This is a word I have learnt recently after BDP Gaborone region proposal to increase our constituencies from the current 57 to 120 for the 2019 elections. I then found out what gerrymandering was; it is a practice that attempts to establish political advantage for a particular party by manipulating district boundaries to create partisan advantaged constituencies as typified by the illustration in the borrowed picture above.
The word was created in reaction to redrawing of Massachusetts state senate election districts under the then governor Elbridge Gerry in the early 1800s. Many political commentators have branded the proposal by BDP functionaries to increase constituencies for the 2019 elections as gerrymandering. This is considered to be so because such proposal was made before by the opposition in parliament and was decisively rejected on the basis that the economy could not afford it.
How can the economy afford it now when it is said to be in intensive care requiring a stimulus package (ESP) for its resuscitation; when we have been forced to tap into our foreign reserves to support our ailing economy? If the proposal to increase constituencies were to be approved this would give credence to those suggesting that gerrymandering to keep the ruling party in perpetual power is indeed at play.
However, increasing constituencies in order to improve effectiveness of representation of the people is desirable as was previously proposed by the opposition provided that the economy can support it. It becomes devious if it is done for the purpose of gerrymandering. The nation is therefore fore warned; be alert and awake so that in the event that the proposal is accepted, effective systems to hinder and frustrate any gerrymandering are devised by you through your representatives and civic organisations.
What else could be considered to be ‘gerrymandering’?
This intriguing gerrymandering word got my mind working. I started thinking maybe they could be other areas where gerrymandering could be at play in our country. They could be many things that are being done in this country that are similar in nature to gerrymandering and maybe we should find local names for them to. These are things or programs done for political expediency whose only aim is to shift political boundaries in the land by using public resources to manipulate people’s minds and emotions in a way that unfairly favours one party over the other. We therefore as a nation need more than ever to deeply scrutinise certain programs that seem illogical to many people but are being done and supported by seemingly knowledgeable and sane people.
Please allow me to think aloud. I can see a number of seemingly ‘gerrymandered’ programs in our country. You will find appropriate names for these if you so wish, but for me they smell like gerrymandering dressed differently.
The way the ESP I mentioned earlier was announced and is being implemented brings a lot of doubt on whether this is a genuine attempt to stimulate the economy or whether it is a package meant to lineup pockets of some partisan functionaries and consequently their political party to create financial advantage over other parties? Elections are very expensive, so creating a scheme that will financial benefit party functionaries and the party will help with campaigns and possibly to buy votes especially from the poor and disadvantaged. We understand that over a billion pula was spent even before the package was endorsed by parliament. How and when were these tenders prepared and adjudicated? Who won these tenders? Was a transparent and auditable process used?
The nation in a strange way was told to register companies in order to benefit from ESP. One wonders how one registers a company for ESP? What expertise is required for one to register such a company and for one to successfully execute an ESP project? Should we not have rather encouraged already established and experienced companies to get ready by identifying and training Batswana for execution of these projects? We heard from a very senior party functionary through a leaked tape how tenders are created and won in this country for the ruling party supporters through tenderpreneuring.
Tenderpreneurs do not have to have any skill; they only need the political connection; they add no value to our economy. They are given tenders which tenders are implemented by others and a sizable cut from those tenders lines the pockets of these tenderpreneurs. Is this not gerrymandering dressed in public financial manipulations whose aim is to change people’s psychological boundaries to create partisan advantages?
Unprecedented Presidential visits to rural areas and showering the poor with gifts and?
It is a known fact that poor people are easily manipulated by simple gestures from authorities. Visiting poor people and talking to them as the president does so often is a good thing, if it is meant to hear concerns and developmental needs of these people but giving them presents is a sure sign of buying loyalty and keeping the poor poorer. These people can be the most loyal people you can come across and are always looking for something, anything from their leaders and giving them presents will surely win their hearts and loyalty. Leaders can easily manipulate them by cheap politics that does not add any value to their lives.
On the other hand, leaders who want to make a difference to the lives of the poor people do not give them soup and gifts, they build clinics, schools, roads and provide employment that pays at least a living wage; the elderly are given living allowances, food baskets and cared for not only by the family members but by the community and the country. These people have done their part for the country and it the time for the country to give back to these people who are now physically and emotionally unable to support themselves.
I often wonder where the blankets that the president doles out during his many visits come from. Do they belong to the country or do they come from the president personal resources? Or are they gifts from foreign companies or those tenderpreneurs? These are just innocent questions that the nation needs to ask unequivocally and wonder if this is not another form of gerrymandering; shifting political boundaries by buying people with gifts they do not deserve or need?
The way ipelegeng is conducted leaves a lot to be desired. It is not the ipelegeng that was originally envisaged by the founding father of this republic. Ipelegeng was a self help scheme meant to allow local communities to help the government with short to long term projects that benefited the community directly. Projects like building local roads, classrooms, dams, staff houses; contribution to building the University of Botswana was a typical ipelegeng project that current generations and generations to come will continue to benefit from.
Ipelegeng of today is about spending long hours under shades of trees chatting. Go around Gaborone and see these people at work and see what they actually achieve in a day. To me this is just a way of saying to these people we do not have jobs for you but we shall pay you P400 for registering in this ipelegeng because we care for you, you do not have to achieve anything. This also creates a lazy mentality that will become difficult to shake off. Why can’t they create permanent jobs for cleaning town roads, like it is done throughout the world?
If you go around Mogoditshane village almost every yard in some streets is a brick yard owned by foreigners. Therefore brick molding is a growing profitable business that requires low level skills as evidenced by these many busy informal brick yards. This is an area that will continue to grow as Gaborone and surrounding areas continue to build new houses and infrastructure. Why can’t government use this ipelegeng money to set up proper brick yards and a support structure in areas such as Mogoditshane and get these people to mold bricks for sale and pay them decent wages instead of gerrymandering with ipelegeng program?
I am sure there are many other areas where gerrymandering is done in our country. The people need to understand these things so that the perpetuators could be appropriately punished at the polls. The people must know that the government owns no money; the government does not own any resources in this country. The money the country has and the resources that have been bestowed upon us belong to the people of this country equally. The government role is to manage the financial and natural resources on our behalf; provide and facilitate the provision of all the services needed by the people.
The government is duty bound to ensure that we have adequate roads, adequate transportation and communication systems; adequate health care systems; adequate food; electricity, gas and water; adequate educational facilities and programs; must ensure that people are meaningfully employed to contribute to the growth of their economy; must ensure that we are well represented internationally in order to benefit fully from the global village.
I want to conclude by quoting from the bible, ‘’ if I give all I possess to the poor…, but do not have love, I gain nothing, love is patient, love is kind, love does not envy, it does not boast, it is not proud, it does not dishonor others, it is not self seeking, it is not easily angered, it keeps no record of wrongs, it does not delight in evil, but rejoices with the truth, it protects, always hopes and perseveres’’ Corinthians 13:3-7.
As a nation let us consider these words and apply them to our situations. Do we really love each other? Do our leaders really love the people or is it all about them using the people for their own selfish benefit?
The government role is not to go around giving gifts to the poor; they are organisations and charities that do that where there is need. The government role is to empower people so that they can create livelihoods for themselves.
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’ 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
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.