肯尼亞ICT行業(yè)市場調(diào)查報(bào)告英參考課件

Kenya

ICT

BoardMonitoring

and

Evaluation

Survey

Results22ND

November

20111Copyright

IDC.

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is

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rights

reserved.Agenda2Copyright

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authorized.

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rights

reserved.Project

BackgroundMarket

Overview

(Key

Indicators

2010,

Kenya

IT

Market

Value

(US$M)

Forecast

2010-2015,

Kenya

IT

spend

by

Vertical

segments)ICT

Ecosystem

Overview

-

Vendor

Survey

(market

Structure,

challenges,

opportunities,Vendors

performance,

outlook)International

BenchmarkingICT

Skills

Survey

HighlightsResidential

Usage

and

Penetration

HighlightsBusiness

Survey

HighlightsRecommendationsProject

Background3Copyright

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is

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authorized.

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rights

reserved.Background4Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.Survey

ObjectivesUnderstanding

the

Kenyan

ICTEcosystem

and

trends

in

themarket.Sizing

the

ICT

Market

and

its

subsegments

(hardware,

software,services,

etc)

inKenya.Compiling

a

baseline

of

key

ICTKPIsBenchmarking

key

Kenya

ICTindicators

against

six

countriesUnderstanding

the

ICT

Skillsavailability,

demand

and

gapsSurvey

HighlightsAims

to

provide

ground-breaking

primary

research

thatencompasses

numerous

market

sub

-segments

anddifferent

stakeholders

It

will

leverage

on

existing

secondary

market

research

inorder

to

consolidate

existing

discrete

market

information

It

will

have

a

repeat

cycle

to

gauge

the

progress

andimpact

of

KICTB

and

other

stakeholders’

initiatives.

The

survey

is

consultative

as

well

–

wheremultiplestakeholders

are

both

respondents

(i.e.

What

are

yourissues?)

and

also

beneficiaries

(i.e.

What

to

do?)

Timely

–

to

augment

development

of

existing

KICTBprojects

–

Pasha

centres

(rural

access)

,

Tandaa

(digitalcontent),

Wezesha

(asset

financing)

as

well

as

othergovernment

ICT

initiativesKenya

ICT

Market

Overview5Copyright

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rights

reserved.Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.MarketOverviewKenya

ICT

Market

Key

Indicators6MarketOverviewICT

Spending

by

Technology

Areas7Copyright

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is

forbidden

unless

authorized.

All

rights

reserved.MarketOverviewSpending

by

Vertical

Sectors8Copyright

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is

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authorized.

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rights

reserved.Kenya

ICT

Ecosystem9Copyright

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is

forbidden

unless

authorized.

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rights

reserved.Kenya

ICT

EcosystemStructure10Copyright

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authorized.

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rights

reserved.Kenya

ICT

EcosystemHighlights

1/211Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.There

are

an

estimated

20-30

vendors

present

in

the

market

most

of

whom

rely

ona

small

pool

of

major

distributors

and

Tier

1

Value

Added

Resellers

(VARs)

andDealers

who

combined

account

for

the

bulk

of

ICT

Business

in

Kenya

estimated

atnearly

50-60%.On

average

PC

and

Printer

vendors

each

have

between

three

to

four

distributorsand

at

least

six

other

partners

(dealers

and

systems

integrators)

each

at

differentmarket

levels.At

the

lower

part

of

the

pyramid

are

Tier

2

VARs

and

dealers,

estimated

to

numbermore

than

100

players

and

whose

focus

is

part

of

the

SME

segment,

the

SMME

andhome

user

segment.

These

are

players

who

typically

do

not

have

a

country

widepresence

and

would

largely

be

found

operating

at

a

provincial

level

or

even

anational

level

(where

SMEs

have

such

a

presence

to

require

nationwide

services)but

at

a

smaller

scale

nonetheless.These

Tier

2

firms

are

mostly

Kenyan

owned

companies

serving

other

Kenyanowned

businesses

and

occasionally

securing

parts

of

relatively

good

contractsinthe

government

and

education

segments,

where

procurement

of

goods

or

servicesmay

require

a

localplayer.Kenya

ICT

EcosystemHighlights

2/212Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.The

Tier

I

players

largely

comprise

companies

with

both

a

national

and

regionalpresence,

and

in

most

instances

are

majority

foreign

owned

companies

spinning

offregional

offices

in

South

Africa,

UAE,

India

among

other

countries.Owing

to

having

a

good

foothold

in

their

parent

regions,

coupled

with

access

toindustry

best

practices,

fairly

solid

skills

bases

and

access

to

capital,suchcompanies

have

been

able

to

target

the

market

segment

that

includes

multinationalcompanies

(MNCs),

large

enterprises

and

government,

where

such

credentialsbearheavily

on

decision

making

at

this

level.Vendor

competition

on

channel

partnerships

has

intensified

with

main

distributorsbeing

sought

after

by

other

vendors

to

leverage

on

their

reseller

network.

Thusmultiple

brand

handling

by

the

channels

is

the

norm

even

for

channel

partners

whowere

"loyal"

to

certain

vendors.The

channel

is

maturing

fast

with

thinning

out

of

grey

shipments.Telcos

and

telco

channels

are

now

selling

PCs.Kenya

ICT

EcosystemHighlights

2/213Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.Vendors

are

keen

on

setting

up

offices

in

Kenya

to

serve

the

East

and

CentralAfrica

region.Vendors

with

a

local

presence

enhance

the

brand

image

significantly

as

well

asimprove

logistical

support

and

increased

marketing

campaigns.With

more

vendors

setting

up

locally,

the

market

has

seen

an

increase

in

both

thenumber

of

channel

partners.Government

initiatives

including

infrastructure

development,

regulatory

reforms(licencing

frameworks),

investment

in

public

access

centres,

e-government

projects,content

creation,

device

subsidies,

have

all

had

a

very

positive

effect

in

transformingthe

market,

stimulating

investment,

ICT

uptake

and

bolstering

confidence

intheoverall

ICT

market.Thus

vendors

have

registered

positive

growth

over

the

last

three

years

of

between15-15%

in

business

and

with

some

posting

growth

in

headcount

of

between

25-50%Kenya

ICT

EcosystemKenya

as

a

regional

Hub14Copyright

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Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.Among

the

countriesKenya

based

vendorshave

reach

intofromtheir

Kenyanhubinclude:Uganda,

Tanzania,Rwanda,

Burundi,Ethiopia

and

SouthernSudan.Kenya

is

without

doubt

the

regional

hub

formost

vendors

with

a

regional

reach

spanningbetween

three

to

six

countries

on

average

forvendors.Aside

from

being

a

hub,

it

is

also

asteppingstone

for

these

vendors

to

set

up

operations

inneighbouring

countries

but

still

maintainingsomewhat

centralized

marketing,inventoryand

support

functions

at

regionallevels.Inherent

in

this

structure

are

variousopportunities

including

training,

skills

transfer,overall

higher

employment,

technologyleadership

and

increased

investment.Kenya

ICT

EcosystemChallenges

faced15Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.ChallengesCurrency

fluctuation

affecting

importsOverall

low

purchasing

power

especially

in

2011

with

high

inflation

puttingpressure

on

disposable

income.Taxation

on

consumable

products

and

unclear

taxation

framework

to

definevarious

ICTimports.Product/Service

quality

perception

vis

a

vis

other

competing

products/servicesinthe

market

(e.g.

pro-West

stance

or

pro-more

established

brands)Lengthy

customs

procedures

-

demurrage

costs

passed

on

to

users

thereforehigher

prices.Sourcing

highly

qualified

talent.Doing

business

with

the

government

–

procurement

laws.MarketOpportunities16Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.Skillsdevelopment.Further

infrastructure

investment

mainly

last

mile

access

and

quality

of

existingnetworks

is

crucial

for

more

pervasive

adoption.Reform

tax

environment

to

attract

ICT

investors.Addressing

the

problem

of

counterfeit

products

(consumables,

devices)

,

withsupport

of

relevant

government

departments

(in

terms

of

scrutiny,

enforcementand

standards).

The

success

experienced

by

counterfeiters

illustrates

there

isgood

demand

for

products.Skills

gaps

are

opportunities

where

channel

partners

can

intervene

themselvesrather

than

leave

it

up

to

vendors

to

acquire

and

maintain

the

skills.

Channelpartners

can

develop

their

own

existing

staff

to

meet

some

of

these

positions

andleave

the

vendor

to

have

a

basic

presence

-

a

sort

of

shift

down

the

tier

and

in

linewith

the

earlier

stated

objective

to

deepen

intimacy

with

customers

and

strengthenthe

channel.Overall

growth

in

the

IT

market

will

continue

to

stimulate

growth

in

other

areas.Enhance

the

platform

for

increasing

regional

reach.Kenya

ICT

EcosystemVendors’

Market

Outlook17Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.Investing

in

specific

ICT

Skills

like

mobile

applications

development

and

settingupinnovation

hubs.Vendors

have

deliberate

strategies

to

develop

and

use

more

local

talent

than

imported.Setting

up

innovation

funds

at

academic

levels

and

for

developer

groupsEntry

of

products

relevant

to

the

local

market

and

environment

(e.g.

solar

powereddevices)Increased

participation

in

government

driven

ICT

programmes.Watching

very

keenly

on

developments

with

the

Konza

Digital

City

with

a

view

toenhancing

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

bytechnological

and

other

developments.Increase

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.Benchmarking

Kenya18Copyright

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Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.BenchmarkingInternet

Users

vs

Connections

as

a

%

of

populationIn

more

developed

countriesthe

total

number

ofconnections

vis

a

vis

thenumber

of

users

are

evenlyspreadIn

countries

likeKenya,Nigeria

and

Morocco,

thereare

lower

numbersofconnections

but

highernumber

of

users

indicatingmost

connections

are

sharedconnections

and

largelycomprise

businessconnections

(including

publiclyaccessible

connections

likecyber

cafes,educationinstitutions).19Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.BenchmarkingTotal

Internet

vs

Household

penetrationKenya

has

a

higher

internetpenetration

vis

a

vis

South

Africabut

mainly

bolstered

by

mobileinternet

connections

though

witha

lower

proportion

of

householdsconnected

owing

to

adecliningfixed

network

and

poordevelopment

of

DSL

basedservices.Kenya

compares

muchbetterthan

both

Nigeria

and

Rwanda

onboth

countsEgypt

has

a

muchhigheroverall

and

household

internetpenetration

with

a

huge

gapbetween

Kenya

of

almost25percentage

points

at

householdlevel.20Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.BenchmarkingComputer

PenetrationKenya

has

slightlyhigher

PC

penetrationrates

than

Nigeria

andRwanda

but

still

very

farbehind

South

Africa

andMorocco,

mostly

owing

tolower

disposable

incomethan

these

countries.21Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.BenchmarkingHousehold

Internet

Access

vs

Household

PC

AccessIn

terms

of

PC

Access

at

thehousehold

level,

Kenya

is

onlybetter

than

Rwanda.It

should

be

noted

thatNigeriaas

a

manufacturer

of

PCs

(Zinoxbrand)

that

are

locally

affordable,accounts

for

much

higher

PCpenetration

at

household

levelsbut

negligible

household

internetpenetration

given

infrastructureissues

(submarine

cablesarrivedway

after

they

did

in

East

Africa)22Copyright

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Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.BenchmarkingBusiness

Internet

UsageIn

terms

of

business

usageof

the

internet,

Kenya

is

nearlyon

par

with

moredevelopedcountries

like

Egypt

andMorocco

and

slightly

ahead

ofNigeria23Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.BenchmarkingBroadband

AccessTariffsDespite

additional

capacity,cost

of

broadband

is

still

afactor

for

business

vis

a

visother

countries.Nigeria

has

recently

got

alot

of

international

bandwidthbut

constrained

somewhat

byback

bone,

last

mile

accessand

electricity

challenges.Landlocked

Rwandalargely

relies

on

bandwidthfrom

operatorsinneighbouring

countries.24Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.IT

Skills

Survey25Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.IT

Skills

Survey

HighlightsIT

Employment

byProfessionOf

the

total

IT

employment

in

Kenya

(~27,000IT

professionals

in

2010),

IT

support

peoplerepresent

the

largest

portion

(27%),

followedby

Applications

Systems

Analysts

and

SystemEngineers

(13%

each).The

structure

of

IT

professions

is

slightlydifferent

for

IT

companies

and

end-users.While

the

IT

management

and

administrationprofessions

prevail

in

the

end-user

segment,IT

companies

employ

more

IT

development-related

professionals.Source:

IDC

IT

Skills

Model26Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.IT

Skills

Survey

HighlightsDemand

Prediction

by

Professions27Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.Roughly

9600

IT

professionals

areexpected

to

be

added

to

theKenyan

IT

workforce.The

demand

for

individual

ITprofessions

differs

by

profession.Software

Developers

(at

70%growth)

and

Project

Managers

(at57%

growth)

are

the

professionsexpected

to

grow

the

fastest

overthe

period2011-2013.Source:

IDC

IT

Skills

ModelIT

Skills

Survey

HighlightsAvailability

of

ITProfessionalsApplication

Systems

Analysts

andSoftware

Developers

are

the

ITprofessions

that

are

least

available.Approximately

45%

of

respondentsreported

they

are

very

difficult

ordifficult

to

find.On

the

contrary,

IT

Support

people

andIT

Administrators

are

much

easier

tofind

–

only

for

less

than

10%

ofrespondents,

they

were

reported

asvery

difficult

of

difficult

to

find.Source:

IDC

IT

Skills

ResearchN

=

15828Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.Source:

Business

SurveyIT

Skills

Survey

HighlightsDemand/Availability

Matrix

for

IT

ProfessionsNew

jobs

growth

between

2011

and2013%

of

companies

reported

very

difficult

ordifficulttofindMonitorConsiderFocusAvailabilityDifficultEasyDemandLowHighSoftware

developerApplication

SystemsAnalystITProjectManagerSystemEngineerITManager/DirectorITConsultantITSupportTeam

Leader

Web

DesignerIT

Administrator29Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.IT

Skills

Survey

HighlightsDemand

Prediction

by

IT

SkillsThe

demandfor

individual

ITprofessions

differs.

The

mostgrowing

demand

will

be

seen

forIT

Project

Management

Skills(136%)

and

Software

developmentskills

(135%).IT

Administration

and

HW

skillsareprojectedtogrowatthe

lowestrate

–

less

than

12%.Source:

IDC

IT

Skills

Model30Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.IT

Skills

Survey

Highlights31Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.Availability

of

ITSkillsSoftware

development/deployment

&Enterprise/business

application

skills

areleast

available

–

for

approximately

30%

ofinterviewed

organizations,

these

professionsare

very

difficult

or

difficult

to

find.Project

management,

security

and

mobiletechnology

skills

were

also

reported

asdifficult

to

find.Internet-related

&

Networking

skills

areavailable

and

easy

to

find.N

=

158Source:

Business

SurveyIT

Skills

Survey

HighlightsDemand/Availability

Matrix

for

IT

SkillsNew

jobs

growth

between

2011

and2013DemandLowHigh%

of

companies

reported

very

difficult

ordifficulttofindAvailabilityDifficultEasyMonitorConsiderFocusSoftwareEnterprise/Business

DevelopmentApplicationsSecurityMobileTechnologiesDatabasesNetworkingHWInternetIT

Adm.DataStorageITProjectManagement32Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.IT

Skills

Survey

HighlightsSupply

side:

Skills

lacking

in

graduatesSkills

lacking

in

graduates:

Interviewees

were

asked

about

the

skills

they

thought

theirgraduates

were

lacking

in

or

particularly

strong

in,

following

are

the

skills

plottedrepresenting

an

average

of

the

ratings.Skills

ingraduatesLACKING33Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.STRONG

INSoftwareskillsStructured

&InnovativethinkingTeam

skillsHardwareskillsProblemsolvingProjectmanagementskillsSoftware

skills

and

Problem

solving

skills

rated

the

highest

while

hardware

and

projectmanagement

skills

rated

much

lower.Please

skip

this

pageTablet

Pc

ManufacturingSkills

ingraduatesLACKING34Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.STRONG

INSoftwareskillsStructured

&InnovativethinkingTeam

skillsHardwareskillsProblemsolvingProjectmanagementskillsSoftware

skills

and

Problem

solving

skills

rated

the

highest

while

hardware

and

projectmanagement

skills

rated

much

lower.IT

Skills

Survey

Highlights35Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.Demand

Side

:

Skills

lacking

in

graduatesQ:

What

type

of

skills

are

the

graduates

particularlylacking?When

probed

on

the

types

of

skills

usuallylacking

in

graduates,

companies

citedInnovative

thinking,

Problem

solving

andProject

management/implementation

as

the

topthree

skills

that

are

lackingSome

of

these

findings

were

seconded

by

theuniversity

interviewees

which

indicated

lowerratings

on

project

management/implementationskills

and

innovative

thinking.Based

on

some

interviews

with

ICTcompanies,Business/

Soft

skills

were

cited

as

lacking

ingraduates

as

well

as

keeping

up

withtechnology

trends;

the

view

was

expressed

thatthe

gap

between

theory

and

practice

needs

tobe

bridged

via

mediums

such

asinternshipsSource:

Business

SurveyIT

Skills

Survey

HighlightsOverall

business

perception

of

IT

SkillsRoughly

a

quarter

of

companiesare

not

satisfied

with

the

qualityof

IT

professionals

fromeducational

institutions

in

KenyaApproximately

a

third

ofcompanies

have

contacted

orplan

to

contact

external

providersto

manage

the

skills

shortages.Roughly

half

of

the

respondentsbelieve

that

the

lack

of

IT

skillssignificantly

impacts

businessand

IT

operations

&

performance.Source:

Business

Survey36Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.IT

Skills

Survey

Highlights37Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.Inhibitors

–

Supply

Side/Educ

inst

viewFunding

and

Infrastructure

constraints

cause

less

availability

of

resources

and

labs;

notall

the

educational

institutions

are

adequately

networkedScarcity

of

experienced

faculty

and

a

general

shortage

of

teaching

skills

for

technology;

itwas

also

indicated

that

it

is

tough

for

educational

institutions

to

match

private

sector

payLast-mile

connectivity

to

rural

areas

was

also

cited

as

an

inhibitor.

This

severelylimitsthe

availability

and

accessibility

of

internet,

both

from

a

quality

and

price

perspectiveQuality

of

education:

The

view

was

expressed

by

more

than

one

interviewee

that

skillsobtained

from

many

colleges

and

institutions

are

not

adequate

for

the

industry.Consistency

of

curriculum

was

a

common

theme,

with

the

lack

of

guidelines

emphasized.Thewatered-down

value

of

certifications

and

lack

of

market-relevant

courses

in

someeducational

institutions

were

other

themes.General

lack

of

understanding

of

IT

as

a

careerIT

Skills

Survey

HighlightsInhibitors -

Businesses

view38Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.Q.

In

your

opinion,

what

are

the

key

factors

hampering

the

availability

of

IT

skilled

professionals

in

the

country?Source:

Business

SurveyResidents

Survey

Highlights39Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.IT

Skills

Survey

Highlights40Copyright

IDC.

Reproduction

is

forbidden

unless

authorized.

All

rights

reserved.

IT

companies

view

of

inhibitors

of

ITskillsSome

large

ICT

companies

were

of

the

opinion

that

that

the

overall

skills

pool

in

the

Kenyan

marketis

rather

limited.The

view

was

also

expressed

that

there

is

more

of

a

gap

at

the

advanced

skills

level

as

many

ITprofessionals

with

advanced

skills

leave

the

Kenyan

market

while

there

is

not

much

of

an

influx

ofexperienced

professionals

from

abroad.Another

related

issue

is

loyalty

and

attrition;

IT

professionals

are

perceived

as

migratory

and

thereseems

to

be

a

fair

bit

of

poaching;

an

opinion

which

is

consistent

with

the

business

survey

where80%

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

big

ITprojects

that

can

result

in

a

large

pool

of

skilled

personnel,

consequently

there

are

not

enoughprojects

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.ITProfessionalsfromabroadIT

Skills

Survey

HighlightsGap

analysis

framework‘Unqualified’supply

orSkillsmismatchStudentswhogoabroad

orpursuehigherstudies‘Brain

drain’especially

athigher

SkilllevelsGapDemandAttritionTraining/

Re-training41Copyright

IDC.

Reproduction

i