Tag Archives | KPMG survey

5 steps for closing the “expectation gap” around Africa’s resources

Ready for the next big wave? KPMG’s Global Construction Survey






  With economic growth stimulating manufacturing, and rising urbanisation rates driving continued demand for infrastructure […]

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#LWOL: A discussion with Yunus Suleman on the impact of Africa’s Education system on our society and corporate environment

Africa’s Consumer Story: Demographics











KPMG Africa has published a report entitled Africa’s Consumer Story. The aim of this study was to analyse the key drivers of the retail market in Africa, including key demographic and macroeconomic factors. In addition, we considered the broad outlook for the sector and highlight the countries we expect will have the biggest growth rates in the sector over the forecast period. In this article, we take a look at the Demographics component of the study.

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The 2013 KPMG Nigeria Banking Industry Customer Satisfaction Survey (BICSS)











The annual Banking Industry Customer Satisfaction Survey (BICSS) is a publication of the Management Consulting practice of KPMG Advisory Services. The Management Consulting practice provides strategy, business transformation, technology, project management and human resource advisory services.

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Growing Entrepreneurship in Africa

Africa boasts alpha returns for private equity investments











Africa’s private equity (PE) landscape is uncharted and at an early stage of development, however, it is growing steadily and giving good returns. In fact, according to a KPMG survey, a record amount of 25.7 billion rand ($3.03 billion) in PE money from Africa was returned to investors in 2011, up from R18.1 billion in 2010.

According to Dapo Okubadejo, the partner in charge of Corporate Finance & Financial Advisory Services at KPMG Nigeria:

“Africa is now viewed by PE houses and fund managers as a priority investment destination. As growth in other economies have slowed in recent years due to the 2008/9 recession and current crisis in the Eurozone, investors have been looking to emerging markets and economies that will provide higher return rates and Africa is continuously proving its business case for investment.”

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Privacy issues and cost concerns derail tech’s progress the most

Privacy issues and cost concerns derail tech’s progress the most











In the recent KPMG 2012 Technology Innovation Survey, we identified privacy issues and cost concerns as the top barriers to commercialising disruptive technology innovations. Specifically, transparency and privacy issues were named by 40% of respondents as the highest hurdles getting in the way of tech advances in the corporate world.

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Nigerian Stock Exchange Bearish at the End of April

Potential challenge to Silicon Valley’s position as tech innovation leader











In the recent KPMG 2012 Technology Innovation Survey, we discussed the potential challenge to Silicon Valley’s position as the centre of technological innovation. This got me thinking…do we have a contender for Africa’s Silicon Valley?

From the survey, 44% of respondents said that it’s likely that the world’s technology innovation centre will move from Silicon Valley to another country in the next four years. And some 29% of respondents globally predicted that the US and China had the highest potential to lead the charge in the next generation of tech innovation.

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Chip and PIN technology more secure, but not completely invulnerable

Mobile breaks the mould











In the recent KPMG 2012 Technology Innovation Survey, we found that mobile is a clear theme in technology innovation and comes a close second in its potential to shake up consumer and enterprise markets. Of the 668 technology executives who took part in the survey, 44% forecast mobile (broadly categorised to include communications, commerce, platforms, software, and applications) as the next indispensable consumer technology.

This rings true in Africa as well. With the plethora of mobile apps, solutions, and platforms that are being made available across the African continent, we are seeing new and innovative uses for mobile platforms to suit our specific needs and requirements.

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High Growth Markets magazine – Unleashing Africa’s potential

Ways private equity firms can genuinely add value











As previously highlighted, private equity returns continue to outstrip quoted shares and it is certain that operational improvement in portfolio companies is a key component of value creation. Of our sample, 63% had been involved with a private equity-backed business which was subsequently sold and, of these, 77% had been sold for a profit.

According to the survey, the most important contributors to the value uplift were operational improvements and sales growth. Leverage and growth through acquisitions were much less important; highlighting perhaps the reality of the more difficult funding climate.

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Incredible growth of Kenya’s beer market

When the going gets tough: Managing underperforming investments











Most of the seasoned executives and non-executives interviewed for the survey had experienced situations where a business underperformed against plan. When the going gets tough, the relationship between management and private equity backers can come under strain.

When this happens, private equity directors naturally become concerned at the potential threat to the value of their investment and need to be very aware of how their skills can help, rather than make things worse. The non-executives and executives interviewed for this research suggested constructive actions that private equity directors could take to help address underperformance.

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ICT in Africa – Innovation and emerging technologies to beat the technology gap

The seven deadly sins of portfolio management











rivate equity firms’ core competency is doing deals, so their skill levels for the deal process are high. But their real understanding of, and strategy for, the businesses they acquire, is usually much weaker.” – Chairman, Electronics sector

Private equity directors vary widely in the way they interact with portfolio companies; some actions are helpful while others not. Respondents were very clear on the latter and from their experience gave advice on how to avoid common pitfalls.

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private equity

Private equity executives and operational or industry sector experience











The results of our research show a high degree of consensus on this topic, with private equity directors’ lack of operational or management experience seen as a weakness in the way they interact with portfolio companies. Over 70% of those interviewed said that having managerial, operational or sector experience would give private equity executives more insight into the reality of running a business and a greater empathy with management.

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ICT in Africa – Innovation and emerging technologies to beat the technology gap

Managing portfolio companies most effectively











The Working with Private Equity portfolio companies survey was carried out with more than 300 non-executive directors and senior management who had experience of working with private equity firms. The survey analysed how private equity executives interact with their portfolio companies and the different private equity approaches.

The majority of those surveyed rated the quality of the private equity director’s involvement in the business as good or excellent.

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Working effectively with portfolio companies and creating value

Working effectively with portfolio companies and creating value











In 2012, a comprehensive survey was carried out with more than 300 non-executive directors and senior management who had experience of working with private equity firms.The survey analysed how private equity executives interact with their portfolio companies and revealed the strengths of the private equity approach, as well as the weaknesses, in order to contribute to the development of best practice.

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Africa Brief

Working with Private Equity portfolio companies: A survey











In mid-2012, KPMG and Directorbank commissioned independent research consultancy Private Equity Research Limited to undertake a comprehensive survey of more than 300 non-executive directors and senior management who had experience of working with private equity firms.The purpose was to look in depth at how private equity executives interact with their portfolio companies and reveal the strengths of the private equity approach, as well as the weaknesses.

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High Growth Markets magazine – Unleashing Africa’s potential

Private Equity remains steady











SA’s private equity sector last year shrugged off the global economic uncertainty with funds under management topping a record R115bn, including uncommitted funds of more than R34bn, KPMG said yesterday.

While the sector attracted investors seeking exposure to emerging markets, an executive at KPMG said other sub-Saharan African markets besides SA were drawing global private equity funds to regional opportunities.

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91270023

Private equity in SA tops R115bn











SA’s private equity sector last year shrugged off the global economic uncertainty with funds under management topping a record R115bn, including uncommitted funds of more than R34bn, KPMG said yesterday.

While the sector attracted investors seeking exposure to emerging markets, an executive at KPMG said other sub-Saharan African markets besides SA were drawing global private equity funds to regional opportunities.

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Africa Brief

Climate change deep underground for mining sector











A KPMG survey entitled Responses to the Climate Change Debate: KPMG Mining Industry Survey covered North America, the Asia Pacific region, Africa, the Middle East, and South America.

Ian Kramer, Director and Head of Mining in Africa for KPMG, says that the report found that less than 20% of global mining sector players believe that climate change is a significant driver for new initiatives in their organisation, with almost 50% of the sector reporting that their organisations had not quantified the potential cost of climate change into their business.

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