From Local Startup to Pan-African Success: The Beem Story

Starting a business and growing it are challenging enough. But expanding globally, across the entire African continent with 54 very different countries,  increases the difficulty exponentially. That’s what Taha Jiwaji, CEO and founder of Beem, is experiencing first hand. Hear what it takes to create a Pan-African business and gain strategic insights on going global from Steve Ciesinski, who teaches entrepreneurship at Stanford Graduate School of Business.

After attending college in the United States and working as a consultant in Los Angeles, Taha Jiwaji left his safe corporate job and moved back to his home of Tanzania to become an entrepreneur. He had no idea what he was in for. But 20-plus years later, he’s built Beem, a Pan-African cloud computing platform that helps businesses create lasting relationships with their customers through their mobile phones. Beem is currently in 30-plus countries … and growing. On a continent where only 36 percent of the population has broadband internet, reaching customers on their phones through SMS is a huge win. And as connectivity across Africa increases, the opportunities for Beem and their customers expand, too.

“You know, there's 54 different countries on the continent. Each one is different in terms of language, policies, etc. So you need to spend time in them, on the ground, to really learn about them,” Jiwaji explains.

Steve Ciesinski is both a Stanford GSB lecturer in entrepreneurship and past president of SRI International and other Silicon Valley firms. As an investor and board member of growth-oriented tech companies and mission-based organizations, he’s had plenty of experience advising entrepreneurs on global expansion.

What's the country like? What's the culture in the country? How do they do business? These are the very first questions you need to ask, according to Ciesinski. Then you need the right people. “You need to have somebody very, very close who's been with your company, understands your culture  — and is going to move there. And then find somebody there who eventually can become the general manager of that business because you're expecting that business to grow,” he advises.

Jiwaji did just that, focusing on building relationships, on the ground, in person, getting customers and partners to sign up. When it comes to giving advice to other entrepreneurs, Jiwaji suggests “grit and persistence. Things take a long time, government regulation, people move very slowly across these markets. And sometimes it takes years for a relationship to finally come to fruition.”

Get more insights and advice on going global from Jiwaji and Ciesinski, including how to create differentiation, establish your value proposition, handle regulations, and, most important, find and retain global talent to help you expand.

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