The provenance of the BCP quagmire can be traced back to the 2014 General elections outcome which not only shocked the BCP rank and file but obliterated their confidence leaving only a vacuum to be later occupied by fear and uncertainty.
Obviously the dismal showing at the polls further accentuated by the loss of our Leader Cde Dumelang Saleshando was ascribed to our absence in the opposition coalition the UDC which had made history winning 17 parliamentary seats. As a consequence, BCP joined UDC and things instead of improving became worse. With hindsight not being part of the umbrella in 2014 was a mistake, but joining it post 2014 was an even fatal mistake, the first since of Adam at the Garden of Eden.
That the BCP is a party at crossroads has never been clearer. The impasse in the UDC due to the constitution, BCP's membership inter alia is an outlandish situation for kgololo. BCP prides itself with order, organisational harmony and policies that resonate with wishes and aspirations of Batswana.
For the party to be embroiled in protracted conflicts bringing uncertainty and anxiety to its members is unprecedented and embarrassing to be polite. It is time the BCP acknowledges that the UDC they thought they joined is not the one of today, its time they acknowledge that Advocates for Change is actually Advocates for Chaos.
The horse has bolted, ITS OVER, pull out of this toxic cohabitation and live to fight another day. In the onset, we made painful concessions, relegating the party to the north and effectively rendering it a regional party, we only have 1 constituency in the south of Botswana and also 1 in the cities being Francistown East.
We opted not to miss the forest for the trees as State power was a reality under the pre Pilane UDC. Now with hopes of state power extinguished, our membership of the coalition being questioned and denied what in God's name are we doing in the UDC? Only insanity can occlude a man from walking away after being turned down by a woman for two years.
It’s been almost 2 years since the Oasis Motel press conference announcing the BCP’s entry into the Umbrella yet we still are (apparently) not recognized by the constitution. The UDC VP Advocate Pilane's political turpitude leaves Satan Jealous. The way he stole BMD with dogs, security agents and of course the constitution was as diabolic as it was egregious and should have served as an augury of what’s to come.
He is a man on a mission, a destructive mission and care less of eventual casualties. He does not care if the Umbrella burns provided he becomes President of the ashes. By being entangled with this 'constitutional despot' the BCP is not just playing with fire, it is literally soaking matches in gasoline.
Pilane has nothing to lose, he will relish at the prospect of a protracted court battle which will not only delay the 2019 General elections campaign but impugn the character and credibility of the UDC. It is hard to put a dog on a leash once you have put a crown on its head, thus it is futile not to mention perilous for the BCP to believe it can tame or even deal with this man. We have a lot to lose and time is our chief enemy.
Then there is Hon Boko, the UDC leader. We can all accept that the political 'bromance' between Duma and Dums was as fleeting as it was insincere. The BNF leader is deceptive and untrustworthy, his vagaries ever since the infamous BMD Matshekge congress exposes a man at best captured or at worst uninterested in changing government.
This is the same man who promulgated that UDC has the power to replace a weak candidate of a contracting party by a stronger candidate from another contracting party, we all watched in dismay when a weak BMD candidate cost UDC victory at Moshupa/Manyana. Hitherto, BMD has no candidates in some constituencies and weak candidates in others including suspended BDP youth wing members and the UDC leader has not acted.
It seems he long took Cde Saleshando's advice, 'To best remain silent'. How he managed to inveigle BCP leaders by signing a disputed constitution 5 months later is inexplicable but more inexplicable is how the BCP and BNF conferences could not decipher that the last minute constitution was intended to placate them and circumvent a resolution of pulling out of the beleaguered coalition.
The BCP is in a quandary, the trauma of 2014 is still fresh, and the fear of walking out of UDC and being branded enemies of unity is palpable. Doubt is the biggest enemy of man, fear is the biggest enemy of a party. The fear has blinded the BCP to even the obvious. First, we are said to be not inside the UDC hence we can never be accused of pulling out from a coalition we were never part of. The UDC VP, who is actually its defacto leader has said that repeatedly on national radio accompanied by his chairman.
The spiritual leader of UDC Johnson Motshwarakgole has also asserted the same aphorism and not to be out shined, the convenors of UDC were recently enjoying their 20 mins of fame that they so year for on radio averring that BCP is not part of UDC. The only leader who we naively believe can defend our situation is conspicuous by his silence and was rumored out of the country when the knives were and are still out for us.
Secondly, there is already a party which quit the UDC in Alliance for Progressives (AP) lead by Hon Ndaba Gaolathe. The AP has never been bashed for their stand and seem to have found favor with key union leaders. By dumping this unholy union we will be assuming the position already occupied by AP, we can never be isolated alas 2014. Thus I fail to see how we will be crucified for a position another party is being lauded for. That will be taking hypocrisy to the zenith level by our 4th estate. Lastly and most importantly, the UDC of today is not the UDC of 2014.
It no longer has the support of both the private press and BOFEPUSU, it houses a hugely unpopular leader in Advocate Pilane who is not only distrusted by Batswana but also unwanted by them and it’s less a vital cog in its machinery in the form of Hon Gaolathe and his lieutenants. The recent success in bye elections by the UDC ought to be credited to the presence of BCP, we bring the most numbers in the coalition yet we get fed crumbs, get disrespected, our leader frustrated and ridiculed by a man leading a shell. How long is the BCP prepared to endure this journey to nowhere and mortification. It is time to choose the correct path out of this crossroads, which is the only path at our disposal in all honesty. PULL OUT, and live to fight another day.
The BCP is a party born from severe labor pains to a hostile political environment. Fighting a cultist figure in Dr Koma, the party was shunned by both BNF and BDP, A paradoxical alliance was forged between the ruling party and main opposition crystallizing in a motion to ban floor crossing by then MP Gladys Kokorwe. The motion was disingenuous, it was meant to kill baby BCP in its crib rather than to right a wrong hence the non-implementation of the motion to date.
With such odds stacked against it, the BCP persevered and grew to be a key player in our politics. It can be concluded that the BCP is now the single largest opposition party in the country commanding over 20% popular vote. The time is now for Kgololo to disinter that assiduity, bravery and self confidence in its mission, vision and policies that allowed it to weather the storm it faced at its infancy and become the fastest growing party in our land.
The BCP members jealously love and protect their party, they are loyal to their brand, a brand which has been besmirched and soiled for far too long. Painfully for them the leadership's plans to restore the BCP to its rightful place as the party of choice has been desultory at best.
The BCP must forget about UDC membership. If it couldn't be fixed in 2 years it won’t be in 21 days. It’s never late to mend. The BCP must PULL OUT from this toxic alliance and ready itself for going solo in the upcoming General elections. Dignity, peace and tranquility must reign again in the Lime movement.
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.
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‚Äô 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‚Äôs 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‚Äôs 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
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‚Äôd be possibly some isolated complaint thrown. However, if the same company‚Äôs 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 – ‚ÄúA brand is a person‚Äôs gut feel about a product or service‚ÄĚ. 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‚Äôt 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 ‚Äėbrand bonds‚Äô 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 ‚Äėrelationship‚Äô 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 ‚ĄĘ exercise wherein we test people‚Äôs 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 ‚Äėtheir‚Äô brand. They simply won‚Äôt easily ‚Äėbreakup‚Äô with it. Doing so can cause brand ‚Äėheart ache‚Äô. 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‚Äôs fragile. The question marketers ought to ask themselves before gleefully jumping into the hot rebranding cauldron is ‚Äď 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‚Äôve 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‚Äôve not been privy to the important but probably blinkered ‚Äėstrategy sessions‚Äô ongoing behind the scenes. Revolutions are often messy. They are often hard reset about-turns aiming for a total new look and ‚Äėfeel‚Äô.
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 ‚Äėsome of the commenting described the new packaging as ‚Äėugly‚Äô ‚Äėstupid‚Äô. 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‚Äôs 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 ‚Äėadjusted‚Äô 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‚Äôs vision.
We‚Äôre 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‚Äôre 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‚Äôre struggling to raise our prices and increase our profit margins. We want to expand our influence and connect to new audiences. We‚Äôre 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‚Äô 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 ‚Äėmake a plan‚Äô 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 ‚Äď its ‚Äėwhy‚Äô. 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‚Äôt buy nails for the nails sake. They buy nails to hammer into the wall to hang pictures of their loved ones. People don‚Äôt 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‚Äôve done the important research and strategy work. It‚Äôs 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 ‚Äėland‚Äô 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‚Äôs 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 ‚Äď 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.