Locally-produced rice has gained huge momentum, as Nairametrics Research Team found out that various brands of local rice have now flooded major markets in the country. As a result, the prices of local rice slightly dropped.
According to the latest household survey conducted by the Research Team, the continuous rise in the price of foreign rice due to the border closure has brought about a huge increase in the various brands of local rice in major markets visited across Lagos State. Findings in various markets showed that Foreign rice now sells for an average of N28,000 from N27,750 being sold a fortnight ago.
Also, the latest household survey showed that frozen food sellers are now witnessing low patronage, as Nigerians are increasingly switching to locally bred chicken in the markets. A carton of frozen Turkey is currently sold for N15,000, Chicken lap for N12,000, Orobo Chicken for N14,000, full Chicken – N13,000, and Gizard sells for N15,000.
Meanwhile, prices of local chickens vary according to type and size. The least size of broilers is sold for N3,500, breeders for N3,500, layers for 2,000, and “Akuko” sells for N3,000.
This report covers items that witnessed increase in prices over the course of two weeks, Special Markets and insights.
Items that witnessed Increase in prices
- A 50kg bag of Caprice now sells for an average of N28,000 as compared to N27,750 recorded two weeks ago.
- A 50kg bag of beans (Oloyin) rose significantly by 14.4% to sell at an average of N12,875 as against N11,250 previously recorded.
- The price of a big bag of brown beans (Olotu) also spiked by 8.05%, as it now sells for an average of N23,500 as against the previous price of N21,750.
- A bag of white garri jumped by 21.95% to sell at an average of N6,250, compared to N5,125 recorded two weeks ago.
- A bag of yellow garri now sells for an average of N6,000 from N5,250. This change indicates a 14.3% increase.
- The price of a small basket of round tomatoes increased by 9.1%, as it now sells for N6,000.
- A Kilo of Titus fish recorded a 7.6% increase within two weeks, as it now sells for an average of N498.
Items that maintained previous prices
Despite many household items recording significant rise in prices, some items maintained the previous prices recorded two weeks ago.
- Mama’s Pride local rice continues to sell for an average of N21,750.
- A bag (50kg) of White beans maintained its earlier price at N21,000.
- The different sizes of yams cost the same as recorded two weeks ago, as a big tuber costs N850 while a medium-sized tuber of yam sells for an average of N625.
- Noodle brands sell for the same price as they did a fortnight ago. A carton of Indomie (Hungry man) sells for an average of N3,200, while Chikki (100g) sells for an average of N2,100.
- The prices of potatoes remained unchanged over the past two weeks. A big basket of sweet potatoes sells for N5,000 and Irish potatoes of the same quantity sell for N20,000.
- A 50kg bag of Mama Gold (local rice) reduced by 1.7% to sell for an average of N21,375.
- Daleko market got new stock of local rice amidst high demand of the commodity.
- Sellers of beans at Mile 12 market enlightened the team that there is a smaller type of brown beans known as “Olo1”. It is sold for an average of N9,000.
The Nairametrics Research Team interviewed traders of various commodities across the various markets and recorded reactions with respect to the current market situation.
- A visit to Daleko market in Lagos State revealed that scarcity of foreign rice has worsened; rather, there is a significant number of new brands of locally made rice. Some of the new brands are Jameela rice, Labana rice, Tomato King rice, Uncle Stan rice, Umza Classic rice, among others.
A seller in the market disclosed to the Research Team that buyers now purchase the locally made rice as they continue restocking inventories to meet up with high demand.
One of the traders interviewed spoke on the condition of the local rice, “Although the rice is still not perfect, there is significant improvement, compared to earlier when we had to sort out stones from the rice.”
- As reported in the previous Nairametrics household survey, poultry owners have continued to jack up the price of locally bred chicken, as patronage is on the increase.
A visit to Igando market revealed that the price of chicken increased significantly in the past two weeks.
A seller in the market called on the Government to intervene following the constant price hiking perpetrated by the farmers. According to her, “traders borrow money from banks to get these commodities and it is not fair if they have to lose part of their profits because of the greedy nature of some poultry owners.”
- It was also found that Nigerians are increasing patronage of locally bred chickens despite the increase in the price of the commodity. According to a frozen food seller, “We are witnessing very low patronage and this is attributed to the fact that Nigerians don’t trust the imported frozen chicken anymore. Many of the items now get spoilt as a result of the time spent at the border.”
About Nairametrics Food Price Survey
The Nairametrics Food Price Watch is a bi-weekly household market survey that covers prices of major food items, with emphasis on four major markets in Lagos – Mushin Market, Daleko Market, Oyingbo Market and Mile 12.
|Items||Brand||Unit||MUSHIN (17/11/2019)||DALEKO (17/11/2019)||OYINGBO (17/11/2019)||MILE 12 (17/11/2019)||Average||MUSHIN (24/10/2019)||DALEKO (24/10/2019)||OYINGBO (24/10/2019)||MILE 12 (24/10/2019)||Average|
|Bag of Rice||Basmati||5kg||NA||NA||NA||NA||NA||NA||NA||NA||NA||NA|
|Bag of Rice||Mama Gold||10kg||NA||NA||NA||NA||NA||NA||NA||NA||NA||NA|
|Bag of Rice||Royal Stallion||50Kg||NA||NA||28000||28000||28000||28000||27000||28000||28000||27750|
|Bag of Rice||Rice Master||10kg||NA||NA||NA||NA||NA||NA||NA||NA||NA||NA|
|Bag of Rice||Mama Gold||50kg||22000||20500||21000||22000||21375||22000||21000||22000||22000||21750|
|Bag of Rice||Caprice||50kg||NA||NA||28000||28000||28000||28000||27000||28000||28000||27750|
|Bag of Rice||Mama's Pride||50kg||22000||21000||22000||22000||21750||22000||21000||22000||22000||21750|
|Bag of Rice||Falcon||25kg||NA||NA||NA||NA||NA||NA||NA||NA||NA||NA|
|Bag of Beans||Oloyin||50kg||13000||12000||13000||13500||12875||11000||11000||12000||11000||11250|
|Bag of Beans||White||50kg||22000||20000||22000||20000||21000||22000||20000||22000||20000||21000|
|Bag of Beans||Brown||>50kg||24000||22000||24000||24000||23500||22000||21000||22000||22000||21750|
|Tuber of Yam||Abuja||1 Big Size Tuber||900||800||900||800||850||900||800||900||800||850|
|Tuber of Yam||Abuja||1 Medium Size Tuber||650||600||650||600||625||650||600||650||600||625|
|Carton of Noodles||Indomie||305g (Belle full)||2900||2900||2900||2900||2900||2900||2900||2900||2900||2900|
|Carton of Noodles||Indomie||200g (Hungry man)||3200||3200||3200||3200||3200||3200||3200||3200||3200||3200|
|Carton of Noodles||Chikki||100g||2000||2200||2100||2100||2100||2000||2200||2100||2100||2100|
|Carton of Noodles||Minimie||70g||1500||1500||1500||1500||1500||1500||1500||1500||1500||1500|
|Carton of Noodles||Golden Penny||70g||1400||1400||1400||1400||1400||1400||1400||1400||1400||1400|
|Bag of Garri||Ijebu||80kg||7000||6800||7000||7000||6950||7000||6800||7000||7000||6950|
|Bag of Garri||White||50kg||6000||6500||6500||6000||6250||5500||5000||5500||4500||5125|
|Bag of Garri||Yellow||50kg||6000||6500||6000||5500||6000||5000||5000||5500||5500||5250|
|Basket of Potato||Sweet||Big Basket||5000||5000||5000||5000|
|Basket of Potato||Sweet||Small Basket||700||700||700||700|
|Basket of Potato||sweet||Smallest Basket||200||200||200||200|
|Basket of Potato||Irish||Biggest Basket||20000||20000||20000||20000|
|Basket of Potato||Irish||Medium Basket||2000||2000||2000||2000|
|Basket of Potato||Irish||Small Basket||1500||1500||1500||1500|
|Packet of Pasta||Golden Penny||500g||4200||4200||4300||4200||4225||4200||4200||4300||4200||4225|
|Packet of Pasta||Dangote||500g||4000||4000||4000||3900||3975||4000||4000||4000||3900||3975|
|Packet of Pasta||Power (1 pc)||500g||220||220||220||200||215||220||220||220||200||215|
|Packet of Pasta||Bonita (1 pc)||500g||220||200||200||210||207.5||220||200||200||210||207.5|
|Gallon of Palm Oil||Local||5 Litres||2000||1700||2000||1700||1850||2000||1700||2000||1700||1850|
|Gallon of Palm Oil||Local||25 Litres||10500||9000||9500||9000||9500||10500||9000||9500||9000||9500|
|Gallon of Vegetable Oil||Local||5 Litres||2000||1900||2000||2000||1975||2000||1900||2000||2000||1975|
|Gallon of Vegetable Oil||Local||25 Litres||12000||9500||11000||9500||10500||12000||9500||11000||9500||10500|
|Gallon of Vegetable Oil||Kings||5 Litres||3000||3000||3000||3000||3000||3000||3000||3000||3000||3000|
|Gallon of Vegetable Oil||Wesson||5 Litres||3900||3900||3900||3900||3900||3900||3900||3900||3900||3900|
|Gallon of Vegetable Oil||Mamador||3.8 Litres||2500||2450||2500||2400||2462.5||2500||2450||2500||2400||2462.5|
|Gallon of Vegetable Oil||Power||3 Litres||1800||1800||1800||1800||1800||1800||1800||1800||1800||1800|
|Bunch of Plaintain||Plaintain||1 Big Bunch||400||400||350||400||387.5||400||400||350||400||387.5|
|Bag of Flour||Dangote||50kg||11200||11200||11200||11500||11275||11200||11200||11200||11500||11275|
|Bag of Flour||Honey well||50Kg||11500||11200||11200||11200||11275||11500||11200||11200||11200||11275|
|Bag of Flour||Mama Gold||50kg||11500||11300||11000||11300||11275||11500||11300||11000||11300||11275|
|Bag of Sugar||Dangote||50kg||3500||3200||3400||3200||3325||3500||3200||3400||3200||3325|
|Milk||Peak Powdered (Tin)||400g||1250||1200||1200||1200||1212.5||1250||1200||1200||1200||1212.5|
|Milk||Peak milk (Refill)||500g||1050||1000||1000||1000||1012.5||1050||1000||1000||1000||1012.5|
|Milk||Dano Powdered (Tin)||500g||1000||1000||1000||1000||1000||1000||1000||1000||1000||1000|
|Milk||Loya Powdered (Tin)||400g||1000||1000||1000||1050||1012.5||1000||1000||1000||1050||1012.5|
|Cocoa Beverages||Milo (Tin)||500g||1000||1100||1050||1000||1037.5||1000||1100||1050||1000||1037.5|
|Cocoa Beverages||Milo (Tin)||900g||2000||2100||2100||2100||2075||2000||2100||2100||2100||2075|
|Cocoa Beverages||Milo Refill||500g||900||900||900||900||900||900||900||900||900||900|
|Cocoa Beverages||Bournvita Refill||500g||950||900||950||900||925||950||900||950||900||925|
|Cocoa Beverages||Bournvita (Plastic)||900g||2000||2000||2000||2000||2000||2000||2000||2000||2000||2000|
|Cocoa Beverages||Ovaltine Refill||500g||800||800||850||850||825||800||800||850||850||825|
|Tea||Lipton Yellow label||52g||310||290||300||300||300||310||290||300||300||300|
|Sugar||St' Loius Sugar(Cube)||500g||400||380||400||450||407.5||400||380||400||450||407.5|
|Sugar||Golden Penny Sugar (cube)||500g||350||300||350||300||325||350||300||350||300||325|
|Bottled Water (Refill)||Cway||Refill||600||600||650||600||612.5||600||600||650||600||612.5|
|Juice||5 Alive||1 litre||600||550||550||600||575||600||550||550||600||575|
|Tomatoes||Big Basket||round shaped||9000||9000||9000||9000|
|Medium Basket||round shaped||6500||6500||6500||6500|
|Small Basket||round shaped||6000||6000||5500||5500|
|Big Basket||Oval Shaped||7000||7000||7000||7000|
|Small Basket||Oval Shaped||4500||4500||4500||4500|
|Fish||Kote (Horse Mackerel)||1 kg||500||450||470||450||467.5||500||450||500||450||475|
|Fish||Titus (Mackerel)||1 kg||500||500||500||490||497.5||450||450||500||450||462.5|
Strong performance from Stanbic IBTC, despite weak retail banking position
Will Stanbic IBTC be able to generate profit from its personal banking division by full year?
Stanbic IBTC made a profit after tax of N45.2billion, growing its profit by 24.7% when compared with this period last year.
The feat is remarkable; given that a majority of financial institutions responded as expected to the economic downturn triggered by inflationary pressures, oil price instability, and lack of notable business activities, necessitated by the corona-virus pandemic that has characterised the 2020 business calendar year.
These other organizations reflected positions worse off than their escapades in 2019. In cases where improvements in bottom-line were seen, it was only marginal.
Stanbic IBTC was not exempted from these economic trials, their immensely diversified business portfolio boosted their numbers on multiple fronts. Robust presence in Asset Management paid off, as commissions and fees represented a massive 62% of general fees and commission income. It’s Corporate and Investment division continues to produce astoundingly, contributing the highest and growing profit after tax of 49.2%.
This focused and efficiently monitored diversification, is turning Stanbic IBTC into world-beaters, reflecting in the expansion of its gross earnings by 7.8%, from N117.4billion in HY’2019 to N126.6billion so far this year.
This position could have appeared even better; had STANBIC been able to demonstrate in its personal and business banking segment, the same excellence, noticeable in its other business segments (Wealth, Corporate and Investment).
It’s Personal banking (generally regarded as Retail banking), encompasses the provision of banking and financial services to individual customers and SME’s (Small and Medium scale enterprises), mortgage lending, leases, card products, transactional and lending activities such as telephone banking, ATM’s, etc. The segment suffered this year, closing with a loss of N3.2billion, despite being responsible for over 58.4% of general staff costs. This poor position was sponsored by a reduction in income levels, especially non-interest income from fees and commission.
Unsurprisingly, given CBN’s policy at the start of the year to implement a much-reduced transfer fee rate, an increase in Non-performing loans is another causal factor for its loss this half-year. STANBIC cannot afford to bask in the euphoria of the massive successes of its Wealth and Corporate segment, at the expense of Retail banking.
Retail banking is fundamental to any bank looking to be a force, or preserve its going-concern status in this critically competitive economic environment. It has been the subject of immense research in the last decade, with many banks devising strategies to acquire a large chunk of the market share in this business segment. The banking landscape is evolving amidst growing competition, such that a bank that generally does well in its retail banking segment, is perceived as strong by the public. This has an underrated capacity to effortlessly attract more customers. Banks need to revisit the drawing board and re-embrace their sacred purpose of serving the basic and pure needs of their individual customers.
Michael Lafferty, Chairman of the Lafferty Group, whilst describing Retail banking said, “Retail banking is the foundation on which global banks are built,” It is a vast retail and consumer banking market, pointing out that the world’s biggest banks built their financial empire from the mass market.
Stanbic IBTC must be conscious in its quest to provide universal banking and find a balance in product and service offerings across its business segment.
A summary of the performance parameters in its financial statement, shows growth in gross earnings, from N117.4billion to N126.6billion, and improvement in earnings per share from 342kobo to 419kobo.
Attention now shifts to the impact of the bank’s new super app, supposedly a one-stop-shop for its diverse offerings, including banking, investing, pensions, trading, and insurance, and how it affects the bottom line in subsequent quarters.
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Lastly, will Stanbic IBTC be able to generate profit from its personal banking division by full year? We await their H2’2020 results.
Is Zenith Bank thriving on the strength of sound financial indices?
Zenith Bank posts N103.8bn profit in half-year financial result.
Sound financial indices have made Zenith Bank one of the largest banks in the Nigerian banking Industry. It was recognized as the Most Valuable Banking Brand in Nigeria 2019, in the Global Banker magazine Top 500 Banking brands; and Best Commercial Bank in Nigeria 2019, by the World Finance.
Zenith Bank has successfully bolstered this narrative even further with the release of its Half Year 2020 Financial Report, where it closed with a profit of N103.8 billion.
Growing profit position in these perilous times, speaks remarkably of the suppleness and elasticity of any establishment. A lull in economic activity caused by inflationary pressures, precariousness of the market, and the coronavirus pandemic has forced most Deposit Money Banks (DMBs) to cave in, and reveal achievements worse off than their 2019 results y/y – but not Zenith Bank Plc. The institution has showcased beyond reasonable doubt, that the apparent limitations are incapable of distorting its active growth pattern.
Zenith Bank closed H1 2020, 16.8% better off than it did in 2019 y/y, in terms of profit after tax. Although this massive leap, hugely resulting from tax paid as profit before tax, noted just a 2.2% growth. Further analysis of its HY’2020 results, demonstrates more efficiency, a focused cost of fund optimization, and an aggressiveness in generating income across its business heads and segments. This strategy had begun since 2018, and was shared by the bank when it disclosed planned implementation of an improved core banking system, hoping it would ultimately enhance efficiency while reducing costs.
Zenith Bank has thrived on the strength of its sound business model, corporate governance, conservative risk management, and strategic corporate social investment. The bank has been very forceful in the market, improving massively across all of its income generating segments, despite the plausible and obvious hindrances. This is a testament to its superiority, and sponsors its claim for supremacy.
The bank made N22billion from foreign exchange revaluation gains and despite evidence to the contrary, it endeavored in operating expenditure (OPEX). OPEX may have grown by 7.7%, but disclosures and note to the accounts shows that in virtually every expense head, costs dropped. The 7.7% was triggered majorly by Information Technology related costs, fuel and maintenance, and an increase in the compulsory banking cost fund, set up for the Asset Management Company of Nigeria (AMCON) by the CBN.
Now, like every hero susceptible to their hubris, Zenith has its own problems, which questions its position at the top. Yes, the bank may have an amazing and constantly improving interest expense to interest income ratio, but it does not possess the finest result in this regard as of yet. HY 2019 interest expense took as much as 33.6% of its income, while HY 2020 dropped to 27.4%. This is good, but still considerably high, if we carry out a peer-to-peer analysis with Guarantee Trust Bank Plc (masters of low-interest expenses), whose ratio stands at 16% for HY 2020.
However, Zenith has sustained the momentum of positioning itself as the crème de la crème in the Nigerian Banking Industry for quite some time. The bank’s pattern of growth and performance, strongly indicates its capabilities to manage its interest expense in subsequent quarters. It will be interesting to see how this pans out by year end.
In summary, despite economic difficulties this year, with most bank’s bottom-line at a worse position than the corresponding period last year, Zenith posted improved profit yet again. Could this be enough to portray supremacy?
UBA Plc H1’2020 results, a true reflection of its rightsizing decision?
UBA’s H1 2020 result is yet another demonstration of the resilience of its business model.
The upward review in benefits of some employees and directors this year, coupled with the rising operational costs, constitutes the hot topics from the 2020 semi-annual results released by UBA Plc.
Widely regarded as the banking sector’s largest employer of labour in Nigeria, the bank in December 2019, embarked on a ‘rightsizing’ exercise, which partly resulted in new hires, as well as promotions, improved remunerations, and benefits for existing employees.
The Group Head, Media and External Relations, UBA Plc, Nasir Ramon commenting on this said, “over 5000 staff of UBA Plc, started the new year with a lot of cheer, as the bank promoted to new grades, coupled with salary upgrades. Beneficiaries of this exercise will receive up to 170% increase in their salaries and benefits, whilst a good number have been moved to higher grade levels.”
Directors saw their emoluments amplify by 177.7% (Fees and Sitting allowances) as demonstrated in the financial statements of the bank. Rising to N50million in June 2020, from N18million in 2019 y/y.
Now, Deposit Money Banks (DMB’s) might be adjudged to be honorable in all of their objectives, but the truth is they are neither self-sacrificing nor are they expected to be. DMB’s are established for profit, and would incessantly prioritize business good sense over social empathy, for the sake of their owners. The import of this is, UBA Plc expects its colossal investments in employees and directors to overwhelmingly reflect in its bottom-line.
Half-year 2020 results is clearly not in sync with this philosophy, as it reflects a weakened position compared to the corresponding period last year, despite the investments in human capital. Profit before tax dropped by 18.7%, from N70.3billion recorded in HY’2019 to N57.1billion in the current period. Profit after tax waned as well by 21.7% to N44.4billion from N56.7billion in HY’2019.
Interestingly enough, the top-line fared pretty well. Interest income and fee income showed improvements, albeit marginally by 0.3% and 6.7% respectively. This makes it illogical to attribute the entirety of the decline in profit to the recent austerity measures put in place by the CBN, reducing funds transfer fees and card maintenance charges.
The Coronavirus pandemic played a big role too, by widely stunting the economy in the second quarter of 2020, and negatively impacting profit. But even these do not provide substantial and sufficient convictions as to why the Tier-one bank did not hit the profit-bar it set for itself, from its truly emphatic 2019 financial year. Does this mean that UBA Plc got the decision wrong at the start of the year?
Six months seem too short a period to immediately class management’s decision to jack up the benefits and emoluments of its internal customers as a failed one. Although, no one anticipated the travails of COVID-19 and its resulting consequences, investments in human capital is widely proven to yield tremendous growth in the long haul. Besides the fact that it has given UBA Plc a solid reputation in the market place, it also makes the company very attractive to the very best of industry talents. Furthermore, employee engagements of this nature, foster brand loyalty which ultimately trickles down to how passionately these personnel undertake their tasks and deliverables. The true bearing of this investment is expected to reflect in due course, in subsequent quarters.
Commenting on the result, UBA’s Group Managing Director/Chief Executive Officer, Mr Kennedy Uzoka said, “Our H1 2020 results is yet another demonstration of the resilience of our business model in an extremely uncertain and tough operating environment. We recorded commendable growth in our underlying business in terms of customer acquisition, transaction volumes, and balance sheet whilst inflation, depressed yield environment and exchange rate volatility impacted our net earnings as anticipated.”
In today’s increasingly aggressive marketplace, where consistently generating revenue, is paramount to preserving the longevity and going-concern status of any establishments, costs must also be accorded as much attention and significance. Tightening and managing costs with the aim to improve and generate profit is genius strategy especially in today’s banking industry. The banking industry is under threat from ruthless competitions. Multifarious streams that had hitherto been available for generating income for DMB’s are being severely hindered by the ‘austere’ policies (from the perspective of commercial banks) from the apex bank, making effective cost management a survival mechanism.
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Employee benefits rose by 20% from N37.2billion in HY’2019 to N44.6billion in HY’2020, while Directors’ emoluments (Fees and Sitting Allowance) as earlier stated, surged by 177% from N18million in 2019 to N50million in 2020 y/y. The total operating expenses increased 22.6% in 2020. UBA Plc, unavoidably expended N22.4billion on Banking Sector Resolution cost trust fund, in compliance with the CBN’s requirement to contribute to the cause of the Asset Management Company of Nigeria (AMCON). Security and other payments for core services experienced increase as well compared to the preceding year.
Avoidable expenses like Penalties and Premises Maintenance Charge, should be extensively reviewed and extinguished wherever possible, to improve bottom line. UBA plc has forked out N565million in penalties so far in 2020, representing 6177.7% increase from just N9million in 2019 y/y. This is a prime example of the operational brick walls, UBA Plc must properly address to improve its fortunes in subsequent quarters.