Download A Venture in Africa: The Challenges of African Business by Andrew Sardanis PDF

By Andrew Sardanis

A shiny own heritage of the a global enterprise occupation. A enterprise in Africa takes the reader during the twists and turns of doing company with African states and leaders within the turbulent Seventies and later. Drawing on his lengthy event of contemporary Africa and overseas company, Sardanis portrays the crises, failures and personalities he has encountered within the continent. He indicates how the outdated Africa of corruption, despotism and nepotism is being changed by means of a brand new Africa during which a emerging new release of industrial leaders is rising -- with useful technical talents and unfastened from the post-colonial mentality. A highly exciting and wonderful tale which exhibits that Africa, regardless of the undesirable press, provides an immensely very important and a wealthy resource of business possibilities for the profitable businessman.

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An interim government under Portuguese High Commissioner Cardoso and with the participation of all three movements was established in January 1975 and independence was set for 11 November of that year, but this did not stop the civil war. Eventually MPLA, with the assistance of the Soviets and the Cubans, prevailed. Cardoso duly departed on 10 November and independence was declared on 11 November 1975, with the Soviet Union being the only country to recognise the new nation. In January 1976 the South Africans, who had invaded Angola in order to carry out the partition plan, departed and UNITA withdrew to its tribal areas, as FNLA had done some months earlier.

Upon his death Éyadéma’s son was installed as President and has subsequently ‘won’ a controversial national election. But discontent is simmering below the surface.

As I was leaving I repeated that we were going to do what Diamang requested. We would bow out if it asked us to. But it did not. Our contract included production targets, which were set on the levels achieved by De Beers, and large bonuses if they were exceeded. Within a few months we were exceeding the targets three- and fourfold, which would indicate that the fears of the Angolan government that De Beers was suppressing production were justified – a point that worked in our favour as the bonuses became huge.

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