Tuesday, 1 April 2014

A look at Africa’s bumpy roads and rails

The Democratic Republic of the Congo (DRC) is the second largest country in Africa. Fifty-four years after independence, the DRC has few roads connecting one end of the country to the other. In fact, the only way to travel between two distant points is by air and canoes. Many Congolese cannot afford air travel, and most feel as if their country is made up of different countries.
But imagine multi-lane tarred roads linking Kinshasa in western DRC to Goma in the east, or roads and railway lines from Cape Town in South Africa to Cairo in Egypt, and from Dakar, Senegal to Nairobi, Kenya. Just imagine the endless possibilities that would bring.
Improving road and rail systems in Africa will boost the transportation of goods and raw materials, facilitate transactions and negotiations, especially when face-to-face meetings are required, boost tourism and positively impact ordinary lives in diverse ways such as ensuring that people get to the hospital quickly during emergencies, for example. Countless other activities depend on reliable roads and rails.
Most of Africa’s railway lines and roads are in bad condition and need huge investments, according to the African Development Bank (AfDB). The proportion of paved roads on the continent today is five times less than those in developed countries, notes the Bank. As a result, transport costs alone are 63% higher in Africa than in developed countries, hampering its competitiveness in the international and local markets.
The AfDB further points out that transport costs represent between 30% and 50% of total export value in Africa. These costs are even higher in 16 landlocked countries, including ZimbabweSouth SudanMaliand Niger, and constitute up to three-quarters of their total export value.
Poor roads and railways also have a negative impact on intra-African trade, which is currently just 11% of total trade. Development experts believe this figure might have been higher with better roads and railway lines. Trade among Southeast Asia’s 10 countries, at 37%, is much higher than in Africa, for example.
Railway lines in most African countries were built during colonial times to connect mines and other natural resources to ports. In fact, most of the lines were constructed by mining companies. Even now, passenger services account for no more than 20% of rail traffic, says the AfDB. Over the years, passenger business has been shrinking steadily, viable only when road networks are inadequate or non-existent, it says. According to the bank, the costs of maintaining rail tracks and signalling systems, and the level of spending needed to reach passenger speeds, run into billions of dollars and, if not subsidised, passengers would be unable to afford to pay for operating costs alone.
Programme for infrastructure development
With Africa’s economy growing at 5% a year on average, African leaders worry that without a good road and rail network, such impressive economic growth may not translate into real socio-economic development for Africans. In order to turn the situation around, they established the Programme for Infrastructure Development in Africa (PIDA) in July 2010. An initiative of the AfDB, New Partnership for Africa’s Development (NEPAD) and the African Union, PIDA is an ambitious effort to boost African infrastructure, including rails and roads.
Ibrahim Mayaki, the CEO of NEPAD, says PIDA was designed to transform Africa and bridge its massiveinfrastructure gap. “At the moment,” he noted, “Africa is the least integrated continent in the world, with low levels of intra-regional economic exchange and the smallest share of global trade.”
One of PIDA’s remarkable projects is the construction of the 4,500km Algiers-Lagos highway. Also known as the Trans-Sahara highway, the project is already 85% finished and the remainder is expected to be completed this year, according to PIDA. Upon completion, the highway will create a corridor through the desert that will facilitate trade between North Africa and sub-Saharan Africa. This means countries such asNigeriaAlgeria and Niger will be able to conduct trade by road transport easily. Historically, the Sahara Desert has hindered trade between the two sub-regions.

Many other rail and road construction projects are underway across Africa. In Kenya, a US$25bn infrastructure development plan, including a road construction that links Kenya to South Sudan andEthiopia, was recently launched by the governments of the three countries. In addition, the AfDB is financing several roads projects in Central Africa.
State of rail transport
Today, only South Africa has a fairly good railway system, according to the World Bank. Before the Fifa World Cup in 2010, South Africa revamped its railway system, including the new underground commuter train between Pretoria and Johannesburg. Some mining companies in Africa also have dedicated railway lines for transporting their goods. For example, African Minerals, a company mining iron ore in Tonkolili Province in northern Sierra Leone, has invested up to $2bn in mining and rail infrastructure, according toAfrica Review, a Kenyan publication.
Most rail networks in Africa are as old as 100 years and have not been upgraded since they were first constructed in colonial days due to lack of funds. These networks cannot meet the demands of modern times, says the AfDB. “Most lines are low-speed, small-scale, undercapitalised networks carrying low axle loads.”
Big projects and China
China is throwing a lifeline for Africa’s railway infrastructure. Some 2,000 Chinese companies are in Africa and many of them are heavily involved in roads and rail construction, reports Der Spiegel, a German newspaper. A study by PricewaterhouseCoopers, a global finance company, says that China’s goal is to take advantage of the increasing growth of African markets. In the DRC, two Chinese construction companies and a copper company, all state-owned, have signed a $9bn contract for the construction of a rail and road network, which is more than the DRC’s entire national budget.
Rail infrastructure in Angola, one of China’s top oil suppliers, is rapidly expanding as part of an ‘infrastructure-for-oil’ trade agreement between the two countries. Kenya recently signed a $5bn deal with China to construct a 952km rail link from the city port of Mombasa to Malaba, a town near its border withUganda. This is expected to be extended to Rwanda, Uganda and Tanzania by 2018. And that is not all. In September 2012, China Railway Construction (CRC) signed a $1.5bn contract to rehabilitate a railway system in Nigeria. The CRC has ongoing projects in Djibouti, Ethiopia and Nigeria worth about $1.5bn in total.
China South Locomotive and Rolling Stock Corporation, a major train manufacturer in China, is bringing $400m worth of locomotives to South Africa. And China’s Export-Import Bank is financing the Mombasa-Nairobi railroad line with $4bn, while the Addis Ababa-Djibouti line is being rehabilitated at a cost of $3bn.
Investing in infrastructure
Raising enough finance for infrastructure development is one of the key challenges facing Africa’s expanding economies. Although most state-owned railroads have been privatised in recent times, and many conceded to programmes funded by international financial institutions, leading to increased traffic volumes, only a few railway systems are able to generate sufficient revenues to fund significant track maintenance. The AfDB recently announced plans to launch a pan-African infrastructure bond totalling about $22bn. Part of this money will be ploughed into rail and roads projects, most of them in East and Central Africa.
There have been suggestions that governments and the private sector could develop infrastructure in partnership. Examples of successful public-private partnerships are the Citadel Capital of Egypt, the largest investment company in Africa and the Transcentury of Kenya, a company that is involved in infrastructure projects. These efforts are supported by African banks, which are coming up with innovative products, such as syndicated loans, that provide the necessary financial support. The banks are also bringing on board development finance institutions such as the German Investment Corporation, Netherlands Development Finance Company, Industrial Development Corporation of South Africa, as well as transnational finance institutions such as European Investment Bank, the International Finance Corporation and the AfDB.
Ongoing rail and road projects will help accelerate Africa’s industrialisation efforts, says Mayaki. Experts add that there has to be a transfer of knowledge to local managers, local experts and local workers. This means that when the expatriates leave, locals can continue to maintain the infrastructure. The urgent task now is to commit more resources to improving Africa’s rail and roads networks. Without good roads and railways, industrialisation is impossible.

From How We Made it in Africa

Want to Succeed at a Startup? Focus on These 5 Qualities.

Working at a startup isn't all ping-pong tables and free food. Though table tennis skills may help you stand out in the crowd (especially at Hukkster HQ), there are certain key qualities that will set you up for success in the startup world regardless of your level of experience or area of interest. Here are five key qualities for success at a startup. These tips will help you not just land the job, but become a driver of your company’s success.
1. Passion for the product. Do your homework. The founders are looking to hire people who are passionate about helping them build their vision into a reality. So you should come to an interview prepared with questions and feedback that really shows you have engaged with the product. Founders want to know that every applicant is genuinely interested in the product and the company.
For example, Hukkster is a platform that allows shoppers to track the specific products they're interested in and find out the moment those products go on sale -- so naturally every applicant is expected to have used the tool themselves (who doesn't like getting great deals anyway?).
2. Roll-up-your-sleeves mentality. Are you comfortable juggling five giant boxes on the subway during rush hour in the middle of winter? Maybe not, but no job is too small at a startup. Since you’ll be working with a small team and always tackling new challenges as they arise, the phrase “that’s not my job,” should never be in your lexicon. 
Come to the interview prepared to provide examples of past activities or work experiences in which you rolled up your sleeves to dig a little deeper into an issue or took on a task that wasn't prescribed.
"If someone expects everything handed to them, they might be better off at a larger company with more infrastructure," says Kathryn Minshew, founder and CEO of career-discovery platformThe Muse. "Smaller businesses need people who will do whatever it takes to make the company successful. And yes, sometimes at 15-person companies, that means the CEO and the social media manager both take turns emptying the kitchen trash."
3. Good ideas are good. Developed ideas are game changing. Got a great idea? Don’t just share it, show it. While you may be bursting at the seams with great ideas, execution and follow-through are key traits to success in the startup world. When you discuss your past achievements, be sure to highlight the times when you implemented changes or took on and oversaw new initiatives. These strong examples will show you have what it takes to be successful.
At a startup, it is much more valuable to identify your top three ideas and work through a fully-baked plan of attack before sharing it with your team, rather than rattling off half-a-dozen suggestions that aren’t well thought-out.  It’s much easier to gain buy-in when you've answered all the potential questions upfront and already laid out a roadmap outlining timeline and return on investment.  
4. Be proactive, not reactive. No matter how young or inexperienced you might be, the best part of working at a startup is that everyone has the potential to contribute in a big way. Demonstrate that you are always thinking ahead and uncovering opportunities to help move the business forward -- even if it's as simple as cleaning up a process or report, offering to help out a colleague when your day's tasks are complete or spending your spare time coming up with innovative ideas and strategizing how they can best be implemented.
5. Be a strategist, not a bystander. When building a concept from scratch, processes and objectives constantly evolve, so look at everything with a critical eye. Unlike your corporate counterparts, your mission is to unlock issues and identify opportunities for change and improvement. Even if you're the most junior hire at the table and don't feel comfortable challenging the status quo, look for informal opportunities to share insights with your team.
At Hukkster, we have team lunches on Fridays and try to celebrate our collective success at team events such rock climbing or happy hour. While such events make working at a startup really fun, they are also good opportunities to ask questions. New hires can provide a critical set of fresh eyes. Demonstrating your ability to think critically and ask smart questions will make you a valued member of the team.
From Entrepreneur

Answer These 3 Questions Before Jumping Into Entrepreneurship

Everyone has at least once in their life had a million-dollar idea. The tricky part is deciding if this idea actually has legs and could be a viable business.
As a small-business owner for a decade, I’ve identified three crucial questions to ask yourself to help decide whether or not the concept is worth pursuing.
These questions can help scope what I like to call The Success Triangle,” an approach to help budding entrepreneurs decide whether to pull the trigger on that small business idea.
1. Concept: Is it a good idea? Let’s start with the obvious.  Not every idea is a good one and just because your mom thinks it’s great doesn’t mean it is.  Too many of us suffer from the “if we build it, they will come” mentality which can be equally tempting and dangerous.  Just because you are obsessed with your dogs and think the world is clamoring for the introduction of canine teeth whitening pens doesn’t mean it will be a hit.  It’s easy for something to seem like a great idea initially but several key questions should be asked to help determine whether the idea is truly solid:
  • Is there a need?  How significant is the need?
  • How much competition currently exists in this space?
  • How large is your potential customer base?
  • Do you have a unique ability to provide this product/service?
  • Do you have experience/passion in this area?
  • Are there trends in the marketplace/industry that might make my produce/service more or less attractive going forward?
2. Execution: How Well Can You Execute the Concept? While it’s great to have a solid business idea, it’s quite another thing to execute it well.  Your idea about selling doggie teeth whitening might be a viable concept that the marketplace needs, but how well can you execute it?  How do you manufacture the product?  How well does it work?  How easily is it applied?  How do you market and deliver the product?  These questions and others are critical issues to consider when contemplating how well your business idea scores on execution:
  • How will you provide great customer service?
  • What is the quality level of your product/service?
  • How efficiently can you produce your product/service?
  • What is your time to market?
  • How is your product/service produced?  Fulfilled?
  • How easy/difficult is it to market the product?
3. Profitability: Is Your Business Model Profitable? Unless you’re starting a nonprofit, most entrepreneurs are hoping to be profitable. (If you’re not managing your profit levels, you won’t be around very long most likely.)  As part of this analysis, it’s important to evaluate your overall business model.  For your dog whitening product, you should consider your pricing structure?  Are you selling whitening pens individually or in bulk?  Are you only selling pens or also providing a whitening service?  Where will you sell: online, through vets and spas or at retailers?  Consider these questions to help evaluate your business model and profit potential:
  • What is your cost structure?  What are your expenses?
  • How much does it “cost” to gain a client? 
  • What is the anticipated demand (quantified)?
  • How will you sell? Online, brick and mortar, using party concept, through resellers?
  • Are you focused on B2B or B2C selling?
  • Are you selling to individuals or groups? Bulk or individual products?
  • Are you using a franchise model?
  • Are you selling products, services or both?
These questions aren’t a substitute for developing a thorough business plan, but they act as a simple guide to help the budding entrepreneur begin that critical vetting process. 

From Entrepreneur

The Wild and Crazy Career Paths of 5 Self-Made Billionaires (Infographic)

Virgin Empire founder Richard Branson’s first job was selling Christmas trees. NBA Dallas Mavericks owner Mark Cuban’s first job was selling garbage bags. Las Vegas Sands Corporation CEO Sheldon Adelson’s first job was selling newspapers. Groupon co-founder Eric Lefkofsky’s first job was selling carpets. And Elon Musk, the founder of Telsa Motors and PayPal, started his working life writing video games.
From their humble beginnings, all of these self-made billionaires have changed course scores of times. The infographic below, generated by San Francisco-based startup organization Funders and Founders, shows just how many different businesses these legendary entrepreneurs launched.
Funders and Founders also analyzed all 1,426 billionaires in the world. From there, the company segmented out the 960 that are self made and determined that 830 of them earned their wealth from more than one business.

From Entrepreneur

Why Mark Zuckerberg's $1 Salary Means Nothing

Last year, Mark Zuckerberg joined the most prestigious club of all. Current and former members include Apple's late Steve Jobs, Google's Larry Page and Sergey Brin, Tesla's Elon Musk and NYC's departed mayor Michael Bloomberg.
That's right – according to regulatory filings released yesterday, Zuckerberg is now a dollar-a-year man, receiving a salary of $1 for 2013. While he did not participate in the bonus plan, he received $653,164 for "other compensation," most of which went to cover bills for travel via private chartered jets.
Of course, other than a sign of prestige (the equivalent, say, of having your name recognized by Microsoft Word) Zuckerberg's new salary means nothing. He may have "requested that his base salary be reduced to $1 per year for 2013", but he also took home nearly $3.3 billion by exercising stock options. 
In 2012, Zuckerberg's was paid a salary of $503,205 received $266,101 in bonuses plus an addition $1.22 million in "other compensation" for a total compensation of $1.99 million. Again though, that figure is irrelevant. Zuckerberg's real income from 2012 – the year Facebook went public -- was the $2.3 billion he made from stock options.
From Entreprenuer

The Habits of the World's Smartest People (Infographic)

There is no one picture of intelligence, but many people with high IQs do tend to share some of the same habits -- both good and bad. For example, according to research complied by Online-PHD-Programs.org, while those with high IQs tend to set goals and read avidly, they are also more likely to drink more heavily and suffer from anxiety.
For more on the habits of smart people, including a look at the IQs of icons such as Albert Einstein and Bill Gates, check out the infographic below.

From Entrepreneur

6 Secret Weapons of Shy Entrepreneurs

There’s a misconception that all entrepreneurs are extroverts — boisterous or bubbly personalities who are always the life of the party. But they’re not. And even those who are extroverted can be shy.
There is a distinction. Introverts feel rejuvenated after they take time to be alone. They often enjoy quiet activities like reading their favorite book or spending time with a close friend. On the other hand, extroverts like to spend their free time amongst people, but shy ones are less likely to open up to a new acquaintance right away.
Shyness doesn’t have to be debilitating nor does it disqualify you from becoming successful. In fact, shy entrepreneurs have one big advantage over their extroverted counterparts: they almost never overtalk or overshare. Effective listening is the most important skill any entrepreneur could have and it’s a talent that comes very naturally to individuals who are shy.
If you consider yourself a shy entrepreneur, here are some ways you can cultivate your strengths.
1. Show, don’t tell. If you’re naturally shy, you most likely don’t enjoy public speaking, even on a small scale in a boardroom. Don’t risk embarrassment by trying (and most likely failing) to pitch an executive off-the-cuff. Instead, when you pitch a client, show them what you can do for their business. Create a presentation that speaks for itself and doesn’t rely so heavily on your ability to make the perfect pitch.
2. Prepare, prepare, prepare. Write and practice your elevator pitch before you ever need it. You never know who’ll run into on the way to lunch or as you wait in line for coffee. If you get the opportunity to introduce yourself to a potential client or investor, simply deliver your speech as if you’re speaking to a friend. You’ll come off more natural the next time you need to introduce yourself and your company to a group.   
3. Hire your employees wisely. You are your own best business card, but it doesn’t hurt to have a strong sales team to back you up. Especially for positions in marketing and sales, hire people whose strengths are your weaknesses. Make sure the people you hire share your vision but embody skills you lack.
4. Use technology to your advantage. If you’re extremely shy, try having a meeting with your your clients via technology. You may be more relaxed and find it easier to communicate through IM, Google Hangout and Skype. You’ll be more comfortable if you plan to follow-up with a face-to-face interaction.
5. Show genuine passion. Real passion, the kind that makes your eyes light up and drives you to keep working, is contagious. Your passion for your business and your customers will set you apart and make others notice you. Skip the small talk about the weather and share your passion with others. Share with your clients and customers how and why you started your business and what you love about it.
6. Push outside your comfort zone. It’s not always about who you know, but who knows you. Even if the thought of attending networking events makes you feel uneasy, attend them anyway. Make a goal to attend one or two every month. Introduce yourself to at least one new person at each event. You may be surprised at the number of doors you’re able to open simply by being at the right place at the right time.

From Entrepreneur