Three lessons to learn from the early days of Nigeria's IROKO
As a pioneer navigating the early consumer internet space across Africa, IROKO's 2010-2016 journey offers insights for founders, operators, and investors alike.
Afridigest provides ideas, insights, & analysis for startup founders, operators, and investors across Africa and beyond.
Today, I revisit a previously published piece on Nigerian subscription-video-on-demand platform IROKO. This post contains a brief behind-the-scenes look at how the article came to be, as well as actionable insights for founders, operators, and investors.
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When I returned to Nigeria seven or so years ago, one of the first ecosystem events I attended was a December fireside chat with some โsenior menโ of Nigerian tech.

(Excuse the quality of my camera.)
I thought at the time that IROKO, an SVOD platform for Nollywood content, had struck arbitrage gold: its costs & expenses were largely in Nigerian naira while it generated dollars & pounds from sales to the African diaspora & others abroad. So, I found it curious that Jason Njoku, IROKO's Founder & CEO, spoke then about IROKO's new strategy of deprioritizing overseas markets to focus on African ones.
โWhen I think of the future of IrokoTV, I can only really see Africa and specifically Nigeria as our big marketsโฆAfrica is no longer the future. Africa is now.โ โ Jason Njoku in 2014
A few years later Harvard Business Review published the article, โAfricaโs New Generation of Innovators,โ which spurred me to revisit IROKO, leading to an article that examined the company using the lens of push vs. pull strategies and market-creating innovation as described by the now late Clayton Christensen & his co-authors.
Actionable insights from the article

If you don't have time to read the full piece, hereโs what founders, operators, and investors can learn from the IROKO story:
โข ๐๐ฒ ๐๐ถ๐น๐น๐ถ๐ป๐ด ๐๐ผ ๐๐ฎ๐ธ๐ฒ ๐ฏ๐ผ๐น๐ฑ ๐ฏ๐ฒ๐๐ ๐ฏ๐ฎ๐๐ฒ๐ฑ ๐ผ๐ป ๐๐ผ๐๐ฟ ๐ฐ๐ผ๐ป๐๐ถ๐ฐ๐๐ถ๐ผ๐ป๐.
Early in IROKO's history, the company generated millions of dollars annually from a free, advertising-supported model. At a time when paid subscribers represented just ~5% of its customer base, it made a high-risk, bet-the-company decision to discontinue its free option and move entirely to paid subscriptions. Similarly, later on when African consumers represented just ~2% of its paid subscriber base, IROKO's management team made an unconventional, high-conviction decision to reorient its business away from Western markets towards comparatively low ARPU African markets. Audentes fortuna iuvat.
โข ๐ฉ๐ฎ๐น๐๐ฒ ๐ฐ๐ฟ๐ฒ๐ฎ๐๐ถ๐ผ๐ป ๐๐๐ฒ๐บ๐ ๐ณ๐ฟ๐ผ๐บ ๐๐ป๐ถ๐พ๐๐ฒ ๐ฐ๐๐๐๐ผ๐บ๐ฒ๐ฟ ๐ถ๐ป๐๐ถ๐ด๐ต๐๐.
When looking at customer data in the early years, the IROKO team noticed something peculiar: the viewing habits of its African subscribers were vastly different from that of subscribers in Western markets. The team ultimately identified that the key drivers of this variance were the high cost, poor quality, and mediocre availability of broadband data in its African markets; the lack of access to reliable & affordable internet data emerged as one of the company's largest challenges. In response it built features that allowed African customers to download content for offline viewing, aggressively sought out technical solutions for data compression, prioritized development for the Android platform, and launched a kiosk & agent network that allowed subscribers to download content in person without using broadband data.
โข ๐๐บ๐ฏ๐ฟ๐ฎ๐ฐ๐ฒ ๐ฒ๐
๐ฝ๐ฒ๐ฟ๐ถ๐บ๐ฒ๐ป๐๐ฎ๐๐ถ๐ผ๐ป, ๐ฒ๐๐ฝ๐ฒ๐ฐ๐ถ๐ฎ๐น๐น๐ ๐ถ๐ป ๐๐ป๐ฐ๐ฒ๐ฟ๐๐ฎ๐ถ๐ป ๐ฒ๐ป๐๐ถ๐ฟ๐ผ๐ป๐บ๐ฒ๐ป๐๐.
Paraphrasing 20th century Nobel laureate economist Friedrich Hayek, "[Entrepreneurship] is always a voyage of exploration into the unknown." For IROKO, a pioneer in Africa's consumer internet space, the early days were filled with unknowns, known and unknown, that pushed the team to stay nimble and experimental. As readers, we can all learn from the various twists and turns in IROKO's story over the years to: develop a large portfolio of experiments, look for ways to reduce the costs of experimentation & time to learn, seek out early information about likely outcomes, double-down on what's promising while quickly correcting course on what's not, and to, above all, stay alive.
NB: The article was originally published five years ago and there have been many fascinating developments in IROKOโs story during that time. Among them is the recent news that the company aims to go public sometime this year. Expect a second part to the IROKO story to be published here on Afridigest later this year.
AUTHORโS NOTE
Iโd love to hear from you. What are your thoughts on the IROKO article and what companies would you like to see similarly examined? Leave a comment or contact me on Whatsapp, slide in my Twitter DMs, or send me an email.
As always, thanks for reading โ๐ฝ
โ Emeka
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