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BLUE LABEL INTEGRATED ANNUAL REPORT 2014
AIRTIME
CONVERSATION WITH JOINT
CHIEF EXECUTIVE OFFICERS
CONTINUED
➔
Our expanding distribution channel comprising
about 150 000 POPs in South Africa, 130 000 in
India and over 90 000 in Mexico.
➔
Reputable local operating partnerships in each
International region.
➔
Enviable trust developed in relationships with our
stakeholders during 13 years of business
experience.
OUR COMPETITIVE EDGE
DIFFERENTIATES US
We see few competitors in the horizontal plane, i.e.
there are only a minimal number of names that offer
the same breadth of products and services as we do.
In the individual verticals of product or service, we
do experience competitors facing up to us from time
to time. This immediately provides us with an edge,
as we have more products and services to spread
across our cost base. We are able to identify the
following factors which differentiate us in the market:
➔
Our financial strength and stability derived through
generating strong cash flows.
➔
Cutting-edge technical capability and back-up
support.
➔
Leading innovation in technology, products and
services.
➔
Market leadership in touch points focused on
reaching middle- and lower-income groups.
➔
Our unique ability to collect small amounts of
money from consumers efficiently.
➔
Our capability of performing multiple types of
transactions from the same terminal.
The Group’s entrepreneurial ethos may also set us
apart from competitors.
SKILLS DEVELOPMENT, SUCCESSION
PLANNING AND A ‘CAN-DO CULTURE’
Technological developments continue to drive the
Group. Consequently, we are required to identify,
hire, develop and retain a large number of talented
and skilled engineers and specialists. We have a
number of initiatives in place to address this need,
including training and succession planning.
We continually strive to retain and instil our
entrepreneurial culture across the organisation.
Therefore, it is probably no coincidence that we see
high levels of entrepreneurial flair among our staff
complement, business partners and associates. We
can identify a number of traits which characterise us,
viz. our attitude to life, the will to achieve, and
our spirit and vision, all of which are encapsulated in
our ‘can-do culture’.
ACTIVE PIPELINE OF ACQUISITIONS
In delivering on our stated M&A strategy, we consider
acquisitions that are earnings enhancing, add to
our product line, distribution network or geography
and which are of a strategic or defensive play.
Internationally, we have impressive partners with whom
we could consider extending growth opportunities.