POLITICAL

 Acoording with the annual report of the Mo Ibrahim Foundation corresponding to

2017 relative to governance in Africa tha traces its evolution along of its ten years of
existence. The overall balance is globally positive in its four categories (growth
sustained, human development, participation and rights human rights, Security and
Rule of Law)
 Globally, 40 African countries on the 54 belonging to the African Union show a
sustained progression in the last ten years

 The proliferation of criminal networks of all kinds, the terrorist movements, intra-
conflict with cross-border and regional dimension has gained prominence. The
phenomenon terrorist linked to violent Islamist radicalism has now become a global
problem.

ECONOMICAL

 GDP annual growth rate: 3.8 % ( October 2019)

 GDP per capita: 1.97 thousand USD ( October 2019)
 Exchange rate: 0.067 USD
 Inflation rate: 8,7% ( October 2019)
 In 2015–2017, imports of beverages to Africa averaged $2.6 billion per year, with soft
drinks and water products, beer and spirits representing the leading imports
 Roughly two thirds of total imports to Africa are products originating from outside
Africa. Reliance on intra-African imports is comparatively higher for beer (44 %) and
soft drinks (39 %) than for spirits (14 %). Leading importers in the region are Namibia,
Mozambique, Uganda, Lesotho, the United Republic of Tanzania, Ghana, Rwanda,
Mauritius, Mali, Benin and Tunisia.

SOCIAL.

 Africa ranks number 2 among regions of the world (roughly equivalent to

"continents"), ordered by population.
 Africa population is equivalent to 16.72% of the total world population.
 The current population of Africa is 1,327,434,460 as of Thursday, February 6, 2020,
based on the latest United Nations estimates.
 43.8 % of the population is urban (587,737,793 people in 2019)
 The median age in Africa is 19.7years.
 The most common minimum age to purchase alcohol in Africa is 18
TECHNOLOGICAL

 522,809,480 Internet users in Africa in June 2019, a 39.2% penetration rate.

 Africa is currently the fastest-growing mobile telecom market in the world. Since 2000,
an annual increase of approximately 30 % in mobile phone connections has led Africa
to become the world’s second-largest mobile market behind Asia.
 Africa’s consumer e-commerce market was valued at $5.7 billion in 2017 and these
revenues will increase with an increase in the number of internet users across Africa.
 Africa is prioritizing ICT to achieve a full digital transformation, including affordable
and reliable connectivity for all, as well as smart device penetration .
 The number of tech hubs across Africa has grown by nearly 50% compare to 2018.
 A joint report by the GSMA Ecosystem Accelerator program and Briter Bridges
identifies 618 active tech hubs across the continent. GSMA said there were 442 active
hubs on the continent in March 2018, which was up from 314 in 2016 .

ENVIRONMENTAL

 Africa is facing a environmental challenges such the impact of climate change,

considering that most African economies still depend on the agricultural sector, the
loss of biodiversity because this affects food security and natural ecosystems and
since there is a great growth in urban areas with populations that move to cities. This
brings challenges, including that of waste management.
 Africa has many popular tourism destinations in the world. with Abundant wildlife,
scenic beauty, impressive coastlines, brilliant beaches.
 High level of deforestation and Soil erosion

LEGAL

 Migratory movements in Africa have been a historical constant but only in recent years
have entered into an unavoidable part of the relations of Africa with the rest of the
world.
 The African Continental Free Trade Agreement



Competitive Rivalry. 

This looks at the number and strength of your competitors. How many rivals do you have?
Who are they, and how does the quality of their products and services compare with yours?
Where rivalry is intense, companies can attract customers with aggressive price cuts and high-
impact marketing campaigns. Also, in markets with lots of rivals, your suppliers and buyers can
go elsewhere if they feel that they're not getting a good deal from you.

On the other hand, where competitive rivalry is minimal, and no one else is doing what you
do, then you'll likely have tremendous strength and healthy profits.
1. Supplier Power. This is determined by how easy it is for your suppliers to increase their
prices. How many potential suppliers do you have? How unique is the product or service
that they provide, and how expensive would it be to switch from one supplier to another?
The more you have to choose from, the easier it will be to switch to a cheaper alternative.
But the fewer suppliers there are, and the more you need their help, the stronger their
position and their ability to charge you more. That can impact your profit.

2. Buyer Power. Here, you ask yourself how easy it is for buyers to drive your prices
down. How many buyers are there, and how big are their orders? How much would it cost
them to switch from your products and services to those of a rival? Are your buyers strong
enough to dictate terms to you?
When you deal with only a few savvy customers, they have more power, but your power
increases if you have many customers.

3. Threat of Substitution. This refers to the likelihood of your customers finding a

different way of doing what you do. For example, if you supply a unique software product
that automates an important process, people may substitute it by doing the process
manually or by outsourcing it. A substitution that is easy and cheap to make can weaken
your position and threaten your profitability.
4. Threat of New Entry. Your position can be affected by people's ability to enter your
market. So, think about how easily this could be done. How easy is it to get a foothold in
your industry or market? How much would it cost, and how tightly is your sector
regulated?
If it takes little money and effort to enter your market and compete effectively, or if you
have little protection for your key technologies, then rivals can quickly enter your market
and weaken your position. If you have strong and durable barriers to entry, then you can
preserve a favorable position and take fair advantage of it.

https://www.afdb.org/en/knowledge/publications/african-economic-outlook

https://www.imf.org/external/datamapper/profile/AFQ/WEO

https://www.worldometers.info/world-population/africa-population/

https://unctad.org/en/PublicationsLibrary/aldcafrica2019_en.pdf

https://www.gsmaintelligence.com/research/?
file=36b5ca079193fa82332d09063d3595b5&download

(http://mo.ibrahim.foundation/iiag)