Nigeria’s foremost gin brand – Chelsea London Dry Gin recently partnered with organisers of the annual musical festival, Felabration held in honour and memory of the Afrobeat Legend, Fela Anikulapo-Kuti.
The event which held at the popular New Africa Shrine, Ikeja, from the 15th to 21st of October 2018, attracted over 80 musical acts within and outside Nigeria.
The seven days event saw music fans troop out in their thousands to attend the event. The King of Gin – Chelsea London Dry Gin rewarded consumers for their loyalty with daily raffle draws for consumers who bought Chelsea gin and dancing competition were fans inside the arena voted for the best dancers.
Amongst the gifts won by patrons of the brand and best dancers are TV set, Deep Freezers, Generators, Table top Fridges, Gas Cookers & Washing machines.
This year’s Felabration was tagged ‘Overtaking Overtake’ and also celebrate Fela’s posthumous 80th Birthday.

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Nigeria’s number one gin brand – Chelsea London Dry Gin recently hosted her consumers to a beach party dubbed ‘Turn Up with DJ Neptune’.
The event which took place at Elegushi beach on Saturday April 7th had in attendance upcoming and established musical acts, upcoming comedians and other entertaining games like dance contest, rap battle, bounce to the beat.
Consumers were hosted by DOTUN and entertained by DJ Neptune dishing out music to keep attendees all night. Attendees also went home with lots of prizes for participating in numerous activities lined up in the course of the beach event.
Chelsea London Dry Gin recently got a new look for all her pack size and launched a communication campaign, ‘The King Has A New Crown’ to communicate her brand repackaging.

The Rivers State Government on Thursday January 11, 2018 restated her desire to hand over the development of housing estates in some parts of the new city currently undergoing construction to private investors.


Chief Ferdinand Alabraba, the Chairman, Greater Port Harcourt City Development Authority, (GPHCDA), reassured on government’s intention at the signing and hand-over ceremony of Olive Crest Estate site to Afriprops Development Company Ltd, a leading real estate management, property development, infrastructure concessioning and infrastructure contracting company of choice in Nigeria.

He said that the state government’s desire to handover the site to Afriprops Development Company Limited in Port Harcourt was intended to address housing deficit in Rivers. He noted that Afriprops would collaborate with GPHCDA to build new homes and state-of-the-art facilities at Olive Crest Estate in the new city. “We look forward to an estate that will help populate Greater Port Harcourt because any city without people is a ghost city”.

Chief Alabraba reaffirmed that Gov. Nyesom Wike is ever committed to bridging the housing gap and that GPHCDA is very happy, willing to welcome, partner willing investors like Afriprops for the development of the new city. He also pointed out that the major obligation of the government is to provide land for the development of massive housing and estates for the people and expressed the hope that this having been done by the government that Afriprops would commence work immediately as soon as all contract formalities are concluded.

In his own remarks, the Chief Executive Officer of Afriprops, Engr Charles Njoku, said that Olive Crest Estate is a Public Private Partnership initiative of the Rivers State Government. Njoku thanked the state government for its investor-friendly initiative and transparent process that produced Afriprops as one of the partners for the project.

He also expressed optimism that the estate would reduce the widening housing deficit in the country. “Nigeria currently has a housing deficit of about 17 million, and Rivers state being one of the most industrialised states in Nigeria with three-times the size of Lagos has a good percentage of that deficit. The estate covers 46.11 hectares of prime land comprising of residential built area, site and services for residential and commercial plots,’’ he said.

According to Njoku, the new estate will be self-sustaining and will be equipped with 24 hours electricity supply; underground cabling system; industrial borehole water treatment plant and water reticulation and storm water drainage. He said the facility would be equipped with smart technologies; water parks and ample parking space; swimming pool, restaurants and bar and sporting and recreational facilities, among others.

To demonstrate Afriprops’ commitment to the partnership with the Rivers State Government, Njoku revealed that his company will also build its Regional office and asset management company within the estate.He assured that the project would be completed with specifications as cited in its Memorandum of Understanding with GPHCDA.

Also present at the signing and site handover ceremony were Mr Victor Halliday, a Director of Afriprops Development Company Ltd and Directors of Greater Port Harcourt City Development Authority alongside its Administrator, Ambassador Desmond Akawor.

Originally shared by William A. Sahlman
Great business plan is what you need to run a successful organization. William Sahlman’s insight is a deep one. You can live your dream by deploying your entrepreneurial wits with a great business plan skill
Few areas of business attract as much attention as new ventures, and few aspects of new-venture creation attract as much attention as the business plan. Countless books and articles in the popular press dissect the topic. A growing number of annual business-plan contests are springing up across the United States and, increasingly, in other countries. Both graduate and undergraduate schools devote entire courses to the subject. Indeed, judging by all the hoopla surrounding business plans, you would think that the only things standing between a would-be entrepreneur and spectacular success are glossy five-color charts, a bundle of meticulous-looking spreadsheets, and a decade of month-by-month financial projections.
Nothing could be further from the truth. In my experience with hundreds of entrepreneurial startups, business plans rank no higher than 2—on a scale from 1 to 10—as a predictor of a new venture’s success. And sometimes, in fact, the more elaborately crafted the document, the more likely the venture is to, well, flop, for lack of a more euphemistic word.
What’s wrong with most business plans? The answer is relatively straightforward. Most waste too much ink on numbers and devote too little to the information that really matters to intelligent investors. As every seasoned investor knows, financial projections for a new company—especially detailed, month-by-month projections that stretch out for more than a year—are an act of imagination. An entrepreneurial venture faces far too many unknowns to predict revenues, let alone profits. Moreover, few if any entrepreneurs correctly anticipate how much capital and time will be required to accomplish their objectives. Typically, they are wildly optimistic, padding their projections. Investors know about the padding effect and therefore discount the figures in business plans. These maneuvers create a vicious circle of inaccuracy that benefits no one.
Don’t misunderstand me: business plans should include some numbers. But those numbers should appear mainly in the form of a business model that shows the entrepreneurial team has thought through the key drivers of the venture’s success or failure. In manufacturing, such a driver might be the yield on a production process; in magazine publishing, the anticipated renewal rate; or in software, the impact of using various distribution channels. The model should also address the break-even issue: At what level of sales does the business begin to make a profit? And even more important, When does cash flow turn positive? Without a doubt, these questions deserve a few pages in any business plan. Near the back.
What goes at the front? What information does a good business plan contain?
If you want to speak the language of investors—and also make sure you have asked yourself the right questions before setting out on the most daunting journey of a businessperson’s career—I recommend basing your business plan on the framework that follows. It does not provide the kind of “winning” formula touted by some current how-to books and software programs for entrepreneurs. Nor is it a guide to brain surgery. Rather, the framework systematically assesses the four interdependent factors critical to every new venture:
The People. The men and women starting and running the venture, as well as the outside parties providing key services or important resources for it, such as its lawyers, accountants, and suppliers.
The Opportunity. A profile of the business itself—what it will sell and to whom, whether the business can grow and how fast, what its economics are, who and what stand in the way of success.
The Context. The big picture—the regulatory environment, interest rates, demographic trends, inflation, and the like—basically, factors that inevitably change but cannot be controlled by the entrepreneur.
Risk and Reward. An assessment of everything that can go wrong and right, and a discussion of how the entrepreneurial team can respond.
The People
When I receive a business plan, I always read the résumé section first. Not because the people part of the new venture is the most important, but because without the right team, none of the other parts really matters.
I read the résumés of the venture’s team with a list of questions in mind. All these questions get at the same three issues about the venture’s team members: What do they know? Whom do they know? and How well are they known?
What and whom they know are matters of insight and experience. How familiar are the team members with industry players and dynamics? Investors, not surprisingly, value managers who have been around the block a few times. A business plan should candidly describe each team member’s knowledge of the new venture’s type of product or service; its production processes; and the market itself, from competitors to customers. It also helps to indicate whether the team members have worked together before. Not played—as in roomed together in college—but worked.
Investors also look favorably on a team that is known because the real world often prefers not to deal with start-ups. They’re too unpredictable. That changes, however, when the new company is run by people well known to suppliers, customers, and employees. Their enterprise may be brand new, but they aren’t. The surprise element of working with a start-up is somewhat ameliorated.
Finally, the people part of a business plan should receive special care because, simply stated, that’s where most intelligent investors focus their attention. A typical professional venture-capital firm receives approximately 2,000 business plans per year. These plans are filled with tantalizing ideas for new products and services that will change the world and reap billions in the process—or so they say. But the fact is, most venture capitalists believe that ideas are a dime a dozen: only execution skills count. As Arthur Rock, a venture capital legend associated with the formation of such companies as Apple, Intel, and Teledyne, states, “I invest in people, not ideas.” Rock also has said, “If you can find good people, if they’re wrong about the product, they’ll make a switch, so what good is it to understand the product that they’re talking about in the first place?”
Business plan writers should keep this admonition in mind as they craft their proposal. Talk about the people—exhaustively. And if there is nothing solid about their experience and abilities to herald, then the entrepreneurial team should think again about launching the venture.
The Opportunity
When it comes to the opportunity itself, a good business plan begins by focusing on two questions: Is the total market for the venture’s product or service large, rapidly growing, or both? Is the industry now, or can it become, structurally attractive? Entrepreneurs and investors look for large or rapidly growing markets mainly because it is often easier to obtain a share of a growing market than to fight with entrenched competitors for a share of a mature or stagnant market. Smart investors, in fact, try hard to identify high-growth-potential markets early in their evolution: that’s where the big payoffs are. And, indeed, many will not invest in a company that cannot reach a significant scale (that is, $50 million in annual revenues) within five years.
Once it examines the new venture’s industry, a business plan must describe in detail how the company will build and launch its product or service into the marketplace. Again, a series of questions should guide the discussion.
The list of questions about the new venture’s opportunity focuses on the direct revenues and the costs of producing and marketing a product. That’s fine, as far as it goes. A sensible proposal, however, also involves assessing the business model from a perspective that takes into account the investment required—that is, the balance sheet side of the equation. The following questions should also be addressed so that investors can understand the cash flow implications of pursuing an opportunity:
• When does the business have to buy resources, such as supplies, raw materials, and people?
• When does the business have to pay for them?
• How long does it take to acquire a customer?
• How long before the customer sends the business a check?
• How much capital equipment is required to support a dollar of sales?
Investors, of course, are looking for businesses in which management can buy low, sell high, collect early, and pay late. The business plan needs to spell out how close to that ideal the new venture is expected to come. Even if the answer is “not very”—and it usually is—at least the truth is out there to discuss.
The Context
Opportunities exist in a context. At one level is the macroeconomic environment, including the level of economic activity, inflation, exchange rates, and interest rates. At another level are the wide range of government rules and regulations that affect the opportunity and how resources are marshaled to exploit it. Examples extend from tax policy to the rules about raising capital for a private or public company. And at yet another level are factors like technology that define the limits of what a business or its competitors can accomplish.
Context often has a tremendous impact on every aspect of the entrepreneurial process, from identification of opportunity to harvest. In some cases, changes in some contextual factor create opportunity. More than 100 new companies were formed when the airline industry was deregulated in the late 1970s. The context for financing was also favorable, enabling new entrants like People Express to go to the public market for capital even before starting operations.
Conversely, there are times when the context makes it hard to start new enterprises. The recession of the early 1990s combined with a difficult financing environment for new companies: venture capital disbursements were low, as was the amount of capital raised in the public markets. (Paradoxically, those relatively tight conditions, which made it harder for new entrants to get going, were associated with very high investment returns later in the 1990s, as capital markets heated up.)
Risk and Reward
The concept that context is fluid leads directly to the fourth leg of the framework I propose: a discussion of risk and how to manage it. I’ve come to think of a good business plan as a snapshot of an event in the future. That’s quite a feat to begin with—taking a picture of the unknown. But the best business plans go beyond that; they are like movies of the future. They show the people, the opportunity, and the context from multiple angles. They offer a plausible, coherent story of what lies ahead. They unfold possibilities of action and reaction.
Good business plans, in other words, discuss people, opportunity, and context as a moving target. All three factors (and the relationship among them) are likely to change over time as a company evolves from start-up to ongoing enterprise. Therefore, any business plan worth the time it takes to write or read needs to focus attention on the dynamic aspects of the entrepreneurial process.
Of course, the future is hard to predict. Still, it is possible to give potential investors a sense of the kind and class of risk and reward they are assuming with a new venture. All it takes is a pencil and two simple drawings. But even with these drawings, risk is, well, risky. In reality, there are no immutable distributions of outcomes. It is ultimately the responsibility of management to change the distribution, to increase the likelihood and consequences of success, and to decrease the likelihood and implications of problems.
One of the great myths about entrepreneurs is that they are risk seekers. All sane people want to avoid risk. As Harvard Business School professor (and venture capitalist) Howard Stevenson says, true entrepreneurs want to capture all the reward and give all the risk to others. The best business is a post office box to which people send cashier’s checks. Yet risk is unavoidable. So what does that mean for a business plan?

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