Connect with us

Entrepreneurs

This Billionaire’s ‘Terrible Purchase’ Just Made $14 Billion In Profits, And Now He’s Ready For More

mm

Published

on

Prev1 of 2
Use your ← → (arrow) keys to browse

Back in 2012, it was a mystery to many why Chey Tae-won spent $3 billion to buy control of troubled Hynix Semiconductor. Ten years after being bailed out by South Korea’s government, the world’s second-largest chipmaker was losing money and its stock sliding amid a global slump in demand for PCs and memory chips.

South Korea’s SK Group, the sprawling conglomerate Chey chairs, had a wireless carrier, an oil and gas company, a hotel operator but no presence in chipmaking.

“Pretty much everyone in the financial services industry thought it was a terrible purchase,” says Morningstar Research Director Dan Baker in Hong Kong. SK Holdings’ stock fell 15% between the day in November 2011 the deal was announced and the day it closed the following February.

READ MORE | The Monk Of Business: Ylias Akbaraly Talks About Secret To Success And Plans To Take Africa With Him

To Chey, though, the rationale was clear. “SK needed something else to grow,” he recalls during a rare interview held on the sidelines of the World Economic Forum’s annual meeting in Davos. “Someone needed to step up. It made sense to me.”

SK’s wireless subsidiary, SK Telecom, bought a 21% stake in Hynix from a group of creditor banks, and Chey, already chairman of SK Group and SK Holdings, gained a new title: co-CEO of Hynix, later renamed SK Hynix.

Chey’s foray into the volatile chip industry turned out to be one of his savviest investments, timed almost perfectly to take advantage of a nascent global boom in smartphones. SK Hynix earned an estimated $14 billion last year, up 40% from 2017, on revenue of $36 billion—an impressive 39% profit margin. The stock has climbed roughly 150% since SK took control.

In September SK Hynix ranked No. 20 on the Forbes Digital 100, an inaugural list of the industry’s top publicly traded companies across 17 countries. Chey ranks No. 7 on the list of Korea’s 50 richest, with a net worth of $4.7 billion.

“It has been a fantastic investment given the growth in the memory market,” says Baker. 

The Hynix deal was also a turning point for Chey, now 58, emboldening him to make the kind of big bets that characterized SK under his father before his death in 1998. Chey demonstrated that confidence last June when SK Hynix joined a group of investors paying $18 billion to buy 49.9% of Japanese chip maker Toshiba Memory. Hynix also created an imperative for Chey to expand.

SK Hynix now produces 70% of SK group’s net profits, according to the company, eclipsing its earnings from telecom, oil and chemicals and thereby posing a risk as big as it is successful, given the cyclical nature of the chip business.

In a little over two years, therefore, SK group has spent $2.6 billion to venture into a range of new businesses, from ride-hailing apps and biopharma to food and beverages. “We need to explore other areas,” Chey says. “I cannot rely 100% on semiconductors.”    

SK was born in 1953, when the Korean War had just ended and Chey’s uncle Chey Jong-kun started making polyester. Sunkyong Textiles took advantage of government loans and tax incentives to expand, starting with exports of rayon to Hong Kong (SK is an abbreviation of Sunkyong).

When Jong-kun died of lung cancer in 1973 at age 47, his three sons were too young to lead the fast-growing company. In keeping with Korean tradition, his younger brother and Chey’s father, Chey Jong-hyon, took over.

READ MORE | Businesses Of The Future: 20 New Wealth Creators On The African Continent

Jong-hyon steered SK’s expansion into new industries with the purchase of two companies that now rank among SK’s biggest interests: in 1980, he bought 50% of Korea Oil from former U.S. oil giant Gulf (now SK Innovation), placing SK among Korea’s top five conglomerates, or chaebol, by assets (today it is No. 3 after Samsung and Hyundai). Then, in 1994, he led the $530 million takeover of state-owned Korea Mobile Telecommunications Services, renaming it SK Telecom.

In 1998, at the height of the Asian financial crisis, lung cancer claimed the life of Jong-hyon, thrusting his 37-year-old son, Chey Tae-won, into the role of group chairman. “It was a war situation,” Chey recalls. “There was only one thing on my mind: I have to survive.” Chey had been groomed to lead the Korean multinational: while studying at the University of Chicago in the late 1980s, he met his wife, Roh So-young, daughter of former South Korean president Roh Tae-woo.

He joined SK in 1989 as a manager at a subsidiary in San Jose, California, moved two years later to the group’s U.S. headquarters in New York and returned to Seoul in 1994 as group managing director. By 1997, he had already been promoted from head of business development to CEO of SK Corp., then the group’s largest subsidiary.

Chey cut his teeth on smaller deals: in 2000, he engineered the takeover by SK Telecom of a smaller rival, Shinsegi Telecom, for 2.3 trillion won ($2 billion) in cash and stock. Buying Shinsegi boosted SK Telecom’s market share overnight to 57% from 43%. But Chey’s plans for an overseas push were put on hold when, in 2003, he was sentenced to three years in prison for accounting fraud. He was released after seven months and given a full presidential pardon in 2008.

Chey didn’t manage to resume SK’s expansion until 2007, when he turned SK Corp. into a listed holding company, SK Holdings, for SK’s major subsidiaries; it is now the de facto holding company in which Chey and his family hold nearly a 30% stake. Chey then led SK into China, investing in oil exploration in the South China Sea as well as energy and chemicals in Shanghai and Wuhan.

Today, the SK group employs 93,000 people in 101 companies and generates an estimated $140 billion in combined revenues. Of these, 16 major companies operate autonomously, yet the CEOs of these firms convene monthly as part of a “Supex Council” to coordinate strategy under the slogan “independent yet united.”

When Chey first started looking at Hynix, it was a troubled company with a dominant position in the market for dynamic random-access memory, or DRAM, chips. The nine Korean banks that ended up its largest shareholders after its 2002 bailout had hunted for years for a buyer. U.S.-based chip company Micron Technology bid $3 billion in 2002, only to be rejected by Hynix’s board.

Prev1 of 2
Use your ← → (arrow) keys to browse

Continue Reading
Advertisement
Comments

Entrepreneurs

The Maverick In Tech

mm

Published

on

The founder of some of Nigeria’s best-known startups on the mistakes and the millions that made him click in the technology business.


Sometimes, the simplest business ideas can come from strange places, or even strangers.

In his first year studying law at Waterloo University in Canada, Iyinoluwa Aboyeji was approached by a stranger who asked to stay in his house.

 “I was like ‘I don’t know you, you have long hair and you are white; I don’t know about this’, but I said, ‘ok cool’, and he stayed over and we became good friends.”

About a year later, Pierre, the friend, decided to head to Silicon Valley for his cooperative education term.

READ MORE | Entrepreneurship Funds In Africa: Distinguishing The Good From The Bad

“He told me about this amazing world of Silicon Valley, tech and investments, and I was sold. A few months later, we decided to start our own tech company called bookneto.com,” says Aboyeji.

It was a platform that enabled students to download past examination questions and work with a team of people at the school to help answer them.   

The company did decently for three years until it got sued by the university, but at least that marked a turning point in Aboyeji’s entrepreneurial life.

It turned out that the intellectual property for past examination questions belonged to the professors at Waterloo University, a fact that was “unknown” to the pair of entrepreneurs and they were found “guilty of piracy”. The venture was eventually sold to a professor who wanted to teach students not enrolled on campus, for a small fee.

READ MORE | $10 million for Africa’s next great entrepreneurs

“We had it for three years, and by this time, I had graduated and looking for a new adventure and I was pretty sure I did not want to run another business in Canada, so I had started looking at other markets and Africa was a big one for me, Nigeria in particular,” says Aboyeji.

After graduating, he returned to Nigeria in 2013.

His proclivity for identifying opportunities inducted him into the world of massive open online courses (MOOCs). The dominant players at the time were Coursera and Udacity.

According to a report by Component, globally, the MOOCs market is estimated to hit $20.8 billion by 2023. Aboyeji wanted in. He set up a company in Abuja called Fora.com focused on incorporating MOOCs into the university environment especially for courses that were relevant but not provided by Nigerian universities due to a lack of quality resources.

“I was very naïve. I imagined that it would be a breeze to build that business and learned the hard way that anything regulated doesn’t operate rationally. So, the regulators didn’t give me any approvals and universities were skeptical and didn’t want to be laid off so it didn’t work out. We ended up pivoting that business and ended up selling online MBAs instead. Our typical clients were young bank managers who wanted to get an MBA or advanced degree courses to improve their chances of being promoted,” says Aboyeji.

READ MORE | Why Now Is The Time To Invest In African E-commerce

The firm began to gain some traction. People were paying for the application courses and Aboyeji decided to pilot a loan program where financial institutions would offer loans to students.

“So, we were making money but it wasn’t popping off. I went to New York with the team because we had just gotten some new funding and we had to meet the new investors. I had met a guy named Jeremy Johnson when he was in Nigeria earlier so I pinged him and told him what we wanted to do. I wanted to learn from his experiences. He agreed to meet for coffee in New York.”

During their meeting, Johnson expressed his idea about a new form of education geared towards skills rather than degrees. Aboyeji also talked about unemployment in Nigeria and how that represented a massive opportunity.

It was a match made in heaven.

“One of the things he told me was that he could not find a sales force engineer for $150,000 in New York. They just didn’t exist so I said, ‘man, I can train you sales force engineers’. And he said ‘if you decide you are going to pivot, what you are doing or adding to it… I would fund you and I will be chairman and we can do this together’. So, I said ‘someone is going to fund you to do a new business, why not’.”

Aboyeji had just stumbled on a new gold mine and Andela was born. He started with one person and began teaching him how to code. He repurposed the team from Fora into coding masters, bid masters and operational staff, and shifted the focus of Fora because they had the flexibility to do it.

“I don’t think at the time we had any idea how big what we were doing was. We did the first one, it was semi-successful, we trained the next four, which was really good. We put out a job description saying no experience required, we will pay you to learn how to program and we had over 700 applicants off Twitter and we knew we had something.”

They whittled down to about four or five people that completed that program. To find work for his new coders, Aboyeji used Upwork, the popular freelance jobsite, to bid for jobs.

“We didn’t know anybody, so we bid for jobs, executed it and before we knew it, we had about 150 people in the room. That was how the transition happened from Fora to Andela,” says Aboyeji.

The company has since gone on to raise $180 million in venture funding from the likes of Mark Zuckerberg and other notable investors from Silicon Valley. Aboyeji left the company after three years in search of his next adventure but is still a major shareholder in Andela.

That voyage led him to co-found Flutterwave, an integrated payments platform for Africans to make and accept any payment, anywhere from across Africa and around the world. Under his watch, the company processed 100 million transactions worth $2.5 billion.

Turning his eyes firmly on future opportunities has led Aboyeji to set up his own family office called Street Capital, with a focus on identifying passionate and experienced missionary entrepreneurs with the integrity and courage to flawlessly execute in Africa.

With a solid track-record of unearthing diamonds in the rough, Aboyeji hopes to empower the next generation of African entrepreneurs to achieve their fullest potential and help build some of Africa’s fastest-growing and most-impactful tech businesses.

Continue Reading

Entertainment

The Movie Buff With A Happy Ending In Business

mm

Published

on

Kene Okwuosa continues to make profit selling the immersive cinema experience across movie halls in Nigeria.


If trailers of Simon Kinberg’s upcoming X-Men: Dark Phoenix have whetted your appetite for more action-packed cinema, you could take your pick from the likes of Hobbs & Shaw, John Wick 3: Parabellum or Avengers: End game. But as any film buff would tell you, watching these adrenaline rushes on DVD or TV is no match for a full-throttle cinema experience.

Kene Okwuosa is bullish about letting Nigeria’s 190 million population experience the thrilling excitement of the celluloid world. Using the theater to extract a sizeable profit from the Nigerian culture of socializing and communal engagement, his Filmhouse Cinemas has grown from just three screens to multiple locations across the country.

As part of the company’s strategic expansion plans, Okwuosa signed a pioneer deal to bring IMAX, the world’s most immersive cinematic experience, to West Africa in 2016. In doing so, Filmhouse has flipped a switch not just to beat competition from other local cinema chains, but also become one of the fastest-growing IMAX businesses in Europe, the Middle East and Africa.

READ MORE | Worldwide Box Office, The Best It’s Ever Been

Quite a feat considering Okwuosa’s first stint at the cinema business did not have a happy ending.

The year was 2008 and Okwuosa and his partner at the time, also named Kene, were desperately looking for greener pastures beyond the borders of the United Kingdom (UK), where they were both employed as assistant general manager and general manager respectively at Odeon Cinemas.

“I had a conversation with Kene on the first of December 2008 and he was saying there is an opportunity with a friend of his who was an investor in Nigeria and we could go back, set up a company and create a great product in Nigeria. I resigned from my job on the second of December, I saw my family on the third of December and I caught a flight on the fourth of December after not being back in Nigeria for 11 years,” says Okwuosa.

And their voyage back home was favored by lady luck. A South African company at the time was exiting the Nigerian market and their assets were up for grabs. With the help of their investor, the pair bought up the assets and just like that, Genesis Deluxe Cinemas was born. It was a magical moment in the lives of the newly-minted entrepreneurs.

READ MORE | Marvel Money: How Six Avengers Made $340 Million Last Year

With three chains of Genesis Cinemas under their belt, the pair were ready to reap the profits of their entrepreneurial pursuits until everything went belly up.

“A year later, that deal went so bad we had to exit. Myself and Kene exited the company to our dismay.  The private investor owned most of the business and there were issues between the investor and my partner relating to a slight misalignment of the company. We were torn between either staying in Lagos or going back to the UK. We decided to stay and tug it out,” says Okwuosa.

The pair had to downsize from the guest house they were staying in to a smaller flat and survived on noodles, while they hatched their next plan. They turned their living room into an office and went back to the drawing board.

Okwuosa believed there was still a market in the cinema theater business and he was not wrong. According to PricewaterhouseCoopers, the Nigerian film industry is globally recognized as the second-largest film producer in the world. Total cinema revenue is set to reach $22 million in 2021, rising at 8.6% CAGR over the forecast period.

READ MORE | Will Cinema Just Disappear?

The cinema industry is one of the priority sectors identified in the economic recovery growth plan of the federal government of Nigeria with a planned $1 billion in export revenue by 2020. Furthermore, the National Film and Video Censors Board estimates the Nigerian movie industry needs at least 774 cinemas across the country for it to tackle the menace of piracy.

“So, for two years, I was literally waking up and going to every single office trying to pitch and raise money. We didn’t know anybody and we are not sons of rich men, we had already failed with Genesis, we had no assets or collateral. We were literally telling people we were going to modernize Nigeria’s entertainment scene and everybody was looking at us like we were crazy.”

In 2009, the Intervention Funds, created by then president Goodluck Jonathan to boost the Nigerian creative industry, would prove to be the lifeline Okwuosa and his partner so badly needed.

“I am proud to say we were the very first to access that fund in 2012, which was about N200 million at the time which, when you look back is not that much but considering the exchange rate, it was over $1 million. It was enough to help us kickstart Filmhouse. We had nothing, so that particular facility was largely uncollateralized,” says Okwuosa.

The fund took a bet on Okuwosa and his partner and it paid off. The loan was used to open their first three-screen cinema in Surulere, Lagos.

“It had a slow start but ultimately grew to be one of the biggest locations in the country and that organic growth led us to open two more cinemas prior to our second round of investors, which was private equity money from African Capital Alliance.”

The investment helped Okwuosa to scale to 10 operational locations across six states. The original vision when Okwuosa started Filmhouse was to be the biggest and best cinema and create an amazing space where people could escape into a different world.

Two years after, the company set up the production and distribution part of the business.

Filmhouse now represents about 50% of tickets sold in Nigerian cinemas, according to Okwuosa. With just a dream to conquer the Nigerian market, today, Filmhouse has a vision to become a media entertainment company.

READ MORE | A $426.6 Million Opening Makes ‘Black Panther’ The Top-Grossing Film With A Black Cast

In addition to IMAX, the company represents other international brands like Warner Bros and Lionsgate. With the institutional investment, Okwuosa has strengthened his core team, which no longer includes his former partner, as well as providing the company the impetus to scale with the right mind and right trajectory.

With a GDP of $375 billion making the Nigerian economy the 30th largest economy in the world, Okwuosa believes there is still a big chunk of money to be made from the entertainment and media space.

“I think we haven’t even scratched the surface of this industry and we want to position ourselves at the forefront of Nigerian entertainment.”

Continue Reading

Entrepreneurs

Advances In Nigeria’s ‘Burglar Watch’ Industry

mm

Published

on

The escalating safety and security issues in Nigeria raised the alarm for this innovative entrepreneur.


Today, organizations not only face escalating risks but also the certitude that they will face a security breach at any time, if proper precautions are not taken. Such was the case for Paul Ajibulu when his office premises were ransacked by thugs in Adeola Odeku, Victoria Island, Lagos.

“We had just got our office fully furnished with MacBook computers and the whole works. When we came in the next day, we found the locks broken and all the office equipment had been looted. I lost about $20,000 in all that day and that set our business back for a couple of months,” says Ajibulu.

READ MORE | Executive Protection: Big Bucks, Bullets And Bodyguards

To solve his problems, he reached out to Extreme Mutual Technique, an automated digital systems solution and renewable energy service provider.

The company says it boasts top-tier clients such as MTN, the Embassy of Sierra Leone, South African Breweries, and Africa Finance Corporation, amongst many others.

Akpobome Ojoboh, its founder and Managing Director, is adamant his systems are a must-have for every organization in Nigeria.

“We initially started the business called Extreme Surveillance Systems limited. Coming from my previous background, we decided to focus on CCTV and digital security. Considering the fact that Nigeria was being terrorized by security mishaps, we decided to [resolve] that,” says Ojoboh.

Safety and security have never been discussed in Nigeria as they are now. Threats are from everywhere, and at all places. Routine security checking at offices and shopping mall entrances has become the norm.

The idea of preventing crime is an appealing twist in today’s times and although it’s comforting for many to imagine a competent police officer monitoring every camera in Lagos, the question remains whether CCTV systems really do prevent crimes from happening or do they merely help in nabbing a criminal once a crime has occurred.

In a city like Lagos where you have constant disruptions to power, the long-term success of these systems presented significant hurdles for Ojoboh in the early days.

“There are so many limitations to digital security vis-à-vis the lack of a proper database that even when you have [identified] the culprits, you cannot find them. Furthermore, there were limitations to how people took ownership of their equipment because there was [often] no power. So, you put a system and people say ‘what if there is no power’?”

To combat these challenges, Ojoboh decided to provide another solution, by moving into the world of inverters.

“Then again, these inverters run down when there is no power to charge them so we went into renewable energy called solar to back up our inverters and digital solutions. That is when we changed the business to Extreme Mutual Technique Limited,” says Ojoboh.

Security is one of the largest businesses in the world, according to Ojoboh.

He has seen an increase in more families opting for peace of mind by having big brother watching over their loved ones whenever they cannot be with them.

“When I first became a mum, I would always worry incessantly about my daughter left alone at home with my nanny. Then, we started noticing strange marks on my daughter and I had heard about people mistreating children they cared for but I never thought it would happen to me. I reached out to a security company to install a camera in the house and lo and behold, I saw the nanny hitting my daughter. My whole world crumbled,” says Rebecca Gyan, a grocery store owner in Accra.

READ MORE | Pain, Poison And Potential

“You have to be prepared because if you are not, then you almost cannot stop any security breach. It helps you to know some proactive measures to protect yourself. If you have a CCTV system and you notice there is a particular group of people visiting your building, you will be able to notice and react,” says Ojoboh.

As organizations become familiar with probable threats and vulnerabilities, they will be able to establish both preventive measures and responsive systems, to decrease the likelihood of intruders and attacks.

Since starting out in 2007, Ojoboh has grown the team to a 40-member business spread across Lagos and Abuja. The company has also moved into IT and engineering services in the areas of energy infrastructure, home automation, fire safety and digital security solutions.

With power still an issue in Nigeria, Ojoboh sees the future of his business in the area of renewable energy to power his systems to provide that all-important peace of mind to his clients. 

Continue Reading

Trending