Connect with us

E-Business

The Four Models of Competitive Strategy

Published

on

Austin Okere, Founder of CWG Plc
Kindly share this post

Austin Okere is a known voice in the Nigerian IT industry. In this piece on his LinkedIn page, the Founder of CWG Plc, shares ‘The Four Models of Competitive Strategy’.

About a week ago I had a poser on my social media that drew numerous contending views. It was regarding positioning with the lowest price as the main competitive differentiator, suggesting that it was a race to zero.

I promised to follow up with a full article on competitive strategy to address the questions raised. This is in fulfilment of that promise.

I see four clear and distinct models for competitive strategy as follows:

Technology Leadership
This strategy is mostly adopted by companies who have captured a major leadership advantage on the innovation curve. The leadership position they hold in their niche market is very significant, to the extent that competitors’ chance of replicating or catching up is very distant.
Companies such as Apple, Alphabet, Alibaba, Ant Financial, Jumia across Africa, Space X, Solar City and Tesla among others.
They typically charge a premium for their products and services, enabling them to spend more on further research and investing in the best skills, thereby reinforcing their technology leadership and sustaining their success cycle.

Service Excellence
This strategy is mostly adopted by companies who are not necessarily technology leaders but use their superior delivery and customer support ability as a means of winning customer patronage and sustaining loyalty.
Companies such as REI who will replace your boots even after three years after purchase, Amazon with their top-notch delivery and support service coupled with a wealth of products at competitive prices, Nordstrom with their lax return policy and short check-out lines, Apple with their user friendly devices and seamless in-store customer journey with the help of ‘geniuses’, and where check-out lines literally do not exist.
GTBank in Nigeria making retail banking very easy for customers through their GT World online and mobile Application.

Customer Intimacy
This strategy is mostly used by companies who make you feel like a ‘part of the family’. They cultivate a familiarity with their clientele and tend to be on first name basis with them. They tend to know when your first child has gone away to college, and when there is a new addition to the family.
They typically will be the neighbourhood corner shop. They have provided products and services to your parents and grandparents.
They tend to do grocery shopping and delivery to busy working mothers. Larger companies who use this strategy tend to have long retainer-ships with their customers, which are rarely put out for re-bids. They know and understand their customers and bear their idiosyncrasies, while the customers reciprocate with loyalty

Price Leadership
This strategy is mostly adopted by companies who have had a long early lead on a product development and launch, and have ‘deeply milked’ the gains of their investments. They then use low prices to deter competition from entering the market.
An example would be Coca-Cola. Other companies that may use this strategy are the ones who have copied the intellectual property of more advanced competitors and have not incurred the cost and pain of research.
Having inadvertently benefitted from a product development cost bonanza, are happy to price it relatively low to attract patronage.
More often than not, these copy products are of inferior quality to the original, making the very low prices possible. Companies in this category tend to be in developing markets such as China where the rule of law is not as mature as the developed world.

China and the Lesson of Cost
To be said for China, they have used this strategy to great advantage, and are beginning to develop the local intellectual property as well.
Other companies that may use low prices to attract patronage are the ones who have committed significant investment to establish elaborate infrastructure, such as telecom companies with their network infrastructure.
The infrastructure being considered sunk costs, services running on them such as data and voice are priced with very low and sometimes negative margins because any additional revenue is considered contribution margin.
They will rather take the customer at any cost rather than allow their competitor to benefit from a lost sale.
My company CWG Plc, is working with some of the telecom companies to a have an underlining valuable service such as a mobile based Accounting/Inventory system to customer segments such as SMEs to reduce churn and induce loyalty rather than just dropping prices to less than the competition.
In this regard, Safaricom in Kenya have used the MPESA mobile banking Application to great effect.

Putting All Together
While I do not begrudge any company their dominant competitive strategy, I do have deep reservations about using cheaper pricing as the sole competitive strategy.
The reason for that is not far-fetched; it does not encourage research to improve the product nor additional investment to improve service and scale.
It very quickly degenerates into a rat race because there is always ‘cheaper than cheap’. Ultimately the winner of a rat race is still a rat.

Austin Okere is the Founder of CWG Plc & Entrepreneur in Residence at CBS, New York. Austin also serves on the World Economic Forum Global Agenda Council on Innovation and Intrapreneurship and on the Advisory Board of the Global Business School Network based in Washington DC.

 

 


Kindly share this post

Nigeria CommunicationsWeek believes that technology makes life more exciting and helps improve the lives of people around Nigeria and indeed the world. So since 2007, we have devoted our energy to independent reportage of technology and how they affect lives.

Continue Reading
Advertisement
Comments

E-Business

PwC Reveals AI Scaling Gap Slows Africa’s Digital Transformation

Published

on

Kindly share this post

African CEOs continue to trail their global counterparts in deploying artificial intelligence (AI) across business functions, as they remain stuck in experimental AI phases, finding it difficult to scale initiatives into enterprise-wide deployments.

This is one of the key findings of PwC’s 29th Global CEO Survey: Africa perspective. It found that more than 150 CEOs in Africa who participated in the survey demonstrate strong operational resilience and reinvention as they navigate currency fluctuations, political uncertainty, infrastructure constraints and supply chain disruptions.

It highlights a slower pace of digital transformation that could limit long-term competitiveness in Africa. While awareness and early adoption of AI are growing, enterprise-wide deployment remains limited, according to the survey.

The survey was conducted from 30 September to 10 November 2025 and surveyed 4 454 CEOs across 95 countries, including Africa.

Skills shortages, fragmented data governance, underdeveloped cloud infrastructure and risk-averse investment strategies are preventing African organisations from moving beyond pilot projects into full-scale AI-driven transformation, it finds.

“AI adoption in Africa is real, but scaling it across the enterprise remains a challenge,” says Christiaan Nel, AI Africa leader at PwC South Africa. “Caution must be balanced with urgency − those investing modestly today risk falling behind competitors scaling rapidly.”

 Finding their way

Despite these challenges, African CEOs demonstrate strong operational resilience. The survey shows that 81% are optimistic about improving economic conditions, well above the global average of 65%, while 47% are confident about revenue growth over the next year.

The survey underscores that AI adoption highlights a broader reinvention gap. Only 41% of CEOs have clear AI roadmaps, and 37% formalised responsible AI processes. Skills availability remains a major barrier, with just 37% confident in sourcing and retaining talent for AI initiatives.

PwC research shows that when AI is implemented effectively, African companies experience tangible benefits: 56% report increased employee productivity, 53% gain executive time, 23% see revenue growth, and 25% achieve cost reductions. This confirms that AI can drive efficiency and transformation, but only if infrastructure, governance and investment keep pace, notes the study.

Vikas Sharma, Africa cyber leader at PwC Mauritius, explains: “The challenge is structural. Fragmented cloud environments, unclear data governance and underdeveloped cyber security make scaling AI difficult. Without these foundations, AI initiatives remain tactical rather than transformational.”

Beyond AI, CEOs are using technology to reinvent products, reach new customers and modernise operations. PwC highlights that cloud, analytics and digital frameworks are essential enablers for enterprise-wide AI, helping leaders move from experimentation to transformation.

Importantly, African organisations are using technology to augment rather than replace employees, maintaining workforce stability while improving productivity, it states.

Ambition versus execution

Although 55% of African CEOs consider innovation critical to strategy, only 13% are willing to take high risks in innovation projects.

Underlying capabilities reveal the challenge: just 16% operate dedicated innovation centres, 25% have processes to stop underperforming research and development, and 29% rapidly test ideas with customers.

Lullu Krugel, chief economist and ESG leader at PwC South Africa, adds: “The leaders who build enduring businesses protect their core while creating the future. Operational strength alone is not enough; transformation must be bolder.”

Investment restraint is evident: 59% of respondents report little to no change in IT spending, and only 8% are willing to make large investments despite geopolitical uncertainty. Confidence in acquisitions is lower than the global average, with 40% planning growth through acquisition, compared to 46% globally.

Yet diversification offers a competitive-edge. Nearly half of African CEOs have entered new sectors through services and product offerings in the past five years, generating 24% of revenue from these ventures. Technology leads planned expansion efforts at 17%, followed by real estate, retail and transport/logistics.

PwC concludes that Africa’s CEOs have the ambition and resilience but must move from operational excellence to strategic reinvention. This requires embracing risk as a catalyst for transformation, strengthening digital infrastructure, investing in change leadership and aligning AI adoption with enterprise-wide strategy.

Hannelie Gilmour, consulting and transformation platform leader at PwC South Africa, concludes: “Africa is uniquely positioned to leapfrog global peers. Tomorrow’s stability comes from today’s innovation. CEOs who act decisively will shape the continent’s next chapter.”

 


Kindly share this post
Continue Reading

E-Business

Firm Reviews the Evolution of Phishing Threats in 2025

Published

on

Kindly share this post

A new Kaspersky review reveals how cybercriminals revived and refined phishing techniques to target individuals and businesses in 2025, including calendar-based attacks, voice message deceptions and sophisticated multi-factor authentication (MFA) bypass schemes.

The findings emphasise the critical need for user vigilance, employee training and advanced email protection solutions to counter these persistent threats moving forward.

Calendar-based phishing targets office workers

A tactic originally from the late 2010s, calendar-based phishing, has reemerged with a focus on B2B environments. Attackers send emails with calendar event invitations, often containing no body text, hiding malicious links in the event description.

When opened, the event auto-adds to the user’s calendar, with reminders urging them to click links leading to fake login pages, such as those mimicking Microsoft.

Previously aimed at Google Calendar users in mass campaigns, this method now targets office employees. Organisations should conduct regular phishing awareness training, such as simulated attack workshops, to teach employees to verify unexpected calendar invites.

Voice message phishing with CAPTCHA evasion

Phishers are deploying minimalist emails posing as voice message notifications, containing sparse text and a link to a basic landing page. Clicking the link triggers a chain of CAPTCHA verifications to bypass security bots, ultimately directing users to a fraudulent Google login page that validates email addresses and captures credentials.

This multi-layered deception highlights the need for employee training programmes, such as interactive modules on recognising suspicious links and advanced email server protection solutions like Kaspersky SecureMail, which detect and block such covert tactics.

MFA bypass via fake cloud service logins

These sophisticated phishing campaigns are targeting multi-factor authentication (MFA) by mimicking services like pCloud (a cloud storage provider that offers encrypted file storage, sharing and backup services).

These emails, disguised as neutral support follow-ups, lead to fake login pages on lookalike domains (e.g., pcloud.online). The pages interact with the real pCloud service via API, validating emails and prompting for OTP codes and passwords, granting attackers account access upon successful login.

To counter this, organisations should implement mandatory cybersecurity training and deploy email security solutions like Kaspersky Security for Mail Servers, which flags fraudulent domains and API-driven attacks.

“With phishing schemes growing more deceptive, Kaspersky urges users to treat unusual email attachments, like password-protected PDFs or QR codes, with caution and verify website URLs before entering any credentials.

“Organisations should adopt comprehensive training programmes, which includes real-world simulations and best practices for spotting phishing attempts. Additionally, deploying robust email server protection solutions ensures real-time detection and blocking of advanced phishing tactics,” comments Roman Dedenok, Anti-Spam Expert at Kaspersky.

 


Kindly share this post
Continue Reading

E-Business

NDPC Commits to Balancing Data Privacy, Protection Information

Published

on

Kindly share this post

Nigerian Data Protection Commission (NDPC), has expressed its commitment to balance information around data privacy and protection.

NDPC Commits to Balancing Data Privacy, Protection Information

Dr. Vincent Olatunji, national commissioner, NDPC, stated this in Abuja, at the National Data Privacy Summit with the theme, “Privacy in the Era of Emerging Technologies,” organised by the commission.

Olatunji said the NDPC, at the moment, was looking at balancing information around data privacy and protection.

“What we are doing is just to look at how to balance information around privacy and protection, which is really important, because as we are innovating, at the same time, we have to consider issues around privacy and protection,” he stated.

He added that the commission has been very bold in taking risks that would bring about growth.

“Our starting point is growing at a very alarming rate, and we are not afraid of anything. We can take risks. And that is why a lot is happening in Nigeria, and this is the level of clarity,” he explained.

In his address, Dr. Aminu Maida, executive vice chairman (EVC) of the Nigerian Communications Commission (NCC),  stated that Internet of Things holds promise for Nigeria’s economy.

The EVC, who was represented by Abraham Oshadami, executive commissioner, Technical Services (ECTS), noted that, “in an era in which digital assets, Internet of Things, future digital computing and other transformative technologies are key, and both a cornerstone of building trust for the adoption and a prerequisite for sustainable progress.

“Emerging technologies hold immense promise for Nigeria’s grand economy, but they also introduce complex risks to personal and individual rights.

“So, balancing innovation through post-ethical safeguards and public trust is the first step to ensuring that global digital advancement benefits all Nigerians without compromising their privacy or their security,” he added.

“As we just heard from the Nigeria Police, telecom operators have a vast amount of sensitive historical information daily, including connectivity apps and collaboration on privacy, security, and number protection, both to their and their inheritors,” he said.

Dr. Bako Shurkuk, commissioner for Science, Technology and Innovation, Plateau State, who represented Caleb Mutfwang, Governor of Plateau State, said, emerging technologies can be harnessed to attain sustainable growth.

 


Kindly share this post
Continue Reading

Trending