Television Commercial for the brand of wine known as Baron de Valls, created and produced by Solutions Communications Nigeria.
This content was originally published here.
Television Commercial for the brand of wine known as Baron de Valls, created and produced by Solutions Communications Nigeria.
This content was originally published here.
Sonia Foods Industries makers of rich soy protein drink Vitasoy Soya Milk TVC with an up-tempo jingle for the fast selling brand.
This content was originally published here.
COMMENT: So Meghan Markle is reportedly attending the Met Gala in May. Because where better to celebrate your newfound privacy and “space” than at “the Oscars of the East Coast”, “the Super Bowl of red-carpet events”?
What could be more perfectly suited to anyone fleeing “intense scrutiny” and “commoditisation” than a mega-bash to which anti-commodification activist Kim Kardashian once turned up dressed in a nude-effect wet-look dress? A celebrity Pavlova, where the 225 photographers will take an estimated 50 shots a minute, before blasting millions of images out into the ether? Although why this is more appealing than a royal visit to the Mumbles Lifeboat station in South Wales is anyone’s guess.
According to sources at the weekend, Markle is to leave Prince Harry at home for the night, so “she can establish herself once more in Hollywood”, apparently attending the Met Gala with Vogue’s editor, Edward Enninful. This makes about as much sense as a woman who craves the quiet life asking her LA agent to find her a leading role in a superhero film, “something that pays big” – which is exactly what one Sunday paper claims Markle has done.
As the Sussexes fly back to Britain to complete their final engagements as working members of the Firm – and face the Royal family for the first time since The Statement, the petulant Instagram post from a fortnight ago in which they whined about being made to drop the “SussexRoyal” brand despite there being nothing legal to stop them using it – the pair may have no choice but to brazen it out.
I’m not sure the Sussexes will understand just how colossal a miscalculation that statement was. After all, you have a young man and his wife turning on a 93-year-old grandmother at one of the toughest moments of her life. You have them disregarding the pain and sadness prompted by Prince Philip’s ill health, Prince Andrew’s involvement with a paedophile and her beloved grandsons falling out – all because they have a brand to promote. Is there any way back from that?
Had you asked me a month ago, I would have said yes. Despite the acts of clumsiness and the missteps we’ve witnessed over the past two years, I would still have said yes. So they invited a bunch of A-listers that they’d only met once to their wedding. How many of us would do the same if we knew George and Amal would actually come? Was their dispensing of certain royal traditions really so bad? The insistence on Archie’s christening remaining private and the setting up of their own “breakaway” website?
Harry has always been his own person. At this point, one could still push a convincing narrative that these two were “breathing new life” into an outdated institution.
But the precise moment the couple began to lose the public’s sympathy wasn’t when they chose the hospitality of a billionaire in Vancouver Island over that of the Queen at Christmas, or indeed when they decided to make the desired “break from royal duties” permanent. No – that moment can be charted back to a lament the misty-eyed Duchess of Sussex made in the ITV documentary charting the couple’s African tour last year: “Not many people have asked if I’m OK.”
Because that single sentence managed to eclipse everything the couple were in southern Africa to highlight – from the 1,000 minefields that have yet to be cleared in Angola, to the abject poverty in Malawi and HIV-hit children in Botswana – and make it all about Markle.
It may be unfair to blame Meghan any more than Harry for these recent missteps. But one thing is certain: neither the words nor the sentiments in The Statement appear to be those of a happy young couple, revelling in the joy of each other and their nine-month-old baby.
And I worry that something is unravelling behind the scenes. Because if their intention were really to enjoy a quiet life, why would they care about a title that can only ever be used for professional profit and status?
Why would the team of LA-based agents, lawyers and publicists be necessary and the showbusiness parties and blockbuster film roles so appealing?
You don’t need those things or grand branding to live a serene and peaceful life. But solid family relationships? They’re essential.
Bundobust has shared a glimpse at its second Manchester restaurant, with the popular Indian street food experts set to take over a space in the St James building.
‘The Cartway’ within the Grade II-listed building on Oxford Street will also be home to the very first Bundobust brewery.
The space was previously an indoor car park, but will soon house a 150-cover restaurant as well as huge brewing tanks for Bundobust’s foray into craft brewing.
In keeping with their first Manchester location, the new restaurant will be topped by a glass ceiling, as well as enhancing the engineering features left behind from the room’s original use as a road for horse-drawn carts.
Expected to open in May, Bundobust’s new site will be a ‘south of the city Indian street food palace’, serving up their signature vibrant vegetarian menu.
Since opening in Leeds in 2014, Bundobust has earned glowing reviews from both national and local critics – including the M.E.N.
It joins Ditto Coffee and Robert & Victor as the latest independent operator in the remarkable St James Building, which neighbours the Palace Theatre.
The brewery launch – including the head brewer reveal and core list of beers – will be teased over the coming months through collaborations with high-profile international breweries.
Bundobust recently opened its third site on Bold Street in Liverpool.
Marko Husak, Bundobust co-founder, said: “The Cartway is an amazing space, and it’s the most ambitious and exciting project for Bundobust so far.
“It has so many amazing original features which we’ve retained and restored to incorporate into the new design.
“The similarities to our current Manchester site (the beautiful glazed white brick, and a skylight/atrium) make it feel like it’s a natural sibling – and there will be similar design cues – but this site will have its own unique look and vibe.
“Based on locals’ response to us in the past three years, we feel that Manchester is big enough to warrant two Bundobust sites, and Oxford Street is the perfect place, as a busy link between the student area and the city centre.
“There are plenty of amazing indies already (Gorilla, The Refuge, Leaf, Deaf Institute, Yes), as well as offices, theatres, and hotels in the area.
“We’re excited to be bringing something new to the mix which complements the existing offering, and for this venue to be the birthplace of Bundobust’s brewery.”
Andrea George, director of retail and leisure at Bruntwood, which owns the building, said: “We’re over the moon to be working with Bundobust on this transformation, which will add to the vibrancy of Oxford Road and further enrich the offering at this exciting and constantly evolving quarter of the city.
“We’ve been looking for the right operator for this fantastic space for some time. The character and original features of this building have incredible potential, which we know in Bundobust’s creative hands will be turned into an amazing concept.
“Bundobust’s innovation and imagination will ensure that the transformation is truly magnificent – theirs is a brand that is made for this extraordinary setting.”
Bundobust’s new restaurant in the St James Building on Oxford Road is due to open this May.
Last November, thousands of Lagosians including hundreds of UBA Bank employees attended what was billed as the ‘party of the year’ at the Lekki Special Events Centre on Admiralty Way.
The UBA RedTV Rave had everyone from Wizkid to Olamide to Jidenna to Burna Boy thrilling the festive crowd as UBA chairman Tony Elumelu and CEO Kennedy Uzoka mingled with the artists and guests.
On the surface, this was the best of times, as a bank that was clearly in rude health celebrated a successful year with thousands of employees, friends and family. The bank had also recently concluded a recruitment exercise that would add nearly 4,000 new employees to its staff strength, so the year ahead looked to be a promising one for most employees present.
Unknown to them, while senior executives danced with Wizkid in the VIP area, one of the most brutal staff layoffs in Nigerian banking history was just around the corner. They partied well into the night and then showed up for work the following week as usual. A week went by. Two weeks. Four weeks. Then right at the start of the new year – a shocker.
Ifunanya (name has been changed) was asked to wait behind at work on Friday January 3. As a 12-year UBA veteran including a long stint in her role as a Branch Operations Manager at a branch in Ojodu, Lagos, this was not an unusual request to receive. She was even used to working weekends so that the ATMs could remain functional and she could troubleshoot other onsite customer-facing issues. This time however, was different.
Along with other staff members at the branch, she was asked to wait for a board meeting. By 10.30PM, the assembled staff were informed that their services were no longer required. They were then told verbally to write out their resignation letters on the spot and leave voluntarily or be forced out. At this point, her security pass was taken, and along with the other affected staff, her profile was unceremoniously deactivated from the bank’s internal system. She was reminded to drop her work ID on the way out, and thus ended a 12-year association with the bank.
When a relative of hers reached out to tell the story, he was keen to make the point that she was not an agency employee, but a full UBA employee on a monthly salary of N153,000. He could not understand why the bank would treat her that way. I heard similar stories from two other sources who insisted that they were coerced into resigning after being told that their services were no longer required right at the start of the new year.
Shocking and callous as these stories may have sounded, one of the first things you are taught in any professional journalism program is to always balance the story. So I sought an alternate account of what transpired, with the goal of putting the picture together to tell a complete story. There were conflicting accounts of the events of January 3 flying around, with some accounts describing a recruitment and promotion exercise without mentioning any firings, while others reported a purported “restructuring” at UBA, which is a well-known euphemism for “mass sack.”
I managed to establish contact with a current senior employee at UBA who asked to remain anonymous because he is not authorised to speak about such matters. This was his account of what happened at UBA bank at the start of this year:
“Usually when anyone joins UBA with a Bachelor’s degree, they are put on a GT1 level (N80,000). After one year, they are promoted to GT2 (N100,000), then after another year ET1 (N140,000) which is where a lot of people get stuck on. If you are lucky, you get to ET2 (N165,000). So what UBA did was to meld those 4 levels into one (ET) so any one who was on GT1 and GT2 gets automatically promoted to ET2. Those that were on ET1 and ET2 got promoted to SET (Senior Executive Trainee).
So it was a promotion of sorts, but honestly it was long overdue because compared to other banks, N80,000 for entry level staff is quite low. About the layoffs: I only know 4 people personally who got affected. The people affected were on manager grades and worked at the head office, they all reportedly got 6 months arrears.”
According to this source, he was not personally aware of the fate of any branch staff or what he termed ‘OND staff.’ He did however say that in his opinion, the bank handled the situation poorly and that Nigeria does need stronger labour laws to protect young graduates fresh out of school from exploitation for cheap labor at the hands of corporates like UBA. He also mentioned that he knows current UBA staff have not had a salary increase in ten years – a remarkable situation for workers in a country whose currency has declined 195 percent over the same period.
As it later emerged, more than 2,000 staff were affected by the shocking late-night cull at UBA. It also became increasingly clear that the firings had nothing to do with a harsh operating environment or decreased profitability. The bank which had brought together Nigeria’s most expensive music stars to perform at its end of year shindig was anything but struggling – it actually hired more people than if fired. What the sackings did though, was clear out a number of people in roles that the bank considered obsolete, particularly within branch operations.
It can definitely be argued that such restructuring is inevitable in the face of rapidly changing technology, which is hardly a terrible thing. What is also true however, is that the bank that paid huge sums of money to bring Burna Boy and Jidenna to an annual vanity event that adds nothing to its bottom line could also afford to retrain its redundant staff to fit into new roles – instead of just sacking them and instantly bringing in thousands of readymade replacements.
Yet again, the actions of a Nigerian corporate made the point that Nigerian labour law, in addition to be being poorly enforced is also woefully inadequate and unfit for purpose. If after 12 years of useful service to a bank, Ifunanya could be dumped out onto the street without even a few hours of notice – and no regulatory action was forthcoming – then clearly, Nigerian employees working for Nigerian companies have a problem on their hands.
As much as the UBA situation made that point, nothing could have prepared me for what I was about to unearth about another Nigerian corporate behemoth.
While senior executives at UBA House were going over the finer points of their plan to log 2,000 employees out of their work systems and force them to resign on the spot, a different level of labour exploitation was entering its fourth year about 73KM east of the Marina. There, at the site of the Dangote Refinery at the Free Trade Zone in Ibeju-Lekki, Lagos, the refinery was taking delivery of the world’s largest crude oil refining tower.
While this was predictably being celebrated across local and foreign media as the start of a glorious new chapter in Nigeria’s industrial history, I was speaking to a whistleblower with close and detailed knowledge of the project. What he had to say about the refinery project, the Indian project managers, the company’s internal culture and its much-publicised trainee program left me absolutely floored. Naturally I reached out to Dangote Group for a comment, but at press time I have received no response or acknowledgment.
My source, whom I shall call “Mukhtar” worked in and around the refinery project between 2016 and 2018, and what I found most distressing amidst everything he said was the revelation that deaths due to onsite accidents are not just known to happen at the refinery site, but are effectively covered up by Dangote. This he said, is because the people who die are mostly site labourers who are hired through staffing agencies instead of directly. When they die, it becomes the staffing company’s problem and the Dangote brand distances itself from it – even though the site owner is legally responsible for all safety-related incidents onsite.
Something else that struck me was that he implied that – contrary to all its public posturing – the company actually has no intention of using Nigerian engineers to run the refinery anytime soon. The trainee program that sent dozens of Engineering graduates for a one-year training program in India? “Strictly PR,” he said.
For full effect, I have decided to reproduce the full and unredacted transcript of our conversation instead of using quotes and reported speech. Here is the conversation below:
ME: When we started this conversation, you mentioned that Dangote Refinery is exempt from Nigerian labour laws. What were you referencing?
Mukhtar: Because the refinery is in the FTZ, it is not subject to certain laws like local content laws. As such, even mundane jobs are given to non-Nigerian companies. Even the refinery’s fence wall was handled by a Chinese company. This didn’t stop long stretches of the fence from collapsing sometime in 2017. The FTZ affects Labour laws too. The company is not really under any obligation to employ Nigerians. They do so mostly for PR. All key decision makers are Indians (say 98%).
ME: There have been several horror stories about Indian-run businesses in Nigeria. Was this one of them?
Mukhtar: Yes, the Indians are quite racist. Some even demand to be referred to as “master”. To be fair, when this is reported, the HR unit makes a show of cautioning them. But I dont think anyone has ever been dismissed for it or seriously punished. Most of workers who meet their death on site are labourers. So their names might be known to many staff. I’ll see what I can get. It happens. It’s kept under wraps but it happens.
ME: Now you mentioned onsite deaths earlier. I want to know all about this. Why haven’t we heard anything about this?
Mukhtar: The refinery site is not really the best place to work. Mortality rate on site is quite high. People falling from heights or getting crushed by heavy vehicles/machines is quite common. These numbers are not reported because most staff are contract staff (or outsourced) so the company gets to wash its hands off such cases. But safety on site is the ultimate responsibility of the owner of the project. The construction site has a board that is supposed to display the safety statistics but it is never displays the truth. According to that board, there has never been a fatality on site. But in reality, I think 2018 had about 5 fatalities between January and March. If I were to guess, I’d say there have been over 25 fatalities since construction started in 2016/17.
ME: Now you said earlier that the trainee program was a washout and a disappointment. Fill me in on that.
Mukhtar: I was one of the first batch of engineers sent to India for training in 2016. In my opinion, the whole scheme was either poorly thought out or the company was somehow compelled to do it, and did so for PR. Our salaries were being paid into our accounts in Nigeria, so we were using our debit cards to access our Nigerian accounts for expenses over there) Around July 2016 when the naira went from around 160 per dollar to nearly double that number, our spending power was effectively halved.
ME: I also remember that there was a forex shortage crisis in 2016 and Nigerian bank cards stopped working outside the country.
Mukhtar: So when the banks eventually stopped all cards from functioning abroad, we were stranded. The company resorted to selling us dollars or rupees at the black market rate.They deducted the money from our salaries. We had accommodation (two adults per room) and feeding (Indian food which many of us did not like). Some of had to buy intercontinental dishes regularly, because Indian food is really not nice if you’re not into many smelly spices. It was crazy. Meanwhile we were told categorically that we would have Nigerian food and Nigerian cooks. It was a blatant lie by the Indian HR director.
Also, no arrangement was made for our medical care. Those who fell ill had to treat themselves from their pockets. During the currency crisis, those who fell ill had to rely on the rest of us to put together our spare change to pay for their treatment. The company promised to refund medical expenses, but this shouldn’t have been the situation in the first place.
ME: Tell me about the training program. What was the course content and the experience like? Was it what you were expecting?
Mukhtar: The training itself was a mess too. We were supposed to be trained to operate the refinery (at the time, it was said that it will be completed by mid 2017), but we were sent to a design company. These (designing a refinery and operating it) are two very, very different things. The trainers did not want us there in the first place. It was not a part of their initial contract with Dangote. Plus, they didn’t know what to teach us because designers are not operators. They were confused, several times, they asked us what we wanted to learn. But we could not know what we wanted to learn cos we knew nothing about the entire business. In the end, they reluctantly settled for teaching us design (skills we were/are unlikely to use cos the refinery was already 90% designed).
ME: If you say that the refinery was “already 90% designed,” and you were learning design in India, that sounds like your presence was superfluous. Was the company really serious about sending you to learn skills to run a refinery?
Mukhtar: Indians will run the refinery. It will take many many many years before that refinery will be populated by just Nigerians. It was strictly PR. Anyways, the training with that design company was suddenly terminated on December 31st. Apparently, Dangote had not paid them a dime for all the months were were being taught design. They didn’t want to send us back to Nigeria so they moved us to the Dangote office in India. The office housed the Indian engineers (around 150 – 200 in number) who were supervising the design work being done by the design company. Now, it is interesting that these guys were working and earning as expatriates within their own country.
But realising that the “training” was a blunder, the company sent back some engineers to train in an actual refinery. So what was supposed to be a 1 year training became 2 years.
ME: Since returning to Nigeria, is there anything else you have noticed about the project that worries or disturbs you?
Mukhtar: Yes. So we have only the refinery at the FTZ, but the company gets to import things meant for other branches of the company duty-free. As a matter of fact, with the Dangote jetty in place and a customs office right there, the company no longer needs to clear stuff at Apapa. Dangote empire effectively has its own customs and port, because we cannot assume that the custom officers stationed at Dangote’s jetty/FTZ are extremely meticulous in checking what comes in and goes out. Personally, I find this disturbing. No non-military entity should be able to import stuff that easily into any country. This is bigger than just skipping custom duty payment.
Between bank staff being fired at 10.30PM and refinery site labourers being killed by workplace accidents without accountability, the sheer grimness of the picture facing Nigerian workers comes into stark relief. It is afterall, an employer’s market, with several thousand qualified people jostling for every job opening, which creates the possibility and incentive to treat staff like battery animals.
Whether the Labour Ministry is willing or able to do anything about such blatant labour exploitation is anybody’s guess. Nigeria’s government is increasingly weak and unable to impose its will on the country even territorially. In the event that the government did take interest, there is a valid fear that it would go to the other extreme and adopt a lazy anti-business Hugo Chavez approach, as it so often does. The real solution if there is to be one, must come from Nigerian labour having a stronger bargaining position through an improved economy. Anything else as it stands, is little more than a sticking plaster.
As Mukhtar mentioned, even inside the ridiculous situation of being financially stranded in a foreign country at the behest of an irresponsible and insincere Nigerian corporate, the vast majority of the group chose to suffer in silence. They did so because spending a year abroad learning useless information, suffering deprivation and experiencing diarrhea after being forced to eat unfamiliar food was still preferable to whatever alternative was at home.
Ultimately, that is the biggest problem facing Nigerian labour.
Do you run flash sales? Wondering how to promote your flash sale on social media?
In this article, you’ll discover how to promote short-term sales with organic posts and paid ads on Instagram and Facebook.
Everyone loves a flash sale. Limited-time offers and short-term sales can be effective ways to inject revenue into your online store, especially around prominent days in the marketing calendar.
Most flash sales last for 24 hours or less; therefore, the campaigns promoting them are also short-lived. Maximizing performance within such narrow timeframes requires a different campaign management approach than for longer campaigns.
Here’s how you can maximize your efforts to drive your campaigns further and make your ad spend work harder.
Creating a Facebook event for your flash sale allows you not only to add all of the important details about the event but also create organic reach by customers marking they’re “attending” or “interested.”
Additionally, Facebook’s algorithm is likely to show your event to people who might be interested as indicated by their social activity, which extends your reach even further.
More importantly, people who mark themselves as attending or interested will receive a notification about content or updates to the event and a reminder when the event is due to start.
Running a promotion announcing your flash sale ensures potential customers will see it. Using paid ads on Facebook and Instagram is vital in today’s pay-to-play market. You’ll not only increase exposure and build conversation about your upcoming sale but also prime your Facebook pixel.
Priming your pixel means you’re warming up Facebook. If you build engagement and extend your reach before you launch your flash sale, Facebook will know exactly who’s ready to buy because of their activity and engagement in the run-up. You’ll be building a warm audience you can retarget (as discussed a little later).
In a nutshell, this initial priming—thanks to the pixel—will put your product in front of people who are already interested in the sale. With no extra cost to you, this will reduce CPA (cost per acquisition) and increase your ROAS (return on ad spend). This is a smart application of ad technology.
Here’s an example of an announcement ad for a flash sale:
Normally, when setting up Facebook ads for eCommerce, you would choose the Conversions objective because it’s likely to achieve the highest ROAS. It’s also training your pixel to go after the customer who’ll buy from you. In the process, it also allows Facebook to learn about your ideal customer.
This is great for people who are in the buying phase. When you run conversion ads, you’re effectively removing a piece of the pie; you’re going after quick wins with people who buy. But with flash sales, customers may look a little bit different. For instance, they may have thought about buying from you but were waiting for a sale, or they needed an added incentive to get them to cross the finish line.
When you’re promoting the flash sale in the run-up, you want to set up a Reach campaign. This will let you reach a larger audience and therefore more prospects.
To create this campaign, simply select Reach as your campaign objective. Target your ad to your following or a cold audience that may have similar product interests. To illustrate, if you own a children’s clothing store, you can target people who are parents or who have an interest in a similar brand.
About 5–7 days before your flash sale, begin sharing daily countdown posts on Facebook and Instagram. Plan your posts a few weeks in advance to give yourself time to think about how you’ll drive organic engagement. It’s a good idea to schedule your posts to avoid missing a day.
Create 5–7 posts that clearly call out your sale. Be sure to include the date and how many days there are to go, as in the example below:
When creating these posts, consider using engagement hooks such as “tag a friend who NEEDS to know about this sale,” or “Comment below with what you’re thinking of buying.” These are quick and easy ways to build your social engagement and organic reach. More importantly, you’re building a custom audience of people who have recently engaged with your page, which you can then retarget via your ad campaign on the day of your sale.
In addition to these feed posts, both Facebook stories and Instagram stories can provide more organic exposure. Alongside your countdown posts, share 2–3 daily story posts of your products. Include the flash sale reminder, date, and savings on featured products. Rather than simply sharing the sale discount, you’re contextualizing the discount on real products, helping customers visualize their savings.
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Another way to use the Stories features to promote your flash sale is to share live content of yourself talking about your brand. This can work if you’re the face of your brand, or as a way to introduce yourself as the face behind the brand. You could also ask your employees to share their excitement about your sale.
Describe to your audience how this is your biggest sale yet, and how you’re excited to offer customers this opportunity to buy the products they’ve had their eye on for a while. You’ll be generating buzz about your sale and connecting with your customers. Giving a sneak peek into who you are and why you’re doing this is a fantastic way to build a relationship with audience members.
When you’re ready to go live with your flash sale, I recommend setting it up as a Conversions campaign. By running a Conversions campaign, you’re telling Facebook you want conversions. Don’t run your campaign for adds to carts, landing page views, engagement, and so on, because this is what Facebook will deliver.
For campaigns that run for less than 24 hours, I recommend using a lifetime budget for the best results. To do this, toggle Campaign Budget Optimization (CBO) on and select Lifetime Budget from the drop-down menu.
Alternatively, you can edit this in the Budget & Schedule section at the ad set level.
Lifetime Budget is the most sensible setting. If you were to use a daily budget for a 6-hour campaign, Facebook wouldn’t spend more than 25% (6 ÷ 24) of the budget you specified so you’d have to take that into account.
More importantly, Facebook’s pacing algorithm (which optimizes delivery to get the best results available for your budget) isn’t designed to optimize daily budgets for shorter periods.
Once you’ve set up your campaign, you can create a number of ad sets to test your audience success rate and measure which audience targeting performed best.
Because you’ve been running your flash sale warm-up campaign, you can now set up several ad sets targeting different audiences. These should include:
If you set up your naming conventions correctly (as in the example below), you should instantly be able to see which ad set is performing best.
Keep in mind that Facebook’s pacing algorithm can take some time to calibrate itself in the beginning. This clearly isn’t ideal if you want your campaign to start with a bang. In this case, use Accelerated Delivery. Selecting this option will disable the pacing algorithm altogether and enter you into as many auctions as possible.
Be careful, though; while this improves delivery and helps to gather data, it can also drive up costs. It might even spend your entire budget before the campaign is over.
You should always have a plan for monitoring results and reacting appropriately in various scenarios.
Some businesses choose to announce flash sales on the day of the sale. On its face, this approach seems to make sense. However, announcing the sale at least 1 week before will give you sufficient time to generate buzz around the offering.
Start by creating an event on Facebook and encouraging your audience to like, share, and comment. Also post organic content through a series of countdown posts and share Facebook and Instagram stories talking about what will be offered in the flash sale and emphasizing that stock levels are limited.
You’ll then want to run a pre-launch ad to promote your flash sale to your following or a cold audience that may have similar product interests.
Finally, on the day of the launch, run an ad for the duration of your flash sale using the optimization techniques discussed above.
Remember that your pre-launch efforts will frame your flash sale launch. If you nail the pre-launch, you’ll have your customers primed and ready for your sale. This will dramatically increase your conversion rate and you’ll see a much higher success rate.
What do you think? Will you follow this plan to promote your next flash sale on Facebook and Instagram? Share your thoughts in the comments below.
Omotola Jalade-Ekeinde is trying to reorganise Nollywood and Nigeria’s music industry to become a money making machine for all the stakeholders as she staged an entertainment fair TEFFEST. Will she succeed?
International Business Times zeroes in on her effort in this feature by AFP:
Fake eyelashes fluttered, bespoke suits were on display and slick music videos played at the inaugural edition of The Entertainment Fair and Festival in Nigeria’s economic hub Lagos in late November.
But behind the glitter, the reality of the film and music sectors in Africa’s most populous nation can often be far less glamorous: wages are low, there are no social protections and copyright law is rarely enforced.
That comes despite the country boasting the second most productive film industry in the world and some of Africa’s biggest pop stars.
Hits by singers like Burna Boy, Wizkid and Davido play non-stop on stations across the continent and Nollywood churns out some 2,500 movies each year.
Despite the successes, revenues from Nigeria’s entertainment and media sector in 2018 lagged well behind that of the continent’s other leading economic powerhouse South Africa at $4.5 billion compared to $9.1 billion, PwC said.
That difference is not down to output or demand as Nigeria produces more, exports more and has a domestic market of some 200 million people, four times bigger than South Africa.
Instead industry insiders insist it is a problem of organisation.
South Africa has better systems for ensuring royalty payments for artists, stronger legal protections and more modern facilities such as film studios, concert venues and cinemas.
In a bid to help remedy the issues facing the industry, veteran Nollywood star Omotola Jalade-Ekeinde came up with the first entertainment business fair, known as TEFFEST.
It is aimed at bringing together actors, singers, producers, insurers, lawyers and managers to better organise the sector.
“The entertainment industry has grown without structures, without a roof,” Jalade-Ekeinde, nicknamed “Omo Sexy”, told AFP.
“For decades, we were not taken seriously and the big corporation companies didn’t consider us.”
The situation has changed as the industry has grown and now companies like Netflix are looking to step up their involvement in Nollywood and international labels attempting to tap Afropop stars.
“We produced, we grew, we became something suddenly and now the corporate world is trying to understand how we work and how they can deal with us,” Jalade-Ekeinde, AKA “the Queen of Nollywood”, said.
But the problems riddling the industry means it is often difficult to invest.
“There is nothing to celebrate here,” said Efe Omoregbe, manager of singer 2Face and former board member of the Copyright Society of Nigeria (COSON), which was dissolved by the government due to an internal conflict.
“We should be fixing and addressing major structural issues (…) We live in a culture of abuse when it comes to copyrights.”
PwC estimates that 80 percent of the pirate CDs globally can be found in Nigeria and singer Brymo says that in almost 20 years performing he has never received any money from his songs playing on local radio stations.
“Internationally, we make money through digital distribution platforms that have taken over rapidly, but locally it’s mostly with gigs or endorsement deals,” he said.
Lawyer Simeon Okoduwa said he tries to insist on artists signing a contract with producers before working with them.
“Too many film shoots or recordings are still done based on promises and handshakes,” he said.
This is an issue that leading actor Michelle Dede knows only too well.
The star always demands a written contract before starting her next film — and says the largest production companies now do offer written contracts as standard.
“Before producers thought I was being pretentious,” she said.
Despite the improvements she still decries the lack of protections for performers or a minimum wage for actors and others involved in the industry such as make-up artists, cameramen and technicians.
Nollywood is a vast employer in Nigeria — with some estimates saying it offers jobs to one million people — but much of that is very precarious.
“We make more money on building a brand than acting,” said Dede.
“But I shouldn’t be focusing on how many likes I get on Instagram, I should be working on my roles.”
Despite the drawbacks, the entertainment industry is still a major draw in a country where almost half the population live in extreme poverty.
But Dede said she still has no regret of leaving her job in marketing in London to launch herself in Nollywood.
“Nothing makes me happier than acting,” she said.
“Even though the pay is not good, there is no way I would give up on that.”
The year was 2008. I had started my own business due to a request from an ex-client at a previous full-time position.
Now what was I to do? I had already accepted and started a full-time post at another corporate and didn’t want to miss that opportunity.
And there, an entrepreneur was born. Back then I had not heard of the term “Virtual Assistant” and yet, that was apparently what I was offering my clients. To me I was offering marketing support on an ad hoc basis and loving the idea of running a side hustle whilst working.
It took quite a bit of juggling, yet with the help of an assistant I was able to do this quite successfully. And then that business folded. The emotional attachment I had to that brand was natural for a first time business owner.
It took me quite a few years to get beyond what I perceived was an absolute failure. Little did I realise then, but know now, was that failure should be embraced and seen as an opportunity to learn and to grow.
Out of what was left of that business I did learn a few business lessons. One of the things I learned was that although outsourcing was at its infancy stage, especially in South Africa, there was still a demand for it. Virtual assistance was only surfacing in our market, even though our international counterparts had been making use of this service for 2 decades by that stage.
Fortunately I forged ahead. For some reason I just had this feeling that I needed to make this work. Now to really understand the full picture, I had no idea of really running a business, the importance of having proper contracts in place, a decent invoicing system, a marketing plan or any of those essentials required to run a successful business.
I was of course up for the challenge! Building my business was my learning ground.
I was thrown into the deep end when it came to sales and discovered a natural love for this environment. Having always worked in a sales and marketing arena on the admin side certainly did open doors for me in terms of growing my business.
Then I discovered that having the ability to market oneself was a huge blessing. As it turns out, one of the key skills lacking in this industry is the ability to craft a winning marketing plan to gain new clients. I’m very grateful for those Virtual Assistants-turned Coaches and Trainers who were willing to share their expertise with the rest of us. Being able to learn from them helped pave the way to a successful agency.
…and the interest to join my team.
I started realising the value I could bring by helping other entrepreneurs and business owners with managing their day and time. At the end of the day I truly want to see everyone around me succeed, whether it be colleagues or clients.
How much the landscape has changed since 2008, when apps like Slack and Dropbox were unknown. And now we can hardly run our businesses without it.
We went from running an ad on an online directory, to creating a full-blown marketing campaign using platforms like Facebook and LinkedIn. These platforms have brought the four corners of the world closer together, allowing us to engage and improve the lives of those around us, no matter where we find ourselves.
Now we can revel in the delight of working remotely. You could very easily go for a cup of joe and sit at the coffee shop for a couple of hours getting your work done and your client would be none the wiser, as the quality of work still remains high.
I’m so grateful that I was placed on this path in 2008, with an innocent request from a client to handle his account. If it weren’t for him, who knows where I would find myself today.
Learn more about Karen and her business here!
Karen comes from a sales, marketing and admin focused background, so she really gets how to build a business successfully from the ground up.
Karen hosts regular sales strategy workshops to assist other entrepreneurs with building and growing their businesses. Her passion for people and helping them succeed is the essence of VA Connect. As a working mom she understands the need for an extra pair of hands and has built this agency around that vision.
VA Connect’s exclusively South African VA’s are in high demand and they service an international client base. For more details on how VA Connect can add time to your day and get you working ON your business instead of IN your business, then visit their website.
Death, many people say, can be the biggest career move and for proof they point to Michael Jackson who was mired in debt at the time of his death but whose estate is now worth millions and millions more than he made while alive.
Death has always fascinated pop culture, especially when the dead is famous or infamous and young to boot. Think Jimi Hendrix, Janice Joplin, Kurt Cobain, Amy Winehouse and Jean-Michel Basquiat. These rock stars captured the popular imagination, blazed bright like a meteor then fizzled out like shooting stars.
The phenomenon of dying young has been so analysed that someone came up with the 27 Club – a constellation of famous people who died at the age of 27 from drug overdose, alcohol addiction, car or plane crashes as well as suicide or homicide.
Most of them are white (Hendrix and Basquiat no), most of them American. But has death ever boosted the career or renown of an African celebrity? The answer is yes and the most famous must be Fela Anikulapo-Kuti, the iconic musician, jazz aficionado and fiery activist who was a thorn in the flesh of successive military regimes.
Fela died 22 years ago at age 59. He was nowhere near 27 and by that time had adult children – Yeni, Femi and Shola (who died young). He was world-renowned and celebrated and hounded at home. His residence was famously known as Kalakuta Republic (named after the prison cell he occupied while incarcerated at Kirikiri prisons). His cell was called Calcutta but Fela corrupted it to Kalakuta.
His residence so named was raided on February 18, 1977 by what reports say were over 1,000 soldiers. Denizens of the commune including some of his wives were beaten and raped and the building burnt down but not before his aged mother was thrown out of the window. She died from her injuries.
But the loss of his mother and his republic did not diminish Fela’s stridency. He remained militant to the very end dying from complications arising from HIV/AIDs just four months after he left prison.
He was as well known for his music as he was for his activism and today when a musician or celebrity of whatever stripe is conscious people liken him or her to Fela.
But how did death boost Fela’s career? Alive, Fela was mercurial and tempestuous. His albums were mostly one-song albums that sometimes lasted for over 20 minutes. His intros were famous for featuring call and response choruses and then long jazz pieces that seemed to go along for interminable moments. Radio stations found him a nightmare and attempts by music labels to re-master and cut short his songs for the new CD technology were rebuffed. The only close examples in contemporary western music would be ‘Bohemian Rhapsody’, the Queen song from the 1975 album A Night at the Opera which clocks in at 6 minutes and then Tubular Bells, Mike Oldfield’s 1973 studio album which extends to 49 minutes.
Fela was, therefore, a peculiar kind of musical artist with an oeuvre that was as potent musically as it was politically. For Fela, music was a weapon and one he wielded in many ways as if it was the lasso of truth with which he whipped the military and autocrats and kleptocrats into line.
His music was critical of soldiers whom he called zombies but soldiers loved to listen to his music because it was also critical of the government and often plumbed the depths of the pervasive social malaise and political morass.
Fela’s music was a leveller and had an uncanny ability for transcending class and gender, moving fluidly between the mainland and island and breaching class strictures. Visitors to the Africa Shrine in what is now Computer Village in Ikeja, where Fela played live sets every Friday when he was not on tour would find bank CEOs and messengers dancing and smoking as they listened to Fela’s music. The shrine was a democratic locale where music was a unifying factor.
It is also important to note how Fela’s music is at home in the mouths of the rich as well as the poor with men from different sides of the track laying equal claim to the man, musician and prophet.
Fela’s death was devastating but in dying, Fela seemed to step across the threshold from legend into myth. His death many say made his children instant millionaires and then his music re-mastered and available widely on CD spawned a whole new generation of fans, many of them not yet born or mere toddlers when Fela transited from this realm.
Today, Afrobeat, the musical genre he pioneered, is played across the world from Portugal to the UK, the US to Spain. Books have been written about him, documentaries shot and a Broadway show has travelled the world presenting Fela as maverick musician, activist and prophet.
But Fela’s reputation has been cemented and augmented more by a hybrid sound, a derivative christened afrobeat and made popular by young African musical artists who have evolved a whole new sound described by the poet and music Dami Ajayi as having begun with the Kennis music group, D Remedies.
According to Dr. Ajayi – “Afrobeats is perhaps the biggest cultural export from West Africa to the rest of Africa and the world. There is little doubt that this music of both Nigerian and Ghanaian origins will continue to enjoy mainstream global prominence.
Afrobeats went mainstream in Nigeria about two decades ago when D Remedies, released their hit song, Shako Mo, under Kennis Music label. The song sampled instrumentals from MC Lyte’s Keep On Keeping On, which also, interestingly, sampled Michael Jackson’s Liberian Girl. With that connection, one can easily link Afrobeat auspiciously to the late King of Pop.
Today, Afrobeats, a fusion of Hip-Hop and African rhythms, has since eschewed overt Western influences in favour of African idioms and musical traditions. Highlife, Juju, Fuji, Apala, Makossa, Sokous and Afrobeats have become cannon fodder for this music and the benefits are multidirectional. Ultimately, one can argue that Afrobeats is making the old new.”
But what has become clear is that many of the biggest Afrobeats stars have adopted Fela Kuti as both muse and creative forge. This year again as we celebrate the life and times and legacy of Fela Kuti during the weeklong Felabration at Freedom Park and beyond, we will be reminded that his death has made him more relevant than he ever was alive and a bigger musical brand to boot.
The list is long but Uzoma Ihejirika writing in thelagosreview attempts to put it all in perspective – “Founded 21 years ago by Yeni Anikulapo-Kuti, Felabration presents an opportunity to acknowledge Fela Kuti’s contribution through Afrobeat, the genre of music he pioneered. His jazz-inspired, robust sound continues to spark a creative flame in the hearts of Nigerians—both admirers and detractors— who no matter what cannot ignore Fela, the man and the musical icon.
That creative flame continues to burn in contemporary Nigeria even amongst artistes who were not born or were mere children when Fela became an ancestor. These artistes have made the Afrobeat genre a foundation upon which to speak about their fears, their frustrations, and their joys.”
As 2020 presidential campaigns accelerate, the dominance of Silicon Valley technology companies is likely to remain a key issue for Democratic candidates, Bank of America analyst Justin Post said in a note to investors on Monday.
“Campaign focus on FANG regulation [is] likely here to stay,” Post said.
Sen. Elizabeth Warren last week unveiled a plan to break up the biggest tech companies if she is elected president. The Massachusetts Democrat is especially focused on four of Wall Street’s beloved “FAANG” stocks: Facebook, Amazon, Apple and Google-parent Alphabet. The group also includes Netflix.
“The giant tech companies right now are eating up little, tiny businesses, start-ups – and competing unfairly,” Warren told CBS on Sunday.
“We’ve got to break these guys apart,” Warren added. “It’s like in baseball: You can be the umpire or you can own one of the teams, but you don’t get to be the umpire and own the teams.”
Post analyzed the “breakup scenarios” for Alphabet, Amazon and Facebook, which Warren referred to repeatedly in her criticism. While forced spinoffs may largely help the former two tech giants, Post thinks Facebook is the most at risk to seriously losing shareholder value.
Bank of America sees “a partial breakup of Alphabet (including spin of YouTube or Waymo)” as possibly “value enhancing.” With the broad reach of each of Alphabet’s business units, as separate entities, each brand “has enough scale to capture vast advertiser interest,” Post added.
Similarly for Amazon, Post said a breakup “would be somewhat neutral for the stock,” as investors in Jeff Bezos’ empire “are generally comfortable” with how much Amazon’s businesses would be worth on their own.
Breaking up Facebook “could be most concerning for investors,” Post said. He found that if Facebook’s Instagram and WhatsApp platforms were separated, they “would likely compete directly with Facebook for usage and advertisers, raising concerns on increased competition.”
That overlap in Facebook’s businesses is a key reason Warren believes they should be separated.
“They bought the competition and now they’re sucking the data out of the competition,” Warren said.
While Bank of America did not include Apple in its breakup analysis, Warren confirmed to CNBC that she intends to break up the iPhone maker. In her interview with CBS, Warren argued that she is not against markets, which she said “produce a lot of good,” but instead thinks “markets have to have rules.”
“It is not capitalism to have one giant that comes in and dominates, a monopolist that dominates a market,” Warren said.
Warren said recent talks with technology venture capital firms revealed that the places where Amazon, Facebook and Google compete are known as “kill zones” to entrepreneurs.
“They call it the kill zone because they don’t want to fund businesses in that space because they know Amazon will eat them up, Facebook will eat them up, Google will eat them up,” Warren said.