Yango announced that it will not roll out its services in Nigeria in the near future because the company does not see a clear, differentiated value proposition for the market, according to Shashi Singh, head of Ride‑hailing Operations in Africa, in a conversation with Technext on the sidelines of the Moonshot event hosted by TechCabal.
Singh explained that Yango runs a distinctive e‑hailing model that not only supplies a digital platform for drivers but also aims to generate long‑term wealth for them. The approach relies on a fleet‑partner system where third‑party fleet managers act as intermediaries, aggregating drivers, providing vehicles, overseeing daily operations, and sharing revenue with the drivers.
"In smaller markets you might encounter a gap that we could fill, but Nigeria already has several large players meeting riders' needs with various models," Singh said. "For a user, we would simply be another platform offering short‑term discounts, which is not a sustainable value proposition."
He added that Yango's strategy is built around delivering long‑term benefits, which would require substantial, ongoing investment to enable fleet companies to earn enough to replace vehicles and sustain their businesses over time.
"That immediate, shallow value cannot be created in a market like Nigeria. The real value we aim for is long‑term, and if the market is already well‑served, we have little to add," Singh noted.
What is Yango's African expansion plan?
In October 2018, the Dubai‑based firm launched its ride‑hailing service in Abidjan, Côte d’Ivoire. Eight years later, Yango operates in more than 35 countries across Africa, Asia, Europe and Latin America, with 15 African markets including Ghana, Senegal, Benin and Mauritania. To accelerate growth, Yango announced a $150 million investment focused on West and Central Africa, while also eyeing smaller southern markets such as Namibia, Botswana and Mozambique.
Could Nigeria become part of that expansion?
When asked what would make Nigeria attractive, Singh said entry would depend on securing the right partnerships that could support the fleet‑partner model. "If we can identify a clear path to a genuine value proposition, possibly through strategic alliances, there is a chance. Those partnerships take time to develop and cannot be rushed," he explained.
Singh highlighted that taxi unions are a natural partner for Yango, as they already aggregate drivers and are business‑oriented. Unlike some competitors that clash with unions, Yango positions itself as a collaborator, inviting unions to become taxi partners and promising better earnings.
"We are the first platform that approaches unions with the offer, ‘Become our taxi partner and you can earn good money.’ That is how we intend to bring real value," Singh concluded.
Overall, Yango's cautious stance reflects its assessment that Nigeria's ride‑hailing landscape is already saturated, and that any future entry would require a partnership‑driven approach rather than a direct launch of its existing fleet‑partner model.