In the current global economy, businesses must be more adaptable and responsive to their customers’ needs to succeed. Our strategy for 2020 positioned us strongly to thrive throughout a difficult year. This year we are building on our strengths to meet our purpose of ‘Transforming Lives’.

Following the sad passing of our former CEO Bob Collymore in July 2019, interim CEO Michael Joseph refreshed the Group’s strategy based on our longstanding ‘FOR YOU’ customer proposition. The Group focused on being Simple, Transparent and Honest regarding all our services and products, resulting in decisive public actions that drove customer numbers.

This strategic review showed that our strategy remained essentially correct – though needed some refining – but was lacking balanced feedback from our customers, who are in fact Safaricom’s key stakeholders.

To correct this, the Group launched a ‘customer obsession’ campaign (refer to page 87 of this report) that places our customers at the centre of the Group’s stakeholder feedback loop.

As Safaricom turns 20 years old, we are inviting our customers to take the next step with us to ‘go beyond’ into a digital future.

Safaricom’s revised business strategy re-emphasises the Group’s set purpose of ‘transforming lives’. Regaining this focus meant going back to our customers and finding out exactly how Safaricom can transform their lives through our products, services and operations.

This reminded us sharply of the centrality of our purpose for a socially responsible organisation. We have accordingly refined and refocused Safaricom’s business strategy to decisively support what our customers need to transform their lives through technology.

Short term

  • Improve customer experience
  • Democratise data, grow smartphone penetration, usage and content creation
  • Manage voice decline
  • Drive utilisation of financial services for both individuals and businesses through more use cases
  • Drive a cost optimisation journey to fuel new growth areas

Medium term

  • Drive adjacent solutions through platforms and partnerships
  • Leverage IoT and ICT to expand enterprise portfolio
  • Create a fintech-anchored ecosystem that is the ‘platform of choice’ for SMEs
  • Expand the core and financial services into new geographies
  • Expand into financial services that drive savings, investment and insurance subject to regulatory approvals

Long term

  • Evolve the business through digital enablement, including development and scaling of digital services

Customer satisfaction

  • Customer surveys
  • Benchmark against competition based on NPS
  • Internal data analytics platforms

Shareholder value

  • Industry reports
  • Internal data analytics platforms
  • Revenue growth against all industry players

Internal efficiency and quality

  • Internal data analytics platforms
  • External benchmarks for operators
  • Network quality against other operators (local and global)

Employee engagement

  • Internal employee surveys

Strengthen THE CORE

Strategic priorities
1 Defending voice through use of Customer Value Management (CVM) platforms
2 Democratising data through devices, network coverage and use cases
3 Expand enterprise portfolio: IoT, ICT, FTTH/FTTB
4 Win in FTTH/FTTB as a converged business
5 Create a fintech anchored ‘platform of choice’ for empowerment of SMEs/MSMEs
6 Expand the core financial services into new geographies


Strategic objectives
1 Next financial services: wealth management, savings, insurance, credit
2 Smart lifestyle channel: M-PESA super app
3 Integrated business solution: Business App and payment aggregation platform
4 Universal payment network: enhanced merchant interoperability and enable e-commerce and cross-border payments (M-PESA Global)


Strategic objectives
1 Scale DigiFarmin a commercially sustainable way
2 Healthcare inclusion through digital healthcare services
3 Enabling access to online learning

Achieve cost leadership

Strategic objectives
1 Drive cost optimisation to fuel growth in new areas
2 Smart procurement, automation, digitisation and operating model transformation