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COVID-19: A litmus test for SMEs performance and survival

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 By Najafi Auwalu Ibrahim

We are experiencing the highest rate of changes in history, leading to a lot of disruptions, envisions, chaos, and opportunities. Before the coming of notorious pandemic COVID-19, SME’s business failure is on the rise especially in developing countries like Nigeria.

This has skyrocketed the Nigerian unemployment rate from 5.5% in January 2015 to 23.1% in November 2019 with a projected rise to 33.5% in 2020.

And it is expected to double as a result of the COVID-19 pandemic. The current situation has become entrepreneurs’ judgment day, when many debatable issues will be sorted, which might give rise to new ones. Previously, most people see entrepreneurship as “having excess money”, “a chance”, “about connection”, “just being born by nature” or “character”. But, we are today faced with a problem in which none of the above can save any business, hence, threatening many jobs, business survival, and even the economy of various countries around the world.

It is my submission that the entrepreneurial journey requires more than what has been listed above; character inclusive. Don’t get me wrong, entrepreneurship requires wherewithal such as equipment, finance, and passion to achieve success.  

But success in today’s entrepreneurial journey requires discipline and perseverance. Success is not a person, it’s an event”. These events are made up of very small stones developed and put together strategically over a period of time.

 We might not be responsible for the effect of COVID-19 on us and our businesses, but we will be responsible for failing to get back stronger and better. The choice is ours.

As we face COVID-19 and its effects on businesses and jobs, it’s an opportunity for “acclaimed entrepreneurs” to know where they stand. According to Michael Gerber “we have entrepreneurs, we have managers and we have technicians“. The entrepreneurs will from this trivial condition identify an opportunity and capitalize on it to remain relevant, ensure survival and sustainability. This is one of the major difference between entrepreneurs and others i.e. their tenacity and the absence of fixed success ideology. The entrepreneurs will not give up despite being faced by one of the adversity of the 21 century, but rather will persevere to redefine and reshape the purpose of their business to ensure its survival and growth.

What does this means?

It means we all, either as individuals or businesses would be affected by COVID-19, but that should not be an end to our life, hopes and dreams.

We all need to think outside the box or even draw a new box to survive this trying moment. It’s possible, though not easy, hence, the need to fight valiantly to become victorious.

How can we do it?

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Let me start by quoting George Bernard Shaw who says “The reasonable man adapts himself to the world; the unreasonable one persists to adapt the world to himself. Therefore all progress depends on the unreasonable man.” For us and our business to survive post-COVID-19 we need to do the unreasonable, change our strategy, make difficult decisions, and also push ourselves. Normally, entrepreneurs are known to be proactive, flexible and self- educative among others. The current pandemic requests for more to survive and grow, hence, the following are some of the major to-do list needed by individuals and businesses in this trying moment:

i.

We need to be aggressive with our plans: It’s ok to look foolish in the short term for us to win in the long term, hence changing our plans might result in short booing but will lead to cheering in the long run. COVID-19 has created a lot of chaos, and other new things which can be fun, except for people who are afraid of change. Let’s remember that it takes guts to make change, which defines how progressive we are.  The fact is, most of our decisions might not be felt by our team, because they may look delicate as compared to when things were normal. At this junction, we all have to temporarily feel the insanity that comes with the situation, but most importantly we should carry our people along in taking any decision. That is, the decision making process should be collaborative and inclusive.

ii. Differentiate between controllable and uncontrollable factors: What we do always have consequences (intended and unintended), the decisions we make and actions we take all have weight. However, certain factors such as government policies, COVID-19 virus cannot be controlled, but our plans and decisions can. So, knowing the difference will give us the chance to consolidate and position our business solidly for the future.

iii. Spend the money for the right reasons i.e. drastically reduce cost: We need to cut bait on our losses, we all know them, the ones we have been defending hoping they will come around but secretly we know they never will. This is differentiating between having and must have, doing this will give room for new ideas that win, for success to present themselves. More so money should be spent to either survive or to grow as to actualize new opportunities.

iiii. Create certainty for yourself, the business and the customers: We should be beacon of hope to ourselves and also extending same to our business and customers. These include showing them that we really know how a business should be run based on our actions and inactions. The whole point is to keep them happy as well as assure them that the future will be bright. This requires more discipline, work ethics and the likes to ensure we create certainty at least within our business, industry and the community.

v. We should look deep into our existing customers: We need to carefully and deeply watch, listen, and respond to our customer’s needs now, more than before. This will give them the assurance that we are still capable of adding value to them. Many will start looking for new customers, but the real entrepreneurs will focus more on their existing customers, making more contacts to know how their preferences, income, and needs have changed and assured them of our readiness to serve them well. In essence, now is the time for consolidation and positioning for the future. Hence, our focus should find out how we can help our customers and make them feel that we are on their side. This will make the customers happy and more confident in us.

vi. Avoid putting more cash when it’s clear the business is sinking: though we need to withstand the pressure and tolerate a lot of risks when the shot is going against us, still we should never hold on to a loser. The moment it doesn’t feel right, you let it go and get away from it. Many will ask what happens to the notion that “entrepreneurs don’t quit”, to me is not quitting but jumping out of a ship, the moment it is actually going to sink. This gives you the opportunity to start a new challenge.

In conclusion, though the situation and the market are delicate, we need to be deliberate in our actions. So lets us all get out there to do what needs to be done. We all need to be game-changers in our lives and businesses to survive post-COVID-19.

Najafi Auwalu Ibrahim, PhD teaches Entrepreneurship and Venture Creation in the Department of Bus. Admin,
Bayero University, Kano.
najafauwal@gmail.com

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Business

KEDCO Sees Improvement in Financial Performance Following Power Restoration, Appeals for Prompt Payment

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Kano Electricity Distribution Plc. (KEDCO) has reported steady improvements in financial and business performance following the restoration of power supply after a significant blackout during the September-October 2024 billing and collection cycle. This was disclosed in a press statement signed by Sani Bala Sani, Head of Corporate Communication at KEDCO.

According to Sani, the blackout had severely impacted KEDCO and three other distribution companies in the North East and North West regions, with KEDCO being the worst hit. “Recall that KEDCO, alongside three other distribution companies in the North East and North West had significant disruption to power supply in October, with KEDCO being the worst hit,” he stated.

The operations at KEDCO were initially affected on October 13th, 2024, with only 40% of their grid allocation being supplied after the Shiroro-Kaduna 330kV line incident. This situation was exacerbated by a total blackout on October 20th, 2024, during the peak of the revenue collection cycle. “Although the power supply was partially restored to a 40% level on 30th October, we were only availed with up to around 85% supply levels on November 14th and are anxiously awaiting the completion of the Shiroro-Kaduna repairs,” Sani explained.

The blackout resulted in KEDCO’s worst market performance of the year, posing significant financial and economic challenges for both KEDCO and its customers. “Having zero grid supply posed significant financial and economic challenges for KEDCO and its customers, with many customers resorting to costly backup sources or shutting down operations,” Sani noted.

Despite the challenges, KEDCO has seen improvements in power supply, which now stands at around 85%, leading to significant collections from last month’s arrears. Sani urged customers to cooperate by paying their current bills and outstanding arrears promptly to ensure business sustainability. “Thankfully, with the current power supply at around 85%, we have recorded significant collections from last month’s arrears and are appealing to our customers to continue to cooperate with us on prompt settlement of their current bills and arrears, for business sustainability,” he appealed.

Sani also commended the resilience of KEDCO’s customers and vowed to continue improving the performance in supplying safe and reliable electricity. “We commend the resilience of our customers and vow to continue to improve our performance in supplying them with safe and reliable electricity,” he said. He thanked the Honourable Minister of Power for his timely intervention and the Transmission Company of Nigeria (TCN) for their restoration efforts. “We equally acknowledge TCN’s restoration efforts and appreciate the Federal Government’s commitment to helping improve the redundancy and safety of the National Grid,” he added.

Looking ahead, KEDCO’s core investor and Board remain committed to driving investments and improving performance through embedded generation supply options via the Safe Grid and Utility 2.0 projects. “It remains our core investor and Board’s resolve to continue to drive investments and improved performance through embedded generation supply options in our network via the Safe Grid and Utility 2.0 projects,” Sani stated.

 
















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Lubricants and Nigeria’s economy

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By Cosmas Chukwunonso Nwobi

Every engine depends on oil, which serves as the heat transfer medium and lubricant for moving parts. It stops wears and damages from happening because the moving parts won’t be rubbing against one another.

The primary consumers of engine oil in Nigeria are those who own cars, generators, enterprises, tricycles, and motorcycles. Diesel and gasoline engines both utilize various grades of engine oil. Diesel engine oil is used to maintain heavy vehicles (diesel vehicles), small and large generators, as well as passenger vehicles (light vehicles). Petrol engine oil is used to maintain passenger vehicles (light vehicles).

The overall annual requirement for lubricating oils across the globe is projected to be 50 billion liters, or 60 percent automotive and 40percent industrial. However, industrial lubricants account for more than 70% of total global gross revenues and profit margins.

According to projections, Nigeria, with a gross domestic product of N150 billion in 2013 and more than N450.37 billion by the end of Q1 2021, is the third-largest user of lubricating oils in Africa, consuming 700 million liters of the substance per year (or 1 percent of the global demand).

The aggregate profit margins of the blending plants were N45 billion in 2013 and N120 billion in the first quarter of 2021. Their total assets are projected to be worth N20 billion. This indicates that domestic production of lubricating oils meets 75 percent of the country’s total demand, with imports from specialist marketing companies providing the remaining 25percent.

You might also be interested to know that, over the projected period (2021-2026), the market for lubricants in Nigeria is anticipated to develop at a compound annual growth rate (CAGR) of 1.54%, reaching 300,399.52 kilo tons by 2026. which demonstrates that the market for automotive lubricants in Nigeria is anticipated to grow to $683 million by 2023.

This demonstrates that the significance of engine oil cannot be overemphasized and that lubricant production would be a very profitable business endeavor that would considerably boost Nigeria’s economy.

However, this industry was adversely affected by Nigeria’s slowing economic growth. The 2016 recession brought on by the sharp decline in global oil prices was the root cause of the downturn. Oil prices started the year at $36.76 a barrel and reached a high of $54.06 for the year. The lack of foreign exchange had a serious negative impact on the ability of various lubricants manufacturing companies to conduct business and imposed severe costs on key sectors of the country, which further cascaded into all areas of the economy. Given that many players in the industry imported large volumes of base oil and other raw materials needed to blend lubricants at the time, this meant that the shortage of foreign exchange affected all sectors of the economy.

However, the investment landscape is currently changing and Nigeria’s lubricant industry, if properly managed, will surely triple it’s current position in a few years to come. This is due to large oil marketers taking advantage of the lubricants market’s deregulation and lack of significant government intervention.

I commend the effort of the Nigerian Government so far in reducing import charges for Lubricant Blending plants firmly advocate for the need of a driving and I strongly advocate that more can be done in this area since Nigeria’s lubricant business has great prospects for investors. Should we succeed, early investors will also benefit from pioneer status and a five-year tax break.

I firmly believe that better consumer education, cooperation with transportation companies, increased consumer knowledge, and the provision of higher-quality lubricants at lower prices would help Nigeria’s lubricant manufacturers expand and make more money.



















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Best choice Specialist Hospital Launches First Intensive Infant Phototherapy Machine In Kano

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_”A Beacon of Progress in Northern Nigeria!”_

In a groundbreaking move, Best Choice Hospital has taken a significant leap forward in pediatric care with the introduction of the Infant Phototherapy Unit, a groundbreaking technology designed to treat jaundice and prevent brain damage in newborns.

In a statement signed by Auwal Muhammad Lawal Group Managing Director of the Hospital noted that pioneering technology enables medical professionals to transfuse blood with unparalleled precision, safety significantly enhancing treatment outcomes for children.

…. Noted that the innovative machine boasts a remarkable 70% radiance output and features a standard phototherapeutic unit, eliminating the need for blood transfusions.

Auwal reiterated that introduction of this advanced state-of-art machine marks a significant milestone in Best Choice Hospital’s ongoing commitment to pediatric excellence.

With its advanced capabilities, the Infant Phototherapy Unit can effectively treat jaundice in a targeted manner, providing a beacon of hope for families.

“We understand the distress and hardship that comes with pediatric medical conditions”

“That’s why we’ve invested on this to ease the burden on families and provide children with the best possible chance at a healthy life”. Said Lawal

As the first of its kind in Northern Nigeria, this cutting-edge technology offers a comprehensive treatment solution for infants, covering the entire body with its optimal wavelength.

Dr. Abdulmalik Saminu, a leading medical expert expresses optimism that the development reinforces Best Choice Hospital’s position as a leader in pediatric care, providing families with renewed hope and confidence in the treatment of their loved ones.

Saminu further conveyed heartfelt gratitude to the hospital’s proprietor for his tireless efforts in making this life-changing technology available.

With the Infant Phototherapy Unit, families no longer need to travel abroad for medical treatment, as Best Choice Hospital now offers world-class care right in their own backyard.



















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