Learning Outcomes
This case can be used to teach students the strategic, operational, and financial complexities of scaling a growth-stage enterprise under resource and institutional constraints. Upon completion of the case discussion, learners will be able to diagnose the key bottlenecks that shape feasible expansion pathways; evaluate alternative market-entry strategies using criteria such as unit economics, operational feasibility, legitimacy, and risk; and compare partner-led and in-house go-to-market models to determine an appropriate governance structure. Students will also conduct basic unit economics and payback analyses, assess recommendations under downside scenarios, and develop a practical 90-day execution plan with milestones, key performance indicators, and decision gates. Additionally, learners will examine how capability bottlenecks, policy and compliance requirements, partner governance, and cash discipline influence strategic sequencing and sustainable scaling decisions.

Case Synopsis

Set in Nairobi in March 2023, this case follows Brian Olal, Zeraki’s Head of Expansion, as he prepares a board recommendation on how to sequence the company’s pan-African growth over 2023 and 2024. After building a strong base in Kenya, Zeraki’s early regional moves revealed that expansion was not only a market selection exercise. In Uganda, conversion improved when Zeraki reduced the lag between sales and delivery through local presence and tighter onboarding. In Francophone West Africa, ministry-centred procurement, language localisation, and delivery credibility became prerequisites that lengthened sales cycles and increased execution risk. Against a finite cash envelope and binding capacity constraints in training, support, hiring, and partner governance, Olal must advise the board on one of three paths. He can deepen in Anglophone markets through a private-school go-to-market, pursue a policy-led Francophone beachhead through pilots and delivery partners, or pause new country entries to strengthen platform enablement and localisation before relaunching expansion. The pedagogical focus is disciplined sequencing under constraints.

Complexity/Academic Level

This case is appropriate for graduate and executive-level learners, particularly students enrolled in MBA and EMBA programmes and participants in executive or corporate leadership development programmes. It is designed for courses in strategic management, entrepreneurship, growth strategy, and innovation management, where learners are expected to apply strategic frameworks alongside managerial finance concepts to complex scaling decisions. The case challenges participants to evaluate competing expansion strategies by integrating operational feasibility, unit economics, governance, and risk considerations within an emerging market context. It is particularly suited to learners analysing growth-stage enterprises, market-entry sequencing, and partner-based business models operating under institutional and resource constraints. For postgraduate programmes with limited exposure to managerial finance, instructors may provide supplementary material on unit economics and cash flow analysis to support discussion. The case is not recommended for undergraduate students without substantial instructional support on growth strategy, emerging market institutions, and business model analysis.

Supplementary Materials

Teaching notes are available only to educators upon request from the Case Centre at cases@strathmore.edu

Keywords

Growth strategy and sequencing, international and regional expansion in emerging markets, partner strategy and governance, operations and execution under constraints, risk management, and managerial finance for unit economics.

Citation

Ongala, M. (2026). Zeraki’s Next Bet: Sequencing Pan-African Expansion Under Capacity and Policy Constraints. Strathmore Africa Case Center. https://doi.org/10.70268/sacc-12-25-75

Publisher: Strathmore Africa Case Centre

Copyright © 2026, Strathmore Africa Case Centre

Category : Case

Author : Maurice Ongala

Publisher : Strathmore University

Document ID : SACC-12-25-75