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Thursday 2nd December, 2021


Konga Best Structured To Win eCommerce Race If…




I have read and digested the very comprehensive independent submission made by e-Live consultant, Kelvin Mulungwe on the e-commerce race in Africa between Jumia and Konga.

The submission is one I recommend for all young African entrepreneurs who want to mount the global stage as successful entrepreneurs.

This is a very important investigation that basically shows why foreign entrepreneurs fail and what young Africans must do to create real business and not just hype.

The Konga strategy is a masterstroke, and I am not surprised because of their place of birth and extensive experience of the local market.

It encourages other Africans particularly Nigerians on how to approach business strategies in the 21st century because things have changed.

Business schools abound everywhere, but Africa’s most certified business strategy is common sense. Like Elder Christopher Kolade once said at a seminar, sometimes it makes sense to be number two in your sector but profitable to investors against wasting cash without instituting the fundamentals.

After reading the publication in Nairametrics, I noted critical points why my first place of work when I returned from abroad failed. With an MBA from an Ivy League University in the US, it was an embarrassment, especially considering the fact that it was a big finance house.

My second place of work was better before I returned to States and a few years later returned to Nigeria to work as a consultant to a multinational. I am happy that there are very strategic African entrepreneurs like the guys at Konga.

I must say Konga is a pride to Africa. This is the time for Africans to attain global leadership in what they do with our peculiar deficiency in infrastructure, etc. I have also checked across the globe most in the e-Commerce sector: locally owned companies are leading, even in established countries like the USA, China, India just to mention a few.

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A few essential learning points stand out for me in the examination of the Konga strategy.

First, the decision of the management of the new Konga to risk its own funding to build a sustainable business, rather than rush to the market to burn investors’ money is highly commendable.

The lesson taught in most business schools is to use people’s money to run one’s business, but it is important to note as an entrepreneur that utilizing your hard-earned funds to grow your business instils a keen sense of discipline, focus and keeps one’s feet on the ground.

Information received from sources close to the company has it that Konga was burning through losses of almost N400m a month after acquisition. However, it is to the credit of the astute management of its current owners that it has now believed to have cut losses drastically to near zero.

Secondly, the strategy of the current owners of Konga in building up its own infrastructure including logistics, warehousing and payments system, among others, justifies its faith in not only its internal competencies but also its confidence in Nigeria.

More importantly, it reveals the keen understanding of the market and an uncommon insight by the management of the company in avoiding the pitfalls that have crippled other e-commerce players.

As the analysis revealed, the combination of decrepit transport infrastructure and unreliable physical addressing systems in major cities means that any serious player in the Nigerian e-commerce sector must build their own logistics superstructure.

This is one thing the management of the new Konga has done arguably well, with a cousin of mine who worked with the company in the past and who is now in Canada on further studies, disclosing that Konga has shown that it has the capacity to compete favourably with any other brand, local or foreign-based in the sector.

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This is a big confidence boost for other local or African-based entrepreneurs.

Thirdly, the presence of a CBN-licensed payments system in KongaPay is another edge or strategy that sets Konga apart. As the researcher revealed, KongaPay was recently certified by a leading global consumer market data firm as the foremost enabler of online shopping in Nigeria.

Owning such a certified fintech is a factor that has quadrupled the value of Konga, especially when it chooses to go public. Most businesses that own fintech platforms hardly combine it with other businesses, but this is not the case with Konga which can count on a growing chain of subsidiaries across other verticals which KongaPay services.

The fourth strategy of the new Konga which also distinguishes it from the rest of the field is the approach to ensuring that all of the entities within its folds acquire core statutory and industry-recognized certifications.

In addition to KongaPay which is licensed by the CBN, Konga Travel, its online travel and tours booking agency has attained the IATA certification, among others, while Konga Health, its latest subsidiary, equally has met and satisfied the relevant certification of the Pharmacists Council of Nigeria (PSN) as a recognized distributor of quality medicines, drugs and other medical supplies, while also recently signing an agreement with the umbrella association of private medical doctors in Nigeria.

These factors make Konga a brand that would undoubtedly be regarded even more than a Unicorn in valuation but as a true African e-commerce elephant.

When one equally considers the submission of the researcher, who noted that Konga, within a space of three years after its acquisition by the Zinox Group, has now turned profitable, becoming the first e-commerce player to achieve this feat in Africa, there is even more impetus for the Konga strategy to become a template to be voraciously studied by budding African entrepreneurs desirous of making an impact on the continent.

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**Lere Abinuwa writes from FCT, Abuja

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The Future Of Work Is Now: Making Hybrid Work For Your Business



Photo Credit: The AI Journal


Hybrid working is one of the main talking points at the moment, with offices reopening and employees starting to return on a part-time basis at least. Hybrid offers a flexible approach to where and when employees do their jobs, with no company-wide mandate telling employees they must work from home or they must come to the office every day.

The hybrid work model empowers employees with choice. It asks them where and how they would like to work subject to the task or output required and gives them the tools and resources they need to do so effectively.

The beauty of hybrid working is that it offers so many different combinations, with complete flexibility to change depending on your employees and organizational growth.

Widening the talent pool

By allowing employees to work from home at least some of the time, an organization is widening the talent pool they have access to. This is particularly effective for global businesses with customers across different time zones. Offering the opportunity for remote working opens the door to hiring a more diverse and effective workforce.

Hybrid work doesn’t mean completely dropping physical office space, as a face-to-face collaboration where needed remains important. Hybrid work models cover all the bases without limiting who you can hire. We don’t need to tell you just how revolutionary that could be for your business, especially if you need employees with high-level, specialist skills.

Increased agility

Many businesses had to change the way they operate as a result of the pandemic. In a lot of cases, this change was quick and imperfect, due to the change needing to be rushed.

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This whole experience has proved that being agile is key to thriving in the most challenging circumstances. Hybrid working enables this agility and provides the workforce with the tools they need to handle change, making a change to operations far easier for businesses.

Cost savings

The move to hybrid can also have financial savings for businesses, that no longer have to spend as much money on office space. The fact that more employees will be working remotely means organizations can afford to downsize. The money saved should be invested in working tools and technology that enables a hybrid workforce and supports continued growth or adapting the office space to be more flexible for the needs of those in it.

For businesses looking to grow, cost-savings on office space can free up much-needed budget to invest in more talent and upskill their current workforce.

Promoting a healthier work/life balance

Empowering employees to work from a place of their choice improves their work/life balance, which only benefits businesses in the long term. By allowing employees to be flexible means they can better organize their work schedules and prioritize things in their personal lives, such as their health or childcare.

This has benefits for the business as well, as a better work/life balance leads to more motivated employees, higher productivity, less staff turnover, and a better all-around employee experience.

Despite all these benefits, like any learning curve, making the transition to a hybrid work model comes with its challenges.

Inequality between remote and office employees

Data from the Office for National Statistics (ONS) found that, between 2013 and 2020, employees who mainly worked from home were ‘around 38 per cent less likely on average to have received a bonus compared with those who never worked from home. And employees who worked mainly from home were less than half more likely to be promoted than all other employees.

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There is a real danger that, when employees are working remotely, they get forgotten. To prevent this, business leaders and HR teams must ensure remote employees are as engaged as possible and equal to their on-site colleagues. This can be achieved through better internal communications, utilizing a digital workplace, ensuring regular appraisals, and promoting workplace collaboration.

An impact on culture

Culture for most organizations has traditionally centred around physical offices and what they believe employees value. They have gone to great lengths to offer staff ping-pong tables, fancy coffee, gyms, after-work socials and much else. So what happens when the office is no longer the centre point for businesses?

As we move into a multi-modal work environment where some employees will be in the office and some won’t, how do you unify the culture? How do you nurture human connection, reimagine culture and make it work for everyone? There is now an opportunity for businesses to retain the best of both worlds and find the technology that allows culture to flourish beyond the constraints of an office building. It’s time to invest in technology that works for people.

If we refer back to the global organizations that have turned to hybrid working most recently, we can see very clear roadmaps supported by culture and core values. Therefore, hybrid working (or work from anywhere) initiatives should be built around your corporate culture to ensure nothing gets lost in translation.

Technology overkill

There is no doubt that technology will be key to enabling an effective remote workforce. Without the right technology, employees will struggle to communicate and collaborate, which will obviously damage productivity. All physical office spaces should have video conferencing capability to create seamless and enjoyable hybrid meetings and this should be considered when thinking about layout. For example, setting TVs to table height so that those dialling in are not being stared up at! But, beyond this, we should also look at the effectiveness of the technology employees are using.

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The pandemic has caused digital burnout for many employees. Many feel that tech is dictating their working life rather than enabling it. Some CHROs recognize that too – 48 per cent stated that their current HR technology solutions hinder, rather than improve the employee experience, according to Gartner. This requires business leaders to take workplace technology choices much more seriously and think of them as a strategic investment in the future and health of their people.

In short, for a hybrid workforce, sometimes the answer isn’t necessarily more technology. Rather, it’s making the most of the technology you have and presenting it in a more intuitive, user-friendly way while promoting the right to disconnect and create their work-life boundaries.

**Nicky Hoyland is the CEO and co-founder of workplace technology company, Huler.

-Culled from ITProPortal

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Electronic Transmission Of Results: The Joke Is On NASS, INEC, Not NCC



Dr. Ahmed Lawan, Chairman of Nigeria's National Assembly (left) and Prof. Mahmud Yakub, INEC Chairman (right)


In the heat of the debate over the Electoral Act Amendment Bill and the propriety and workability of electronic transmission of results, the House of Representatives invited the Nigerian Communications Commission, NCC, the nation’s telecoms regulator.

The House also invited the Independent National Electoral Commission, INEC, to answer some questions. But as it has now turned out, the invitation to NCC was needless, baseless and at best a futile exercise in red-herring.

The NCC, it must be stated, is one of the best performing public institutions in Nigeria with its exemplary culture of good corporate governance noised abroad even as far as Switzerland, the head office of the International Telecommunications Union, ITU.

The NCC has over the years become a worthy Ambassador of Africa in the ITU family. It has not only represented Africa on the international circuit; it has sponsored young Nigerian techies and tech nerds to ITU-promoted competitions on innovation and in most cases, these fecund Nigerians have come out tops, beating competitors from Asia, Europe and the rest of the world.

NCC has functioned as a truly independent regulator, inspiring confidence in investors, telecom consumers and other stakeholders including the media. It was, therefore, needless and a clear act of mischief to drag such an untainted commission into the nation’s murky political waters.

Dragging the commission to testify before the House on the feasibility of electronic transmission of results is mischievous on the part of the lawmakers. It’s a joke taken too far by a body that was supposed to understand the basics of the nation’s Grundnorm, the constitution. They feigned ignorance of relevant sections of the constitution just to scapegoat the NCC and make themselves look squeaky clean.

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The Senate itself was fraudulent and duplicitous when it pushed the responsibility of Electronic Transmission of results to the NCC in spite of what the constitution says about the powers of INEC to determine the electoral process including the pattern of voting and mode of transmission of the result.

Some senators, including the Deputy Senate President, Ovie Omo-Agege, a man who once desecrated the hallowed chamber when he sponsored and promoted in broad daylight the ignoble venture of stealing the Mace, the symbolic authority of the Senate, were quick to quote obviously false statistics which they dubiously ascribed to the NCC.

What a show of shame that persons elected to make laws for the good governance of the nation and who should know the rudiments of extant laws including the constitution would feign ignorance of aspects of the law that makes utter nonsense of their tomfoolery and moral somersaults in the chambers of the Senate.

For the avoidance of doubt, Section 78 of the Constitution provides that ‘The Registration of voters and the conduct of elections shall be subject to the direction and supervision of the Independent National Electoral Commission.”

The Third Schedule, Part 1, F, Section 15 says: “INEC has the power to organise, undertake and supervise all elections to the offices of the President, Vice President, Governor and Deputy Governor of a state, and to the membership of the Senate, the House of Representatives and the House of Assembly of each state of the Federation.”

The Constitution further provides that “INEC operations shall not be subject to the direction of anybody or authority.”

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This, therefore, renders the action of the NASS nugatory. By inviting NCC and INEC shunning its own invitation, it appears the House was acting a devious and utterly treacherous script intended to do harm to the purity of the electoral process, and only conscripted NCC into the plot to draw legitimacy from the globally acknowledged good governance rectitude of the telecom regulator.

It was a wrong decision meant to hoodwink Nigerians and clearly intended to make the lawmakers smell like a rose flower while the NCC and INEC appear like villains of a political plot.

Electronic transmission of results is not rocket science. It is a universal norm in the 21st century. Smaller and poorer nations across the globe have achieved electronic transmission of results even with their limited infrastructure; Nigeria should not be an exception. It’s as simple as sending a text message, WhatsApp message or using any other platform recommended by INEC, not NCC, not NASS.

Even if a network is weak or non-existent in a particular unit, moving further away from such unit until you access a place of better network still will not vitiate the authenticity of the result already tallied at the polling units. The electronic copy only complements the physical copy which must have been signed by all agents relevant to the election.

Electronic copy as a backup copy helps to strengthen the electoral process and reduce incidents of ballot-snatching and primitive manipulation of the physical copy. There ought not to be a debate on this especially when INEC, the only body mandated by the constitution to organize, undertake and supervise all elections has categorically stated that it can achieve electronic transmission of results.

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The joke truly is on NASS and an inconsistent INEC.

*Aliyu Momodu is a public affairs analyst

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X-Raying NITDA Strategic Roadmap And Action Plan 2021-2024



Dr. Isa Ali Pantami, Minister of Communications and Digital Economy (3rd from left) flanked by Mallam Kashifu Inuwa, NITDA DG (2nd lef) and others during the unveiling of the NITDA Strategic Roadmap and Action Plan 2021-2024 in Abuja

By Mubarak UMAR

The outcome of any ideation, roadmap, and strategy is turning the vision into a reality. This requires facilitation and engagement of action plan to ensure everyone understands their contribution to high impact goals and what they can do to achieve it together – working even asynchronously.

The development of a four-year Strategic Roadmap and Action Plan has, therefore, become an integral process of operation in the National Information Technology Development Agency (NITDA).

The aim of NITDA’s Strategic Roadmap and Action Plan 2021-2024 (SRAP) is to give direction to the initiatives of the Agency and realign its operations towards a new vision; “to proactively facilitate the development of Nigeria into a sustainable digital economy”.

The plan involves an evaluation of the previous plan, a visioning process to refocus the Agency along the lines of the government policies, the current state of the IT industry, future trends, and current aspirations of the citizenry and the general intendment of government.

It may be recalled that President Muhammadu Buhari mandated the Federal Ministry of Communications and Digital Economy and all its parastatals to facilitate the use of digital technology to expand and diversify Nigeria’s economy. At the Ministry, this is a task that must be achieved by refocusing efforts on facilitating the adoption of digital technologies.

To execute the Presidential mandate, Honourable Minister of Communications and Digital Economy, Dr. Isa Ali Ibrahim (Pantami) directed all parastatals in the Ministry to develop strategies, programs, and initiatives to ensure the attainment of the expected gains of expanding the digital space in Nigeria.

Part of the expectations is for the Parastatals to develop individual strategies in line with relevant institutional mandates and goals of the National Digital Economy Policy and Strategy (NDEPS) to achieve a Digital Nigeria

NITDA, in following the directive of the Honourable Minister has strategically aligned its plan for the next four years with the visionary thinking behind the NDEPS.

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The new vision of NITDA is to articulate continuous improvement introduced by the then Director-General, now Minister of Communications and Digital Economy. Therefore, for NITDA to remain relevant as an IT regulator in the country, and the role it has been playing in the IT industry, it must align with the current trends and cultures of digitalization.

The vision is a strategic response to the re-designation of the Ministry and the expansion of its mandate to include the transformation of the country into a digital economy.

The Agency adjusts and realigns its internal structures in a manner that would support the new vision and help to drive its attainment. That is why NITDA is undergoing a restructuring process that has seen the redefinition of departmental functions and the refocusing of the operational mandate of some departments.

The restructuring is to specifically tailor operations towards key aspects of SRAP while at the same time improving the efficiency and effectiveness of internal operations and governance.

The restructuring process has also seen the creation of a new department of the digital economy in compliance with the directive of the Honourable Minister of Communications and Digital Economy, and in accordance with the Agency’s new vision.

The NITDA Strategic Roadmap and Action Plan (SRAP) for 2021-2024 have been inspired by the vision of the National Digital Economy Policy and Strategy (NDEPS). The NDEPS, which was developed to reposition the Nigerian economy in order to take advantage of the many opportunities that digital technologies provide, is based on 8-pillars for the acceleration of the National Digital Economy.

These pillars align with the Economic Recovery and Growth Plan and its successor Nigeria Economic Sustainability Plan of the Federal Government as well as the priorities assigned to the Federal Ministry of Communications and Digital Economy.

In developing SRAP 2021 – 2024, some policies of Government and public documents were consulted. These policies and documents include the NDEPS, Nigeria Economic Sustainability Plan (NESP), Tech4COVID Committee Report, National Broadband Plan, Cybersecurity Policy, National eGovernment Master Plan, NITDA Act, amongst others. These documents were collated to get the right direction of the government on pertinent issues of the digital economy and nation-building.

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SRAP is being driven by three-pronged objectives, which are: to articulate a new strategy for NITDA in consonance with the current aspirations of Government, the realities of today, and the demands of the future; to contribute its quota towards the implementation of NDEPS especially within the framework of its mandate and; to implement programs that would facilitate the digital transformation of Nigeria.

In developing the new strategy for NITDA, certain considerations were made. In terms of alignment, consideration was given to the NDEPS and its vision of transforming Nigeria into a leading digital economy.

Other considerations include the grey areas that must be addressed in transforming Nigeria’s Digital Economy; the need to have SMART objectives and the importance of having an implementation structure that will ensure the successful implementation of the strategy.

The overall strategy was based on the seven strategic pillars and their respective objectives. Other components of the strategy include implementable and granular initiatives that were created with relevant key performance indicators (KPIs).

This will ensure that the progress of the achievements of the goals of these pillars is properly measured, evaluated, and monitored. It will also help in identifying and addressing issues that may be associated with the implementation of the roadmap.

The seven strategic pillars identified by the Agency as the fulcrum for the Roadmap are: 1) Developmental Regulation; 2) Digital Literacy and Skills; 3) Digital Transformation; 4) Digital Innovation & Entrepreneurship; 5) Cybersecurity; 6) Emerging Technologies and; 7) Promotion of Indigenous Content.

Consequently, the above pillars have been listed in line with the arrangement of the NDEPS pillars; each of the pillars has been broken down into strategic initiatives that speak to its goal. The resultant initiatives were further fragmented into activities and an implementation plan was in turn developed for these initiatives. Also, a result monitoring framework was developed for identified key performance indicators of each of the initiatives:

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Developmental Regulations: To create an enabling environment, through frameworks, standards, guidelines, and regulatory instruments that unlock opportunities in the digital economy across all sectors.

Digital Literacy and Skills: To intervene in the development of digital technology by supporting, promoting, and facilitating digital skills and literacy programs through the development and adoption of digital literacy standards for Nigeria.

Digital Transformation: To assess, evaluate and advise on the use of digital technology anchored on the transformation of government processes and services by leveraging on digital technologies.

Digital Innovation and Entrepreneurship: Create an ecosystem for Innovation Driven Enterprises (IDE) and Micro, Small and Medium Enterprises (MSMEs) to thrive.

Cybersecurity: To strengthen cyberspace and reduce vulnerabilities exploitable by threat actors.

Emerging Technologies: Facilitate the adoption and adaptation of emerging technologies in Nigeria, and determine critical areas in Information Technology that require research, intervention, and development.

Promotion of Indigenous Content: To create opportunities and enabling framework for the development and adoption of homegrown innovation for a digital economy.

Similarly, SRAP introduces dynamism to project implementation through the workstream approach of project delivery. This approach reinforces internal collaboration with a view to fostering external cooperation.

NITDA believes that with the new approach, the implementation of the various initiatives will be properly coordinated, communicated, and concluded thereby ensuring that the goal of achieving a sustainable digital economy as well as contributing to the creation of jobs for our teeming youths is achieved.


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