Question

What is Nasper's product development in regard to strategy formulation?

Answer 1

Naspers Ltd. is a global consumer internet group and the technology investors in the world. It operates through the following business segments: Ecommerce, Social and internet platforms, media and Corporate.y, millions of people use the products and services of companies that Naspers has invested in, acquired or built.

Naspers companies connect people to each other and the wider world and create value by improving lives. Every day, millions of people use the products and services of companies that Naspers has invested in, acquired or built.

Strategic focus

Nasper are building a multinational group of ecommerce and media platforms to give users trading opportunities, entertainment, information, gaming and access to friends, wherever our users may be. In the process we create value for shareholders, attract innovative employees, and contribute to the communities in which we operate to ensure a sustainable business for the future.

Below are steps by which these strategies are met with accordance with product development.

1. Sustain organic growth of the business, combined with some investments. 2. Focus on markets with higher growth potential, where we can achieve sustainable positions. Increase the number of users accessing our internet products and services, and deepen their engagement with our group. 3. Attract the best talent, including entrepreneurs and engineers, and train and develop employees. 4. Expand the pay-television subscriber base – maintain a local approach and deploy innovative technology. Continue working with regulators. Strategic focus We are building a multinational group of ecommerce and media platforms to give users trading opportunities, entertainment, information, gaming and access to friends, wherever our users may be. In the process we create value for shareholders, attract innovative employees, and contribute to the communities in which we operate to ensure a sustainable business for the future.

Nasper operating model is different from many other companies. We both invest in and run leading companies, and we add value at all life-stages. We create our own businesses or invest in early stage companies, we take promising models and grow them quickly to scale, we evolve and grow companies already at scale, and we hold investments in listed companies with significant upside.

Today, the Naspers group is organised into two areas: our media and internet interests in South Africa, and through Prosus, our internet interests outside of South Africa including companies and investments in the online classifieds, food delivery, payments and fintech, etail, travel, education and social and internet platforms sectors, among others.

Nasper strategy and operating model with context with product development is based on below structre.

In pursuing strategic opportunities and navigating related challenges, our philosophy is that managing risk is all about accepting risk in an intelligent manner, within the parameters approved by the board. Doing this well creates a competitive advantage and, ultimately, drives stakeholder value. As for the system of internal control, we acknowledge that no risk management system nor the combined assurance provided on risk levels and controls, gives us absolute certainty that we fully understand all risks or avoid any failure. We have experienced failures in the past and will likely face some misses in the future.

We therefore promote a risk management culture by which risk management is not seen as a separate process but integrated into every-day management and good governance. The responsibility for managing risk lies with the owner of risk: in most cases operational management, assisted by the finance function and, where considered useful in our businesses, specialised risk management and risk support functions.

Our risk acceptance process focuses on the potential impact of a risk, using our risk management framework, relative to our perceived vulnerability to this risk. Likelihood of occurrence and speed of risk consequences materialising are taken into account. For risks that we are not prepared to accept, we take action to reduce our vulnerability: dependent on the risk in various ways and to various extent. Wherever we find risk outside acceptable levels, we consider ways to avoid the risk altogether, eg by entering into an exit strategy.