Botswana Forum for Action and Reform (B-FAR), is a group of well-meaning Batswana, from different walks of lives, were concerned at the state of affairs in this country. There are many things to be concerned about but I will mention just a few of the things which made us to talk amongst ourselves, agree that something should be done, and sacrificed our time to do it. These are some of those problems:
Economy: Failed economic diversification, citizen economic exclusion and marginalization of local private enterprise;
Society: High and growing levels of unemployment, income inequality, poverty, poor education, health and public services;
Politics: Erosion of democracy, increase in opportunistic politics, tribalistic undertones and political ingenuity;
Governance: High levels of corruption and economic crime, and compromised systems of accountability;
In the middle of such problems, the civic voice has been silenced. There is not enough voice of reason, voice of caution, voice of sanity, voice of balance, voice of dissent, voice of persuasion.
The theme for this event is in three parts: Reviving Civic Voice; Demanding Reform; and Calling for Action. We want that voice back. This is our country and we should not just watch as spectators when things are not going well. We are here to resuscitate that voice, and we are here to demand reform to address the problems I mentioned earlier, and we are here to call for consistent action for them to be addressed to move Botswana forward. Our call will be to everyone: individuals, institutions, companies, government departments, political parties and leaders.
That group of concerned Batswana decided there is need to establish an entity that will promote the acceleration of the socio-economic transformation of Botswana, and its refocus towards three areas: sustainable development; citizen engagement; and inclusive growth. They are in the process of establishing an entity to be called the Botswana Forum for Action and Reform (B-FAR). The intention was to have completed the process before the elections so that we hit the road running immediately after the elections and get to work with the incoming government. The process is highly advanced and will be completed within days.
B-FAR is being established as a Trust, or in the form of a Trust, based on the instrument we all know as the Notarial Deed of Trust. In terms of function B-FAR is a mix of a lobby group, and advocacy group, a special interest group and a think-tank. B-FAR will be independent and non-party. It is intended to lobby for, advocate for, and represent the interests of an accelerated and radical structural and socio-economic transformation agenda for Botswana with an aim to enhance sustainable development, widen citizen engagement and achieve inclusive growth. We will demand political, institutional, socio-economic and structural reform and call for urgent and determined action in these 3 broad areas.
This will be done through: public policy debate; political education; community mobilization; citizen engagement; leadership development; and action-oriented programmes. We will use various tools to achieve the above, including: opinion polls; media campaigns; publicity stunts; networking sessions; meetings and workshops; exhibitions; newsletters and reports; social media and other communication channels.
Limitations and exclusions. There are two areas we will not deal with: religion and morality. The reason for this is that religion is naturally a divided area that not anyone can bring together, and we believe morality is covered adequately by law unless it is purely of a religious nature. We will be careful in dealing with issues of culture. We love our culture and we will not ordinarily come against it unless it is deliberately misused to obstruct progress.
Strategic focus. We will be deliberately and emphatically pro-citizen and pro-Botswana. We will be for progress and against what stalls progress, regardless of the source. We will commend, applaud, celebrate and be friends with that which is good for Botswana. Whether it is a person, an institution, an organized group, a political party, a stated policy, a pronounced strategy, an action or lack thereof. If it is good for Botswana we will respond positively to it.
On the other hand, we will condemn, denounce, become enemies to and speak against that which is bad for Botswana and Batswana. Our friend is progress and proponents of progress and our enemy is the stalling or reversal of progress and those who do it. Our beneficiary is the citizen of Botswana and our trophy is a prosperous and all-inclusive Botswana.
Our Slogan. We have selected the first four words in the national anthem as our 2-part slogan. “Fatshe Leno … La Rona”. The slogan speaks about the country and about you. It is meant to bring you to the reality that in deed Botswana belongs to you. It belongs to you as much as it belongs to any other Motswana regardless of position and power.
You are like an equal shareholder to a company. You carry one vote as everyone else. No one carries two votes. This should make you feel confidently assured and appeal to your patriotic conscience to do and seek what is right for your Botswana and for you as a Motswana. We intend to prioritize our work. Between now some time after the election, we have selected four areas that we will focus on. These are: Politics; Corruption; Inequality; Unemployment.
Politics. It is an election time and the little time left before elections gives us an opportunity to comment, where helpful to do so, on what we perceive as wrong and what we perceive as right. We are already witnessing self-serving opportunistic politics, a lot of deception and propaganda and the electorate being taken advantage of. There is a lot to speak about.
Our first message is to advice Batswana to vote wisely. We are at the crossroads where good leadership is particularly critical for Botswana to go forward. It is simple: leaders can make or break a country; they can pull all of us up or down. You only have to look at our neighbours for examples of how leaders can take the country back: South Africa under Jacob Zuma and Zimbabwe under Robert Mugabe. Similarly, for those that are doing well, the top 2 countries with the highest GDP growth in the world are African.
These are Ethiopia followed by Rwanda. It is not because of ideology, or parties, or manifestos but their leaders. At this point in time, we want voters, especially those that still have to make up their minds, even after listening and referring to the manifestos, to scrutinize the top leaders and vote for a President that will bring the desired change.
Corruption. They don’t call it cancer for no reason. Just as a person who does not deal with cancer dies, a country which does not deal with corruption collapses. Our situation is terrible. According to the Corruption Perceptions Index (CPI) reported by Transparency International in 2018, Botswana recorded 61 out of 100 and was ranked the 34th least corrupt country out of 175 countries. In Africa, we lost the top spot to Seychelles. All of a sudden, we have become a corrupt nation. We should never forget that we have been corruption averse since time immemorial; we were the best in Africa but not anymore. We have caught the dangerous disease that we desperately should heal from.
Our first call for action in this regard will be to motivate for the outgoing MPs to account for the Constituency Funds that were under their charge in the past electoral period. Going forward, the Constituency Community Projects (CCP) expenditures should be transparent and fully accounted for through a public accounts disclosure system to be developed and followed across the country. This will be followed by the pursuit of accounting for and the retrieval of the huge sums of money that has been stolen from the people of Botswana. We will add our voice for this scourge to be brought to an end.
Inequality. Our view is that after corruption, the next evil Botswana faces is inequality. With an HDI growth rate that is 5th in Africa and an extremely high GDP per capita, the country can be said to be rich, but its people are poor. The previous government has done well to raise the economy but the problem is that it does not reach an ordinary Motswana. The Gini Coefficient is a measure of the extent the distribution of income among individuals and households deviates from a perfectly equal distribution.
According to UNDP, the Gini Coefficient for Botswana measured in 2009 is stated at 60.50 (there is an unofficial mention of 53.30 which apparently was measured in 2017). This places Botswana as the third (3th) most unequal country in Africa, after only South Africa and Namibia. The question we have is, if the minority white people dominate the South African and Namibian economies to the extent that it has caused so much inequality it can be likened to ownership of those countries, who owns Botswana? Why and how would anybody else other than Batswana own Botswana? This is the message that needed to be told or debated but there was no one to tell it strongly enough even in manifestos and political rallies.
Our first call to action is to interrogate pro-citizen programmes of the political parties and point the electorate to any promises made. We should emphasise life-changing programmes not promises of free gifts of items or money meant to lure voters, but programmes intended to directly target citizens and improve their lives in a meaningful and lasting way. Those programmes should come to life after the elections.
Unemployment. Botswana’s unemployment rate is not only high but growing. Officially it increased from 17.6% in 2016 to 18.1% in 2017. Some people argue that the figures are low because we have deliberately excluded what is classified as Frictional Unemployment, Structural Unemployment, and Seasonal Unemployment. Despite this exclusion, Botswana’s unemployment rate is the 11th worst in Africa. To make matters worse, the high inequality situation is such that unemployment affects certain sections of the society more than others, and it happens to be the women and youth.
Our first call for action regarding unemployment is not to the politicians but to the institutions. We are going to probe 3 institutions (Ministry of Investment, Trade & Industry (MITI), Ministry of Agriculture (MoA) and the Botswana University of Agriculture and Natural Resources (BUAN)), and demand their commitment in relation to large scale commercial production of industrial hemp and medicinal marijuana, initially exclusively for export.
This is an industry that has raised ailing economies elsewhere and has even entered the stock market in places like the USA. This is in addition to it having substantial beneficial and sustainable employment creation potential. Going forward, we are going to interrogate our pre-occupation with Foreign Direct Investment (FDI) as opposed to Domestic Direct Investment (DDI) and the impact of existing citizen economic empowerment programmes.
B-FAR will follow a 4-stage internal process of consensus building and effective targeted delivery. The four stages are: 1. Selection and prioritization of issues; 2. Fact-finding around the selected issues; 3. Agreement on how to deal with the issues; and 4. Acting on what has been agreed. We will not present individual opinions or decisions but those of the Forum. We will endevour to ascertain that when you come across something being said or done by anyone of us under the name of the Forum, you should understand it to be the position of the Forum.
As I wind up, allow me to state the obvious. You are the media. You carry and transmit and deliver messages. You have heard about the planned B-FAR, our immediate calls for action upon its registration and we invite you to work with us in making sure that the messages reach the intended audiences. I thank you once again, for being here and listening to our story. We pray that we become friends with you.
As I said earlier, our friend is anyone who does what is good for Botswana. We trust that you always do, and naturally we should be friends. But we also ask that we be partners. As an industry you have the interest to promote what is good. But you are also Batswana. It is your country too. “Fatshe Leno … La Rona”. You have to help us to make it better.
IEC Disrespects Batswana: A Critical Analysis
The Independent Electoral Commission (IEC) has recently faced significant criticism for its handling of the voter registration exercise. In this prose I aim to shed light on the various instances where the IEC has demonstrated a lack of respect towards the citizens of Botswana, leading to a loss of credibility. By examining the postponements of the registration exercise and the IEC’s failure to communicate effectively, it becomes evident that the institution has disregarded its core mandate and the importance of its role in ensuring fair and transparent elections.
Incompetence or Disrespect?
One possible explanation for the IEC’s behavior is sheer incompetence. It is alarming to consider that the leadership of such a critical institution may lack the understanding of the importance of their mandate. The failure to communicate the reasons for the postponements in a timely manner raises questions about their ability to handle their responsibilities effectively. Furthermore, if the issue lies with government processes, it calls into question whether the IEC has the courage to stand up to the country’s leadership.
Another possibility is that the IEC lacks respect for its core clients, the voters of Botswana. Respect for stakeholders is crucial in building trust, and clear communication is a key component of this. The IEC’s failure to communicate accurate and complete information, despite having access to it, has fueled speculation and mistrust. Additionally, the IEC’s disregard for engaging with political parties, such as the Umbrella for Democratic Change (UDC), further highlights this disrespect. By ignoring the UDC’s request to observe the registration process, the IEC demonstrates a lack of regard for its partners in the electoral exercise.
Rebuilding Trust and Credibility:
While allegations of political interference and security services involvement cannot be ignored, the IEC has a greater responsibility to ensure its own credibility. The institution did manage to refute claims by the DISS Director that the IEC database had been compromised, which is a positive step towards rebuilding trust. However, this remains a small glimmer of hope in the midst of the IEC’s overall disregard for the citizens of Botswana.
To regain the trust of Batswana, the IEC must prioritize respect for its stakeholders. Clear and timely communication is essential in this process. By engaging with political parties and addressing their concerns, the IEC can demonstrate a commitment to transparency and fairness. It is crucial for the IEC to recognize that its credibility is directly linked to the trust it garners from the voters.
The IEC’s recent actions have raised serious concerns about its credibility and respect for the citizens of Botswana. Whether due to incompetence or a lack of respect for stakeholders, the IEC’s failure to communicate effectively and handle its responsibilities has damaged its reputation. To regain trust and maintain relevance, the IEC must prioritize clear and timely communication, engage with political parties, and demonstrate a commitment to transparency and fairness. Only by respecting the voters of Botswana can the IEC fulfill its crucial role in ensuring free and fair elections.
Fuelling Change: The Evolving Dynamics of the Oil and Gas Industry
The Oil and Gas industry has undergone several significant developments and changes over the last few years. Understanding these developments and trends is crucial towards better appreciating how to navigate the engagement in this space, whether directly in the energy space or in associated value chain roles such as financing.
Here, we explore some of the most notable global events and trends and the potential impact or bearing they have on the local and global market.
Governments and companies around the world have been increasingly focused on transitioning towards renewable energy sources such as solar and wind power. This shift is motivated by concerns about climate change and the need to reduce greenhouse gas emissions. Africa, including Botswana, is part of these discussions, as we work to collectively ensure a greener and more sustainable future. Indeed, this is now a greater priority the world over. It aligns closely with the increase in Environmental, Social, and Governance (ESG) investing being observed. ESG investing has become increasingly popular, and many investors are now looking for companies that are focused on sustainability and reducing their carbon footprint. This trend could have significant implications for the oil and fuel industry, which is often viewed as environmentally unsustainable. Relatedly and equally key are the evolving government policies. Government policies and regulations related to the Oil and Gas industry are likely to continue evolving with discussions including incentives for renewable energy and potentially imposing stricter regulations on emissions.
The COVID-19 pandemic has also played a strong role. Over the last two years, the pandemic had a profound impact on the Oil and Gas industry (and fuel generally), leading to a significant drop in demand as travel and economic activity slowed down. As a result, oil prices plummeted, with crude oil prices briefly turning negative in April 2020. Most economies have now vaccinated their populations and are in recovery mode, and with the recovery of the economies, there has been recovery of oil prices; however, the pace and sustainability of recovery continues to be dependent on factors such as emergence of new variants of the virus.
This period, which saw increased digital transformation on the whole, also saw accelerated and increased investment in technology. The Oil and Gas industry is expected to continue investing in new digital technologies to increase efficiency and reduce costs. This also means a necessary understanding and subsequent action to address the impacts from the rise of electric vehicles. The growing popularity of electric vehicles is expected to reduce demand for traditional gasoline-powered cars. This has, in turn, had an impact on the demand for oil.
Last but not least, geopolitical tensions have played a tremendous role. Geopolitical tensions between major oil-producing countries can and has impacted the supply of oil and fuel. Ongoing tensions in the Middle East and between the US and Russia could have an impact on global oil prices further, and we must be mindful of this.
On the home front in Botswana, all these discussions are relevant and the subject of discussion in many corporate and even public sector boardrooms. Stanbic Bank Botswana continues to take a lead in supporting the Oil and Gas industry in its current state and as it evolves and navigates these dynamics. This is through providing financing to support Oil and Gas companies’ operations, including investments in new technologies. The Bank offers risk management services to help oil and gas companies to manage risks associated with price fluctuations, supply chain disruptions and regulatory changes. This includes offering hedging products and providing advice on risk management strategies.
Advisory and support for sustainability initiatives that the industry undertakes is also key to ensuring that, as companies navigate complex market conditions, they are more empowered to make informed business decisions. It is important to work with Oil and Gas companies to develop and implement sustainability strategies, such as reducing emissions and increasing the use of renewable energy. This is key to how partners such as Stanbic Bank work to support the sector.
Last but not least, Stanbic Bank stands firmly in support of Botswana’s drive in the development of the sector with the view to attain better fuel security and reduce dependence risk on imported fuel. This is crucial towards ensuring a stronger, stabler market, and a core aspect to how we can play a role in helping drive Botswana’s growth. Continued understanding, learning, and sustainable action are what will help ensure the Oil and Gas sector is supported towards positive, sustainable and impactful growth in a manner that brings social, environmental and economic benefit.
Loago Tshomane is Manager, Client Coverage, Corporate and Investment Banking (CIB), Stanbic Bank Botswana
Brands are important
So, the conclusion is brands are important. I start by concluding because one hopes this is a foregone conclusion given the furore that erupts over a botched brand. If a fast food chef bungles a food order, there’d be possibly some isolated complaint thrown. However, if the same company’s marketing expert or agency cooks up a tasteless brand there is a country-wide outcry. Why? Perhaps this is because brands affect us more deeply than we care to understand or admit. The fact that the uproar might be equal parts of schadenfreude, black twitter-esque criticism and, disappointment does not take away from the decibel of concern raised.
A good place to start our understanding of a brand is naturally by defining what a brand is. Marty Neumier, the genius who authored The Brand Gap, offers this instructive definition – “A brand is a person’s gut feel about a product or service”. In other words, a brand is not what the company says it is. It is what the people feel it is. It is the sum total of what it means to them. Brands are perceptions. So, brands are defined by individuals not companies. But brands are owned by companies not individuals. Brands are crafted in privacy but consumed publicly. Brands are communal. Granted, you say. But that doesn’t still explain why everybody and their pet dog feel entitled to jump in feet first into a brand slug-fest armed with a hot opinion. True. But consider the following truism.
Brands are living. They act as milestones in our past. They are signposts of our identity. Beacons of our triumphs. Indexes of our consumption. Most importantly, they have invaded our very words and world view. Try going for just 24 hours without mentioning a single brand name. Quite difficult, right? Because they live among us they have become one of us. And we have therefore built ‘brand bonds’ with them. For example, iPhone owners gather here. You love your iPhone. It goes everywhere. You turn to it in moments of joy and when we need a quick mood boost. Notice how that ‘relationship’ started with desire as you longingly gazed upon it in a glossy brochure. That quickly progressed to asking other people what they thought about it. Followed by the zero moment of truth were you committed and voted your approval through a purchase. Does that sound like a romantic relationship timeline. You bet it does. Because it is. When we conduct brand workshops we run the Brand Loyalty ™ exercise wherein we test people’s loyalty to their favourite brand(s). The results are always quite intriguing. Most people are willing to pay a 40% premium over the standard price for ‘their’ brand. They simply won’t easily ‘breakup’ with it. Doing so can cause brand ‘heart ache’. There is strong brand elasticity for loved brands.
Now that we know brands are communal and endeared, then companies armed with this knowledge, must exercise caution and practise reverence when approaching the subject of rebranding. It’s fragile. The question marketers ought to ask themselves before gleefully jumping into the hot rebranding cauldron is – Do we go for an Evolution (partial rebrand) or a Revolution(full rebrand)? An evolution is incremental. It introduces small but significant changes or additions to the existing visual brand. Here, think of the subtle changes you’ve seen in financial or FMCG brands over the decades. Evolution allows you to redirect the brand without alienating its horde of faithful followers. As humans we love the familiar and certain. Change scares us. Especially if we’ve not been privy to the important but probably blinkered ‘strategy sessions’ ongoing behind the scenes. Revolutions are often messy. They are often hard reset about-turns aiming for a total new look and ‘feel’.
Hard rebranding is risky business. History is littered with the agony of brands large and small who felt the heat of public disfavour. In January 2009, PepsiCo rebranded the Tropicana. When the newly designed package hit the shelves, consumers were not having it. The New York Times reports that ‘some of the commenting described the new packaging as ‘ugly’ ‘stupid’. They wanted their old one back that showed a ripe orange with a straw in it. Sales dipped 20%. PepsiCo reverted to the old logo and packaging within a month. In 2006 Mastercard had to backtrack away from it’s new logo after public criticism, as did Leeds United, and the clothing brand Gap. AdAge magazine reports that critics most common sentiment about the Gap logo was that it looked like something a child had created using a clip-art gallery. Botswana is no different. University of Botswana had to retreat into the comfort of the known and accepted heritage strong brand. Sir Ketumile Masire Teaching Hospital was badgered with complaints till it ‘adjusted’ its logo.
So if the landscape of rebranding is so treacherous then whey take the risk? Companies need to soberly assess they need for a rebrand. According to the fellows at Ignyte Branding a rebrand is ignited by the following admissions :
Our brand name no longer reflects our company’s vision.
We’re embarrassed to hand out our business cards.
Our competitive advantage is vague or poorly articulated.
Our brand has lost focus and become too complex to understand. Our business model or strategy has changed.
Our business has outgrown its current brand.
We’re undergoing or recently underwent a merger or acquisition. Our business has moved or expanded its geographic reach.
We need to disassociate our brand from a negative image.
We’re struggling to raise our prices and increase our profit margins. We want to expand our influence and connect to new audiences. We’re not attracting top talent for the positions we need to fill. All the above are good reasons to rebrand.
The downside to this debacle is that companies genuinely needing to rebrand might be hesitant or delay it altogether. The silver lining I guess is that marketing often mocked for its charlatans, is briefly transformed from being the Archilles heel into Thanos’ glove in an instant.
So what does a company need to do to safely navigate the rebranding terrain? Companies need to interrogate their brand purpose thoroughly. Not what they think they stand for but what they authentically represent when seen through the lens of their team members. In our Brand Workshop we use a number of tools to tease out the compelling brand truth. This section always draws amusing insights. Unfailingly, the top management (CEO & CFO)always has a vastly different picture of their brand to the rest of their ExCo and middle management, as do they to the customer-facing officer. We have only come across one company that had good internal alignment. Needless to say that brand is doing superbly well.
There is need a for brand strategies to guide the brand. One observes that most brands ‘make a plan’ as they go along. Little or no deliberate position on Brand audit, Customer research, Brand positioning and purpose, Architecture, Messaging, Naming, Tagline, Brand Training and may more. A brand strategy distils why your business exists beyond making money – its ‘why’. It defines what makes your brand what it is, what differentiates it from the competition and how you want your customers to perceive it. Lacking a brand strategy disadvantages the company in that it appears soul-less and lacking in personality. Naturally, people do not like to hang around humans with nothing to say. A brand strategy understands the value proposition. People don’t buy nails for the nails sake. They buy nails to hammer into the wall to hang pictures of their loved ones. People don’t buy make up because of its several hues and shades. Make up is self-expression. Understanding this arms a brand with an iron clad clad strategy on the brand battlefield.
But perhaps you’ve done the important research and strategy work. It’s still possible to bungle the final look and feel. A few years ago one large brand had an extensive strategy done. Hopes were high for a top tier brand reveal. The eventual proposed brand was lack-lustre. I distinctly remember, being tasked as local agency to ‘land’ the brand and we outright refused. We could see this was a disaster of epic proportions begging to happen. The brand consultants were summoned to revise the logo. After a several tweaks and compromises the brand landed. It currently exists as one of the country’s largest brands. Getting the logo and visual look right is important. But how does one know if they are on the right path? Using the simile of a brand being a person – The answer is how do you know your outfit is right? It must serve a function, be the right fit and cut, it must be coordinated and lastly it must say something about you. So it is possible to bath in a luxurious bath gel, apply exotic lotion, be facebeat and still somehow wear a faux pas outfit. Avoid that.
Another suggestion is to do the obvious. Pre-test the logo and its look and feel on a cross section of your existing and prospective audience. There are tools to do this. Their feedback can save you money, time and pain. Additionally one must do another obvious check – use Google Image to verify the visual outcome and plain Google search to verify the name. These are so obvious they are hopefully for gone conclusions. But for the brands that have gone ahead without them, I hope you have not concluded your brand journeys as there is a world of opportunity waiting to be unlocked with the right brand strategy key.
Cliff Mada is Head of ArmourGetOn Brand Consultancy, based in Gaborone and Cape Town.