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1、Copyright IDC. Reproduction is forbidden unless authorized. All rights reserved.,Kenya ICT Board Monitoring and Evaluation Survey Results,22ND November 2011,2,Agenda,Project Background Market Overview (Key Indicators 2010, Kenya IT Market Value (US$M) Forecast 2010-2015, Kenya IT spend by Vertical s
2、egments) ICT Ecosystem Overview - Vendor Survey (market Structure, challenges, opportunities, Vendors performance, outlook) International Benchmarking ICT Skills Survey Highlights Residential Usage and Penetration Highlights Business Survey Highlights Recommendations,3,Project Background,Background,
3、Survey Objectives Understanding the Kenyan ICT Ecosystem and trends in the market. Sizing the ICT Market and its sub segments (hardware, software, services, etc) in Kenya. Compiling a baseline of key ICT KPIs Benchmarking key Kenya ICT indicators against six countries Understanding the ICT Skills av
4、ailability, demand and gaps,Survey Highlights Aims to provide ground-breaking primary research that encompasses numerous market sub -segments and different stakeholders It will leverage on existing secondary market research in order to consolidate existing discrete market information It will have a
5、repeat cycle to gauge the progress and impact of KICTB and other stakeholders initiatives. The survey is consultative as well where multiple stakeholders are both respondents (i.e. What are your issues?) and also beneficiaries (i.e. What to do?) Timely to augment development of existing KICTB projec
6、ts Pasha centres (rural access) , Tandaa (digital content), Wezesha (asset financing) as well as other government ICT initiatives,5,Kenya ICT Market Overview,6,Market Overview Kenya ICT Market Key Indicators,7,Market Overview ICT Spending by Technology Areas,8,Market Overview Spending by Vertical Se
7、ctors,9,Kenya ICT Ecosystem,10,Kenya ICT Ecosystem Structure,11,Kenya ICT Ecosystem Highlights 1/2,There are an estimated 20-30 vendors present in the market most of whom rely on a small pool of major distributors and Tier 1 Value Added Resellers (VARs) and Dealers who combined account for the bulk
8、of ICT Business in Kenya estimated at nearly 50-60%. On average PC and Printer vendors each have between three to four distributors and at least six other partners (dealers and systems integrators) each at different market levels. At the lower part of the pyramid are Tier 2 VARs and dealers, estimat
9、ed to number more than 100 players and whose focus is part of the SME segment, the SMME and home user segment. These are players who typically do not have a country wide presence and would largely be found operating at a provincial level or even a national level (where SMEs have such a presence to r
10、equire nationwide services) but at a smaller scale nonetheless. These Tier 2 firms are mostly Kenyan owned companies serving other Kenyan owned businesses and occasionally securing parts of relatively good contracts in the government and education segments, where procurement of goods or services may
11、 require a local player.,12,Kenya ICT Ecosystem Highlights 2/2,The Tier I players largely comprise companies with both a national and regional presence, and in most instances are majority foreign owned companies spinning off regional offices in South Africa, UAE, India among other countries. Owing t
12、o having a good foothold in their parent regions, coupled with access to industry best practices, fairly solid skills bases and access to capital, such companies have been able to target the market segment that includes multinational companies (MNCs), large enterprises and government, where such cre
13、dentials bear heavily on decision making at this level. Vendor competition on channel partnerships has intensified with main distributors being sought after by other vendors to leverage on their reseller network. Thus multiple brand handling by the channels is the norm even for channel partners who
14、were “loyal“ to certain vendors. The channel is maturing fast with thinning out of grey shipments. Telcos and telco channels are now selling PCs.,13,Kenya ICT Ecosystem Highlights 2/2,Vendors are keen on setting up offices in Kenya to serve the East and Central Africa region. Vendors with a local pr
15、esence enhance the brand image significantly as well as improve logistical support and increased marketing campaigns. With more vendors setting up locally, the market has seen an increase in both the number of channel partners. Government initiatives including infrastructure development, regulatory
16、reforms (licencing frameworks), investment in public access centres, e-government projects, content creation, device subsidies, have all had a very positive effect in transforming the market, stimulating investment, ICT uptake and bolstering confidence in the overall ICT market. Thus vendors have re
17、gistered positive growth over the last three years of between 15-15% in business and with some posting growth in headcount of between 25-50%,14,Kenya ICT Ecosystem Kenya as a regional Hub,Among the countries Kenya based vendors have reach into from their Kenyan hub include: Uganda, Tanzania, Rwanda,
18、 Burundi, Ethiopia and Southern Sudan.,Kenya is without doubt the regional hub for most vendors with a regional reach spanning between three to six countries on average for vendors. Aside from being a hub, it is also a stepping stone for these vendors to set up operations in neighbouring countries b
19、ut still maintaining somewhat centralized marketing, inventory and support functions at regional levels. Inherent in this structure are various opportunities including training, skills transfer, overall higher employment, technology leadership and increased investment.,15,Kenya ICT Ecosystem Challen
20、ges faced,Challenges Currency fluctuation affecting imports Overall low purchasing power especially in 2011 with high inflation putting pressure on disposable income. Taxation on consumable products and unclear taxation framework to define various ICT imports. Product/Service quality perception vis
21、a vis other competing products/services in the market (e.g. pro-West stance or pro-more established brands) Lengthy customs procedures - demurrage costs passed on to users therefore higher prices. Sourcing highly qualified talent. Doing business with the government procurement laws.,16,Market Opport
22、unities,Skills development. Further infrastructure investment mainly last mile access and quality of existing networks is crucial for more pervasive adoption. Reform tax environment to attract ICT investors. Addressing the problem of counterfeit products (consumables, devices) , with support of rele
23、vant government departments (in terms of scrutiny, enforcement and standards). The success experienced by counterfeiters illustrates there is good demand for products. Skills gaps are opportunities where channel partners can intervene themselves rather than leave it up to vendors to acquire and main
24、tain the skills. Channel partners can develop their own existing staff to meet some of these positions and leave the vendor to have a basic presence - a sort of shift down the tier and in line with the earlier stated objective to deepen intimacy with customers and strengthen the channel. Overall gro
25、wth in the IT market will continue to stimulate growth in other areas. Enhance the platform for increasing regional reach.,17,Kenya ICT Ecosystem Vendors Market Outlook,Investing in specific ICT Skills like mobile applications development and setting up innovation hubs. Vendors have deliberate strat
26、egies to develop and use more local talent than imported. Setting up innovation funds at academic levels and for developer groups Entry of products relevant to the local market and environment (e.g. solar powered devices) Increased participation in government driven ICT programmes. Watching very kee
27、nly on developments with the Konza Digital City with a view to enhancing presence and regional investment. Deepen customer relations as more intimacy is needed in the market. Reforming go to market strategies in line with a changing ecosystem underpinned by technological and other developments. Incr
28、ease presence in the region, headcount and channel partnerships. Enhance vertical sector and product specializations skills, products, GTM approach. Focus on infrastructure issues and how to address how lack of adequate infrastructure (power) affects uptake.,18,Benchmarking Kenya,19,Benchmarking Int
29、ernet Users vs Connections as a % of population,In more developed countries the total number of connections vis a vis the number of users are evenly spread In countries like Kenya, Nigeria and Morocco, there are lower numbers of connections but higher number of users indicating most connections are
30、shared connections and largely comprise business connections (including publicly accessible connections like cyber cafes, education institutions).,20,Benchmarking Total Internet vs Household penetration,Kenya has a higher internet penetration vis a vis South Africa but mainly bolstered by mobile int
31、ernet connections though with a lower proportion of households connected owing to a declining fixed network and poor development of DSL based services. Kenya compares much better than both Nigeria and Rwanda on both counts Egypt has a much higher overall and household internet penetration with a hug
32、e gap between Kenya of almost 25 percentage points at household level.,21,Benchmarking Computer Penetration,Kenya has slightly higher PC penetration rates than Nigeria and Rwanda but still very far behind South Africa and Morocco, mostly owing to lower disposable income than these countries.,22,Benc
33、hmarking Household Internet Access vs Household PC Access,In terms of PC Access at the household level, Kenya is only better than Rwanda. It should be noted that Nigeria as a manufacturer of PCs (Zinox brand) that are locally affordable, accounts for much higher PC penetration at household levels bu
34、t negligible household internet penetration given infrastructure issues (submarine cables arrived way after they did in East Africa),23,Benchmarking Business Internet Usage,In terms of business usage of the internet, Kenya is nearly on par with more developed countries like Egypt and Morocco and sli
35、ghtly ahead of Nigeria,24,Benchmarking Broadband Access Tariffs,Despite additional capacity, cost of broadband is still a factor for business vis a vis other countries. Nigeria has recently got a lot of international bandwidth but constrained somewhat by back bone, last mile access and electricity c
36、hallenges. Landlocked Rwanda largely relies on bandwidth from operators in neighbouring countries.,25,IT Skills Survey,IT Skills Survey Highlights IT Employment by Profession,Of the total IT employment in Kenya (27,000 IT professionals in 2010), IT support people represent the largest portion (27%),
37、 followed by Applications Systems Analysts and System Engineers (13% each). The structure of IT professions is slightly different for IT companies and end-users. While the IT management and administration professions prevail in the end-user segment, IT companies employ more IT development-related pr
38、ofessionals.,Source: IDC IT Skills Model,27,IT Skills Survey Highlights Demand Prediction by Professions,Roughly 9600 IT professionals are expected to be added to the Kenyan IT workforce. The demand for individual IT professions differs by profession. Software Developers (at 70% growth) and Project
39、Managers (at 57% growth) are the professions expected to grow the fastest over the period 2011-2013.,Source: IDC IT Skills Model,28,IT Skills Survey Highlights Availability of IT Professionals,Application Systems Analysts and Software Developers are the IT professions that are least available. Appro
40、ximately 45% of respondents reported they are very difficult or difficult to find. On the contrary, IT Support people and IT Administrators are much easier to find only for less than 10% of respondents, they were reported as very difficult of difficult to find.,Source: IDC IT Skills Research,N = 158
41、,Source: Business Survey,29,IT Skills Survey Highlights Demand/Availability Matrix for IT Professions,30,IT Skills Survey Highlights Demand Prediction by IT Skills,The demand for individual IT professions differs. The most growing demand will be seen for IT Project Management Skills (136%) and Softw
42、are development skills (135%). IT Administration and HW skills are projected to grow at the lowest rate less than 12%.,Source: IDC IT Skills Model,31,IT Skills Survey Highlights Availability of IT Skills,Software development/deployment & Enterprise/business application skills are least available for
43、 approximately 30% of interviewed organizations, these professions are very difficult or difficult to find. Project management, security and mobile technology skills were also reported as difficult to find. Internet-related & Networking skills are available and easy to find.,N = 158,Source: Business
44、 Survey,32,IT Skills Survey Highlights Demand/Availability Matrix for IT Skills,New jobs growth between 2011 and 2013,Demand,Low,High,% of companies reported very difficult or difficult to find,Availability,Difficult,Easy,Monitor,Consider,Focus,Security,Software Development,Project Management,Enterp
45、rise/Business Applications,Mobile Technologies,Databases,Networking,HW,Internet,IT Adm.,Data Storage,IT Project Management,33,IT Skills Survey Highlights Supply side: Skills lacking in graduates,Skills lacking in graduates: Interviewees were asked about the skills they thought their graduates were l
46、acking in or particularly strong in, following are the skills plotted representing an average of the ratings.,Software skills and Problem solving skills rated the highest while hardware and project management skills rated much lower.,34,Please skip this page,Tablet Pc Manufacturing,Software skills a
47、nd Problem solving skills rated the highest while hardware and project management skills rated much lower.,35,IT Skills Survey Highlights Demand Side : Skills lacking in graduates,Q: What type of skills are the graduates particularly lacking?,When probed on the types of skills usually lacking in gra
48、duates, companies cited Innovative thinking, Problem solving and Project management/implementation as the top three skills that are lacking Some of these findings were seconded by the university interviewees which indicated lower ratings on project management/implementation skills and innovative thi
49、nking. Based on some interviews with ICT companies, Business/ Soft skills were cited as lacking in graduates as well as keeping up with technology trends; the view was expressed that the gap between theory and practice needs to be bridged via mediums such as internships,Source: Business Survey,36,IT Skills Survey Highlights Overall business perception of IT Skills,Roughly a quarter of companies are not satisfied with the quality of IT professionals from educational institutions in Kenya Approximately a third of companies have contacted or plan t