肯尼亚ICT行业市场调查报告英

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 OverviewKenya ICT Market Key Indicators,7,Market Overview ICT Spending by Technology Areas,8,Market Overview Spending by Vertical Sec

7、tors,9,Kenya ICT Ecosystem,10,Kenya ICT EcosystemStructure,11,Kenya ICT EcosystemHighlights 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 of

8、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, estimated

9、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 requ

10、ire 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 re

11、quire a local player.,12,Kenya ICT EcosystemHighlights 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 to ha

12、ving 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 credent

13、ials 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 were

14、 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 EcosystemHighlights 2/2,Vendors are keen on setting up offices in Kenya to serve the East and Central Africa region. Vendors with a local presence

15、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 reforms

16、 (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 registere

17、d 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 EcosystemKenya as a regional Hub,Among the countries Kenya based vendors have reach into from their Kenyan hub include: Uganda, Tanzania, Rwanda, Burundi

18、, 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 but still

19、 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 EcosystemChallenges faced

20、,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 a vis oth

21、er 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 Opportunities,S

22、kills 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 relevant gove

23、rnment 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 maintain the

24、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 growth in th

25、e IT market will continue to stimulate growth in other areas. Enhance the platform for increasing regional reach.,17,Kenya ICT EcosystemVendors Market Outlook,Investing in specific ICT Skills like mobile applications development and setting up innovation hubs. Vendors have deliberate strategies to d

26、evelop 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 keenly on dev

27、elopments 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. Increase prese

28、nce 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 Internet User

29、s 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 shared con

30、nections 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 internet conn

31、ections 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 huge gap betw

32、een Kenya of almost 25 percentage points at household level.,21,BenchmarkingComputer 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,BenchmarkingHou

33、sehold 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 but negligible

34、 household internet penetration given infrastructure issues (submarine cables arrived way after they did in East Africa),23,BenchmarkingBusiness Internet Usage,In terms of business usage of the internet, Kenya is nearly on par with more developed countries like Egypt and Morocco and slightly ahead o

35、f Nigeria,24,BenchmarkingBroadband 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 challenges. Lan

36、dlocked 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%), followed by A

37、pplications 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 professionals.,S

38、ource: 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 Managers (at 5

39、7% 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. Approximately 45% o

40、f 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,Source: Busin

41、ess 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 Software developmen

42、t 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 the view was expressed that the gap between theory and practice needs to be br

43、idged 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 c

44、ontacted or plan to contact external providers to manage the skills shortages. Roughly half of the respondents believe that the lack of IT skills significantly impacts business and IT operations not all the educational institutions are adequately networked Scarcity of experienced faculty and a gener

45、al shortage of teaching skills for technology; it was also indicated that it is tough for educational institutions to match private sector pay Last-mile connectivity to rural areas was also cited as an inhibitor. This severely limits the availability and accessibility of internet, both from a qualit

46、y and price perspective Quality of education: The view was expressed by more than one interviewee that skills obtained from many colleges and institutions are not adequate for the industry. Consistency of curriculum was a common theme, with the lack of guidelines emphasized. The watered-down value o

47、f certifications and lack of market-relevant courses in some educational institutions were other themes. General lack of understanding of IT as a career,38,IT Skills Survey Highlights Inhibitors - Businesses view,Q. In your opinion, what are the key factors hampering the availability of IT skilled p

48、rofessionals in the country?,Source: Business Survey,39,Residents Survey Highlights,IT Skills Survey Highlights IT companies view of inhibitors of IT skills,Some large ICT companies were of the opinion that that the overall skills pool in the Kenyan market is rather limited. The view was also expres

49、sed that there is more of a gap at the advanced skills level as many IT professionals with advanced skills leave the Kenyan market while there is not much of an influx of experienced professionals from abroad. Another related issue is loyalty and attrition; IT professionals are perceived as migrator

50、y and there seems to be a fair bit of poaching; an opinion which is consistent with the business survey where 80% of the companies indicated that attrition has a minor to significant impact on their organizations. Frequency and size of IT projects: The view was expressed that there may not be enough

51、 big IT projects that can result in a large pool of skilled personnel, consequently there are not enough projects that allow professionals to exhibit or develop their skills. Availability of lower cost imported ICT labour was also cited as an inhibitor to skills supply.,41,IT Professionals from abro

52、ad,IT Skills Survey Highlights Gap analysis framework,Unqualified supply or Skills mismatch,Students who go abroad or pursue higher studies,Brain drain especially at higher Skill levels,Gap,Demand,Attrition,Training/ Re-training,Move to management tracks,Gaps filled by expats for short-term project

53、duration,42,IT Skills Survey Highlights Dimensions of the gap in IT skills,Gap in IT professionals,Higher-level gaps Shortage of experienced IT personnel Poaching and moving abroad i.e. brain drain reported; also technical staff moving to management tracks Experienced professionals from abroad not c

54、oming in,Technical gaps Enterprise/business application skills, software development, mobile applications IBM and SAP related technology skills,Graduate-level skill gaps Project management Problem solving Innovative thinking Gap between theoretical and practical skills; insistence of some experience

55、 from IT firms,Quality gaps Candidates who have certifications and educational qualifications but do not bring the expected quality Inconsistencies in course duration and curriculum within the courses,IT Skills Survey Highlights Overall Recommendation areas and initiatives,Promote IT as a career,Att

56、ract more people (especially youth and females) via promotional campaigns Attractive industry compensation standards,Review ICT curricula,More regulation, more rigor and standardization Public-private partnership body to ensure curriculum standardization Online mechanism with Assessment of IT skills

57、 online,Financing encourage investment to ensure training availability,Expand capacities of universities and colleges,Provide infrastructure and funding support Address qualified teaching shortage; Evaluate & incentivize the supply,Government organizations, IT companies and Educational institutions

58、would need to collaborate extensively in the above areas to achieve the ICT skills-related objectives related to the Strategic Plan and Kenya 2030.,IT Skills Survey Highlights Projects prioritization,Ease of implementation,Impact,High,Low,Low,High,Implement,Consider,Promote IT as a career,Integrate

59、ICT in education,Improve connectivity,Financing & Support,Harmonize and monitor supply & demand,Expand capacities of universities and colleges,Review university curricula,Establish specialized programs for graduates,Focus on special interest areas,45,Residents Survey Highlights,46,Residents Survey HighlightsInternet Usage at home,Base : Total Sample (750),Base = The figure in parenthesis represents the base of the respective category,Internet Home Penetration by Location,Internet Home Penetration by SCL,26% of the surveyed HH use internet Internet usage in