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Why do Small Businesses Fail and How to Avoid it?

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Small business owners

By Catherine Smith

A small business, and especially a start-up is a bud of a beautiful flower into which it may turn over time. This is possible if you don’t commit any of the typical but fatal mistakes that kill a business. Here we describe some of these mistakes.

  1. Poor planning

You have a great business idea and are already looking forward to seeing an amount with many zeros in your bank account. But an idea is not a business yet. A fatal mistake of many start-up entrepreneurs is that they do not plan their future actions accurately. This is partly because they cannot predict many hindrances they will face and partly because they have little business experience and are thus too impatient.

What to do?

Appropriate planning provides the lion’s share of success. You cannot foresee all details, but you have to plan how your entity will be working before you launch it. Everyone knows the examples when the idea was so brilliant that it ensured the market’s hype while proper planning was done afterwards. But in all other cases, comprehensive planning, which indicates how your business will function, is crucial.

  1. Running out of money

One of the aspects of inappropriate planning is the deficit of funding a business may face. Unexperienced entrepreneurs want to start making millions as soon as possible. They may see the perspectives unobjectively and much brighter than they are. They may take loans without planning how they would be paid back. They may spend the available capital on unnecessary and secondary things instead of paying for the needs of primary importance. And, of course, this is much more likely to happen if appropriate planning is not done.

What to do?

At the first steps of your business, no single cent should be spent without the significant need. This is especially true until the moment when your business starts generating stable cash flow. Even the first trickle of revenue is not a guarantee that it will turn into a strong stream of income. Even if a business lives for some time, do not hurry to take quick actions trying to grow it fast. If you attract external capital, plan the ways and terms of paying it back. When you think of buying expensive equipment, think a thousand times about whether it is feasible.

  1. Poor management

Management of a small business is mostly about mindset and attitude. It is often not strong enough to hire all the necessary professionals, so an entrepreneur is forced to combine several functions. This is fraught with different consequences, from lack of time because of inappropriate time management to bad decisions made because of the lack of expertise and unobjective vision. Moreover, while medium and large business is based on managerial technologies so that it depends little on a single person, in the case of small business, this dependence may be absolute. As one person bears several responsibilities at a time, their physical tonus and mood play a vital role.

What to do?

Dysfunctional management in a small business might harm and nullify every aspect of your business, from managing finance to employees’ attitudes toward work. And if productivity is constrained, it won’t be long until failure comes.

Self-educate, go to training, find a mentor – in other words, do everything possible to improve your managerial and leadership skills and expertise in the industry. Study other domains and find best practices to check whether they can be applied in your own business.

  1. Inappropriate business model

Once again, an idea and a business that is based on it and brings solid revenue streams are two different things. The main question when designing a business model is how the revenue streams will be organised. How will you monetise your idea? Once an inappropriate model is chosen, your idea will underperform and will not completely realise its money-making potential.

What to do?

This is where a business plan would be useful. Imagine that you are a customer who might buy your product or service. Will you prefer it to competing products? Do you think the price is right? How will you pay for the product? How will you know about it? Answering these questions will allow you better to understand your customer and their thoughts about your product. Try to examine other potential mechanisms of sales, such as collaboration and partnership or sales for other audiences. Launch the project only if you are sure that it will be appreciated by the market.

  1. Lack of value and originality

You may have planned and launched the business, but the sales are still low. Your product is good, but customers do not hurry to line up for it. The problem may be that dozens of similar products are already in the market. Customers already use them and know what to expect from them. So, why would customers switch to yours if it does not bring them higher value?

What to do?

Ask yourself how your product differs from those of competitors. Is it better than those? What specific traits does it have? What do competitors do in other ways? The set of particular characteristics of your product and everything which is around it form the brand.  A brand is the customer perception of your firm and your product that sits in their heads. Every detail is important.

You should be different. Make all the traits of your product unique so that each of them tightly associates with your product in the customer’s mind. Tell them why your product is different and why it will bring them more value. Explain how this value can be obtained. Communicate with the client and present them with your ideas about the product. Tell them about all updates, new versions, new tastes and forms so that a client can choose the most appropriate ones. Follow the marketing plan rather than hope for the success of accidental activities. Relevance and consistency are the two key principles of success for a small business.

Catherine Smith is an Online Marketing Manager at PhD Centre, specialising in PhD thesis writing. She is passionate about researching and writing on various topics, including Education, Marketing, and Technology.

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If Dangote Must Start Somewhere, Let It Be Electricity

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Dangote monopoly Political Economy of Failure

By Isah Kamisu Madachi

The news that the Nigerian businessman, Aliko Dangote, plans to expand his business interest into steel production, electricity generation, and port development as part of his broader ambition to accelerate industrialisation in Africa deserves a quick reflection on the promises it carries for Nigeria. It is coming from Dangote at a time when many African countries, including Nigeria, are still struggling with below-average industrial capacity. This move speaks to something important about how prosperity is actually built.

In their Influential book ‘The Prosperity Paradox: How Innovation Can Lift Nations Out of Poverty,’ Clayton Christensen, Efosa Ojomo, and Karen Dillon argue that countries rarely overcome poverty through aid, policy declarations or resource endowments alone. According to them, the effective engine of prosperity has always been market-creating innovations by private and public enterprises that build new industries, generate jobs, and expand economic opportunities for ordinary people.

Even though their theory focuses largely on creating something new or producing it exceptionally, Dangote’s new industrial ambition seems closer to the latter. It is about producing essential things at a scale and efficiency that the existing system has failed to achieve.

Take, for example, the electricity sector in Nigeria. Since the beginning of the current Fourth Republic, billions of dollars have been allocated to power sector reforms, yet electricity supply remains unstable, and many Nigerians still depend heavily on generators to power their homes and businesses. The situation has continued to deteriorate despite the enormous resources committed to the sector by the coming of every new administration.

This is not surprising. In The Prosperity Paradox, the authors explain how nations and even international organisations sometimes keep investing huge resources in certain activities only to realise much later that they were simply hitting the wrong target. The problem is not always the lack of funding; sometimes it is the absence of a functioning market system capable of producing and distributing essential services efficiently.

Seen from this perspective, Dangote’s move into electricity generation may mean more than just an investment. It could be an attempt to tackle one of the most critically lingering bottlenecks in Nigeria’s economic development. If I were to be asked to decide which sector Dangote should begin with in this new industrial plan, I would unhesitatingly choose electricity. It is the most embattled, deeply corrupted and seemingly jeopardised beyond repair, yet the most important sector for the everyday life of citizens.

Stable electricity has the power to transform productivity across every sector. When power supply becomes reliable, small businesses are created, productivity is boosted across all sectors, and households enjoy a better quality of life. Nigeria’s long-standing energy poverty has been strangulating the productive potential of millions of people for decades. Fixing that problem alone would unlock enormous economic possibilities more than expected.

Beyond the issue of productivity, Dangote’s entry into these sectors could also stimulate competition. Healthy competition is one of the most effective drivers of efficiency in any economy. The example of the refinery project already shows how a large-scale private investment can disrupt long-standing structural weaknesses within a sector. A similar dynamic in the proposed sectors could encourage other investors to participate and expand industrial capacity.

Nigeria, by 2030, is projected to need 30 to 40 million new jobs to absorb its rapidly growing population. The scale of this challenge means that the government alone, especially in the Nigerian context, cannot create the necessary opportunities to fill this gap. Private enterprises will have to play a major role in expanding productive sectors of the economy. If supported by the right policy environment, they could contribute significantly to narrowing Nigeria’s widening job gap.

Of course, no single business initiative can solve all structural challenges in the economy. But bold investments of this nature often serve as catalysts for broader economic transformation. With the right support and healthy competition from other investors, initiatives like these could help push Nigeria closer to the kind of industrial foundation that many developed economies built decades ago.

In the end, the lesson is simple: prosperity rarely emerges from policy debates alone. It often begins with large-scale productive ventures that reshape markets, unlock productivity at both small-scale and large-scale businesses, and create direct and indirect economic opportunities for millions of common men and women.

Isah Kamisu Madachi is a policy analyst and development practitioner. He writes via is***************@***il.com

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Love, Culture, and the New Era of Televised Weddings

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Televised Weddings

Weddings have always held a special place in African culture. They are more than ceremonies; they are declarations of love, family, identity, and tradition. From the vibrant colours of aso-ebi to the rhythmic sounds of live bands and the emotional exchange of vows, weddings represent a moment of cultural heritage.

In recent years, weddings have gone beyond physical venues. What was once an exclusive gathering for family and friends has transformed into a shared experience for wider audiences. Social media first opened the door, allowing guests and admirers to witness love stories in real time through Instagram posts, TikTok highlights, and YouTube recaps.

And now, television platforms are taking this even further, giving weddings a new kind of permanence and reach.

High-profile weddings, like the widely celebrated union of Adeyemi Idowu, popularly known as Yhemolee (Olowo Eko) and his wife Oyindamola, fondly known as ThayourB, captured massive public attention. Moments from their wedding became a live shared experience on television (GOtv & DStv).

From the high fashion statements to the emotional highlights, viewers were able to feel part of something bigger, a reminder that weddings inspire not just both families but entire communities.

This shift reflects a broader reality: weddings today are content. They inspire conversations about fashion, relationships, lifestyle, and aspiration. They preserve memories in ways previous generations could only imagine. For Gen Z couples, their wedding is no longer just a day; it becomes a story that can be revisited, celebrated, and even inspire others planning their own journey to forever.

Broadcast platforms like GOtv are playing a meaningful role in this transformation. By bringing wedding-related content directly into homes, GOtv is helping audiences experience these moments not just through social media snippets but in real time.

One of the most notable offerings is Channel 105, The Wedding Channel, Africa’s first 24-hour wedding channel, available on GOtv. The channel is fully dedicated to African weddings, lifestyle, and bridal fashion, showcasing everything from dream ceremonies to the realities of married life. Programs like Wedding Police and Wedding on a Budget, and shows like 5 Years Later, offer a deeper look into marriage itself, reminding viewers that weddings are just the beginning of a lifelong journey.

GOtv is preserving culture, celebrating love, and inspiring future couples with this channel. It allows viewers to witness traditions from different regions, discover new ideas, and feel connected to moments that might otherwise remain private.

With platforms like GOtv, stories continue to live on screens across Africa, where love, culture, and celebration can be experienced by all.

To upgrade, subscribe, or reconnect, download the MyGOtv App or dial *288#. For catch-up and on-the-go viewing, download the GOtv Stream App and enjoy your favourite shows anytime, anywhere.

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Brent’s Jump Collides with CBN Easing, Exposes Policy-lag Arbitrage

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CBN’s $1trn Mirage

Nigeria is entering a timing-sensitive macro set-up as the oil complex reprices disruption risk and the US dollar firms. Brent moved violently this week, settling at $77.74 on 02 March, up 6.68% on the day, after trading as high as $82.37 before settling around $78.07 on 3 March. For Nigeria, the immediate hook is the overlap with domestic policy: the Central Bank of Nigeria (CBN) has just cut its Monetary Policy Rate (MPR) by 50 basis points to 26.50%, whilst headline inflation is still 15.10% year on year in January.

“Investors often talk about Nigeria as an oil story, but the market response is frequently a timing story,” said David Barrett, Chief Executive Officer, EBC Financial Group (UK) Ltd. “When the pass-through clock runs ahead of the policy clock, inflation risk, and United States Dollar (USD) demand can show up before any oil benefit is felt in day-to-day liquidity.”

Policy and Pricing Regime Shift: One Shock, Different Clocks

EBC Financial Group (“EBC”) frames Nigeria’s current set-up as “policy-lag arbitrage”: the same external energy shock can hit domestic costs, FX liquidity, and monetary transmission on different timelines. A risk premium that begins in crude can quickly show up in delivered costs through freight and insurance, and EBC notes that downstream pressure has been visible in refined markets, with jet fuel and diesel cash premiums hitting multi-year highs.

Market Impact: Oil Support is Conditional, Pass-through is Not

EBC points out that higher crude is not automatically supportive of the naira in the short run because “oil buffer” depends on how quickly external receipts translate into market-clearing USD liquidity. Recent price action illustrates the sensitivity: the naira was quoted at 1,344 per dollar on the official market on 19 February, compared with 1,357 a week earlier, whilst street trading was cited around 1,385.

At the same time, Nigeria’s inflation channel can move quickly even during disinflation: headline inflation eased to 15.10% in January from 15.15% in December, and food inflation slowed to 8.89% from 10.84%, but energy-led transport and logistics costs can reintroduce pressure if the risk premium persists. EBC also points to a broader Nigeria-specific reality: the economy grew 4.07% year on year in 4Q25, with the oil sector expanding 6.79% and non-oil 3.99%, whilst average daily oil production slipped to 1.58 million bpd from 1.64 million bpd in 3Q25. That mix supports external-balance potential, but it also underscores why the domestic liquidity benefit can arrive with a lag.

Nigeria’s Buffer Looks Stronger, but It Does Not Eliminate Sequencing Risk

EBC sees that near-term external resilience is improving. The CBN Governor said gross external reserves rose to USD 50.45 billion as of 16 February 2026, equivalent to 9.68 months of import cover for goods and services. Even so, EBC views the market’s focus as pragmatic: in a risk-off tape, investors tend to price the order of transmission, not the eventual balance-of-payments benefit.

In the near term, EBC expects attention to rotate to scheduled energy and policy signposts that can confirm whether the current repricing is a short, violent adjustment or a more durable regime shift, including the U.S. Energy Information Administration (EIA) Short-Term Energy Outlook (10 March 2026), OPEC’s Monthly Oil Market Report (11 March 2026), and the U.S. Federal Reserve meeting (17 to 18 March 2026). On the domestic calendar, the CBN’s published schedule points to the next Monetary Policy Committee meeting on 19 to 20 May 2026.

Risk Frame: The Market Prices the Lag, Not the Headline

EBC cautions that outcomes are asymmetric. A rapid de-escalation could compress the crude risk premium quickly, but once freight, insurance, and hedging behaviour adjust, second-round effects can linger through inflation uncertainty and a more persistent USD bid.

“Oil can act as a shock absorber for Nigeria, but only when the liquidity channel is working,” Barrett added. “If USD conditions tighten first and domestic pass-through accelerates, the market prices the lag, not the headline oil price.”

Brent remains an anchor instrument for tracking this timing risk because it links energy-led inflation expectations, USD liquidity, and emerging-market risk appetite in one market. EBC Commodities offering provides access to Brent Crude Spot (XBRUSD) via its trading platform for following energy-driven macro volatility through a single instrument.

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