Khosla announced that the company is pouring $150 million into local manufacturing in Africa over the next three years for brands including Stimorol chewing gum and Cadbury Dairy Milk chocolate, of the $150m, R750m will be spent on its PE plant.
During his visit, Khosla also outlined his Winning through Focus strategy for the company’s $13-billion developing markets business … the company’s growth engine. This strategy tripled the company’s developing markets net revenues from 2006 to 2010 and is centred around three pillars: focus, glocal and people.
Focus is a big part of winning in a business with more than 100 brands in more than 60 countries. “We focus on just five categories, 10 power brands and 10 priority markets. South Africa is a priority market for us, where we focus on power brands like Cadbury chocolate,” said Khosla. Together, these 10 markets make up the majority of the growth in the company’s developing markets business.
Khosla’s second strategic pillar, “glocal,” combines the best of global and the best of local. “We encourage independent thinking and entrepreneurship among local leaders who understand the local market, while taking full advantage of our worldwide strengths in areas like technology, sales and marketing,” said Khosla.
People is the third pillar of Khosla’s strategy. Khosla expressed that he’s investing in the development of diverse talent and future leaders, who have the opportunity to gain experience not only in South Africa, but around the world. “South Africa is a great source of global talent. Regional and international mobility is a phenomenal development opportunity for our people,” said Khosla. With female leaders making up 50 percent of the local management team, three of whom are equity candidates, Khosla said, “South Africa’s diversity is a major competitive advantage.”