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VC4Africa and the emergence of an African startup culture

Want to know more about VC4Africa and our work to support starting entrepreneurs? Here is a presentation we recently recorded. I outline some of the recent trends and developments we are witnessing in the space and some of our thinking on how we can do more to support the emergence of an African startup culture.

VC4Africa pitches for the Accenture Innovation Award

hehe, nice photo:)

Accenture published the nominations for their annual Innovation Awards. I think its great our community was selected out of hundreds of applications to continue to the final round. Now the winner will be decided by the public and this means you!

The project that collects the most votes will win the coveted Blue Tulip. I encourage everyone to review our video pitch and to show your support for the community by adding your email address on the top right corner. Once you have voted you will receive an e-mail notification and will need to confirm your vote by clicking on the confirmation link. Every vote counts….

If you can, please share this news with friends and colleagues as we build support for our concept on a global stage. We are using the following link to promote our application [http://shar.es/bb0nB].

Vote now!

Steve Jobs, a great innovator of our time

I love teaching a course on Entrepreneurship in Interactive Media. In my work I don’t think there is one person I refer to more often than Steve Jobs. He is an incredible inspiration and source of creativity. He is someone entrepreneurs will always aspire to.

Pitfalls for the African startup, why do they fail?

Building a successful business is one of the hardest things to do. For many entrepreneurs building companies in different parts of Africa assumes extra challenges. But from all of the different reasons that might cause an African based startup to fail respondents to a recent poll selected poor execution as the leading cause. This point was followed by lack of finance and an unwillingness to adapt to changing market conditions.

So despite often times a challenging business climate i.e. lack of infrastructure, difficulty attracting qualified staff, poor legislation, unfavorable tax climate, etc…. respondents suggested the failure of most startups rested solely on the shoulders of the entrepreneur and their poor performance. This result reflects the findings of a recent study published by the Startup Genome project. Their recently published report found that 90 percent of startups failed primarily because of ‘self-destruction rather than competition.’ The study looked at 3,200 high-growth technology startups and pinpointed ‘premature scaling’ as a key trend. Specifically this idea that the entrepreneur is getting ahead of the game before they actually have the necessary foundations in place first. This ‘skipping’ of steps might give the impression the startup is finding success early, but lacking key pieces in the business model creates much bigger problems later in the business lifecycle. And given these are fundamental building blocks the startup is too often unable to recuperate and is forced to fold the business completely.

There are many ways this occurs i.e. possibly spending money on unnecessary things like an expensive office, hiring too many employees too early, not spending time on proper market research, running expensive customer acquisition or launching the product before it is ready. According to the Startup Genome report bout 74 percent of Internet startups fail because of premature scaling, while those who scale properly typically see growth that’s 20 times faster. Those companies that scale properly end up attracting more capital and servicing more customers. They are also the businesses that end up hiring more employees. But in how far can we compare this study focused on startups in Silicon Valley with the startups in Africa? Growing too fast was also an option in this weeks survey but surprisingly the option only received a single vote. The results of this week’s poll seem to place more emphasis on the inadequate abilities of the entrepreneur (poor implementation) than on their efforts to grow the business too fast.

Marieme Jamme, the founder of Africa Gathering, raised the point that entrepreneurs behind failed startups too often lack a long term vision. Jitesh Naidoo, currently researching the subject for an upcoming book, added, ‘Many of the start ups have very little managment skills that would allow them to run a business and grow it on a sustainable basis. They have the initial drive, but become shipwrecked when they encounter problems that require specific skills to overcome. Skills also allow a person to separate personal from financial matters.’ He goes on to explain that entrepreneurs behind failed startups lack essential business acumen and forward thinking. He expands, ‘Very often those at the helm of startups lack the business foresight to make decisions that are business based.’ This hints to the second point highlighted in the survey suggesting that many entrepreneurs behind unsuccessful attempts fail to adapt or change their plans needed to meet a dynamic and changing marketplace. Possibly the point also hints to the need for better market research, deeper customer understanding, more prototyping and rapid iterations needed to better close this gap.

Brian Maphosa an entrepreneur currently running a startup countered Jitesh, ‘Is this exclusive to the African continent? Do we have a statistical analysis to back this argument? I am saying this based on my own personal experience running a start up and the issues I see as potential sources for business failure. It takes discipline, personal character, the integrity, the controls/systems, funding, work ethic of those involved, etc… to pull a business through. As far as I am concerned these are universal issues that any startup would grapple with.’ John Priddy concludes the point, ‘Failure is the inherent nature of start ups. It’s about risk-taking and the creative destruction impulse that drives innovation and growth.’

Clearly the African startup process shares many similarities with other parts of the world. In the end, building a successful company is simply one of the most difficult things to do wherever you are located. But for many entrepreneurs in Africa the context does seem more complicated (albeit many times the business is complimented with greater potential). Given the density of Silicon Valley’s startup culture it is reasonable to think entrepreneurs there have an easier time following a beaten path. There is arguably more entrepreneurial infrastructure in place. Can we then say that in the context of Nairobi or Lagos there are simply less success stories and examples to follow? This forces many entrepreneurs to figure it out on their own and that means many entrepreneurs are facing certain odds unprepared. Taking that into consideration respondents to this poll do seem to be asking entrepreneurs to step up their game if they are going to compete on an international level. They are asking for better/smarter implementation and more flexibility/adaptiveness to the changing business climate around them.

So the million dollar question remains. How do we better support entrepreneurs and the development of their startup DNA? What are your thoughts on the subject?

Making SME finance work in Africa

Last week I presented at the Making Finance Work in Africa conference in Addis Ababa. This was a unique opportunity for the African financial community to come together and discuss ways forward.

Specifically, taking a step back to review what has been achieved the past few years, to outline challenges that remain to be tackled and to identify areas still in need of attention. Also to get a handle on the possible strategies that can be employed in the efforts to address them. If anything, it was made clear that there are no prescriptions and anything but a one size fits all approach. Its about thinking local, taking a careful look at the context and the solutions that might address specific needs.

Thorsten Beck, the author of Financing Africa through the Financial Crisis, put forth the argument that, ‘In the industrialized countries of North America and Western Europe, financial innovation has acquired a bad connotation after the recent crisis, being associated with CDO, CDS and other three-letter abbreviations, which few understand.’ He continued, ‘ However, innovation is more than that and comprises numerous new products, new processes and new organizational forms. Innovation can be an enormously positive force, even in the financial system and especially in Africa. However, in order to reap the benefits of more innovation, a different regulatory approach is needed than currently present in most African countries.’

S. Kal Wajid, the Division Chief of Africa at the IMF, recognized the role of innovation and technology as key components in furthering financial sector development. At the same time he cautioned the attendees to carefully evaluate the risks and to not lost sight of the macro economic agenda. Thorsten agreed but expanded, ‘We can’t lose our focus on the macro economic agenda. At the same time we can look at innovative options for financial sector reform and to consider more activistic approaches.’ He highlighted one opportunity in which banks could share a common payments system that would reduce infrastructure costs, help expedite payments and thereby lower transaction costs. But again, what might serve as a ‘fast gain’ solution for one country could be less relevant for another.

Finding ways to better serve SMEs was also raised as a top priority. Gaiv Tata, the Director of Finance and Private Sector Development at the World Bank, highlighted the issue when he explained that 50% of SMEs in Malawi still rank access to finance as the leading challenge in their ability to realize potential. In Ivory Coast it’s 60% and in Benin the numbers approach 70% of SMEs that identify access to capital as a key constraint. Jason Wendle of Dalberg added, ‘the biggest challenge facing SMEs is collateral. Banks see the SME market as an attractive segment but still have difficulty assessing the risks.’ Leveraging technology, psychoanalytic testing and smart due diligence processes were offered as positive sector developments that combined could start to address this issue.

Still it was clear, Banks don’t necessarily appreciate the business of small scale entrepreneurs. Their products are limited and do not always offer the terms an entrepreneur requires to really grow their business. For example a big order that comes in and the business in need of a fast loan so they can scale production and service the contract. Difficult circumstances arise when the entrepreneur has to still wait months before the financing is organized on often unreasonable terms.

But there is much optimism. SMEs consistently show good returns and finding businesses that can generate a profit is really not the issue. The focus is instead on identifying smart and effective ways that better connect financial services with the entrepreneurs that can really put money to work. It’s connecting the dots that will see more SMEs creating jobs, paying taxes and building the sustainable businesses for the future.

Technology Entrepreneurs Champion a Digital Future for Ethiopia

The VC4Africa team just returned from an amazing trip to Ethiopia where we presented at the Making Finance Work in Africa conference, hosted a VC4Africa meetup and ran a workshop on business modeling at ICE Ethiopia, the country’s first real technology incubator. See a video on a similar trip we made recently to Cameroon and the work we did there with ActivSpaces. We also did video pitches with the entrepreneurs and many said it was the first time this was ever done in the country. Can you imagine that? The country is just incredibly inspiring. 85 million people and by 2050 the population could double. The market potential for mobile/web services is immense and waiting to be unlocked.

To some dismay, France Telecom runs the only telco. Ironic when you buy a simcard and receive the message, ‘welcome and thank you for choosing our service.’ The Seacom cable has been connected and prices have dropped 80% in the past three months, yet the real impact seems yet to come. Connecting with TEAMS could further increase access, but without a terrestial backbone in place access remains limited. Although only 400.000 people might have access to internet the enthusiasm for social networking is confirmed when 75% of these users can be found on Facebook. The country counts no more than maybe 20 bloggers although these numbers are sure to change fast.

Local techpreneurs know they want to be early and are looking at numerous ways to build services for the market. Advanced mobile services are not yet relevant given low smartphone penetration. Mobile banking and SMS information based services were the most talked about. Setting up locally is quite difficult and often entrepreneurs are connecting with Diaspora in the US. Often the businesses register in the US, get funding from the US and/or share in development. Also a VC network from Germany are looking at Ethiopia as a potential market to engage early and building on the significant German presence in Addis.

The barcamp starting today (after a party last night) will follow last year’s success. And where the first barcamp saw some 300 participants this year’s event will possibly see 700 people come together. There is clearly a growing enthusiasm for a digital future in Ethiopia.

Right management team makes the difference in African business

It is not easy finding good investments and almost every team, idea or business has a number of weaknesses that need to be carefully considered. No business is perfect. For example an entrepreneur might have a powerful idea but struggle to build traction for the concept. Or the entrepreneur is really far along in the business but lacks the management skills needed to carry the project through. Or maybe the idea is great but the team has decided on the wrong business model and they now risk losing incredible amounts of time and energy. There is always something that could be better from an investor perspective. Certain weaknesses can be compensated, but what are the ‘deal breakers’ so to speak? What are the essential qualities that have to be there no matter what the circumstances? What are the key elements that make a business plan worth reading and potentially viable for an investment?

This was the question for the third VC4Africa poll. What is the most important factor in assessing a potential business. Is it having the right management team, paying clients or a proven business model? Is the difference made in the professional presentation or clear market positioning and USPs? Granted all of these points, and others, are of great importance, but clearly a few stand out when compared to the rest. Respondents to the poll identified having the right management team as the single most important factor in determining whether or not to invest in a new business.


This point was followed by building on a proven business model and having ‘skin’ in the game as other essential factors. Investors also want to know the entrepreneur has identified a unique solution when compared to the market alternatives and rated having a good idea as another essential factor in their analysis. It is important to know the entrepreneur has identified a real need and offers a solution better than what’s currently available. At the same time, it is important to see a proven business model at work. Especially when targeting a new market or introducing a new solution. Finally, if the team is really serious about getting the business off the ground than the investor will want to see they have already made the commitment and invested whatever resources (time, energy, network and money) they have into the project. An entrepreneur investing their own resources shows they are convinced, committed financially and wont give up easily.

Ken Chanda from the University of Zambia says, ‘Yes those are some of the key factors to deal with when presenting an investment plan to your investors!’ Another respondent expanded, ‘I would not submit without having all of those points addressed. The project also needs to be dynamic and the business model should match the nature of the beast being presented.’ Offering some additional advice one respondent points out, ‘My biggest note of what is missing is the utter importance of 1st page presentation. People with $ don’t want to wade through heaps of paper unless their interest is piqued.’ Another respondent continues, ‘Well all of these points are key in building a successful business and unless the business has REAL potential NO investor will put their money in.’

Mainza Nama, a Marketing Executive at Zambia International Trade and Investment Center, closes, ‘As the investment market for Africa is still relatively small we do see there are an increasing number of people looking to invest in the continent. The above checklist is intended to help improve Africa’s image for investments and attract more legitimate investors to Africa. These qualities are key to a “realistic, risk-cognizant” approach to higher returns on investment.’

What do you feel are the key qualities that make a business plan ready for investment?

Here is an overview of the respondents and their location:

What can entrepreneurs do to secure venture finance for their African startup?

As reported by the World Bank, 43 per cent of sub-Saharan Africa’s population is between the ages of 0 and 14. This growing population is keen to secure economic opportunity and clearly there is a growing need to create jobs. Governments can’t do it alone & entrepreneurship is a key driver in this process. A recent Gallup poll reported that at least 1 in 5 African youth plan to start a business in the next 12 months. So what are the challenges we need to overcome if we are to further unlock this potential?

In our first poll the VC4A community of entrepreneurs identified ‘access to finance’ as the biggest challenge they face in building their businesses today. It is simply not easy securing the financial resources an entrepreneur needs to build a viable business. Micro credit is too small, banks are too risk averse and investors lean towards bigger deals & better returns. Yet African countries are consistently listed as some of the fastest growing economies in the world and research again and again shows the returns are to be made in African business. So what stops more investors from getting involved?

Interested in better understanding this question we turned to our investors and asked, ‘What is the biggest challenge that comes with investing in the African space?’ Is it quality exit opportunities, trust & corruption, the legislative environment, banking infrastructure, identifying valid business models, finding quality entrepreneurs or a simple lack of viable markets?

From the poll VC4A investors identified trust & corruption as the key challenge they face investing in African businesses. Members also highlighted fraudulent loan scams, overcoming the currency gap and generally a fear of the ‘unknown’ as additional hurdles that needed to be overcome. Respondents mentioned that generally there is still too little understanding of the local market conditions needed to make a good assessment of the business potential and that investors too often under-estimate good management in the investment process.

Schmooze FM expands, ‘In our experience a key gap is investment readiness of potential opportunities, we see a lot of start up projects requesting huge sums with little track record and an unproven concept. Entreprenuers must be willing to pilot their project, ideally on their own, before applying for funding. This proves the business model and provides for a much more comprehensive investment proposal.’ @Wkwamiof expands,’In my experience many entrepreneurs seeking funding underestimated good management, or quality of management as a critical component of investment readiness. The quality of management goes a long way to mitigate other risk factors mentioned in the survey and should be given more weight by entrepreneurs.’

These two points make clear that without a track record it really comes down to traction and a quality management team, two key factors entrepreneurs need to put into place if they want to increase their chances of securing investor support.

On VC4Africa.biz we now have 139 ventures online from 26 African countries. Each of these businesses is building the foundations for an exciting business. As a community we seek to track their progress (help establish their track record), increase their visibility (needed to build trust) and connect them with the knowledge, network and capital they need to grow successfully.

For some additional background on the subject see, ‘Challenges facing venture capital in Africa

Business Modeling @OxfamNovib @ButterflyWorks @SOMO @HIRDA @FairFoods

The Dutch Development sector is going through a rapid phase of development and in the coming five years many organizations will need to make a full shift to financial self-sustainability i.e. European economic pressures are forcing the government to close the faucet and cut back on foreign development programs. This rapidly changing political climate opens up new opportunities and to some extent forces a creative process where we have to think about development work in new ways. Central to this process is the identification, development and implementation of new and sustainable business models. Specifically, the organizational activities that on the one hand address a social or environmental problem/need yet at the same time generate an income needed to sustain these activities financially over time. This is not necessarily an easy process but is certainly a subject getting a lot of attention at the moment, and as recently highlighted at the SoCap Europe event.

Recently I had the chance to facilitate a workshop on Business Modeling with @OxfamNovib @ButterflyWorks @SOMO @HIRDA and @FairFoods. Together these organizations form the IMPACT Alliance, one of the leading development coalitions in the country. The session started with an open ‘brain dump’ that saw a rapid collection of ideas. More importantly we were looking for specific partnerships, resources or other assets that we could leverage in formulating new business propositions. Interestingly, many ideas spurred others to recognize new inputs that had been previously overlooked. The ideas or suggestions were categorized. Teams were then formed across organizations and disciplines for a break out session. Each group reviewed the ideas in their category and prioritized them given viability, synergy and resource constraints. The process saw each team select a central idea they then used to work through various business models and alternative scenarios.

At the end of the session the teams reported back with their findings. Each presented their main idea, the different scenarios they had worked out in detail, the key assumptions under each scenario and an outline as to the next steps that would need to be undertaken in executing the model. We also facilitated a Q&A with the rest of the team to further test and refine the ideas.

One of the concrete outcomes would be to link the output from these sessions with seed finance. This gives each team the chance to properly develop and test the idea with the hopes that they can prove their market worthiness. On this foundation it would be up to each team to carry their further execution.

Access to finance is the biggest challenge to entrepreneurs in Africa

This past week I conducted a poll with members on VC4Africa. Specifically, I wanted to know what the community feels prevents (more) entrepreneurship on the continent. Is it the entrepreneurs, tough business models, lack of exits, the government, corruption or a lack of capital?

Akinyele Aluko, one of the respondents writes from the University of Calabar in Nigeria,’The hardest is getting funds for a start-up, however, other attendant problems are lack of ideas because our R&D system is very poor so innovation is limited. Corruption is another serious problem as well as lack of sincerity by our government.’ Fred Oduke, from the Makerere University in Uganda, expands, ‘It’s hard to get investors ready to invest in new ideas or emerging businesses. As well, we have a very hostile business environment, where government, being the biggest buyer, is deeply tipped in corruption and only those connected can access government contracts. However, it is not all doom, as democracy takes root, opportunities beckon those investing in new ideas and especially pro-poor targeted enterprises; 90% of African are poor, yet they are consumers. Pro-poor business ideas are bound to pay most, especially where ICT is the driver.’

Putting more emphasis on the role of corruption and government, Fidel Buchi Anyi writes from Lagos, Nigeria, ‘Corruption is the greatest impediment to entrepreneurship in Africa! It is corruption that drives poor and inconsistent government policies, volatile political environment, sit-tight rulership, non-access to project financing, multiple taxation, etc. Remove corruption and the business environment will be cleared up to allow brilliant ideas to thrive. Fair competition and honest productive collaboration can only flourish in an environment where corruption is treated with disdain and trust can grow.’ Oliver Wassmann, from the Technische Universiteit Berlijn, shifts the focus again when he writes about the need for better education. He says, ‘The one and single most important issue in Africa is lack of education. And when I say lack of education, I mean lack of knowledge and lack of good values! Education drives the behaviour of human beings. How often did I meet really motivated people with brilliant ideas who miserably failed to live up to their promises? Pointing the finger to government and corruption from my point of view is too simplistic. Corruption flourishes all over the world, also in countries like the US and Germany, yet they are still prospering.’ Clearly all of these challenges play a role in putting together the right ecosystem businesses need to thrive. But which factor stands out heads above the rest?

Not surprisingly ‘Hard to access finance’ is ranked as the number one factor hindering entrepreneurs today. So why does the community cite this as the number one challenge? Is it because the entrepreneurs have bad ideas unworthy of investment? I don’t buy this as many of the ideas we see on VC4Africa are not only important they are actually essential – serving a basic life need in critical sectors like agriculture, health or housing. I wish I could say the business plans I read in other parts of the world were as relevant! So the ideas don’t seem to be part of the problem to me, even if we need different business models and some creative implementation needed to execute them successfully.

So what does ‘Hard to access capital’ actually mean? Is it hard to find money for businesses? Is this to say there is no/little money available or instead that there is money but for some reason it is hard to move? And in this case is it because the entrepreneur lacks the skills, network, model and circumstance needed to make an investment worthwhile or does the money get stuck because the broader political, economic and social context don’t make sense? The infrastructure doesn’t effectively facilitate investment or the money simply doesn’t see the market developments needed to offer viable exits down the road? Again, all of these pieces play a role.

That said, investment capital is seriously required by thousands if not millions of entrepreneurs building businesses across the continent. And I strongly believe there is always money for a good idea in a growing market. In furthering this discussion I reach out to the community again and ask the same question from a different perspective, ‘What is the hardest part about investing in Africa?’ Share your thoughts and help spread the word.

See some of the other comments made by respondents: