Tag Archive for: African Development

Unlocking Values with Andrew Stegmann

Core values are principles and beliefs that are the cornerstones of a company’s actions. They are guiding principles for your employees, the company culture and business strategies. In this day, stakeholders – internally and externally are asking companies to be transparent about their company values in an effort to hold them accountable. More and more, it has become apparent that the consumers are aligning themselves with companies that reflect and resonate with their own personal values.

Andrew believes that a business is a collection of people (read employees) with their own personal values, believing that their personal actions are right. Thus, it almost becomes imperative to define your own company values in efforts to not only build team cohesion but to achieve a collective goal and gain.

Stegmann says that defining company values with your employees is important so that they know what values to evoke in their personal decision making. More so, to identify which values closely resonate with them and that they can live out boldly, and which ones they may need to work on.

Relocation Africa presents their Four Core Values

After a 6-week robust, extensive workshop ran by Relocation Africa’s HR Generalist, Joy Jackson, the team defined Relocation Africa’s four company values. Every Wednesday, the team gathered to discuss their personal values and values they ‘think’ Relocation Africa represents. Stegmann highlights that the reason for this 6-week course was to create a collaborative space for employee and employer to define values not only to publicise but to define the true reflection of who they are.

“It is important to understand in defining our values that we are not trying to create some desirable, fictitious, theoretical values but to assess and document what the values in the business are” 

After an intense six-week deliberation, the team is proud to announce their four core values:


Our attitude towards change is an opportunity to be better. Adapt to progress.


We proudly hold ourselves to the highest standards in all our actions. We build trust through responsible actions and honest relationships.


We believe in the power of each of our differences – Seeing with the eyes of another, listening with the ears of another, and feeling with the heart of another​


We accept accountability for what we are entrusted with by our stakeholders.


Values as a structural framework in Decision Making 

Speaking to Stegmann is quite interesting as I ask why it is imperative to document and publicize a company’s values. He says, “Our team needs to see what our values are, to use them with their decision making. And if people are making decisions, they need to have a framework which they reference it against. We can only be more productive when people are making decisions without having to get approval to check if it is the right decision”. Indeed, values give a structural framework for decision making. Core values simplify and facilitate the decision-making process for not only the employees and employer but also for the client. Clients know what the value system is of the business they are partnering with and to know what is acceptable and what is not.

Values as a counternarrative to the world’s misrepresentation of Africa

Africa is often misrepresented and mis-imaged. This draws back to centuries of work through colonialism, media, religion, education, and science. The only way to counter these narratives is with intentional acts such as defining company values for stakeholders, clients and the broader community to see. This is an active construction of a counternarrative which deconstructs and debunks the world’s negative perceptions and representation of Africa, while actively legitimising and it documents what is true and a lived experience in African by Africans.

Stegmann speaks quite extensively about the importance of having contextualised Relocation Africa’s core values. While some values may seem to be a ‘no brainer’, we must be cognisant of the Africa’s positionality in the global sphere. It is seen as a corrupt and disorderly nation. Therefore, defining and publicising their values is not only an act of internal team cohesion but an act of committing to represent Africa in a positive light.

Measuring and Monitoring the Fulfilment of Values

With almost everything in life, there is an expectation of measuring and monitoring what it is you have introduced/implemented in life and in business. In efforts to measure one’s progress with the newly implemented object or routine, one sets measuring tools or criteria for accountability.

Posing the question to Andrew, he replies “I would suggest that it is almost irrelevant, because values are supposed to be part of what you are doing. Values aren’t something to measure, they just are what they are”.

These next few weeks, we will be discussing defining core values in its entirety. From the workshop with Joy Jackson, to discussing each of the values and their alignment with Relocation Africa. Watch this space. Unlocking core values with Andrew Stegmann.






Africa’s markets are never quite what they seem as revealed by the latest Nielsen Africa Prospect Indicator (APi) which shows that amidst relentless change, country prospects are stabilizing on the continent. This is evidenced by the fact that only two markets changed position on the latest APi ranking update, with Kenya remaining in top position, followed by Cote d’Ivoire.

According to the latest results Nielsen Executive Director Intelligence Global Markets Ailsa Wingfield comments; “Looking at the broader macro prospects, it is clear that Sub-Saharan Africa’s momentum will take longer than expected to flourish, with the initial 3.3% SSA GDP forecast for 2019, downgraded to 2.8%. With this slower growth comes subdued advances in consumer prosperity and demand, and business growth will need to be boosted in non-commodity dependent countries, which provide nuggets of opportunity.”

When drilling down to individual country performance, it becomes clear that top performer Kenya, is characterized by strong economic and consumer prospects, however, its business and retail prospects have deteriorated and GDP growth rates are lower with the economy losing steam in Quarter 1, 2019.

Second ranked Cote d’Ivoire’s greatest challenge is its consumer potential which weakened further in the latest quarter. Only 17% of Ivorian retailers feel that consumer spend is increasing and just 15% think that consumers are increasingly willing to try new products.

Tanzania remains steady in third place on the APi ranking with improved retail prospects although these are countered by a weaker business outlook due to restrictive investment regulations and policies.

Ghana in fourth position is forecast by the International Monetary Fund (IMF) as having one of the fastest growing economies in the world. Companies share this positive outlook, rating Ghana as Africa’s second best business prospect, with improved growth expectations. Ghanaian consumer prospects have also increased significantly, with 36% of retailers of the opinion that consumer spend is increasing, compared to only 11% a year ago.

Nigeria retains fifth place which represents its best level in the last three years, and its economic recovery is set to gain further momentum in 2019, with business prospects improving in parallel.

Business prospects

Looking at how businesses rate country growth prospects, the SSA average is moderate for the year ahead, and has remained unchanged for four consecutive quarters. Ethiopia leads the country growth expectation list followed by Ghana, Kenya, Uganda, Cote d’Ivoire and Nigeria, all ahead of the SSA average. While only six markets are regarded as having a ‘good’ growth outlook, businesses back their own growth options more highly. Own business growth expectations exceed country growth expectations in two thirds (12) of Africa’s markets.

Nigeria and South Africa show the biggest discrepancy between country and own growth outlook, where own growth expectations are markedly stronger. Companies maintain a strong conviction that these two core markets remain crucial to success and that growth is achievable despite adverse macro factors.

Consumer prospects

Africa’s consumers are marked by disparate spending intentions and purchasing pressure points. For example, Ivoirians pay 33% more than Nigerians for a common basket of goods and only 15% of Ivoirians are more willing to try products, compared to 44% of Nigerians, despite a GDP per capita of 1.6 times higher than Nigerians. Ivoirians’ purchase decisions are however not primarily based on price. They are firmly entrenched in familiarity and trust, with 84% of consumers saying they choose products with this in mind. For this reason, brand propositions must establish awareness and confidence to gain users and grow spend, not merely provide cheaper alternatives.

In Nigeria, despite higher inflation and lower incomes, consumers are adventurous when it comes to experimenting with new products which provides a window of opportunity to reach and resonate with consumers based on their more positive spending intentions.

This shows that cash constrained consumers don’t only need better price points or are risk averse, but also want value and quality assurances from those they have confidence in. Brand, marketing and retail initiatives will therefore demand very different strategies in different countries.

Retail prospects

Overall, the retailer growth outlook is the most favorable it has been in three years, with Tanzania, Cote d’Ivoire, South Africa and Uganda ahead of the average. That said, the ease of doing business remains challenging. Manufacturers therefore need to work with retailers to bolster sales through optimal stock supply, relevant product portfolios, favorable pricing points and beneficial trading terms.

Smaller players are providing formidable competition on this front in the prolific informal channels. As a result, the top 10 manufacturers account for approximately 55% of sales in Kenya, Nigeria, Ghana and Cameroon but are growing at less than 5% per annum, while smaller manufacturers are growing ahead of 15%.

Wingfield adds; “With temperate growth, business expectations are centered on core countries for success, but now more than ever, strategies need to be flexible, adaptable and focused on consumers.”


For information as to how Relocation Africa can help you with your Mobility, Immigration, Research, Remuneration, and Expat Tax needs, email marketing@relocationafrica.com, or call us on +27 21 763 4240.

Sources: [1], [2]. Image sources: Jacques Nel [1], [2].