Gigabit January 2019
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AFRICA<br />
sells to its customers has to be different<br />
as their buying power is different,<br />
and the way they interact with the<br />
market has to be different. Many are<br />
entrepreneurial businesses and they<br />
typically have less access to technology.<br />
It requires a shift in thinking.”<br />
Saki cites Unilever’s entry into the<br />
rural Indian market as a relevant case<br />
study to parallel. After conducting indepth<br />
research, the firm calculated the<br />
buying power of an average woman in<br />
India and worked out how they could<br />
effectively sell to this market. “For<br />
instance, many consumers didn’t have<br />
the buying power to purchase a 100ml<br />
bottle of body lotion so following the<br />
study Unilever launched smaller sized<br />
sachets of body lotion which were more<br />
affordable and which allowed the company<br />
to penetrate the market further,”<br />
she explains. “I think the same mindset<br />
needs to be applied in Africa.”<br />
281<br />
CONVENIENCE IS CRUCIAL<br />
The success of firms like Amazon,<br />
Deliveroo, Uber and others only goes<br />
to show that convenience sells.<br />
This is a sentiment echoed by Saki<br />
who contends that as more and more<br />
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