E-commerce in Africa is changing. Jumia Technologies is at the centre of this transformation. The e-commerce giant recently sold 3,182,353 newly issued secondary shares on the New York Stock Exchange (NYSE) generating $99.6 million. The sale, while lucrative, reveals a pathway for sustainability and growth for other e-commerce ventures seeking to take root and flourish in emerging markets.
Key founding shareholders – such as the brains of Jumia, the co-founders Sacha Poignonnec and Jeremy Hodara – as well as other early investors got a textbook case of a ‘liquidity event’, a term that describes the chance for early investors and vested employees to bail out after a firm’s so-called ‘IPO adventure’ as Jumia’s 2019 flotation had been dubbed in a cold-blooded reference to the crash in July of this year. Not a single cent from the sale went to the company.
Even if its stock prices have been a rollercoaster ride in recent months, Jumia‘s unwavering commitment to operational excellence and decline in losses make it clear that the company is going places. In Q1 2024, it made gross profit of €27.9 million ($31.3 million) with a 14 per cent year-on-year growth. It is not just about survival for Jumia — the company is on a path to profitability.
In doing so, the company is actually looking far beyond the next dollar it makes in the next quarter: if it truly succeeds, Jumia will be ushering in the future of efficient e-commerce in Africa. Jumia has made these investments in logistics, payments and other critical parts of its infrastructure to make the business more efficient so that it can continue to grow. In this respect, it epitomises the company’s mission of transforming e-commerce in Africa.
While such a secondary share sale has been neutral to Jumia’s operational and financial position in the nearer term, it is quite bullish for long-term stability. It is evidence of continued investor interest in Jumia’s growth story, and could help stabilise prices as investors feel compelled to buy given the increased stake of existing investors.
Jumia’s story has moved from quiet hope to confident strides toward profitability The management team seems confident that it can reduce losses and unlock new avenues for growth. In a way, the company’s story has moved from quiet hope to confident strides toward profitability. It’s also setting the standard for e-commerce startups in emerging markets, as trust in the online channel among shoppers grows and as the business squeezes more and more out of every dollar it spends.
Fundamentally, though, Jumia’s strategy is a nuanced mix of investor engagement, operational efficiency, and long-term vision. The secondary share sale taps into one key element of this strategy, providing liquidity and continuing to build investor confidence as Jumia finds its way forward in a tough sector across a continent full of challenges to building viable e-commerce.
The word ‘boost’ can be found throughout Jumia’s corporate initiatives, as an embodiment of growth, aspiration and strategic forethought. On Jumia, ‘boost’ can be both the actions taken to lift the company further up, and the gain from such actions – including the extra liquidity brought to stakeholders, the confidence given to investors, or the operational efficiency that underpins the company’s growth and survival.
However, the conclusion we draw from this final phase in Jumia’s journey is that the company also provides valuable insights on what a blueprint for e-commerce resilience and growth in emerging markets can and should look like. To survive these tough times, Jumia has been forced to concentrate on what can work and be profitable today by selling off assets to generate much-needed liquidity, yet also investing more in the operational efficiencies that can ensure profitability going forward. The company’s much-publicised pivot to profitability will be closely watched as the market continues to mature. How it can combine resilience and transformation into an enabler of sustainable growth – not just for its own company, but also for e-commerce ventures with similar characteristics and experiences in other developing economies – is inspiring.
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