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By Chukwuma Umeorah
Rising production costs driven by unreliable power supply, poor road infrastructure and logistics bottlenecks are slowing Nigeria’s manufacturing competitiveness. But despite these challenges, stakeholders believe that the country still has the capacity to emerge as Africa’s leading cosmetics production hub if it deepens industrialisation and supports local manufacturers.
One of those at the forefront of this crusade is Chief Executive Officer of Blueworld Cosmetics Limited, Ikenna Ekeagu, who built one of Nigeria’s leading cosmetics brands with close to 1,000 workers across multiple locations.
According to him, scaling domestic production, investing in automation and expanding manufacturing footprints are critical to placing Nigeria at the top of Africa’s cosmetics value chain.
In this interview, he speaks on infrastructure deficits, regulatory oversight, counterfeiting, tax pressures and his ambition to position Nigeria as a continental leader in cosmetics manufacturing.
In your assessment, does Nigeria truly have the capacity to lead Africa in cosmetics manufacturing?
Having operated for over 20 years in this industry, I can confidently say that Nigeria has several advantages that can make it the leading cosmetics manufacturing hub in Africa. First, the country has a large and growing domestic market, with millions of consumers increasingly demanding high-quality, locally produced cosmetics. We also have young and very hardworking workforce capable of supporting large-scale production and innovation.
These are some of the factors that we leverage at Blueworld. We have made very significant headway in the industry and if we are better supported through stronger supply chain, industrial policies, investment in automation, and better logistics, we can scale to meet both domestic and regional demand. Moreover, Nigeria’s strategic location allows easy access to other African markets, creating opportunities for export-led growth.
Tell us about Blueworld Cosmetics and what the brand stands for
Blueworld Cosmetics was inaugurated 10 years ago, though we’ve been in the cosmetics business for over 20 years. I started this company with nothing as a trader in cosmetics product. The brand has won several awards from different organizations, including recognition as the best cosmetics brand in Africa.
When people mention Blueworld, they often mention Dodo, which is one our signature product. That includes Dodo Black Soap, Dodo Skin Gold, Fun Beauty, Perfect Clinic, and many others. But it’s not just soaps, we do everything in cosmetics: make-up, face creams, face washes, lotions, liquid baths, tablet soaps, anything you call cosmetics. I have decided within myself that I must succeed to be the leading cosmetics brand, not just in Nigeria, but in Africa.
For us, it’s about self-driven growth and adding value. We started small, and today we operate across Lagos, Anambra State, Abuja, Enugu and several other locations. Our aim is bigger business and better awards ahead, while providing quality products that reach every consumer.
What are your achievements?
We have achieved full automation of our production line. Over the years, we have applied innovation and acquired the essential technology to ramp up production in order to meet rising demand. Moving from manual production to a fully automated line in cosmetics is not a small achievement.
As I speak to you now, I am setting up another soap line in Anambra State. In the history of the cosmetics industry there, I do not think the kind of machine I have installed has been set up by anyone in Anambra State. So, each time I look back, I can see that I have been working, and there is clear evidence in everything that I do.
Our products are also highly sought after in other African countries, including Ghana, Cameroon and Liberia, and we are targeting additional markets such as Angola.
We have grown our workforce to over 800 employees working across different shifts and departments to ensure nonstop production and steady supply.
Manufacturing in Nigeria is heavily impacted by infrastructure. How has power supply affected your operations?
Talk about power. I have a lot of challenges here, as I speak to you. It cost me about N78 million to connect a 33kv line to my factory. One of the agreements we signed with the power company was that they would provide my company between 18 to 20 hours of light a day. But sometimes we do not receive supply up to that level, therfore I keep relying on my generator. This factory works 24 hours a day, except Sunday. So, it is a big challenge to me.
What about logistics and road infrastructure?
Logistics remain one of the biggest problems. We spend a huge amount of money to acquire vehicles, lorries, that move from Lagos to Abuja, Abuja to Kaduna, Kaduna to Onitsha and other parts of the country where we need to supply products. We don’t have good roads. Sometimes these trucks spend up to 5-8 days for a turnaround trip. All these amounts to wasted time and resources. This challenge is not peculiar to Blueworld, and it translates into economic losses for Nigeria.
As a matter of fact, I personally constructed some of the access roads that leads to our factory. The issue of transportation is not something we can solve on our own. Government has to come in to help to do a lot of things on it. One, to fix the roads and make the roads more usable for every motorist. We urge them to introduce functional rail lines to connect major industrial hubs with cities across the country. If there was a railway that moves from Lagos to Abuja, Abuja to Kaduna, I won’t spend most of my money buying trucks for transportation. So, there is a lot to do about that.
How do government policies, particularly taxation, affect manufacturers like you?
While some government policies are good, the major problem relies on its execution. This issue of this new tax law, it’s going to affect a lot of manufacturers like us. There needs to be more clarity. Before this, we have had the issue of excessive duplicity of taxes where different government agencies or officials come to us demanding one tax payment or the other. I believe the government needs to find a balance because heavy taxes weigh down our operations and most times, the end-users get to bear the brunt as some of these costs are passed down.
How would you describe the regulatory environment, especially oversight by NAFDAC and SON?
I must commend the management of these agencies for their efficiency. Obtaining registration/certification from NAFDAC is not a big challenge, unless you don’t have your documents right or your production facility is not up to standard. It may seem difficult for smaller start-ups as they are yet to meet these standards. But for a company like Blueworld, if I want to launch a new range of products, I do the necessary documentation, the agency books for inspections and things will be done with ease.
How do you protect your brand from counterfeiting?
Counterfeiting is a persistent challenge in the cosmetics industry, and it is something we deal with continuously. Our first line of defence is legal protection. We register our trademarks and use the law to go after those who infringe on our brand. Our products remain our intellectual property and we do not hesitate to enforce our rights when necessary.
However, beyond legal action, we also take strategic steps to protect consumer confidence. Once a product is widely copied, it can affect how customers perceive the brand.
In such situations, we may decide to rebrand the product, introduce new packaging, upgraded security features and a refreshed look that clearly differentiates the original from counterfeit versions. Before launching a rebranded product, we ensure that the old stock has been cleared from the market. We work closely with distributors and retailers to mop up existing inventory so there is no confusion on the shelves.
We also communicate extensively. When we launch the new look, we do it formally, both physically and across social media platforms. We educate customers on how to identify the genuine product and encourage them to buy only from authorised sellers.
How do you manage raw material sourcing and foreign exchange volatility?
For Blueworld, we source most of our raw material from third-party. I contract that aspect of our production because I can’t do everything. I have big importers, some Indians, Lebanese, and Nigerians that are licensed to import all the raw materials, and they supply me everything that I need. I pay them in Naira, so I am largely not affected by foreign exchange instability. However, in the near future, we are looking to source some materials locally.
What’s the research and innovation behind the formulation of your product?
At Blueworld, we only employ professionals who are good at what they do. You know cosmetic products goes directly on our skin, and so we are very sensitive about the ingredients of every product. We spend a lot of resources on research and technology before each formula is created because we are committed to giving our customers only the best. We ensure that our products are suitable for all skin types.
What does Nigeria need to do differently to truly dominate the African cosmetics market?
The government must address key structural challenges such as unreliable power supply, poor road infrastructure, taxation among other things which currently inflate production costs and limits competitiveness. They also need to support local manufacturers by offering financial incentives, tax breaks, easier access to capital.
Also, combating counterfeiting and ensuring robust regulatory oversight will protect genuine products and build consumer trust, both locally and across Africa. I believe that with this combined approach towards infrastructure improvements, policy support, technological advancement, and quality assurance, Nigeria can realistically position itself as the continent’s hub for cosmetics production.
What is your long-term expansion plan?
As long as God keeps giving us life to live, we will keep Innovating and expanding I am not a businessman of importers and exporters. I am a core manufacturer. And I believe in the next five years, we may expand to pharmaceuticals. Everything around me is all about industrialization. So we will keep expanding and as we keep expanding, we’ll employ more people and give back to the society through the value we offer from our range of products and other corporate social responsibility.
At 50, how do you reflect on leadership and managing hundreds of workers?
At 50, I see leadership as grace. Managing hundreds of people is not easy because human beings are different and can be difficult to handle. It requires patience, understanding and balance. I try to relate with my staff, laugh with them, but also stay focused on the goal. It has not been by strength alone, but by grace and consistent effort.
How do you balance personal life and business?
To be honest with you, all my life has been about business. I hardly have a personal life, few friends and almost no social life. I am driven by a personal ambition and tend to build in silence because I don’t want distractions. It’s why many people don’t know me personally. I deliver value and let my wonderful products ‘make the noise’.
What’s your advice to young entrepreneurs who want to build manufacturing businesses?
The cosmetics industry in Nigeria is profitable, but manufacturing is not a quick journey. My advice to young entrepreneurs is to stay focused and understand that business will always have ups and downs. The economy may be tough, but that should not stop you. Every successful manufacturer has endured difficult beginnings.
One of the biggest challenges is moving products from the factory to the market and gaining customer trust. It is not easy, but if you remain consistent and committed to quality, five to ten years down the line you will see the results.
I encourage young people to look inward and embrace industrialisation. Build, produce and create value locally. Stay disciplined, work quietly, and let your success speak for you.
