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Chinese ambassador spells out the blunt truths about investment in South Africa
By. Peter Fabricius for ISS TODAY.
China’s ambassador to South Africa, Lin Songtian, has made it clear: if South Africa hopes to attract the further Chinese investment it needs to resuscitate its stagnant economy and it has to renovate its infrastructure, including revitalising the governance of state-owned enterprises.
China’s ambassador to South Africa, Lin Songtian, is a master of the back-handed compliment.
Reportedly connected to the highest echelons of his government, he manages to convey tough messages to Pretoria, wrapped in layers of praise.
At a seminar at the Chinese embassy in April, for instance, he said that he “always speaks highly of South Africa”.
“Because why? Because 20 years ago South Africa was much better than China. And 10 years ago when I passed through here on the way to Malawi (to become ambassador) you were then a little better than China, in terms of infrastructure, market mechanism; the judicial system and so on.” And then he added, as if as an afterthought; “But in the past 10 years we go so far ahead.”
So, what he was really saying was that while South Africa was far ahead of China 20 years ago, and still slightly ahead 10 years ago – in infrastructure, governance the attractiveness of its business environment – it now lags far behind. Some compliment!
Some of his Western counterparts value Lin because they say China’s cosiness with Pretoria allows him to publicly criticise the South African government, as they dare not. He always does so after stressing the long friendship between the ruling parties of both countries, and South Africa’s huge potential.
his speech at a reception in Pretoria to celebrate last week’s 70th anniversary of the founding of the People’s Republic of China, Lin enthused that “under the leadership of President Cyril Ramaphosa, South Africa is embracing a new era of ‘development and renewal”.
“China is ready to share the fruits of its development and huge market with South Africa, promote our cooperation, to join your great efforts to become a locomotive and production base for Africa’s industrialisation and modernisation, and achieve win-win cooperation for common development so as to deliver more benefits to our two countries and two peoples.”
But in most of his recent statements, Lin has also delivered a sterner underlying message; that if South Africa hopes to attract the further Chinese investment – or indeed any foreign investment – that it needs to resuscitate its stagnant economy, it has to renovate its infrastructure, including revitalising the governance of state-owned enterprises.
In essence, Lin’s point has been that South Africa has great potential but is not realising it. That’s not an original observation but it’s rare, probably unique, to hear it so publicly stated by a foreign diplomat.
At that seminar in April this year in Pretoria, Lin made clear that China was impatient for South Africa to join Chinese President Xi Jinping’s immense Belt and Road Initiative (BRI) – which is connecting China to Europe via elaborate development corridors, including one through Africa.
He noted that despite signing an agreement with China to join the BRI, South Africa had not yet undertaken a BRI infrastructure project.
Yet South Africa, because of its location between two oceans, its sophisticated financial and judicial systems and its infrastructure, was ideally placed to be the main gateway to Africa and also the production base for the continent’s industrialisation and agricultural modernisation.
It could thus become the pilot country which the BRI needed in Africa.
Chinese ambassador spells out the blunt truths about investment in South Africa
China had built and financed the railway line from landlocked Ethiopia’s capital Addis Ababa to the Red Sea port of Djibouti and another track from Mombasa to Nairobi, with a further stretch from Nairobi on to Uganda and Rwanda being planned, Lin said.
His “dream” was that the third major African corridor would be in South Africa linking Limpopo to Johannesburg and thence to the coast at the ports of Durban and Richards Bay.
This would be the perfect inaugural BRI project for South Africa.
Lin was also clear that building that corridor would be in China’s own economic interests because it would more quickly move the copper from its PMC mine near the Limpopo town of Phalaborwa to market.
He noted that the PMC mine had been originally owned by the Anglo-Australian mining giant Rio Tinto, which decided to close it. A Chinese consortium stepped in to buy it in 2013. That had saved 5,000 jobs, Lin said.
And by investing in new technology, the Chinese company had extended the potential life of the mine to 2038.
“But the manager and the CEO have cried to me that they have the mine production but the transportation is a big challenge,” he said.
“The railway you have, I am sorry to say, is too old and too slow” and so the Chinese investors who had promised to sink $10-billion into PMC had now become cautious, not only because of the old and slow rail service but also the unreliable electricity. And also the inefficiency of Durban port.
China’s growing wariness about the state of South Africa’s SOEs seemed to have been confirmed shortly after this when Finance Minister Tito Mboweni disclosed that the first R7-billion tranche of a R35-billion loan to Eskom from the China Development Bank (CDB) would not be paid over in March, as scheduled.
This forced Mboweni to draw on emergency funding to keep the cash-strapped power utility solvent. Mboweni suggested CDB had withheld the R7-billion because of red tape.
But energy expert Chris Yelland suggests the real reason was that CDB was disturbed that Eskom evidently needed the money to maintain its cash flow, whereas China had offered the loan for financing capital development.
Lin later implicitly confirmed this latter interpretation by stating that the CDB – (like the investors in PMC mine, one could add) – had become nervous about Eskom’s ability to repay the loan.
“Eskom is a debt trap,” Lin told Reuters in August. “China gave them some loans before. And now they become very cautious… Eskom is not an issue of money. It’s the issue of operation mechanisms, management, capacity.”
The drawdown of the first R7-billion tranche of the loan, delayed beyond the scheduled payment in March, was eventually paid, Eskom spokesperson Nto Rikhotso told Daily Maverick. “Subsequent drawdowns have also been effected as per the drawdown schedule,” he added, but refused to detail the schedule or the payments.
Going beyond Eskom, Lin explained to Reuters why China, despite having stimulated a boom in infrastructure development in other African countries over the past decade, had undertaken no major infrastructure project in SA.
It was because Chinese investors were looking for more than the mere concept of a project or government incentives and tax breaks, he said. They also wanted to see favourable investment conditions, enshrined in an investment law approved by Parliament as well as feasibility studies capable of reassuring the Chinese government and banks of the profitability and sustainability of the proposed projects.
Chinese ambassador spells out the blunt truths about investment in South Africa
Chinese investors also wanted to see an upgrading of South Africa’s railway network and Durban port and the rehabilitation of Eskom, he repeated.
Ramaphosa was the “last hope” for the South African economy, Lin said. But to realise that hope, he would have to turn concepts and incentive policies into laws and concrete infrastructure.
Daily Maverick asked Lin at China’s recent National Day whether he was still concerned about Pretoria’s governance, especially of SOEs like Eskom, or did he now feel that it had begun to address these shortfalls.
“Everyone understands that SOEs are key to support economic development in any country, especially in China and South Africa. If they can stand strong… it’s key, it’s very beneficial and conducive to sustainable development,” he replied.
“I’m sure President Ramaphosa and his government are paying very high attention to the SOE reform and will revitalise the SOE enterprises to get ready for the big jump for development.
“We are very confident in this country,” he said, because of South Africa’s three unique strengths for development: its rich resources; its strategic geography and its relatively good infrastructure.
“Of course now you have South Africa facing some challenges. Like the railway, the electricity, and so on. If you want to have development, you have no choice, you have to start to get ready your SOEs.
“China, as a strategic partner in this country, in this continent, has not come here to complain. We come here to work together to see, where is the problem? And how can we find a solution, to work together to solve that problem?
“China is ready. If you’re ready, we’re ready to work together with South Africa and the continent, for yourselves, for sustainable development. That is our common journey.
Chinese ambassador spells out the blunt truths about investment in South Africa
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In any industry, businesses create a competitive advantage through price or the market. A price or cost advantage is tied directly to production costs, efficiency, or available technology. A competitive advantage in the market requires you to develop market differentiation—the aspect of your business that sets you apart from the competitors in your industry.
Companies that build and sustain a distinct market differentiator generally have unique attributes.
Each of these companies has grown by using some kind of market differentiator, such as the following:
Companies with a price, or cost, the advantage over competitors usually have internal strengths that are difficult for other competitors to replicate, including:
FedEx Kinko’s®
The suite of office products and services
Logitech®
Extensive line of computer peripherals
Subway®
Fast food for the health-conscious
Starbucks Coffee®
Relaxing hangout for coffee aficionados
Amazon.com®
Books, music, and much more via the Web
XM® Radio
Satellite radio service to subscribing customers
Apple® (Macintosh®)
First commercial computer with a graphic user interface
MP3 files
A music file that can easily be moved and stored on computers
A true competitive advantage is one that is difficult for other competitors to copy and one that customers find valuable. Ultimately, your competitive advantage is why customers choose to do business with your company over anyone else. If customers don’t value your differentiator, then you don’t have a competitive advantage.
Here are six ways your company can differentiate itself from the rest:
– The core competencies can be used to develop an edge over the competition by providing products or services that customers value over products or services your competitors offer. Auntie Anne’s® specializes in making pretzels in every way imaginable. Rather than making a variety of products, founder Anne Bieler decided to focus on a competence she mastered at the age of twelve, baking pretzels. Core competencies are the strengths that allow you to meet the needs of your customers. Keep in mind: your core competencies may change over time, depending on the demands of the marketplace and the dominant position you want to have over competitors.
– Provide the best products or services in the industry or market. Your focus on quality will give you a reputation for expertise in specific areas. For example, Nordstrom® focuses on offering customers the best possible service, selection, quality, and value. Nordstrom sets the standard for department store customer service and a guaranteed, money-back commitment to meet customers’ expectations.
– Offer products or services to meet the specific demands of the target market(s). A niche market is a distinctive group of customers within a larger market or a smaller segment of a product line. For example, ITW® (Illinois Tool Works) manufactures speciality fasteners and products that are customized for its buyers’ needs.
Tom’s of Maine®, by positioning its toothpaste as a natural product, created a new category in the toothpaste market. Since no other toothpaste filled this need, the company was able to charge a premium price that consumers who buy organic or all-natural products will gladly pay.
– Use a selling method that is unique to the industry or difficult for competitors to use effectively. Provide multiple products or services to the same or similar markets through an effective distribution channel.
Tip- Know what is important to your prospective and current customers. From time-to-time, ask them why they buy from you or other competitors and what factors influence their buying decisions.
Dell® sells computers directly to consumers and builds every computer system to order based on the customer’s specific needs. Dell uses a variety of suppliers who actually manufacture the computer components, but since Dell bypasses middlemen and retailers to sell to consumers, it maintains low overhead and passes the savings on to buyers.
Amazon.com was the first in its industry to use e-commerce to market and distribute books, music, and movies. Besides offering competitive prices, Amazon has an excellent distribution system and can get products into customers’ hands quickly. Amazon also developed strategic relationships with used booksellers to provide customers with the option of buying new or used books.
– Look for less expensive materials and more efficient equipment. Streamline your processes and find ways to make products or deliver services more efficiently. Outsource to efficient and highly skilled suppliers. Hire staff with expertise that can improve operations and efficiency levels. For example, Southwest Airlines® continues to be one of the few profitable airlines because of its ability to provide excellent service, budget prices for fares, and quick turnaround on secondary routes. Southwest Airlines started a trend for cost-conscious, low-frills air transportation.
– Use unique, innovative, and leading technology to market, sell and serve target markets. Consider using the Internet to offer products or services to local, regional, national, or global customers. Invest in technology to manufacture products, manage operations, or track customer information.
Apple does not produce as many products like Hewlett Packard® or Samsung®. But what sets Apple apart from its competitors is that it creates innovative products that initially are unique for the industry. Apple’s first success was its user-friendly computer icons—even three-year-olds could use the computer. With the introduction of the iPod®, a miniature electronic gizmo that can hold 15,000 songs, Apple again provided a unique product to meet the diverse needs of the market.
Tip. -Copying a competitor’s competitive advantage is a mistake. Capitalize on your strengths or unique innovations so that customers prefer to do business with you. What works best for another company may not work for you.
What are my core competencies? What do I do better than any of my competitors?
Are my products or services the best in the industry or market? If so, why? If not, why not?
What specific target, or niche, market(s) could I serve better than anyone else?
How effective is my distribution channel or delivery method?
How can I improve my organizational efficiency?
What unique technology and innovative products can I develop?
For more info use the contact form below:
If you are interested in identifying your Competitive Advantage contact me; Dr Michael J Freestone. FCIS, FCIBM, MBA, DBA
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