Feature/OPED
SMEs: Market Entry Strategies and Applicability in a Pandemic
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: [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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