by I. Motivation for Choosing AAE Internship
African people are like us Chinese and all humanity, we all have experienced hardships and challenges. I hope that through my contribution, we can achieve the better life we deserve.
II. Assignment
Task: SWOT Analysis
Period: February 21, 2026 – March 1, 2026
Objective: To help entrepreneurs improve their profitability.
III. Choice of Entrepreneur
Name: David Ngongo Ilunga
Reason of choice: He provides detailed information on the website and our communication is quite smooth.
IV. Analysis Result
- Business Overview
David operates an agriculture and beekeeping business located in Likasi, Democratic Republic of the Congo. The business combines honey production with seasonal vegetable farming and offers high-quality branded products. His customers are primarily local middle- and low-income households, small retailers and businesses. - SWOT Analysis
2.1 Strengths (internal advantages)
2.1.1 Production Capacity and Efficiency
According to data from Artemis Africa, the average Congolese beehive produces 3–5 kilograms of honey per season(Artemis Africa), indicating an average production base of 0.3-0.5 ton of honey with 100 beehives. With over 100 beehives and producing up to one ton of honey per season, David’s enterprise has a relatively strong production base and high efficiency compared to other local small-scale producers.
2.1.2 Quality Differentiation Strategy
The emphasis on hygiene standards, controlled harvesting methods, and long-term brand development provides a competitive edge in a market where many competitors sell unbranded products.
2.1.3 Product Diversification
Combining honey production with seasonal vegetable farming reduces dependency on a single revenue stream and mitigates agricultural risk exposure. In tropical regions, many nectar-producing plants bloom profusely during and after the rainy season, marking the honey production peak. And the cultivation of various seasonal vegetables effectively reduces the seasonal revenue fluctuation from honey, resulting in stable income and cash flow.
2.1.4 Established Distribution Network
An established offline distribution network (direct sales, local markets, reseller partnerships) provides a stable customer base.
2.2 Weaknesses (internal limitations)
2.2.1 Limited Branding
Although quality differentiation exists, the brand is not yet strongly established in the broader market. Its customers are mostly local families with middle or low income, small shops and businesses.
2.2.2 Product Positioning and Consumption Level Mismatch
SAICO aims to provide high-quality agricultural products and has the potential to create reasonable premium, which conflicts with the local residents’ low consumption level. Therefore, such mismatch makes the reasonable premium unaffordable for consumers.
2.3 Opportunities (external advantages)
2.3.1 Growing Potential for Quality Products in Major Cities
As stated in a FAS report, modern supermarket chains such as Shoprite, City Market, and Park n Shop, is expanding to cater to urban middle-class consumers who seek variety, convenience, and international brands(U.S. Department of Agriculture, Foreign Agricultural Service). Rising awareness of health and natural food consumption in urban supermarkets presents growing demand for premium positioning of branded natural honey.
Besides, according to a WE4F report, agriculture in DRC remains overwhelmingly dominated by small-scale farming, leaving a large space for large-scale commercial agriculture(Water and Energy for Food Grand Challenge), which is just the positioning of SAICO.
2.3.2 Product Value Addition
SAICO’s focus on quality control and hygiene standard give its branded products space for value addition, which can create higher revenue than normal unbranded products.
2.3.3 Access to Agricultural Development Programs
Potential partnerships with national programs and participation in agribusiness challenges may provide technical and financial support for expansion. For example, African Development Bank Group approved a loan of $117.9 million to DRC to encourage the Agriculture Transformation Program (PTA)(African Development Bank Group). Besides, International Finance Corporation managed a competition called DRC Agribusiness Innovation Challenge to support small agribusinesses.(International Finance Corporation) Participation in such programs can secure funding and technical support.
2.3.4 Transport Condition Under Improvement
According to report from Bankable, the government of DRC has launched the construction of a 160-kilometer road between Likasi and Solwezi(Luabeya). The reachable market of SAICO can be expanded after completion of this road.
2.4 Threats (external limitations)
2.4.1 Infrastructure Constraints
Transport limitations and low Internet penetration may hinder expansion into broader markets. Firstly, in DRC, transporting agricultural products from Likasi to major cities remains a significant challenge due to poor rural road conditions, inadequate transport infrastructure, and the impact of seasonal weather(Fatshimetrie), bringing high cost and low efficiency of making SAICO’s products available to urban middle-class. Secondly, according to report, internet adoption in DRC remains relatively low. As of late 2025, about 34.7 million people—around 30.5 % of the population—used the internet(Kemp). This makes online marketing an inefficient choice, through which entering urban markets may become impractical. Therefore, the transport limitations and the low internet adoption are the two determining factors that limit your expansion.
2.4.2 Limited Access to Formal Financing
Due to the difficulty of getting agricultural loans, whose restrictions are higher and loan amount is lower, it’s hard to get formal financial support without national preferential policies for loans to agricultural enterprises. The restricted access to credit limits rapid scaling of hive expansion, equipment upgrades, and branding investments.
2.4.3 Fluctuating Costs
In DRC, access to agricultural inputs such as seeds and fertilizer is constrained by poor road infrastructure. Therefore, the fluctuating high transportation costs raise the prices of these inputs, which makes the total production cost more volatile(World Bank).
3 Suggestions
3.1 Low-price strategy
Due to the limited purchasing power of local residents, upgrading to a mid-to-high-end agricultural brand requires entering major urban markets. However, underdeveloped roads and internet infrastructure make it difficult for agricultural products to reach these cities at affordable costs. Therefore, branding SAICO as an affordable and quality brand for local residents is recommended. With its large production scale and high efficiency, it would be easy to gain pricing advantage over other local sellers. To differentiate the brand from other ordinary farmers, a simple but eye-catching logo printed on the product packaging (or on the plastic handbags given to customers after purchase, in which way the cost is lower) is needed.
3.2 Participation in Agribusiness Programs
Although it’s hard to get agricultural loans, such programs still make it possible to get both technical and financial support for expansion.
3.3 Preparation for Expansion to Solwezi
The planned Likasi–Solwezi road is estimated to be completed in 2028. At that time, it would be easier to expand to Solwezi market. Therefore, some preparation such as fund collection and market investigation is necessary.
References
Artemis Africa. About Artemis Africa. Artemis Africa, n.d., https://artemisafrica.mydurable.com/about. Accessed 27 Feb. 2026.
African Development Bank Group. Democratic Republic of Congo: African Development Bank to Lend $117 Million to Support Agricultural Transformation. 2023. Accessed 27 Feb. 2026.
Fatshimetrie. The Dilapidation of Agricultural Roads in the DRC: A Brake on the Economy and Food Security. 7 Sept. 2024. Accessed 27 Feb. 2026.
International Finance Corporation (IFC). IFC Announces Winners of the DRC Agribusiness Innovation Challenge to Support Climate-Smart and Inclusive Agriculture. 5 Oct. 2023,
https://www.ifc.org/en/pressroom/2023/ifc-announces-winners-of-the-drc-agribusiness-innovation-challenge-to-support-climate-smart-and-inclusive-agriculture. Accessed 27 Feb. 2026.
Kemp, Simon. Digital 2026: Democratic Republic of the Congo. DataReportal, 2026. Accessed 27 Feb. 2026.
Luabeya, Ronsard. DRC Launches $230 Million Road to Ease Trade with Zambia. BANKABLE, 17 July 2025. Accessed 27 Feb. 2026.
U.S. Department of Agriculture, Foreign Agricultural Service. Exporter Guide – Democratic Republic of Congo. 24 Feb. 2025, Apps.fas.usda.gov, Report No. KE2025-0002. Accessed 27 Feb. 2026.
Water and Energy for Food Grand Challenge (WE4F). Democratic Republic of the Congo – Country Profile. WE4F, n.d. Accessed 27 Feb. 2026.
World Bank. Democratic Republic of Congo: Country Economic Memorandum. 2025. Accessed 27 Feb. 2026.
Video Link
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