Think and act for entrepreneurship in Africa

Testimonials

This page is about the sharing of experiences, coming from a wide range of stakeholders in the entrepreneurial ecosystem in Africa: entrepreneurs, but also incubators, investors, development actors…

Acceleration programs: a miracle solution for early-stage companies? (2/2)

In recent years, “acceleration” programs have proliferated on the African continent. What lies behind this trendy concept? What does an acceleration program bring to a company? After having explored the…

In recent years, “acceleration” programs have proliferated on the African continent. What lies behind this trendy concept? What does an acceleration program bring to a company?

After having explored the different facets of acceleration programs currently deployed on the African continent in a first article (available here), we will focus here with a practical case study of a company benefiting from an acceleration program, with a joint-interview of Mohamed Diaby and Ybrahim Traoré, CEO and co-director, respectively, of Citrine.

Founded in 2014, Citrine Corporation is a company based in Grand-Bassam, southern Côte d’Ivoire, specializing in the production and marketing of Zatwa brand agricultural products in the sub-region, Europe and the United States.

Like many young African companies, Citrine has had great difficulty accessing “traditional” financing (bank loans, equity investments, etc.). However, since 2020, the company has benefited from the I&P Acceleration program in the Sahel (IPAS), which has provided financial resources (seed funding in the form of a repayable advance to meet operating expenses, pilot phases, market testing, research & development, equipment purchases), as well as technical support to strengthen the team’s skills in various areas.

 

What is your business plan ?

Mohamed Diaby : From the very beginning, our intention was to promote the local dishes and cultures from the southern region of Côte d’Ivoire, where we both come from.

Ybrahim Traoré : Our ambition was also to show young Africans that you don’t need to leave the country to succeed. Starting a business and creating jobs is a way to deal with the problem of clandestine migration, which is occurring in several African countries. This is why our business is not limited to import-export: we ensure not only the marketing phase but also the production phase of cereals, fruits and vegetables, such as placali and attiéké, which are produced in the Grand-Bassam region and widely consumed by Ivorians in Côte d’Ivoire and abroad. We have also created our own brand, Zatwa Impex.

 

How did you come up with this idea?

M. D. : We met at the university during our graduation cycle. To complete our degree, we needed to find a work-study program, but we chose to go directly into entrepreneurship.

We thus started this project based on the following observation: the entire distribution circuit of African products and foodstuffs (attiéké, smoked fish, etc.) was run by non-African communities. In France, for example, these grocery stores are owned by the Asian community. We thought this was a shame… and that’s how the journey started.

Y. T. : We didn’t intend to only produce and sell attiéké but also to guarantee the quality of the products put on the market. The company is doing well. When we started, we had about ten employees, 90% of whom were women. Today, we have about 60 permanent jobs and we employ up to 100 people during the production period.

 

Your company has been supported since 2020 by the I&P Acceleration in the Sahel program. What does this partnership bring you ?

M. D. : I would say many things! We had approached the Ivorian fund Comoé Capital a few years ago, but we were not quite ready yet. The opportunity for partnership arose thanks to the launch of the I&P Acceleration in the Sahel program, led by Investisseurs & Partenaires and financed by the European Union.

Today we owe a lot to the team that follows up and gives us very useful advice. I&P and Comoé Capital helped us to carry out our market study on cassava products (such as attiéké and placali mentioned previously) which allowed us to confirm their sales potential, in Côte d’Ivoire and with the African diaspora (from Congo, Niger, Ghana, Benin…), who also consume a lot of cassava. Then, the program allowed us to increase our production capacity with the help of production equipment (ovens, machines, packaging, a crusher, raw materials).

Y. T. : The program’s support also allows us to lighten the workload of our staff. Our employees work full time but produce much more. They can now produce two containers in a month, instead of one. The workload is less tiring but they earn a lot more because it gives us the opportunity to increase their wages. They rely heavily on us and on their job because it helps them support their family needs.

Thanks to the I&P Acceleration program, we have been able to expand our production capacity with a lighter, less tiring workload for our employees and a higher salary to boot.

 

What’s next ?

Y. T. : The program’s support will help us tackle environmental issues. For example, we are going to benefit from a technical assistance mission* for the recycling of waste. We will be able to recover and transform cassava skins and starch into bio-gas.

M. D. : In the medium term, we’d like to consolidate Citrine’s position on the local market. It is important for us to strengthen the sale of our products in markets and supermarkets and contribute to food security in Côte d’Ivoire.

L’appui du programme nous permet de nous attaquer aux questions environnementales. Nous bénéficions d’une mission d’assistance technique pour mesurer l’efficacité de toute notre chaîne de production.The program’s support allows us to address environmental issues. We have a technical assistance mission to measure the efficiency of our entire production chain.

 

 

Keywords

Acceleration: Mentoring, financing or networking services provided by private actors (investment funds, incubators, etc.) and financial backers to small businesses to support them in their start-up phase.

Seed: All the resources granted to a company to meet the expenses related to its start-up (working capital, operating expenses, research and development, purchase of equipment and technologies) and to prepare it for fund-raising.

Technical assistance: All non-financial resources granted to the managerial and/or operational teams of a company to strengthen their skills in several areas (strategy, financial and/or fiscal management, marketing, production, etc.). Generally, technical assistance takes the form of training (individual or collective) or support missions carried out by an expert

 


[1] I&P Acceleration in the Sahel, launched in 2020, is a program deployed by the Investisseurs & Partenaires group and funded by the European Union. The program targets 13 countries in the Sahel sub-region and provides start-ups with access to the financing and skills necessary to enable their development and thus promote the creation of decent jobs.

[2] HACCP (Hazard analysis Critical Control Point) is the main platform of international legislation concerning manufacturing for all actors of the food industry. The HACCP aims to validate the implementation of the food safety system.

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SOAFIARY: the case of a socially responsible company in Madagascar

A company can be much more than just an economic player. It can play a significant societal role, as demonstrated by the Malagasy company Soafiary. Since its creation in 2006,…

A company can be much more than just an economic player. It can play a significant societal role, as demonstrated by the Malagasy company Soafiary. Since its creation in 2006, this agrobusiness company has integrated its social commitment at the heart of its business model.

 

Founded in 2006 by the Malagasy promoter Malala Rabenoro, SOAFIARY is specialized in the sourcing, processing and commercialization of cereals and leguminous plants on local and international markets. The company begins to diversify its activities in 2017. The company sets up a feed mill unit and launches the SOADIO project, a contract farming project run in collaboration with the diocese of the Vakinankaratra region, located in the highlands of Madagascar. The company’s operating site is located in this rural area, known as “the farmer” of Madagascar.

The Vakinankaratra region is not spared by the precarious situation that prevails in the country, with an extremely low literacy rate, an infrastructure deficit and a high poverty rate. As an actor committed to the development of its region and its country, Soafiary aim to address these social and economic challenges.

 

Promoting employment among an underprivileged and undereducated population

The local population lives mainly from subsistence agriculture or livestock farming. They often find it difficult to produce enough to ensure self-sufficiency, let alone to develop their activity. Due to a lack of education, they are not eligible for qualified positions in the business world.

Soafiary is committed to facilitating the professional integration of this population. The company employs nearly 200 people, most of whom are locals. They are engaged in field work, manual sorting of legumes and packaging of products. The company has made the choice to do the sorting and packaging activities manually, even if automation is possible. This choice makes it possible to create more jobs.

Soafiary’s contribution also takes the form of financial assistance in the form of loans granted to employees, to help them develop another income-generating activity. Doing so, Soafiary provides the surrounding community with the opportunity to improve their economic condition through access to dual employment.

Soafiary is committed to facilitating the professional integration of a local population that lives mainly from subsistence agriculture or livestock farming.

Accompanying employees on literacy and hygiene issues

Soafiary’s employees include 21% who are illiterate, 46% who have completed primary school and 25% who have completed lower secondary education. Hiring poorly educated people from the rural world is a real commitment on the part of the company, which has put in place extensive support to enable them to assimilate key production techniques, learn hygiene measures and basic skills such as reading and writing.

Soafiary regularly conducts awareness sessions on hygiene issues for its employees, including the correct use of the sanitary block and water hygiene. Regarding literacy, the company focuses on teaching employees to read and write so that they can check their pay slips, by identifying and validating information concerning them, in particular their first and last names, and then signing it if the slip is satisfactory to them. This has created a climate of trust and exchange within the company.

These measures may seem basic but their implementation is not easy and can be time consuming. The production director, Ms. Agnès Randrianampizafy, plays a key role in their implementation thanks to her background as a teacher. As she explains, “It takes good teaching skills, patience, and discipline”.

 

Supporting and training small producers trough the Soadio project

The agribusiness sector is at the crossroads of several serious issues: the integration of small producers, environmental protection, product quality and price competitiveness, all this in a highly competitive international market.

Soafiary is trying to respond to these challenges through its Soadio project, a model of responsible contract farming that consists of training small producers and providing them with the agricultural equipment and inputs needed to farm the 4,100 Ha of land belonging to the Diocese of the Vakinankaratra region. Since the project launch in 2017, 380 Ha have been exploited and the entire production is purchased by Soafiary.

The project represents an important socio-economic driving force for the region. It aims at improving the living conditions of small producers in Morarano, a rural commune located 200 km from the Soafiary exploitation site, where the Diocese’s lands are located. It also allows for the inclusion of small producers in Soafiary’s value chain, who now ensure the company’s supply.

This inclusive partnership between Soafiary and the Diocese is a step towards greater social and humanitarian cohesion. This is a prerequisite for launching various projects: setting up an irrigation system, strengthening the fields to combat erosion, strengthening the basic health center by providing medical equipment, improving the village’s only school by extending classrooms, supporting agricultural training centers, to name but a few.

 

Soafiary demonstrates that integrating social commitments at the heart of its business model can be beneficial for the company. This approach has generated greater commitment from its employees, but also enabled the company to build a sustainable model of contract farming that secures its supply volume while meeting the challenges of product quality and traceability.

 

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A conversation with Bachir Rockya Lahilaba, founder of Sahel Délices

The covid-19 pandemic has led to the implementation of lockdown measures in many African countries. These had a deep impact on economic activities, particularly on small and medium-sized enterprises. In…

The covid-19 pandemic has led to the implementation of lockdown measures in many African countries. These had a deep impact on economic activities, particularly on small and medium-sized enterprises.

In this context, I&P, FERDI and the Club Africain des Entrepreneurs are working together to produce a series of articles studying how African SMEs are coping with the health and economic crisis and the measures to be taken to help them overcome the crisis.

The first article in this series relates the story of Mrs. Bachir Rockya Lahilaba, founder of the Nigerien company Sahel Délices. Launched in 2015 Sahel Délices seeks to enhance the value of local agricultural resources. Juices based on local plants such as bissap or baobab are the flagship products of the company, which also produces herbal teas, spices and jams.

 

How did you get through the health and economic crisis of Covid-19 these last few months? What have been the impacts on Sahel Délices?

When the number of Covid-19 cases began to increase a few months ago, we quickly realized that this crisis would also directly affect the African continent. At first, everyone was afraid. We had to close Sahel Délices for a while to see how the situation would evolve. But gradually the fear was overcome, the shop opened again.  We decided to continue the activity, following the sanitary measures and all the instructions of the government.

Several difficulties emerged as the crisis unfolded:

The first difficulty was the supply of fresh ingredients. Niamey had been isolated from the rest of the country during lockdown, but all the fresh products come from rural areas. Women normally come from surrounding rural market to sell their products in the city, but they could no longer move around because there were no buses between the villages and the capital. This led to an increase in the price of commodities such as baobabs, tamarins, hibiscus, etc.

The supply of packaging was the second problem. The packaging we use comes from Nigeria, but the border was closed due to the pandemic, and the costs have risen sharply. Sahel Délices tried to adapt by buying bottles made here in Niger, but the local production does not have meet our usual quality standards, some customers were not satisfied.

Third problem: during the first two months (March, April), our deliverymen often forgot to wear masks and gloves. At the production level, there were no problems since masks and gloves were already mandatory, but we had to be very careful with the deliverymen because they were not used to it. Customers rejected the order if the deliverymen did not comply with these conditions.

In addition, Sahel Délices had to cope with a decline in sales. Our flagship products, the fruit juices, usually sell better during the hottest periods and during the month of Ramadan. The curfew, set at 7 pm, limited consumption time. Besides, most people had to cut back on their expenses, having spent so much in health supplies and provisions.

Gradually the fear was overcome, the shop opened again.  We decided to continue the activity, following the sanitary measures and all the instructions of the government.

 

Did you receive any support during the crisis?

Sahel Délices is financed by the fund Sinergi Niger since 2019, and this partnership has brought us a lot in terms of financing and support. We regularly hold management boards, which allow us to take full advantage of the team’s experience! These boards have always been maintained, even at the height of the crisis.

Sinergi helped us to acquire some new equipment. In 2015, our production was totally artisanal, but it is gradually being transformed into semi-industrial production. Before the arrival of the Covid, Sahel Délices had planned to launch a low-price range of juices to reach smaller consumers, but the crisis postponed the launch.

 

What kind of support do you need today, considering the context?

Sahel Délices is a company that started on equity capital thanks to our partners, Sinergi Niger and the French Embassy. Today, we would like to promote our products throughout the country and, in the medium term, in the surrounding countries. The solutions proposed by the government are not very adequate.

Financially speaking, we were able to benefit from subsidies and everything was fine in terms of loans and repayments before the covid-19 crisis. The government’s response to help the private sector mainly consists of granting credits to SMEs and large companies. But is credit a solution for SMEs? These companies are often already struggling to cope with prior debt. This option seems to deepen the problems rather than solve them.

As far as Sahel Délices is concerned, we are not really expecting subsidies or grants, but we need support to develop our sales and a marketing plan, including communication and marketing materials. This would really help the company get back on its feet!

 

A final word or concluding remark?

I would just say that this situation is difficult for everyone. 2020 is the hardest year experienced by Sahel Délices so far. We are well aware of the problems posed by this crisis. For the first time since its creation, Sahel Délices is unable to meet some of its commitments. But we should not give up. Solutions exist, we need to identify or create them. The most important is to put an end to the paralysis. The life of an entrepreneur is a constant struggle: the key is adaptation.

But we should not give up. Solutions exist, we need to identify or create them. The most important is to put an end to the paralysis.

 

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Digital technology to increase school success rates in Africa

It is October 2018, 18 years since I left the school where I spent all my secondary education from the 6th grade to 12th grade. It was the local school…

It is October 2018, 18 years since I left the school where I spent all my secondary education from the 6th grade to 12th grade. It was the local school in the largest municipality of Abidjan, a large municipality with a high population density, but also and especially significant a school with a high student/teacher ratio, at that time: 80 pupils per class on average. In 2018 I found it split into 2 parts for better management of the excessive number of students, but in the same old buildings dating back more than 30 years.

Enthusiasm and nostalgia perfectly reflected my feelings when I go to present my project, a heart-felt project of great ambition: to raise the success rate for the Baccalaureate (at age  18) examination of this school, which is around 30%, similar to the Cote d’Ivoire national average for the Baccalaureate (40% on average over the last 5 years).

My name is Christelle HIEN-KOUAME, marketing and communication engineer, I have been an entrepreneur for 9 years in the field of communication and marketing, and I am passionate about the education offered to students in my country and my continent.

Help to raise the national school examination success rate, is it not too ambitious a goal?

Work in the education field is exciting and demands commitment because it concerns everybody – from the educational level of household employees to the professional performance of the employees in a firm, we are all impacted. So, for my part, it is essential to contribute in our way and with our means.

The project – www.prenezlesfeuilles.com

The initial project was to offer students a revision toolbox, a digital collection of homework and exams from the best schools in Côte d’Ivoire to:

– Prepare them to do well in their homework and exams, with tools adapted and customized: Homework and exams are defined by a school schedule in our education system

– Give them back their self-confidence, because, in reality, a child in the 3rd grade of a school well graded in the capital does not have the same level as a student in the same cycle in another part of the country!

Having defined my two primary objectives, I turned to digital solutions to offer an accessible, reliable, and innovative approach to the students. I started without any digital experience, and with only the funds of my communication agency. I collected homework from all disciplines and from institutions which had at least 70% success rate in the Baccalaureate.

My project was born. It was stolen in a neighboring country, and was therefore renamed one year later as www.prenezlesfeuilles.com, was officially presented to the authorities (Ministry of National Education), was appreciated, and finally allowed to be spread to students in all schools in the country. The difficulties of its beginning have given it more resilience, and more objectives to achieve. Making homework and exams available to students became restrictive. We had to offer more alternatives to encourage them to do their homework challenge them, motivate them to surpass themselves regardless of their series or disciplines chosen, and do better than we did in the past.

Evolution of the project

After an analysis of the success factors, one key factor seemed irrefutable (other than the environment and motivation): learning tools.

We then integrated three important tools to the platform: Motivation by reward by offering gifts for quizzes or exercises performed correctly within a given time frame, Orientation assistance by talking about jobs with different people, and enriching experiences, and Small general culture broadcasts on WhatsApp.

In August 2019 www.prenezlesfeuilles was acquired by ENEZA EDUCATION, a technology company, initiator of another innovative educational service via mobile that offers tutorials and quizzes via the SMS channel of mobile phones. Today, the Cote d’Ivoire student has access to the lessons of the entire school program explained in tutorials, and with quizzes allowing them to test their knowledge. The website www.prenezlesfeuilles.com helps students to prepare for future tests based on homework already done in the best institutions in the country.

The next challenge is to make this solution better known to all students and parents throughout the country and to prove its real impact on subscribers’ academic results.

I love to take challenges up! Like when I was 18 and I was the only girl in a science final year class in a high school in the commune of Yopougon (a working-class district in Abidjan), and succeeded at the Baccalaureate. Or like the challenge 9 years ago when I resigned from my job to set up as a young entrepreneur, and I had to assume my choice and everything that entailed. Taking up challenges is not for euphoria or pleasure but giving back a part of what we have graciously received from the family, the State and society. Because giving back is to be more alive!

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Entrepreneurship for a better tomorrow in Guinea

Kouramoudou Magassouba presents the NGO Horizons d’Afrique, which he launched in 2017 to promote social entrepreneurship among Guinean youth.  Entrepreneurship is not – or should not be – limited to…

Kouramoudou Magassouba presents the NGO Horizons d’Afrique, which he launched in 2017 to promote social entrepreneurship among Guinean youth. 

Entrepreneurship is not – or should not be – limited to wealth creation alone. Starting an entrepreneurial project is above all about passion, creativity, strongly believing in a project. The NGO Horizons d’Afrique has been promoting this message since 2017 to Guinean students, so as to train a new generation of young entrepreneurs who are aware of social and environmental issues.

I launched The NGO a few years after my return to Guinea, in a context of latent economic and social crisis (high unemployment rate, especially among young people, illegal emigration). In 2010, I started teaching at a private university in Conakry while working at the Central Bank of the Republic of Guinea. Working directly with young scholars, confused about their futures and very much in need of advice, opened my eyes and pushed me to take action. Because if some government initiatives exist in this area, they are largely insufficient for the moment…

With former students and banking sector professionals, we launched Horizons of Africa to promote the learning of entrepreneurial skills. We do everything in our power to ensure that students are better prepared to enter the entrepreneurial world when they leave school. this cannot be learned in a day!

 

Promoting Entrepreneurial Spirit in Guinea

Horizons d’Afrique’s ambition is to build a community of at least 1,000 young entrepreneurs and intrapreneurs by 2025, capable of creating sustainable jobs.

We say “intrapreneurs” because we are aware that not everyone can or wants to be an entrepreneur. However, we believe anyone can develop entrepreneurial qualities, such as creativity, innovation, or organization. We can offer employees the tools and opportunities to create and innovate. In other words, we can train them to act as entrepreneurs within the company.

 

Launching impactful companies in Guinea

Our programs are open to all young people. They are designed to promote entrepreneurial qualities and values that we believe are fundamental for the society as a whole. Today there are about 6,000 new businesses created yearly in Guinea, but most of them are individual companies and do not create any jobs.

We advocate three key values in particular:

  • Empathy: we encourage students to put themselves in the shoes of others and imagine possible solutions to Guinea’s major social and environmental challenges.
  • Optimism: we promote students’ empowerment and “positive mental attitude”
  • Performance: to create positive impacts on the long-run, a company must be sustainable. The economic model of the company must therefore be viable and generate wealth.

 

Developing programs that address local needs

Horizons d’Afrique has developed a range of programs, depending on the target audiences (high schools, universities, technical schools…). They all provide support to young people who are starting (or are willing to start) an entrepreneurial project. We have built a strong network and we are now able to offer shared resources and skills. For example, we have set up a common technical team (accounting, communication) for the several startups supported by our programs.

With the technical assistance of Pierre ALZINGRE, founder of the Visionari Agency and Start’Up Lycée in France, we concluded in June the first edition of our program “Start’Up Lycée GouTina”, specifically dedicated to high school students. Ten public and private institutions took part in this competition. The students worked throughout the year on entrepreneurial initiatives related to the Sustainable Development Goals. Each working group (made up of ten high school students, including at least four girls per group) was accompanied by a team of three people: a teacher, an NGO staff member and a professional entrepreneur.

 

Conclusion

Throughout my academic and professional career, in Guinea, Morocco and France, I witnessed on many occasions the importance of educating and training young people, so that this new generation can do something constructive for their lives and the development of their country. With African Horizons, we are working as closely as possible with young people to make this possible. Sharing skills and experience is essential. Knowledge is only knowledge if it shared with other people!

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Matthieu Lougarre: « More than synthetic vanillin, it is the legislation on product labelling that is problematic »

INTERVIEW. Matthieu Lougarre, Director of Agri Resources Madagascar, believes in the future of vanilla and its region of origin, SAVA. Provided that the quality of Madagascan vanilla is recognized and…

INTERVIEW. Matthieu Lougarre, Director of Agri Resources Madagascar, believes in the future of vanilla and its region of origin, SAVA. Provided that the quality of Madagascan vanilla is recognized and protected.

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FLIPFLOPI, the world’s first sailing boat made entirely from plastic waste

Flipflopi is the world’s first sailing boat made entirely from plastic waste and flip-flops collected from beaches and towns on the Kenyan coast. It works to raise people’s awareness of…

Flipflopi is the world’s first sailing boat made entirely from plastic waste and flip-flops collected from beaches and towns on the Kenyan coast. It works to raise people’s awareness of plastic pollution in the oceans and invites them to rethink their consumption behavior towards single-use plastics.

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Voices of African women entrepreneurs (1/2): Patricia Zoundi Yao and Catherine Krobo-Edusei

65% of the wealth of the African continent is produced by women entrepreneurs according to the latest study published by the Roland Berger consulting firm at the end of September…

65% of the wealth of the African continent is produced by women entrepreneurs according to the latest study published by the Roland Berger consulting firm at the end of September 2018. In sub-Saharan Africa, women produce 80% of the continent’s agricultural commodities and represent 70% of the continent’s agricultural force. 24% of African women aged 18 to 64 have started a business (compared to 17% in Latin America, 12% in North America, and 8% in Europe and Central Asia).

Despite these facts, African women still face many inequalities, particularly in terms of access to employment, remuneration and overall access to economic resources. What a contradictory situation… On International Women’s Day, the blog offers you 4 portraits of African women with inspiring stories!

 

Patricia Zoundi Yao

 

Patricia, who are you?

I am Patricia Zoundi Yao, an entrepreneur at heart as I like to define it. I head three structures, operating in different sectors of activity but all targeting people at the bottom of the pyramid. In 2009, I founded Quickcash, a money transfer service for the rural world. We are now transforming ourselves into an Agency Bank considering the needs and competition observed on the ground. This will allow us to dematerialize traditional banking services in rural villages. I also created Digital Hub, which offers digital services to young and connected customers. Finally, I work since 2014 in a structure dedicated to the agricultural sector, Canaanland. Since 2014, I have also been working in an agricultural sector structure, Canaanland, which provides support for women farmers (70%) and young people (30%). We train them to sustainable farming techniques and organic farming, and we support them in the marketing phase. Within 3 years, we plan to launch 5 franchises in Côte d’Ivoire and Liberia, which will follow three key principles: 0 deforestation, 0 pesticides and 100% inclusive. Small producers in particular are systematically included in our value chain.

 

Why did you choose the rural sector?

I myself come from the rural world. My parents are farmers, and I worked very early in the village-based business run by my mother. I only discovered Abidjan after my baccalaureate: I found it too modern and it has been difficult to find my place. In my entrepreneurial activities, I naturally turned to what I knew best. When I started my activities, I had not heard of the concept of “social entrepreneurship”. I learned about it for the first time around 2013-2014. I was doing something I loved, period. I have always been immersed in this environment, where people are actually sincere: they are not restricted, they are real.  You see the effort, the energy they give out, even if they are extremely poor.

 

What difficulties did you face as a woman?

Honestly, I didn’t have any problems related to my status as a woman. For me, being a woman is not a problem, it’s even an asset. I consider that this has given me essential skills and qualities to succeed in entrepreneurship: perseverance, the fact that you are the one who gets up a little early, who goes to bed a little late…

Of course, I faced difficulties throughout my career, but they are related to the business, not to the fact I’m a woman. Once again, I think it has rather helped me. Women can handle many things at the same time: the house, the kids. That’s why rural women are my role models: they manage to work in the field, take care of the children, the kitchen, the household… I’ve also heard that women are more passionate and dedicated than men… I don’t know if that’s true, but at least I am a passionate person! What drives me is to offer opportunities to women and young people, especially in rural areas, where there is not much going on. Sometimes we feel that success models are only found in urban areas.

 

An advice to give to (future) women entrepreneurs?

My advice is to get started, because we will never be “fully ready”. There is never a “good time”. We don’t know in 5 years what the new focus will be, but these days you can find training and financing opportunities fully dedicated to women. It is also important to focus on the solutions and not the problems. It’s very valuable to see things in a new perspective and take the leadership. Believe me, you have the skills and resources to get started and succeed!

 

 

Catherine Krobo Edusei

 

Who are you?

I am Ms. Catherine Krobo Edusei, I am 57 years old and I am a managing Director at Eden Tree Limited. Eden Tree is a leading producer and distributor of high-end fresh vegetables, fruits and herbs in Ghana.

 

Did you experience any difficulties because you are a woman? If yes, can you give us some examples?

It was difficult getting finance facility from the banks and venture capital funds at the beginning, for which if I had been a man it would have been possible. I also experienced difficulties working with men from certain tribes due to their outlook on what a Woman’s place should be.

 

Who are / are your model (s)? Why?

Oprah Winfry, Mia Angelou, Yaa Asantewa, Mrs Clinton were and are very strong women not afraid to shatter the glass ceiling. It is true that a woman has to fight twice as much as a man, cause men network in their various clubs, where opportunities are scooped up. So far Women do not do too well regarding networking and sharing opportunities amongst themselves.

 

An advice to (future) women entrepreneurs?

They should give it their all, focus, work hard, believe in themselves and they will not regret it.

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