General News
Jovago Showcases Rewards of Online Hotel Booking- Zmyslowski

Marek Zmyslowski is the managing director of Jovago.com who left Poland for Nigeria, in 2013, to launch the platform, an online hotel booking service.
Before joining Africa Internet Holding, Zmyslowski, successfully co-founded and exited online ventures in Poland.
He is an internet geek, fashion enthusiast, and sports addict.
He is also a former snowboard instructor, holding a racing license. In this interview with peter ugwu, he explained the drive behind the concept and how it can benefit the Nigerian tourism space.
Jovago.com Entrance into Nigerian Market
We actually launched in August last year. Before that we had couple of months of preparations. I can gladly say that we are growing very fast because the market has the opportunity to develop now.
We started as an online traveling agency that secures online booking for Nigerian travelers. And we launched in Nigeria, we have been able to grow and launched Senegal, Kenya, and even in Pakistan.
That is where our hubs are. Presently, we have Jovago represented in sixteen sub-Saharan African. We focus on Sub-Saharan Africa, largely because the demonstration and experience we had in Pakistan with similar experience; for instance, Nigeria.
These countries share similar challenges and opportunities. Also, we want Jovago to be a strong African brand and help in developing Sub-Saharan Africa as destination for (business) tourism.
Steps Taken by Jovago to Promote Tourism
There are so many ways to promote tourism industry. We are focusing a particular area of our strength. What we can see in Sub-Saharan Africa, Nigeria in particular, though a huge number, but the number of hotels are growing by the day.
Just last year, in Nigeria, international hotel chains signed contracts to build more hotels in the country than in any country in the world. Suffice it to say that Nigeria has become the largest hospitality market in the world.
At the same time, there are many hotels operating in the country that have been focused on corporate travelling arrangement, but with growing competition they have started to lose customers.
They do not understand what is going on; therefore, they have to wake up, re-strategize and embrace individual customers, welcome customer service, additional services and work on new ways to find customers.
This is where Jovago comes in to place. Of course, we have growing interest among international travelers coming in and going out of Africa, coupled with the growing number of hotels. The problem is, it has not been easy for the customer to find the hotel.
So, we come into place. We built and inventory of hotels in Africa, verified and put them online. We have the descriptions and did the reviews and to whoever is looking for hotels online, we give him the inventory has can trust, because getting a befitting hotel at a choice location, sometimes gets complicated.
It is like having many companies in one place; many restaurants, nightclubs and the rooms. Then, the hotels have to think of getting customer’s attention.
So, it is hard for the hotel managers to keep up with technology. In the traveling industry technology has changed, in a tremendous way, how customers behave. Before now, people never believed they can buy flight ticket from the mobile phone. This is changing very rapidly and hotels are finding it difficult to cope; but we know the business and the online marketing. Thus, we provide the platform to reach out to customers, and that is one way to promote tourism.
Jovago’s Important Role in the Market
There are two major things that differentiate us from other national and international players. First, we have the biggest inventory of hotels in Africa. Just in Nigeria, we have more than 5,000 hotels and in Africa, we have over 20,000 others and 200,000 worldwide.
Secondly, we are different from any African traveling agency, because every hotel on our platform was physically verified by our staff.
Someone went there, met with the hotel manager, shake hands, discussed the corporation, signed a copy of the agreement, get to know the staff, saw the rooms, restaurants; made the pictures, and wrote the descriptions. So, this is the guarantee: whatever you see on the website is that you will feel physically when you actually lodge into the hotel.
Dealing With Dishonest Partners (Hotels)
If we discover that, probably, after our visitations, did the reviews and signs an agreement, the hotel management fails to retain the standard, we take actions. In extreme cases, such hotel gets deleted from the platform immediately.
But that could have happened, probably, just once since we launched. Every hotel gets reviews, which is important for them, because when you run a business, may be you are going bankrupt, the reason is: you do not know why.
Sometimes, you are getting more customers or losing them, you do not know why. Every time a customer visits the hotel we get a feedback such as the likes and dislikes over the services.
We pass the comments to the hotel; this is why the growing number of reviews is very important to the customer. It helps both the customer to make decisions and the hotel management to improve on their services.
Essentially, trust is an important aspect of any thing (business) that has to do with online. You wouldn’t make payments with your credit cards if there was no trust. The whole banking system in the whole world is based on trust. It is not easy to convince an African customer to pay online. Nevertheless, we cannot force our customers to shun it.
We can only keep promoting activities that will attract their focus and give them opportunity for trial. By the time they succeed, trust is being built.
There was a customer that booked a hotel (online) under Jovago, that was his first experience on anything that as to do with online transaction. He had positive experience and continued. That was very important for us. Aside the verification as a unique selling proposition of Jovago, our customer service is very strategic.
It may sound boring or unfounded, but it is true that in Nigeria, such as banks, in fact, big companies, customer service has not been given adequate attention. While it is improving, there are areas to be addressed.
You can compare what we do with international big players like Booking.com; everything is fully automated. Of course, the booking process is very simple. As the customer books online, our customer service starts, because we will keep in touch with both parties (the hotel & the customer).
We will make sure you remember about the booking a day or two to the very date; make sure you have a taxi, for example from the airport. We will also assist in you locating the hotel via a map. Then, while you are there, if you wouldn’t mind, we will send you an email.
Jovago/Lufthansa
As a way of expatiating on the programme; we are an online booking platform, providing cheap, fast and convenience and safety.
But in Nigeria, only about five percent of all the hotel rooms available are booked online. People still prefer to call or go through a travel agency or take the risk of going to a city, sit back in a taxi and tell the driver to get him somewhere, thinking there will be a free room.
That, to me, is very stressful. If you do not know there is an opportunity to book online, of course, you will not seize the opportunity.
We are doing a lot of offline activities in a way of brand awareness marketing processes, just to communicate to our customers there is a place called Jovago.com.
We do not know if the potential customer will need the hotel now or in a month time. But the time he needs a hotel, he will remember Jovago. Therefore, we came up with an idea to organize a competition in partnership with Lufthansa airlines, a big and reliable company too. We intend giving, for instance couples, romantic getaways, etc.
Bringing Remaining 95% Hotels In Nigeria Online
Yes, it is possible, just that it will take some time. The reason is that there are no short cuts. It requires a lot of offline marketing activities, direct contact with the customers. Meanwhile, we need to understand the habit of the potential customers.
So, we go to conferences, talk to people and help them book for the first time. It is a time consuming activity, but we have the opportunity to get their attention.
The first time experience is always good for them embrace the platform. This course is something most hotels didn’t plan for while they were setting up.
For instance, we are an online company but we do a lot of offline activities too. We have to visit the hotel, plan your logistics and we have to be proactive too.
Jovago Partnership with UNICEF
This is our approach; being in Africa and doing business in Africa entails Africa gives you so many opportunities. You hire people and eventually grow your business. We feel responsible to give back.
Of course, when you hire someone and pay him salary, it is like feeding the entire people in the home, but we feel that this is not enough.
We have seen cases where very ambitious people get trapped on the way because when they were born, probably, somebody or circumstances made it that he was not registered; he was not issued a birth certificate. Such problem can limit someone success.
So, we decided on this.
We cannot do change everyone, but we can make a difference in this area. If everyone does something differently, a lot of things will change.
As people book for hotels, they can add a token of about $5 to UNICEF. We will help to collect the money and send to UNICEF for distribution to countries for help increase the rate of issuance of birth certificate to which ever child is born.
Market Share in Nigeria
It is really hard to say because the competitors do not share their numbers with us. And we do not like to share it with them too, because we are at the early level and every company would want to protect itself.
However, I can boldly say that we have been seeing month-to-month growth in traffic; it is a two digit number.
But this can be sustainable if we will be focused on online marketing activities. The online is not all that big yet; we have to create market for ourselves. To be honest, I think when other players enter the market; it will boost the market too.
How? First, it makes you think. Every time you would want to improve on your services and the customers will feel better. It is like a race; when you run a lone, you may not run as when you have ten people around. Secondly, we are at the stage where the market is not rated. It is still the tip of the iceberg. There are a lot of offline activities, but we are building the market.
Promoting ePayment through Online Hotel Booking
We are actually partnering some card companies who are willing to offer discount to their cardholders who would want to use the e-payment channels to book for their hotels. We are in partnership with two international and two local payment operators.
We have an e-payment integrator on our website that meets international standards in terms of cyber security. Since we started, we have not recorded any case of fraud. We try to communicate the obvious advantages when you book online.
It is faster, simpler and very much comfortable. We build the trust by ensuring everything is secured. By paying online, you need not carry cash.
We make sure the hotel is paid and no one will harass you on arrival. Most importantly, you get discount for booking online. For a company like Jovago, when we deal with cash, we have to process it. This is one of the ultimate reasons the Nigerian financial sector is promoting cashless society; dealing with cash costs so much money.
General News
Why Nigeria’s Banks Still on Shaky Ground with Big Profits, Weak Capital

By Blaise Udunze
Despite the fragile 2024 economy grappling with inflation, currency volatility, and weak growth, Nigeria’s banking industry was widely portrayed as successful and strong amid triumphal headlines. The figures appeared to signal strength, resilience, and superior management as the Tier-1 banks such as Access Bank, Zenith Bank, GTBank, UBA, and First Bank of Nigeria, collectively reported profits approaching, and in some cases exceeding, N1 trillion. Surprisingly, a year later, these same banks touted as sound and solid are locked in a frenetic race to the capital markets, issuing rights offers and public placements back-to-back to meet the Central Bank of Nigeria’s N500 billion recapitalisation thresholds.

The contradiction is glaring. If Nigeria’s biggest banks are so profitable, why are they unable to internally fund their new capital requirements? Why have no fewer than 27 banks tapped the capital market in quick succession despite repeated assurances of balance-sheet robustness? And more fundamentally, what do these record profits actually say about the real health of the banking system?
The recapitalisation directive announced by the CBN in 2024 was ambitious by design. Banks with international licences were required to raise minimum capital to N500 billion by March 2026, while national and regional banks faced lower but still substantial thresholds ranging from N200 billion to N50 billion, respectively. Looking at the policy, it was sold as a modern reform meant to make banks stronger, more resilient in tough times, and better able to support major long-term economic development. In theory, strong banks should welcome such reforms. In practice, the scramble that followed has exposed uncomfortable truths about the structure of bank profitability in Nigeria.
At the heart of the inconsistency is a fundamental misunderstanding often encouraged by the banks themselves between profits and capital. Unknown to many, profitability, no matter how impressive, does not automatically translate into regulatory capital. Primarily, the CBN’s recapitalisation framework actually focuses on money paid in by shareholders when buying shares, fresh equity injected by investors over retained earnings or profits that exist mainly on paper.
This distinction matters because much of the profit surge recorded in 2024 and early 2025 was neither cash-generative nor sustainably repeatable. A significant portion of those headline banks’ profits reported actually came from foreign exchange revaluation gains following the sharp fall of the naira after exchange-rate unification. The industry witnessed that banks’ holding dollar-denominated assets their books showed bigger numbers as their balance sheets swell in naira terms, creating enormous paper profits without a corresponding improvement in underlying operational strength. These gains inflated income statements but did little to strengthen core capital, especially after the CBN barred banks from using FX revaluation gains for dividends or routine operations. In effect, banks looked richer without becoming stronger.
Beyond FX effects, Nigerian banks have increasingly relied on non-interest income fees, charges, and transaction levies to drive profitability. While this model is lucrative, it does not necessarily deepen financial intermediation or expand productive lending. High profits built on customer charges rather than loan growth offer limited support for long-term balance-sheet expansion. They also leave banks vulnerable when macroeconomic conditions shift, as is now happening.
Indeed, the recapitalisation exercise coincides with a turning point in the monetary cycle. The extraordinary conditions that supported bank earnings in 2024 and 2025 are beginning to unwind. Analysts now warn that Nigerian banks are approaching earnings reset, as net interest margins the backbone of traditional banking profitability, come under sustained pressure.
Renaissance Capital, in a January note, projects that major banks including Zenith, GTCO, Access Holdings, and UBA will struggle to deliver earnings growth in 2026 comparable to recent performance.
In a real sense, the CBN is expected to lower interest rates by 400 to 500 basis points because inflation is slowing down, and this means that banks will earn less on loans and government bonds, but they may not be able to quickly lower the interest they pay on deposits or other debts. The cash reserve requirements are still elevated, which does not earn interest; banks can’t easily increase or expand lending investments to make up for lower returns. The implications are significant. Net interest margin, the difference between what banks earn on loans and investments and what they pay on deposits, is poised to contract. Deposit competition is intensifying as lenders fight to shore up liquidity ahead of recapitalisation deadlines, pushing up funding costs. At the same time, yields on treasury bills and bonds, long a safe and lucrative haven for banks are expected to soften in a lower-rate environment. The result is a narrowing profit cushion just as banks are being asked to carry far larger equity bases.
Compounding this challenge is the fading of FX revaluation windfalls. With the naira relatively more stable in early 2026, the non-cash gains that once flattered bank earnings have largely evaporated. What remains is the less glamorous reality of core banking operations: credit risk management, cost efficiency, and genuine loan growth in a sluggish economy. In this new environment, maintaining headline profits will be far harder, even before accounting for the dilutive impact of recapitalisation.
That dilution is another underappreciated consequence of the capital rush. Massive share issuances mean that even if banks manage to sustain absolute profit levels, earnings per share and return on equity are likely to decline. Zenith, Access, UBA, and others are dramatically increasing their share counts. The same earnings pie is now being divided among many more shareholders, making individual returns leaner than during the pre-recapitalisation boom. For investors, the optics of strong profits may soon give way to the reality of weaker per-share performance.
Yet banks have pressed ahead, not only out of regulatory necessity but also strategic calculation.
During this period of recapitalization, investors are interested in the stock market with optimism, especially about bank shares, as banks are raising fresh capital, and this makes it easier to attract investments. This has become a season for the management teams to seize the moment to raise funds at relatively attractive valuations, strengthen ownership positions, and position themselves for post-recapitalisation dominance. In several cases, major shareholders and insiders have increased their stakes, as projected in the media, signalling confidence in long-term prospects even as near-term returns face pressure.
There is also a broader structural ambition at play. Well-capitalised banks can take on larger single obligor exposures, finance infrastructure projects, expand regionally, and compete more credibly with pan-African and global peers. From this perspective, recapitalisation is not merely about compliance but about reshaping the competitive hierarchy of Nigerian banking. What will be witnessed in the industry is that those who succeed will emerge larger, fewer, and more powerful. Those that fail will be forced into consolidation, retreat, or irrelevance.
For the wider economy, the outcome is ambiguous. Stronger banks with deeper capital buffers could improve systemic stability and enhance Nigeria’s ability to fund long-term development. The point is that while merging or consolidating banks may make them safer, it can also harm the market and the economy because it will reduce competition, let a few banks dominate, and encourage them to earn easy money from bonds and fees instead of funding real businesses. The truth be told, injecting more capital into the banks without complementary reforms in credit infrastructure, risk-sharing mechanisms, and fiscal discipline, isn’t enough as the aforementioned reforms are also needed.
The rush as exposed in this period, is that the moment Nigerian banks started raising new capital, the glaring reality behind their reported profits became clearer, that profits weren’t purely from good management, while the financial industry is not as sound and strong as its headline figures. The fact that trillion-naira profit banks must return repeatedly to shareholders for fresh capital is not a sign of excess strength, but of structural imbalance.
With the deadline for banks to raise new capital coming soon, by 31 March 2026, the focus has shifted from just raising N500 billion. N200 billion or N50 billion to think about the future shape and quality of Nigeria’s financial industry, or what it will actually look like afterward. Will recapitalisation mark a turning point toward deeper intermediation, lower dependence on speculative gains, and stronger support for economic growth? Or will it simply reset the numbers while leaving underlying incentives unchanged?
The answer will define the next chapter of Nigerian banking long after the capital market roadshows have ended and the profit headlines have faded.
Blaise, a journalist and PR professional, writes from Lagos and can be reached via: [email protected]
General News
WEBINAR: Techeconomy Business Series Hosts Experts from MTN, Interswitch, BusinessPlus, others this Wednesday

Techeconomy, Africa’s leading technology, business and digital economy publication, has announced an upcoming edition of its Techeconomy Business Series, a virtual webinar.

Techeconomy
This month’s edition focused on “Navigating a Career in Tech Sales”, is scheduled for Wednesday, January 28, 2026, from 5:00 PM to 6:00 PM (WAT)
Register here: https://shorturl.at/mMvLu),
It will bring together seasoned professionals from across Africa’s technology ecosystem to share practical insights, real-life experiences, and career guidance for individuals looking to build or transition into successful careers in tech sales.
“As Africa’s digital economy continues to expand, tech sales has emerged as a critical growth driver, bridging innovation, customer adoption, and revenue generation,” said Joan Aimuengheuwa, managing editor at Techeconomy.
“The session is designed to equip professionals, young talents, and business leaders with a clearer understanding of the skills, mindset, and career pathways required to succeed in this fast-evolving field”, she added.
The panel features accomplished industry experts including, divisional head, Growth Marketing (Enterprise), Interswitch Group; Ekundayo Ayeni, co-founder, BusinessPlus; Adepeju Ajayi, manager, Mobile Advertising, MTN Nigeria; and Bukayo Ewuoso, Business Growth Consultant.
The session will be hosted by Imoh Anselem, an IT Project Manager and Customer Success Specialist.
Participants will gain insights into: Ogechi Okwechime
· Breaking into tech sales and identifying entry opportunities
· Key skills and competencies employers look for
· Career growth strategies within Africa’s digital economy
· Lessons from real-world sales and growth experiences
Webinar Details:
Date: Wednesday, January 28, 2026 | Time: 5:00 PM – 6:00 PM (WAT) | Format: Virtual (Zoom)
Registration/Access Link: https://shorturl.at/mMvLu
Attendance is free, but registration is required.
“The Techeconomy Business Series is part of Techeconomy’s ongoing commitment to fostering informed conversations, capacity building, and talent development across Africa’s technology and business landscape”, the managing editor added.
TAGS: #TechSales, #Techeconomy, #Techeconomy, #TechSales, #CareerInTech, #DigitalEconomy, #BusinessSeries, #AfricaTech, #TBS #TecheconomyBusinessSeries
General News
Nigeria Treats Religious Violence as Attack on State – NSA Ribadu

National Security Adviser Nuhu Ribadu has said the federal government considers religious violence an attack on the Nigerian state, stressing that the protection of all citizens, regardless of faith, is non-negotiable.

According to presidential spokesperson Bayo Onanuga, Ribadu made the remarks in Abuja at the close of a US–Nigeria Joint Working Group session.
“Nigeria is a deeply plural society, and the protection of all citizens, Christians, Muslims, and those of other beliefs, is non-negotiable,” Ribadu said.
“Violence framed along religious lines is treated as an attack on the Nigerian state itself.”
In a follow-up post on X, Ribadu said the joint working group has recorded “tangible operational gains” in the fight against terrorism.
The working group was set up following Nigeria’s designation as a Country of Particular Concern (CPC) by US President Donald Trump, a label that often triggers policy actions aimed at ending severe violations of religious freedom.
At the meeting, Ribadu led Nigeria’s delegation, which included representatives from 10 ministries and agencies, while the US delegation, made up of eight federal agencies, was led by Allison Hooker, US under-secretary of state.
Ribadu said Nigeria-US security cooperation has moved from dialogue to action, resulting in the disruption of terrorist networks and transnational criminal groups. He also praised the US for supplying drones, helicopters, platforms, spare parts, and other support systems over the past five years.
Speaking at the session, Hooker said the US was committed to expanding its partnership with Nigeria, particularly on deterring violence against Christian communities.
“Today, we are here to discuss how we can work together to deter violence against Christian communities, prioritising counter-terrorism, insecurity, investigation of attacks, and holding perpetrators accountable,” she said.
She added that efforts would focus on reducing killings, forced displacement, and abductions of Christians, especially in Nigeria’s north-central states
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