agent networks could drastically reduce barriers to entry. Hope comes from public education. Building financial literacy campaigns, partnering with community leaders, marketplaces, trade associations, and digital platforms can help shift perceptions. A pension should be understood not as a distant bureaucratic programme, but as future self-insurance and dignity

The significance of having a pension plan for informal workers in Nigeria, given its large informal sector and high level of unemployment and underemployment, cannot be overstated, as it is deeply connected to social stability, economic sustainability, poverty reduction, and national development.

First, from a social protection and human dignity perspective, a pension plan for informal workers is critical because it provides a safety net for old age. Nigeria’s informal sector includes traders, artisans, mechanics, tailors, hairdressers, okada riders, gig workers, domestic workers, small-scale farmers, and street vendors, many of whom work hard throughout their lives but have no formal retirement benefits. Without a pension, these individuals often become completely dependent on their children, relatives, or charity in old age, which can strain families and increase intergenerational poverty. A well-structured pension system ensures that ageing informal workers can maintain a basic standard of living, access healthcare, and avoid extreme deprivation, thereby preserving their dignity and reducing elderly vulnerability.

Second, from an economic stability and poverty reduction standpoint, pensions play a crucial role in reducing old-age poverty. Nigeria already struggles with high poverty levels, and a large proportion of elderly citizens without income support exacerbates this problem. When informal workers lack pension savings, they continue working well into old age, often in physically demanding jobs, which reduces productivity and increases health risks. A pension system allows for smoother retirement transitions, reduces reliance on welfare, and ensures that older citizens remain consumers rather than economic burdens, thereby sustaining economic activity.

Third, pensions for informal workers are significant for financial inclusion and savings culture. Many Nigerians in the informal sector operate primarily in cash and have limited engagement with formal financial institutions. A pension plan tailored to informal workers, especially one integrated with mobile money and digital platforms, can encourage regular saving, improve financial literacy, and bring millions of people into the formal financial system. This, in turn, strengthens Nigeria’s overall financial sector and increases the pool of domestic savings available for investment in infrastructure, businesses, and development projects.

Fourth, the significance is evident in reducing dependence on government emergency support. Currently, the Nigerian government often has to intervene with ad-hoc social assistance programs, especially during crises such as the COVID-19 pandemic, inflation shocks, or economic downturns. If informal workers had functional pension savings, they would be better able to absorb economic shocks in retirement without relying heavily on government aid, reducing fiscal pressure on the state.

Fifth, pensions for informal workers contribute to intergenerational equity and family stability. In Nigeria, many elderly parents depend on their working children for survival, which places financial strain on younger generations who may already be struggling with unemployment, housing costs, and education expenses. A pension system reduces this burden, allowing younger Nigerians to invest in their own futures rather than being trapped in a cycle of supporting ageing relatives without external assistance.

Sixth, from a national development perspective, including informal workers in the pension system strengthens Nigeria’s long-term economic planning. Pension funds represent large pools of capital that can be invested in critical sectors such as housing, energy, transportation, and manufacturing. If millions of informal workers contribute even in small amounts, this could significantly expand Nigeria’s pension fund assets, providing stable, long-term financing for development projects that create jobs and stimulate growth.

Seventh, pensions for informal workers are important for gender equity, because women dominate many informal occupations in Nigeria, such as petty trading, market vending, tailoring, and caregiving roles. These women often have lower lifetime earnings, limited access to formal employment, and fewer assets. A targeted informal sector pension scheme can protect elderly women from destitution and reduce gender-based economic inequality in old age.

Eighth, the significance is also linked to public trust and governance. A transparent, accessible, and reliable pension system for informal workers can strengthen citizens’ trust in government institutions. Many informal workers currently distrust government programs due to past corruption, failed schemes, or poor implementation. A well-functioning pension plan that delivers real benefits would demonstrate that the state values all citizens, not just formal sector employees.

Lastly, given Nigeria’s demographic reality of a large and growing population, failing to integrate informal workers into a pension framework poses serious long-term risks. As life expectancy increases, the number of elderly Nigerians will rise significantly in the coming decades. Without a structured pension system for informal workers, Nigeria could face a severe old-age crisis characterised by mass poverty, social unrest, and increased pressure on healthcare and social services.

In summary, having a pension plan for informal workers in Nigeria is significant because it promotes social security, reduces poverty, enhances financial inclusion, supports economic stability, eases intergenerational burdens, strengthens national development, promotes gender equity, builds public trust, and prepares the country for its ageing population. For a nation where the majority of workers are informal, excluding them from pension coverage is not just an oversight; it is a major structural weakness that must be urgently addressed for Nigeria’s long-term prosperity and social cohesion.

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Revived Argungu International Fishing Festival Shines as Access Bank Backs Culture, Tourism Growth

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Argungu International Fishing Festival

The successful hosting of the 2026 Argungu International Fishing Festival has spotlighted the growing impact of strategic public-private partnerships, with Access Bank and Kebbi State jointly reinforcing efforts to promote cultural heritage, tourism development, and local economic growth following the globally attended celebration in Argungu.

At the grand finale, Special Guest of Honour, Mr Bola Tinubu, praised the festival’s enduring national significance, describing it as a powerful expression of unity, resilience, and peaceful coexistence.

“This festival represents a remarkable history and remains a powerful symbol of unity, resilience, and peaceful coexistence among Nigerians. It reflects the richness of our culture, the strength of our traditions, and the opportunities that lie in harnessing our natural resources for national development. The organisation, security arrangements, and outlook demonstrate what is possible when leadership is purposeful and inclusive.”

State authorities noted that renewed institutional backing has strengthened the festival’s global appeal and positioned it once again as a major tourism and cultural platform capable of attracting international visitors and investors.

“Argungu has always been an iconic international event that drew visitors from across the world. With renewed partnerships and stronger institutional support, we are confident it will return to that global stage and expand opportunities for our people through tourism, culture, and enterprise.”

Speaking on behalf of Access Bank, Executive Director, Commercial Banking Division, Hadiza Ambursa, emphasised the institution’s long-standing commitment to supporting initiatives that preserve heritage and create economic opportunities.

“We actively support cultural development through initiatives like this festival and collaborations such as our partnership with the National Theatre to promote Nigerian arts and heritage. Across states, especially within the public sector space where we do quite a lot, we work with governments on priorities that matter to them. Tourism holds enormous potential, and while we have supported several hotels with expansion financing, we remain open to working with partners interested in developing the sector further.”

Reports from the News Agency of Nigeria indicated that more than 50,000 fishermen entered the historic Matan Fada River during the competition. The overall winner, Abubakar Usman from Maiyama Local Government Area, secured victory with a 59-kilogram catch, earning vehicles donated by Sokoto State and a cash prize. Other top contestants from Argungu and Jega also received vehicles, motorcycles and monetary rewards, including sponsorship support from WACOT Rice Limited.

Recognised by UNESCO as an Intangible Cultural Heritage of Humanity, the festival blends traditional fishing contests with boat regattas, durbar processions, performances, and international competitions, drawing visitors from across Nigeria and beyond.

With the 2026 edition concluded successfully, stakeholders say the strengthened collaboration between government and private-sector partners signals a renewed era for Argungu as a flagship cultural tourism destination capable of driving inclusive growth, preserving tradition, and projecting Nigeria’s heritage on the world stage.

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