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Debunking the great misconceptions of marketing

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Marketing

For long, marketing has been narrowly misunderstood with numerous other terms. And the sole responsibility for this lies in the hand of marketers such as ourselves. This is because we haven’t really taken a bigger stance on putting our efforts in advocating or addressing the many false ideologies or misconceptions held by various stakeholders as well as the society at large. And too often, we find ourselves cooped up in the comfort of our own paradigm. At the outset, though the definition of marketing may vary from one person to another, I can confidently say that it will read something very similar or close enough to this – Marketing is the art and science of creating, managing and sustaining stakeholder value. In other words, it’s all about understanding human connections.

Marketers can be viewed as those who are responsible for; strengthening relationships and brand intimacy not just among consumers but with all stakeholders, challenging the status quo and leading meaningful entrepreneurial change, communicating and sustaining the organization’s beliefs and values, enriching value creation with a win-win mindset, creating a well-balanced autonomous environment, enabling creativity and innovation through knowledge leadership, and increasing responsiveness and resilience even during the most unprecedented times. Simply put, marketers are growth enablers, change makers and people leaders.

Whilst a majority of the efforts and time go into canvassing relevant segments and personas and establishing meaningful relationships with the brand and the consumer and everything that goes in between, marketers are also heavily engaged and responsible for creating value for all other stakeholders. For instance, managing and improving employee or internal communications, aligning and directing inter-organizational units, or instilling and strengthening the founding passion and values across all organizational relationships. Naturally with close and frequent interactions, this puts marketers at an advantage to know the depth and breadth of existing and future position of these relationships.

Many often confuse that marketing is just advertising. Rather advertising is a very minor part of the former though when done right, it often comes out stronger, appealing to the masses with a high cognitive impact that spurs eidetic memory. And adding to this is the numerous unethical and irresponsible approaches and messaging that often translates as lies in the eye of the beholder. Marketers are far beyond this, with a natural force to be responsible and strategic in their conduct. For instance, marketers are the torchbearers and ambassadors responsible for enriching and sustaining corporate image and identity that ultimately makes up the corporate reputation, and constantly manage the various elements and relationships between them through reputational frameworks and wisdom to succeed in its strategic direction.

The ability to distinct between marketing and sales is a great concern. Arguably one could safely say that marketing is an umbrella term of the latter. Sales often tend to focus greatly on behavioral economics specifically on consumer purchasing and decision making and analytics, aided by various automation and intelligence. The weightage of an organization’s leadership giving one more prominence over the other depends on factors that are seemingly unknown.

Gender inequality has been another surprising concern, specifically among leadership positions. The misconception that marketing requires a great deal of effort, often having to compromise work-life balance is just something one cannot agree at all. Women have much greater skills and competencies in not just making impactful and results driven strategies but also to empathize and champion all relationships across an organization. Great marketing comes about when marketing starts working for you, not the other way. Men undoubtedly have a lot to learn from the women in marketing, in developing the required abilities and level of patience to see the world through the eyes of others, breaking away from the long association of their own paradigm.

Many more things to say on this topic however words are insufficient. We as marketers have to draw inspiration from many aspects of our lives and be spontaneous in our approach than just routine planning. And I believe that marketers truly have the gift of this trait as naturally they are all about looking towards the future where much of is uncertain. Marketers should lead marketing, and not just do marketing. Various global surveys confirms that the former outperforms the latter. Leadership should be a marketing strategy and take a central role in the way we conduct ourselves; and most importantly to practice what is preached in a world where lust, materialism, deception, and speed dominates everything.

(Thanzyl Thajudeen MCIM CMktr MSLIM MCPM is a senior marketing and design consultant. He can be reached via thanzyl.thajudeen@gmail.com)

Business

SLB commissions new fluids systems plant in Pemba to support Mozambique’s offshore energy development

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Mozambique

New facility expands in-country drilling and completion fluids capability, advancing the next phase of SLB’s growth in Mozambique

PEMBA, Mozambique, October 9, 2026/APO Group/ –SLB (NYSE: SLB) (www.SLB.com) announced the opening of a new fluids systems plant in Pemba, Mozambique. The new facility strengthens in-country capacity to prepare, store and deliver drilling and completion fluids for offshore operations, reinforcing the infrastructure needed as Mozambique’s offshore activity grows and its role as a strategic energy hub for East Africa continues to expand.

The commissioning of the plant, also known as a liquid mud plant, coincides with SLB marking 70 years of operations in Mozambique. It reflects the company’s long-term commitment to investing in people, infrastructure and capability that support the country’s long-term offshore energy development plans.

 




  

With an initial storage capacity of 21,000 barrels, the liquid mud plant provides a scalable platform for future growth, supporting multiple customers and rising offshore activity while improving logistics and enhancing operational flexibility.

As SLB marks 70 years in Mozambique, this investment reflects our confidence in the country’s future and our commitment to supporting its energy ambitions

“As SLB marks 70 years in Mozambique, this investment reflects our confidence in the country’s future and our commitment to supporting its energy ambitions,” said Miguel Baptista, Central, East and Southern Africa, Managing Director, SLB. The new liquid mud plant strengthens local energy infrastructure, expands opportunities for local content development, and enhances our ability to support customers as they deliver some of Africa’s most significant offshore energy resources.”

The liquid mud plant project was delivered with strong local participation and that momentum is expected to continue into operations. During project delivery, more than 100 jobs were created in Pemba with nationals representing 80% of the workforce, reflecting a focus on building local capability.

The project was delivered with a strong focus on safety, operational integrity, and quality, achieving more than 67,000 hours worked without a recordable safety incident.

This key infrastructure strengthens SLB’s ability to support consistent service quality and enhance supply chain readiness for increasing offshore activity across Mozambique, supporting customers execute safely and efficiently while developing local skills and expertise.

Key Points:

  • SLB has commissioned a new fluids system plant in Pemba, expanding in-country drilling and completion fluids capability for offshore operations.
  • With an initial storage capacity of 21,000 barrels, the facility provides a scalable platform to support growing offshore activity in Mozambique.
  • The investment marks the next phase of SLB’s growth in Mozambique, strengthening local capability and supporting long-term offshore energy development.

Distributed by APO Group on behalf of SLB.

 

 




 

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South African Energy Storage Association (SAESA) welcomes 4,600 MW battery storage prioritisation and calls for integrated energy planning

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Battery energy storage systems (BESS) are becoming critical system infrastructure, supporting flexibility, reducing avoidable curtailment, shifting energy into periods of demand and strengthening security of supply

JOHANNESBURG, South Africa, October 9, 2026/APO Group/ –The South African Energy Storage Association (SAESA) (www.SAESA.org.za) welcomes the prioritisation of 4,600 MW of battery energy storage under the first Integrated Resource Plan (IRP) 2025 Section 34 determination.

 




  

The timing is significant. Recent Integrated Energy Plan (IEP) modelling and assumptions discussions highlighted a fundamental shift that South Africa’s energy planning now needs to capture: we cannot plan the future power system by counting megawatts of generation alone.

We must plan for when energy is available, where it is available, how it moves through a constrained grid and how it is stored and dispatched when the system needs it most.

The announcement reinforces that shift. Battery energy storage systems (BESS) are becoming critical system infrastructure, supporting flexibility, reducing avoidable curtailment, shifting energy into periods of demand and strengthening security of supply.

For SAESA, the message for the IEP is clear: storage, flexibility and system services must be modelled as integral components of South Africa’s future electricity architecture, with their contribution considered from the outset of generation planning.

“The IEP must plan the power system we are becoming, not simply model the power system we have inherited,” says SAESA.

The IEP must plan the power system we are becoming, not simply model the power system we have inherited

Partnership with C&I Energy + Storage Summit

SAESA is an association partner of the C&I Energy + Storage Summit, created by VUKA Group, taking place on 28–29 October 2026 at The Maslow Hotel, Sandton, Johannesburg.

The summit brings together commercial and industrial energy users, project developers, financiers, regulators and solution providers to explore practical approaches to energy security, procurement and storage deployment.

For businesses assessing how storage can support their operations, the event offers an opportunity to meet SAESA and engage with the wider energy community on the decisions shaping South Africa’s evolving electricity system.

Commercial and industrial energy decision-makers are invited to apply to attend as hosted buyers. Qualifying buyers receive complimentary summit access and curated opportunities to engage with industry partners.

 

Meet SAESA at C&I Energy + Storage Summit: Join the Hosted Buyer Programme

The Hosted Buyer Programme connects commercial and industrial energy decision-makers with solution providers shaping South Africa’s evolving private energy market.

Qualified energy buyers receive complimentary access to the summit and curated engagement with industry partners exploring energy procurement, storage deployment and project development.

Apply for the Hosted Buyer Programme (https://apo-opa.co/4ehLijJ)

Distributed by APO Group on behalf of VUKA Group.

 




 

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Business

Afreximbank welcomes launch of Africa Credit Rating Agency as an important step in strengthening Africa’s financial architecture

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Expanding credible rating coverage can improve the information available to investors and support the development of deeper domestic and regional capital markets

PORT LOUIS, Mauritius, October 8, 2026/APO Group/ –African Export-Import Bank (Afreximbank) (www.Afreximbank.com) welcomes today’s launch of the Africa Credit Rating Agency (AfCRA), an important milestone in strengthening Africa’s financial architecture and expanding the continent’s capacity to generate credible, independent analysis of African credit risk.

 




 
 

Credit ratings play an important role in determining access to capital, influencing investor perceptions and shaping the cost at which governments, institutions and businesses can finance development. It is therefore essential that assessments of African credit risk are independent, rigorous and evidence-based, while reflecting a complete understanding of the structures, institutions and economic realities being assessed.

The establishment of AfCRA adds an important African-led source of credit opinion to the market. Its value will not be measured by whether it produces more favourable ratings, but by the credibility of its analysis, the quality of its data and transparency of its methodology, and its ability to deepen understanding of African sovereigns, sub-sovereigns and corporate credit.

This is particularly important given that many African issuers remain unrated, while local-currency and sub-sovereign markets continue to have limited rating coverage. Expanding credible rating coverage can improve the information available to investors and support the development of deeper domestic and regional capital markets.

AfCRA must set a new benchmark for the continent, maintain its independence, and remain wholly owned and controlled by Africans

Alongside fellow members of the Alliance of African Multilateral Financial Institutions (AAMFI), Afreximbank has consistently maintained that African Multilateral Financial Institutions should be assessed on the basis of their fundamentals, performance, legal frameworks, mandates and operating models. Ensuring that these institutional characteristics are properly understood is essential to achieving informed, balanced and credible assessments of African risk.

Commenting on the uniqueness of the African market, and need for AfCRA’s rating methodology to reflect this, Mr Denys Denya, Senior Executive Vice President, Afreximbank, said: “The rating methodology AfCRA develops must recognise the uniqueness of our environment and its institutional structures. The Agency must set its own standards and not follow those set elsewhere — it must build a unique identity that conforms to an ‘African best practice.”

Highlighting the need for the autonomy of the Africa Credit Rating agency as it takes off, Mr Denya added: “Most importantly, AfCRA must set a new benchmark for the continent, maintain its independence, and remain wholly owned and controlled by Africans. We must all use it, and in return expect a complete assessment of where we (Africa) stand: the strengths the market has ignored, and the weaknesses we still need to fix.”

AfCRA should therefore be seen as complementary to existing international and regional rating agencies, broadening the range of credible analysis available to investors and issuers while strengthening competition, transparency and analytical capacity within Africa’s credit markets.

As Africa seeks to mobilise the scale of capital required for industrialisation, trade, infrastructure and economic transformation, credible African institutions that improve information, strengthen market confidence and deepen the continent’s financial markets will become increasingly important.

Afreximbank congratulates the African Union, the African Peer Review Mechanism (APRM) and all those involved in bringing AfCRA from concept to launch, and looks forward to the contribution the Agency will make to deeper, more transparent and more efficient African capital markets.

Distributed by APO Group on behalf of Afreximbank.

 




 

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