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e are excited to bring you the 101 issues of our
It is unarguable that Nigeria prin ng and publishing industry is grappling with issues of local capacity development and Nigeria print jobs remaining in Nigeria but the good news is that concerned stakeholders under the print value chain with the President and Chairman in Council Mr Olugbemi Malomo se ng the pace for collabora on with the Federal Ministry of Industry, Trade and Investment, Manufacturers Associa on of Nigeria, The Lagos Chambers of Commerce and Industry, FIRRO and DCS Integrated Media Limited as the event managers to organise the first Nigeria Interna onal Pulp and Paper Summit to showcase the poten als along the paper and pulp value chain as a viable complement to agriculture in terms of employment genera on, wealth crea on and Na onal development. We strongly believe that this collabora on will birth a new beginning fortheen reprintvaluechainsectorinNigeria.
We have in this edi on engaging, educa ng and business transformingar cle.
Forconstantupdatesoneventsasitunfoldsinourindustry, visit:www.printersdigest.com.ng
Aboveall,whatyouwillfindinthepagesofPRINTERS DIGESTMAGAZINEisacollectionofwellresearchedarticles writtenbyreal,honestanddown-to-earthfolkswhoworkhard tostayinformedtoenableusgiveyouthebest.Ilovetohear fromyou.Pleasedropmeane-mail (printersdigest@gmail.com)
Precious Ugwuoke-Munachi JOURNALIST ADMIN MANAGER Emmanuel Adedayo…What makes for a good strategy in a highly uncertain business e n v i r o n m e n t ? F o r b e e r understanding of the discuss, it is paramount we understand what business uncertainty is. Business uncertainty refers to situa ons in which businesses face risks that can't be foreseen or measured. During these mes, it may be hard for businesses to predict their p e r f o r m a n c e d u e t o unprecedented or constantly changing events in their business lifecycle.
The salient ques on to ask will be how should execu ves facing great uncertainty decide whether to bet big, hedge, or wait and see? Chances are, tradi onal strategicplanning processes won't help much. The standard prac ce is to lay out a vision of future events precise enough to be captured in a discounted-cash-flow analysis. Of course, managers can discuss alterna ve scenarios and test how sensi ve their forecasts are to changes in key variables, but the goal of such analysis is o en to find the most likely outcome and createastrategybasedonit. That approach serves companies well in rela vely stable business environments. But when there is greater uncertainty about the future, it is at best marginally helpful and at worst downright dangerous.
One danger is that this tradi onal approach leads execu ves to view
uncertainty in a binary way to assume that the world is either certain, and therefore open to precise predic ons about the future, or uncertain, and therefore completely unpredictable. Planning or capital-budge ng processes that require point forecasts force managers to bury underlying uncertain es in their cash flows. Such systems clearly push managers to underes mate uncertainty in order to make a compelling case for theirstrategy.
Underes ma ng uncertainty can lead to strategies that neither defend against the threats nor take advantage of the opportuni es that higher levels of uncertainty may provide. In one of the most colossal underes ma ons in business history, Kenneth H Olsen, then president of Digital Equipment Corpora on, announced in 1977 that “there is no reason for any individual to have a computer in their home.” The explosion in the personal computer market was not inevitable in 1977, but it was certainly within the range of possibili es that industry experts werediscussingatthe me.
At the other extreme, assuming that the world is en rely unpredictable can lead managers to abandon the analy cal rigor of their tradi onal planning processes altogether and base their strategic decisions primarilyongutins nct.
This “just do it” approach to strategy can cause execu ves to
place misinformed bets on emerging products or markets that result in record write-offs. Those who took the plunge and invested in home banking in the early 1980s immediately come to mind.
Risk-averse managers who think they are in very uncertain environments don't trust their gut ins ncts and suffer from decision paralysis. They avoid making cri cal strategic decisions about the products, markets, and technologies they should develop. They focus instead on r e e n g i n e e r i n g , q u a l i t y management, or internal cost reduc on programs. Although valuable, those programs are not subs tutesforstrategy
W h at fo l l o ws , t h e n , i s a framework for determining the level of uncertainty surrounding strategic decisions and for tailoring strategy to that uncertainty.
Even the most uncertain business environments contain a lot of s t r a t e g i c a l l y r e l e v a n t informa on. First, it is o en possible to iden fy clear trends, such as market demographics, that can help define poten al demand for future products or services. Second, there is usually a host of factors that are currently unknown but that are in fact knowable—that could be known iftherightanalysisweredone.
current technologies, elas ci es of demand for certain stable categories of products, and compe tors' capacity expansion plans are variables that are o en unknown, but not en rely unknowable.
The uncertainty that remains a er the best possible analysis has been done is what we call residual uncertainty for example, the outcome of an ongoing regulatory debate or the performance a ributes of a technology s ll in development.
Buto en,quiteabitcanbeknown about even those residual uncertain es. In prac ce, we have f o u n d t h a t t h e r e s i d u a l uncertainty facing most strategicdecision makers falls into one of fourbroadlevels:
At level 1, managers can develop a single forecast of the future that is precise enough for strategy development. Although it will be inexact to the degree that all business environments are inherently uncertain, the forecast will be sufficiently narrow to point to a single strategic direc on. In other words, at level 1, the residual uncertainty is irrelevant tomakingstrategicdecisions.
At level 2, the future can be described as one of a few alternate outcomes, or discrete scenarios. Analysis cannot iden fy which outcome will occur, although it may help establish probabili es. Most important, some, if not all, elements of the strategy would change if the outcomewerepredictable.
Many businesses facing major regulatory or legisla ve change
confront level 2 uncertainty The value of a strategy depends mainly on compe tors' strategies, and those cannot yet be observed or predicted. For example, in oligopoly markets, such as those for pulp and paper, chemicals, and basic raw materials, the primary uncertainty is o en compe tors' plans for expanding capacity: Will they build newplantsornot?
Economies of scale o en dictate that any plant built would be quite large and would be likely to have a significant impact on industry prices and profitability. Therefore, any one company's decision to build a plant is o en con ngent on compe tors' decisions.
At level 3, a range of poten al futurescanbeiden fied.Thatrange is defined by a limited number of key variables, but the actual outcome may lie anywhere along a con nuum bounded by that range. There are no natural discrete scenarios. As in level 2, some, and possibly all, elements of the strategy would change if the outcomewerepredictable.
Companies in emerging industries orenteringnewgeographicmarkets o enfacelevel3uncertainty.
Analogous problems exist for companies in fields driven by technological innova on like our industry The prin ng and packaging sector When deciding
whether to invest in a new technology, producers can o en es mate only a broad range of poten al cost and performance a ributes for the technology, and the overall profitability of the investment depends on those a ributes.
Level4:TrueAmbiguity.
At level 4, mul ple dimensions of
uncertainty interact to create an environment that is virtually impossible to predict Unlike in level 3 situa ons, the range of poten al outcomes cannot be iden fied, let alone scenarios within that range. It might not even be possible to iden fy, much less predict, all the relevant variables that will define the future.
Level 4 situa ons are quite rare, and they tend to migrate toward oneoftheotherlevelsover me. Those examples illustrate how difficult strategic decisions can be atlevel4,buttheyalsounderscore theirtransitorynature.
Our experience suggests that at least half of all strategy problems fall into levels 2 or 3, while most of the rest are level 1 problems. But execu ves who think about uncertainty in a binary way tend to treat all strategy problems as if they fell into either level 1 or level 4. And when those execu ves base their strategies on rigorous analysis, they are most likely to apply the same set of analy c tools regardless of the level of residualuncertaintytheyface.
Strategy in Level 1's Clear-Enough Future In predictable business environments, most companies are adapters. Analysis is designed to predict an industry's future landscape, and strategy involves making posi oning choices about whereandhowtocompete.When the underlying analysis is sound, such strategies are by defini on made up of a series of no-regrets moves.
This is coming a er many years of public agita ons from the CIPPON, a regulatory body in charge of regula ng the affairs of the en re print value chain in Nigeria on the need for INEC and other government agencies to involve the ins tute in the prin ng and produc on of ballot papers andotherelectoralmaterials.
Recalled that President Muhammed Buhari has signed the amended electoral act, adding that by assen ng to the bill the burden on ballot papers will be relieved, which the
INEC Chairman, Professor Mahmood Yakubu has also pronounced those electoral materials will be printed locally, but CIPPON agita ons didn't stop because the pronouncement is not yet Uhuru un l it is officially announced today as INEC and CIPPON President – Mr. Olugbemi Malomo and some members of the council met INECfordiscussiononareasofcollabora on.
The points agreed at the collabora on mee ng are; officially CIPPON cer ficate is a criterion for ge ng jobs from INEC and the highest point was when the commission agreed to allow a window of communica on saying “this is not just a one- me mee ng, you may nowhave our details, please always come in to offer us advice and recommenda onsasyouwill”.Thecommissionstated.
This achievement for the chartered body is a reaffirma on that all the agita ons of CIPPON are gradually yielding posi ve responses from the government agencies. Recently, at the print stakeholders conference during the 2022 edi on of the Nigeria Interna onal Print Expo (NIPEX), CIPPON President, Mr. Malomo during his keynote address said “We are here today to take responsibility, we owe it to ourselves, our future our businesses' sustainability to make prin ng profitable again in the face of a daily daun ng challenge We can give up, some certainly will, and we can take responsibility to fight for the sustainabilityofourbusinesses.Ifyou'venoplacetogoand youarereadytoendure lloursitua onchanges,then“it'll takeavillagetodothat”Hestated.
He went further to state that “it takes a village to raise a child! So, our ins tute is saying to their face and not on our status, CIPPON indeed has what it takes to partner with INEC.Ifyouagreespreadthenewseverywherepossible!
The Independent Na onal Electoral Commission (INEC) has finally endorsed and approved a partnership with the Chartered Ins tute of Professional Printers of Nigeria (CIPPON) for the prin ng and produc on of the 2023 electoralmaterials.The Chartered Ins tute of Professional Printers of Nigeria (CIPPON) recently co m m e n c e d t h e n a o nw i d e enumera on and registra on exercise in the bid to eradicate nonprofessional printers from the Nigeria prin ng sector and also to have sta s cs prac oners in the s e c t o r f o r t h e g r o w t h a n d developmentoftheins tute.
Recently, CIPPON enumera on team wasattheprin nghubinOgba Lagos State It was gathered that the na onwide registra on started in AbujawhichisnowmovedtoLagosas the commercial city of the country, the registra on movement was slated for each prin ng hub in Lagos per day and the city has the widest and biggest prin ng hub in Nigeria (Shomolu).
According to one of our respondents during the interview session with prac oners at the enumera on sites, he said that earlier before the registra on program commenced, outdoor publicity was executed all around Ogba prin ng hub, from Yaya Abatan bus stop to Ogba junc on crea ng awareness about the ongoing printer's registra on at Ogba junc on in other to make the
registra onprocesseasier.
Our correspondence was able to meet and interview some professional printers at the event. The Vice Chairman of the Associa on of Prin ng Prac oners of Nigeria, Mr Prince Igwe, said: “CIPPON registra on is a federal thing and not under state opera on and government, so we are moving to the federal level now, no one can tell where you can be called to come and nego ate for work, having a CIPPON cer ficate of membership is going to be another advantage of ge ng the job. At mes I asked myself
what is the essence of me being a printer a er I have suffered many years going to school, graduated, and later end up as a printer and to the fact that printer is now an all-comers profession that novice can just enter the business without any form of restric on and that's why I don't respondtopeoplecomingtomyshop to find out how to do this and that instead of referring the customers to the professional printers, so it's seriouslyaffec ngustoday
For instance; if you're not a licensed pharmacistyoucan'topenashopand if you do they'll seal it up. If the CIPPON can take that measure and have professional printers at least I will be proud of being a printer and anyone that want to work will be directed to the core professionals”. I have not really observed the new CIPPON execu ves but the li le we have seen and heard recently; I can say they are bringing change to the industry and they're doing be er than the previous execu ves” Igwe said
The African Development B a n k G ro u p a n d t h e Secretariat of the African Con nental Free Trade Area (AfCFTA) have signed a Protocol of Agreement for an $11.24 million support package to enhance the S e c r e t a r i a t ' s e ff e c v e implementa on.
The signing took place on 25 July 2022, on the margins of the ninth mee ng of the AfCFTA Council of Ministers responsible for trade, heldinAccra,Ghana.
The AfCFTA Secretariat, currently in phase II of its implementa on phase, will benefit from this support package, which aims to boost sustainable intra Africa trade and to augment the number of par cipa ng African member states. The funds are intended to move the African trade integra on agendaforward.
The grant, approved in July by the Board of Directors of the African Development Fund, will focus on t h re e a re a s : i n s t u o n a l strengthening of the AfCFTA
Secretariat; private sector support to implement the AfCFTA, and support of climate-resilient regional and con nental value chains to boostintra-Africatrade.
In addi on, studies and ini a ves will be undertaken to iden fy new b u s i n e s s a n d e c o n o m i c opportuni es for women, to help develop the AfCFTA Women and Youth in Trade Protocol, and to support capacity building and targetedbusinessskillsforwomen.
H E Wamkele Mene, Secretary General of the AfCFTA Secretariat signed the agreement on behalf of his organiza on, while African Development Group Bank Vice P r e s i d e n t f o r R e g i o n a l Development, Integra on and Business Delivery, Yacine Fal, signed on behalf of Dr. Akinwumi Adesina, p r e s i d e n t o f t h e A f r i c a n DevelopmentBankGroup.
Wamkele Mene said: “We welcome the support of the Bank as this is a clear indica on of our strategic partnership that will strengthen the capacity of the Secretariat and facilitate the start of commercially meaningful trade under the AfCFTA
preferences. The COVID 19 pandemic and the current geopoli cal tensions have created an ethos of urgent collec ve ac on for the implementa on of the AfCFTA. We all have a shared responsibility to change the des nies of all Africans as we achieve the laudable objec ve of theAfCFTA ”
“The African Development Bank is proud of the strong partnership with the AfCFTA Secretariat and confident that this ins tu onal support will help support our respec ve mandates to spur greater con nental trade and economic transforma on, in line with Agenda 2063's vision of the Africa we want,” Fal said. “Africa's hope for building back strong and be er lies with the successful implementa onoftheAfCTA.”
ne of the Great Britain
Os c h o l a rs , W i n sto n Churchill, in his quote: “Success is not final; failure is not fatal: It is the courage to con nue that counts. This affinity can best describe the success story told by the Managing Director of A ar Prin ng and publishing company Limited, Dr. Mrs. Adesola Falaiye during an interview session at her office.
Dr Adesola warmly took us through the memory lane of how the company started with a quality for service delivery as their company's driving force. “A ar is an interna onal company based in Nigeria. The idea for se ng up AFKAR is to give people the quality with standard technology that they could get in other advanced countries of the world. When you ask people why they print their jobs overseas? Their response are usually that they cannot find that quality they want in Nigeria. A ar came in to fill that gap and so far, we have maintained that culture andstandard”
In addi on, she added that, the idea was to have an expatriate at the helm of the company's affairs and that standard we have maintained ll date. A ar was a subsidiary of Vintage Press when w e sta r te d a n d w h e n w e rebranded to A ar itself with a Bri sh expatriate Alan Ballard, supported myself with other key management staff. I think they felt we could s ll uphold the standard, the tradi on, and the philosophy of the company. I want to believe that I represent the i n t e r n a o n a l b r a n d , t h e expatriate brand, and what we are looking for in an expatriate brand by God's grace they found it in us
and the tradi on con nues. She stated
“I am glad to inform you that the latest technology is what we will promote. We are planning to purchase another new Heidelberg equipment. The first machine that we brought here, we are shipping it to other places whilst we bring in a new machine for finishing. A ar is a one-stop shop. We try to give our clients everything they want we don'ttakejobsoutsideforpeopleto help us complete it. We try to be self-sufficient”.Dr.Falaiyestated
She went ahead to state that:
“A a r i s b l e s s e d w i t h t h e workforce, we have the bigger workforce, yes! There will always be Judas out of the twelve but I promise you we fish them out and they either refurbish, reconstruct them or they just go out of the way.
Because the A ar culture has a contamina ng nature that when you arehere,you justabideinthat culture, you are eager, you are happily producing great things, things that people will say wow! Things happen in Nigeria and A ar is a representa on of the fact that Nigeria has what it takes to compete globally We do a lot with training because God has endowed us with knowledge and intellect in A ar, and some mes when we have to pay for training, we do but we don't train blindly, we train to specifica on, we don't employ blindly, we employ to specifica on, so if my cousin is looking for a job and he wants me to help I will say, I will employ him where he can fit into that vacancy, 'it's round peg in a round hole' becauseourreputa onma ers.
Printers across prin ng hubs in Lagos have urged government to take a swi ac on on the problem of epilep c power supply and to ensure its adequateregula ons.
A printer in the prin ng area of Ogba,Mr.Joshua, chief execu ve officer of fine print concept described the poor power situa oninthearea.
He said “it is unfortunate that I have to rely on a generator for running my business and with the high cost of diesel selling at 786/liter things have not been e a s y … I a m b e g g i n g E KO ELECTRICITY DISTRIBUTION
COMPANY(EKEDC)tocometoour rescue by finding solu on to this problem”
Another printing prac oner at Shomolu prin ng area in Lagos Mr. Israel, The Chief execu ve officer, Best Choice print concept also added that “As someone who resides in Nigeria, I can categorically state that electricity supply in the country is abysmally poor. Unlike our neighbor in Ghana country, has celebrated years of uninterrupted power supply, never has such happenedinthehistoryofNigeria.
“This poor electricity supply has made it extremely difficult to run a print business in Nigeria, it's appalling that a country that calls itself 'giant of Africa is s ll ravaged with the epilep c power and that is why print a major challenges with the sector and we rely heavily reliantonself-generatedpower”
Further more , he stated that a first