Relatórios da Synchronoss Aceleraram o Crescimento de Assinantes de Nuvem no Quarto Trimestre de 2021

O Aumento da Adesão de Novos e Antigos Clientes Impulsionou um Crescimento de Assinantes de 18% Anual da Synchronoss Cloud no Quarto Trimestre de 2021

BRIDGEWATER, NJ, Feb. 02, 2022 (GLOBE NEWSWIRE) — Synchronoss Technologies, Inc. (“Synchronoss” ou a “Empresa”) (Nasdaq: SNCR), líder global e inovadora em produtos e plataformas de nuvem, mensagens e digitais, relatou hoje um aumento de 18% em relação ao ano anterior no número de assinantes em seu negócio Synchronoss Cloud no quarto trimestre de 2021. O aumento de 18% representa uma aceleração em relação ao crescimento de 16% no trimestre anterior e de 15% no mesmo período em 2020.

Os principais fatores por trás do crescimento contínuo de assinantes de nuvem da empresa incluem adesão adicional por clientes existentes, como Verizon, AT&T, Tracfone e Assurant, bem como a assinatura de novos clientes Synchronoss Cloud em seu maior e mais estratégico segmento de negócios. Em 2021, a Synchronoss garantiu contratos de nuvem com quatro (4) novos clientes, incluindo Allstate Protection Plans, Telkomsel, TelkomSigma e Kitamura. A Allstate Protection Plans iniciou no ano passado, enquanto os outros três novos clientes estão programados para implementar ofertas de nuvem em 2022.

“A robustez de nosso desempenho de assinantes de nuvem no quarto trimestre de 2021 reflete nosso compromisso com a Synchronoss Cloud como o futuro impulsionador de crescimento de nossos negócios”, disse Jeff Miller, presidente e CEO da Synchronoss. “Continuamos focando mais nessa plataforma estratégica, oferecendo novas ofertas, aprimoramentos de recursos e experiências de usuário para dar suporte à nossa expansão global. Entramos no novo ano com um forte impulso operacional, dando-nos confiança em nossa capacidade de fornecer um crescimento sustentável de assinantes de dois dígitos em 2022, o que deve se traduzir em maior expansão da receita ao longo do tempo, à medida que novos clientes iniciam e os clientes existentes aumentam suas ofertas de nuvem.”

A Synchronoss Cloud é uma plataforma white label que permite aos usuários fazer backup, sincronizar e organizar fotos, vídeos, contatos e muito mais entre qualquer dispositivo e a nuvem. A Synchronoss Cloud está atualmente integrada a uma variedade de planos de serviços móveis e de telefonia fixa, bem como outras ofertas em pacote. A plataforma oferece uma maneira fácil de gerenciar, compartilhar e proteger com segurança todos os tipos de conteúdo digital. Uma oferta de nuvem pessoal rica em recursos oferece aos provedores de serviços a oportunidade de criar novos serviços, proporcionar mais valor aos assinantes, criar fidelidade à marca e aumentar seus resultados.

A Synchronoss fornecerá mais detalhes sobre suas métricas de assinantes de nuvem quando relatar os resultados financeiros completos do quarto trimestre e do ano de 2021, em março. Os detalhes da teleconferência serão fornecidos antes do evento nas próximas semanas.

Sobre a Synchronoss
Synchronoss Technologies (NASDAQ: SNCR) cria software que capacita empresas de todo o mundo a se conectarem com seus assinantes de maneira confiável e relevante. A coleção de produtos da empresa ajuda a otimizar as redes, simplificar a integração e envolver os assinantes para liberar novos fluxos de receita, reduzir custos e aumentar a velocidade de lançamento no mercado. Centenas de milhões de assinantes confiam nos produtos Synchronoss para permanecerem conectados com as pessoas, serviços e conteúdo que adoram. É por isso que mais de 1.500 funcionários talentosos da Synchronoss em todo o mundo se esforçam todos os dias para reinventar um mundo conectado. Saiba mais em www.synchronoss.com.

Contato de Relações com a Mídia:
Domenick Cilea
Springboard
dcilea@springboardpr.com

Contato para Relações com Investidores:
Matt Glover e Tom Colton
Gateway Group, Inc.
SNCR@gatewayir.com

Synchronoss annonce une accélération de la croissance du nombre d’abonnés au cloud au quatrième trimestre 2021

L’adoption accrue par les clients nouveaux et existants a entraîné une croissance de 18 % du nombre d’abonnés au cloud Synchronoss en glissement annuel au quatrième trimestre 2021

BRIDGEWATER, New Jersey, 03 févr. 2022 (GLOBE NEWSWIRE) — Synchronoss Technologies, Inc. (« Synchronoss » ou la « Société ») (Nasdaq : SNCR), un leader mondial et innovateur en matière de produits et plateformes numériques, de cloud et de messagerie, a annoncé aujourd’hui une augmentation de 18 % en glissement annuel du nombre d’abonnés au sein de son activité Synchronoss Cloud pour le quatrième trimestre 2021. La hausse de 18 % représente une accélération par rapport à la croissance de 16 % enregistrée au trimestre précédent et de 15 % au cours de la même période en 2020.

Les principaux moteurs de la croissance continue des abonnés au cloud de la Société incluent l’adoption par les clients existants, tels que Verizon, AT&T, Tracfone et Assurant, ainsi que l’arrivée de nouveaux clients Synchronoss Cloud dans son segment d’activité le plus vaste et le plus stratégique. En 2021, Synchronoss a conclu des contrats cloud avec quatre (4) nouveaux clients, qui sont Allstate Protection Plans, Telkomsel, TelkomSigma et Kitamura. Allstate Protection Plans a été lancé l’année dernière tandis que les trois autres nouveaux clients devraient déployer des offres cloud en 2022.

« La force de la performance en termes de nombre d’abonnés au cloud au quatrième trimestre 2021 reflète notre engagement envers Synchronoss Cloud en tant que futur moteur de croissance de notre entreprise », a déclaré Jeff Miller, président-directeur général de Synchronoss. « Nous continuons de nous concentrer davantage sur cette plateforme stratégique, en proposant de nouvelles offres, des améliorations des fonctionnalités et des expériences utilisateur pour soutenir notre expansion mondiale. Nous avons commencé la nouvelle année avec une forte dynamique d’exploitation qui nous donne confiance dans notre capacité à fournir une croissance saine et à deux chiffres du nombre d’abonnés en 2022, ce qui devrait se traduire par une expansion supérieure au fil du temps à mesure que de nouveaux clients arrivent et que les clients existants augmentent leurs offres cloud. »

Synchronoss Cloud est une plateforme en marque blanche qui permet aux utilisateurs de sauvegarder, synchroniser et organiser des photos, vidéos, contacts et bien plus encore entre n’importe quel appareil et le cloud. L’offre Synchronoss Cloud est actuellement intégrée à une gamme de plans de services mobiles et filaires ainsi qu’à d’autres offres groupées. La plateforme offre un moyen facile de gérer, partager et protéger en toute sécurité tous les types de contenu numérique. Une offre de cloud personnel riche en fonctionnalités donne aux fournisseurs de services la possibilité de créer de nouveaux services, de fournir plus de valeur aux abonnés, de renforcer la fidélité à la marque et de renforcer leurs résultats financiers.

Synchronoss fournira plus de détails sur les indicateurs relatifs à ses abonnés au cloud lorsqu’elle publiera ses résultats financiers complets pour le quatrième trimestre et l’ensemble de l’exercice 2021 en mars. Les détails de la conférence téléphonique seront fournis avant l’événement dans les semaines à venir.

À propos de Synchronoss
Synchronoss Technologies (NASDAQ : SNCR) est un développeur de logiciels permettant aux entreprises du monde entier de se connecter à leurs abonnés de manière fiable et pertinente. Sa gamme de produits contribue à rationaliser les réseaux, simplifier l’intégration et interagir avec les abonnés afin de créer de nouvelles sources de revenus, réduire les coûts et accélérer la mise sur le marché. Plusieurs centaines de millions d’abonnés font confiance à Synchronoss pour rester en phase avec les individus, les services et les contenus qu’ils aiment. C’est pourquoi les plus de 1 500 talentueux collaborateurs de Synchronoss à travers le monde s’efforcent chaque jour de repenser un monde synchrone. Pour en savoir plus, rendez-vous sur www.synchronoss.com.

Contact des relations avec les médias :
Domenick Cilea
Springboard
dcilea@springboardpr.com

Contact pour les relations avec les investisseurs :
Matt Glover et Tom Colton
Gateway Group, Inc.
SNCR@gatewayir.com

HEVĒ, Part of [INVNT GROUP], to Launch “ORIGINS” A Division Dedicated to Accelerating Growth for Start-Ups

The Global BrandStory Creators appoint SVP of Growth Strategies, Bill Stump, to lead “ORIGINS by HEVĒ” to launch, accelerate or reboot emerging BrandStories in the innovative health, wellness, and fitness industry

New York, NY, Feb. 02, 2022 (GLOBE NEWSWIRE) — HEVĒ, pronounced “heavy”, is a global and specialized creative agency and production studio built to create BrandStories. Since its launch 3 years ago, HEVĒ has experienced rapid growth across industry sectors taking BrandStories to new heights. Today, they announce the launch of a new agency focus “ORIGINS by HEVĒ” dedicated to innovative start-ups in the health, wellness, and fitness space. Why ORIGINS? Because every great story starts at the beginning.

The 2021 market closed with a record-breaking $44 Billion raised globally in health innovation, doubled funding year-over-year, and a 20x increase in the last ten years (Source: Startup Health Insights). Digital health has been experiencing historic growth as a category, but there is an agency gap. In response, HEVĒ developed a dedicated solution for early-stage companies to enter the market in a meaningful way.  An agency that serves as Brand Guardians to develop the identity, craft the story, and buy effective media, and an in-house studio that serves as Brand Creators to produce premium, yet efficient, original content for these companies.

ORIGINS by HEVĒ will be headed up by seasoned health and wellness expert, Bill Stump as Senior Vice President of Growth Strategies. Stump has over 20 years of deep media and agency experience, and an extensive background representing clients through his role as CEO and board member for digital physical therapy brand Egoscue Inc. In three years, Stump led the company through a complete rebranding process that doubled revenue and increased valuation +500% without outside investment. Through this experience, Stump gained invaluable knowledge of the challenges and opportunities early-stage health tech companies face and what they need in order to grow.

“Joining the HEVĒ team to pursue this growth venture with founder-led businesses is exactly what emerging health, wellness and fitness brands need today. HEVĒ is extending their historic storytelling expertise with iconic brands to smaller businesses with big aspirations, which could be a pivotal game changer for these emerging brands”, said Bill Stump.

Previously, Stump held senior positions at Men’s Health, Women’s Health, and Prevention. He developed and launched 26 international editions of Men’s Health in Europe, Asia, and Latin America. Stump also inaugurated and operated Rodale Inc.’s first-ever New Product Development team to incubate, build, test, and bring new brands and products to market – successes included YogaLife and Women’s Health.

On the new focus, CEO of HEVĒ, Chris Hercik, states “As individuals and brands, our origin story is the one thing that is unique and original to us. HEVĒ’s origin story began with the idea that great stories carry great weight, and if you have the right trifecta of talent, you can truly focus on telling BrandStories less told and create meaningful impact for your business. Now, we are extending that same method to the origin stories of new entrants in the digital health market.”

#####

About HEVĒ

HEVĒ, The Global BrandStory Creators, is part of [INVNT GROUP]™. Pronounced “heavy”, HEVĒ is a small but mighty creative agency and production studio built specifically to be the creators and guardians of your BrandStory. As Brand Guardians, HEVĒ Agency shows partners that anything imagined can be real if it led by a story, powered by strategy, and grounded in expertise. As Creators, HEVĒ Studios is on a mission to create the uncreated and ensure its well-made because Great Stories Carry Great Weight. HEVĒ is known for its innovative approach to telling BrandStories for valued partners such as SHRM, L’Oréal, FOX, Sports Illustrated, PatientPoint and many more. For more information visit www.hevestudios.com

About [INVNT GROUP]

[INVNT GROUP] was established in 2020, as an evolution of the founding global live brand storytelling agency INVNT in 2008, with a vision to provide consistent, meaningful, well-articulated BrandStory across all platforms. With offices in New York, Sydney, London, Singapore, San Francisco, Sydney, Stockholm, Detroit, and Washington D.C.; headed by President and CEO, Scott Cullather, [INVNT GROUP], THE GLOBAL BRANDSTORY PROJECT™ represents a growing portfolio of complementary disciplines designed to help forward-thinking organizations everywhere, impact the audiences that matter, anywhere. The GROUP consists of modern brand strategy firm, Folk Hero; creative-led culture consultancy, Meaning; branded content studio and content marketing agency HEVĒ, INVNT Higher Ed; events for colleges and universities, and the original live brand storytelling agency, INVNT. For more information about [INVNT GROUP], visit: www.invntgroup.com.

Attachment

Jhonathan Mendez de Leon
[INVNT GROUP]
1.347.819.2089
jmendezdeleon@invnt.com

Shendi Katro
HEVĒ
1.857.237.6565
skatro@hevestudios.com

Hisense annonce son partenariat pour les appareils électroménagers avec la saison 4 de MasterChef South Africa

CAPE TOWN, Afrique du Sud, 3 février 2022 /PRNewswire/ — Hisense, fournisseur d’appareils électroménagers et de cuisine haute performance, a annoncé qu’il sera un partenaire électroménager pour la quatrième saison très attendue de MasterChef South Africa. En tant que créateurs d’appareils électroménagers intelligents et fiables qui répondent aux exigences des consommateurs modernes, Hisense aidera les concurrents à tracer leur route vers la victoire en cuisinant et mitonnant leurs plats avec les plaques de cuisson Hisense HHU60GAGR et le four Hisense BI5223BB.

« Nous sommes fiers de nous joindre à MasterChef South Africa en tant que partenaire pour la quatrième saison de MasterChef South Africa, à ce jour la plus passionnante. Hisense se réjouit d’être le bras droit des candidats, tout en aidant les Sud-Africains à repenser leur vie quotidienne avec des appareils fabriqués localement qui intègrent des technologies de pointe, un design de qualité et un service chaleureux », a déclaré Patrick Hu, directeur marketing d’Hisense South Africa.

Doté d’une fonction d’auto-allumage et de conception du contrôle avec des boutons avant peu encombrants, les plaques de cuisson Hisense HHU60GAGR permettra aux participants de gagner du temps et d’optimiser leur zone de cuisson tout en préparant rapidement de nouveaux plats inventifs. Le support de casseroles en fonte assure la stabilité des ustensiles de cuisine et la technologie Flame Failure protège les chefs tout au long des 20 épisodes de la saison.

En ce qui concerne la cuisson, le four Hisense BI5223BB cuit les plats rapidement et uniformément avec son ventilateur turbo chauffant, tout en offrant les mêmes qualités qu’un four à bois avec sa forme de cavité unique. Couplé avec le Cooling System Plus, la porte intérieure amovible en verre et la fonction de nettoyage à la vapeur, le four est en mesure de relever tous les défis dans la cuisine MasterChef ou à la maison.

Hisense SA lancera une série de campagnes, y compris des campagnes numériques, des annonces Competition Promotion, DSTV et YouTube, afin de promouvoir ses produits, couvrant la télévision ainsi que les produits blancs. Les autres appareils électroménagers de Hisense, tels que le four Hisense HBO60201, les plaques de cuisson Hisense H60STEB, l’extracteur Hisense HHO60PABL et la cuisinière indépendante Hisense HFS90GA5ES, deviendront également des attractions pendant le partenariat.

La quatrième saison de MasterChef South Africa verra s’affronter 20 concurrents au cours de 20 épisodes pour un grand prix de 1 million de rands et le titre convoité de MasterChef. La dernière saison accueillera également un tout nouveau jury, qui inclut la célèbre cheffe, styliste culinaire et autrice primée Zola Nene ; le chef primé du restaurant The Restaurant at Waterkloof, Gregory Czarnecki ; et la légende culinaire sud-africaine et rédactrice en chef du magazine Fresh Living, Justine Drake.

La première émission de la saison 4 de MasterChef South Africa sera diffusée le lundi 28 février 2022 sur M-Net (DStv Channel 101) à 18 h 00.

SudanPost.com: We stopped from entering Addis Ababa to avoid bloodshed – Debretsion

ADDIS ABABA – The leader of the rebellious Tigray People’s Liberation Front (TPLF) Debretsion Gebremichael has dismissed suggestions that the Ethiopian federal forces thwarted their last year’s advance on Addis Ababa saying the group decided to drop their bid to capture the capital “to avoid bloodshed.”

Ethiopian federal forces in November 2020 decided to launch a law-enforcement operation by removing the Tigray People’s Liberation Front (TPLF) from power in the region after the group’s military wing attacked a federal army base in the northern region.

The Ethiopian federal forces entered Mekelle and the TPLF retreated to mountainous areas of the region, but a few months on, the group made an unexpected come back pushing the Ethiopian federal forces to Afar and Amhara region sparking concerns that Addis Ababa would fall to the rebels.

Late last year however, the Ethiopian federal forces launched an offensive led by Prime Minister Dr. Abiy Ahmed pushing the rebels out of the Afar and Amhara regions, but the group made yet another announcement last month saying it had returned to Afar to thwart attacks against Tigray regions from the border areas of Afar.

Speaking on the BBC News Hour on Saturday, Debretsion dismissed that they were defeated and said they refused to enter Addis Ababa because the international community had advised them that there would be bloodshed if they were to proceed and that they withdrew to give peace a chance.

“Our withdrawal didn’t mean that we were weak, we were giving peace a chance, no military force has pushed us, we have simply withdrawn. We were on the offensive, we were moving forward but we said ‘let’s hold’, the international community was saying stop, don’t move to Addis Ababa [because] there would be a bloodshed, so, it was a decision to give peace a chance,” the rebel chief said.

•pv> ‘Systematic destruction’

When asked if his group is ready for investigation into alleged war crimes by the parties to the conflict, Debretsion welcomed any investigation, but said there was difference between the crimes committed by the federal government’s forces in Tigray, and those committed by his forces in the regions of Amhara and Afar.

“We say we are ready for the scrutiny, we are ready for the investigation but that is not in parallel with what has happened in Tigray because in Tigray they have done atrocities,” Debretsion said.

“[By being ready to be investigated] we are not saying that what has been done in Tigray has also been done in Afar and Amhara, no, what has been done in Tigray is completely different because what has been done in other areas could be indiscipline issues, while what has been done in Tigray is systematic destruction,” he added.

The rebel chief further said the current presence of the Tigray People’s Liberation Front (TPLF) in Afar region is for defensive purposes because Eritrean forces and regional forces have been crossing frequently to Tigray region and his forces returned to part of Afar to end those attacks by the federal and regional forces.

“Our mission in Afar is defensive, we have been attacked several times for several weeks by Special Forces from Afar, Eritrean forces and militias from Afar were conducting operations against our forces, they were crossing into Tigray borders, they were obstructing humanitarian supplies, they have killed hundreds of Tigrayans, they have looted properties, thousands have been arrested and raped,” he said.

“So finally we have to respond for security reasons, we have to remove those who have crossed into our territory, we have to remove and attack those who are in the proximity of Tigray,” he added.

~~~~~~~~~~~~

•> After you led thousands of people to death, you simply said “we returned because the international community advised us to do so”. Is that your justification your are going to give when Afar, Amhara, Tigray … mothers asked for the whereabouts of their children? That is so pity.

One Reply to this jockey Post on Debrich.

Source: Dehai Eritrea Online

ValdaiClub.com: Both Sides Could Lose in the Conflict in Ethiopia

“On a January day in 1900, Russian traveler and military officer Alexander Bulatovich was having a conversation with Emperor Menelik II of Ethiopia, during which he laid out his thoughts concerning public governance, the army and defending Ethiopia’s northern and northwestern borders. Bulatovich expressed his thoughts in the blunt manner of a military man, making many openly critical remarks. Bulatovich eventually allowed himself one criticism too many, causing the emperor to exclaim: “Why are you telling me these frightening things? What kind of advice is that? Just give me some advice, and leave that aside.”

••••••

This episode from the history of Ethiopia’s relations with the outside world is reminiscent of the current state of affairs. The conflict between Tigray national regional state (kilil) and the federal government continues unabated. The United States and Russia are calling on the parties to sit down and talk, citing the dire humanitarian consequences of the conflict. In its statement on the current situation, the UN Security Council also mentioned possible negative effects and risks, since the conflict directly or indirectly impacts Eritrea, Sudan, Djibouti and Somalia. However, the deafening calls by the leading powers and international organisations to strike a compromise (just like the “frightening things” above) remain unanswered by Tigray.

•pv> Everyone doubled down

The parties to the conflict were unmoved by the increase in external pressure, which was quite expected. The Tigray Defence Force (TDF) conducted major operations outside the towns of Dese and Kombolcha in Amhara regional state, which were controlled by the Tigrayans from October 30 to December 6, 2021. Even though these towns are more than 400 kilometres away from Addis Ababa, the capital of the country, the strategic situation has changed dramatically. Much of Ethiopia’s overland export/import supply line passes through Dese and is part of the direct route to Djibouti. Although the road leading to the capital has an alternate route, the Mille-Awash highway, as a result of operations that have been carried out, the Tigray Defence Forces (the military wing of the Tigray People’s Liberation Front) managed to significantly limit the federal government’s ability to bring in foreign currency, not to mention the necessary imported supplies.

The strategic situation has changed not only because of the takeover of these two towns, but also the imminent defeat of a significant portion of the federal forces and militia from southern and eastern regional states. On October 6, 2021, the federal authorities announced the start of the “last offensive” on Tigray. We know now that it failed. Instead of its “final retreat,” the Tigray Defence Force announced the formation of a political alliance with other ethnic rebel organisations (primarily the Oromo Liberation Front). On November 4, in an interview with the BBC, member of the Central Committee of the Tigray People’s Liberation Front (TPLF) Getachew Reda upped the stake considerably when he said they are not interested in taking the capital, though…

Faced with these setbacks, the federal government introduced, on November 2, a six-month state of emergency. Prime Minister Abiy Ahmed took to social media to accuse the TPLF and its new allies of destroying the country and seeking to repeat the mistakes of Libya and Syria. Meanwhile, his posts on Facebook and Telegram revealed that he understands the complexity of the situation: “It would be foolish to expect the army which is all alone (without the active support of society – author’s note) to declare victory.” Clearly, for several days the federal government was at a loss of what to do next, limiting itself to thorny philippics against the TPLF and calls for more victims in the name of victory. In the following weeks, soldiers and officers were called up by the Ethiopian National Defence Force – the federal authorities were able to stop the offensive from the north. But the very fact that the TDF is taking strong action in key areas shows that the previous strategy to contain the Tigray issue within certain geographical boundaries has failed, and the federal government has yet come up with a new strategy.

But despite this series of setbacks, it remains determined to destroy the TPLF and its allies. Federal media liberally use epithets like “rats,” “terrorists,” or “forces of destruction” to describe the federal government’s opponents. Prime Minister Abiy Ahmed’s call to “stop, reverse and bury the terrorist TPLF”, which was deleted by Facebook, was widely covered by national and international media. The country’s government is still capable of doing this since it enjoys absolute air and troop superiority.

•pv> Ghosts of 1991

After several defeats suffered by the federal government, many analysts recalled that in May 1991, the TPLF had already taken over Addis Ababa, which was also preceded by bloody clashes with the government. On the surface of it, the conflicts look similar: in the 1980s, the government of socialist Ethiopia bombed areas outside of its control, and the TPLF gradually liberated rural communities and recruited the war-weary rural poor into its ranks.

First, the TPFL enjoyed broad support among regional players, such as Somalia, Sudan and the Eritrean separatists. Political assistance was no less important than financial assistance and supplies. In 1991, the Eritrean and Sudanese leaders mediated contacts between the TPLF and the Oromo rebels in the first weeks of forming the new government in Ethiopia, when the sheer number of differences in the victors’ camp threatened to lead to a new round of clashes.

The current realities are starkly different, since Somalia and Sudan are preoccupied with internal problems and lack strong consolidated governments capable of taking any of the possible position on the conflict between Tigray and the federal government. Eritrea took the side of Addis Ababa, not the rebels, from day one of the conflict.

Second, in recent months, however, military luck has turned away from the Tigray Defence Force. Operation Sunrise failed in August 2021. Its goal was for the Tigray units to access Lake Tana (located to the west along the Weldiya-Wereta highway) and cut off direct transport links between the Amhara state and the central regions of the country. With great difficulty, the TDF units reached the town of Debre Tabor which is located 30-40 kilometres away from the final destination, but were then forced to retreat almost 100 kilometres to the east. The failure of Operation Sunrise had little to do with the federal troops’ actions. The expert resistance offered by the Amhara state security forces, the militias and youth brigades of the Amhara ethnic group was enough to get the job done.

Third, in 1991, the attitude towards the TPLF in Ethiopia was more neutral. Even though socialist Ethiopia’s state propaganda did quite a lot at that time to demonise this organisation, the population did not always trust information from official sources. Today, the TPLF is, in fact, a former ruling party, which has been leading the country towards a brighter future for 27 years.

A huge number of complaints against the TPLF have piled up over this period, especially in large cities in southern and southwestern Ethiopia. After Abiy Ahmed came to power in 2018, a new campaign to demonise the TPLF began, this time marked by broad-based social support.

Taken together, these factors make the federal government’s position more stable, despite military setbacks and greater diplomatic pressure from outside players.

•pv> Playing chicken?

Game theory offers a wonderful model called “chicken,” when players threaten to inflict maximum damage on each other until one eventually backs down. The point of “chicken” is to create extreme tension which causes one side to make a mistake. We can understand the situation in Ethiopia through this lens. On the one hand, the federal authorities have outlawed the TPLF, destroyed almost the entire business network operated by the Tigray party functionaries and are waging war with them to the bitter end. On the other hand, Tigray and its new allies are accusing its opponents of genocide, gradually cutting off the federal centre from international trade, and making statements about the need for a constitutional overhaul. Winning this game is possible only in the case of mutual concessions. Any other scenario will imminently lead to the defeat of one or both sides. Since the federal and Tigray governments are raising the stakes and rejecting compromise, only the worst-case scenarios remain on the table.

Three factors suggest that Tigray’s southward offensive is likely to fail.

First, the TPLF detachments are spread to the south from Tigrayan motorway towards the capital for tens of kilometres, which makes them extremely vulnerable to a possible attack from the west. Even if this attack is carried out by a contingent of the Amhara state security forces without the support of federal troops, it could stop the advance of the Tigray Defence Force and, provided favourable circumstances, cut off a significant portion of the units from the parent state in the north.

Second, the TPLF allies can be extremely unreliable. Among the nine organisations that formed the United Front of the Ethiopian Federalist and Confederalist Forces , there is no clear understanding of the ultimate goal of the confrontation – it can be either a transitional government or talks with the current government. Moreover, in addition to the TPLF, the new alliance includes the powerful Oromo Liberation Front (OLF), which has a similarly long history of guerrilla warfare, including under TPLF rule.

In a bipolar structure like that, the ethnic organisations may well get distributed between two centres of gravity where political associations of the Agaw, Afar and Kemant ethnic groups will gravitate towards the TPLF, while those of the Somalis and Sidamas will gravitate towards the OLF. Given the uncertainty over goals, the emergence of dividing lines in a new anti-government alliance is all but unavoidable.

Third, resistance to TPLF operations will grow as they get closer to the densely populated highlands in central Ethiopia. One gets the impression that TDF is most effective in mountainous and rural areas, while operations within a radius of 200 kilometres from the capital will require completely different material and organisational resources that the Tigray forces simply do not possess yet.

There is a number reasons the federal government may fail. Following a series of resignations and dismissals of high-ranking supporters of the former regime, the military command of the Ethiopian National Defence Forces was essentially incapable of military planning, namely, to concentrate the forces and means necessary to eliminate clear threats, or to set and pursue several objectives at once. The current federal government’s situation is a direct outcome of failures in military planning, and prospects for improvement are slim, since Prime Minister Abiy Ahmed has no other staff to rely on.

The worsening socioeconomic situation in the country and weakening support for the current government are another reason. Amid the pandemic, GDP per capita dropped to 2014 levels, and inflation grew by 15 to 20 percent annually. [World Bank data. ]. According to the UN Office for the Coordination of Humanitarian Affairs, droughts and locust infestations in eastern and southeastern Ethiopia in 2019-2021 put at least 12.9 million people on the brink of starvation, or, in UN terminology, “are expected to face high levels of acute food insecurity.” In addition, Ethiopia is home to 4 million internally displaced persons, concentrated in the country’s central and southwestern regions. Many forced migrants have been unable to return home for years now and remain in tent camps, upsetting the locals. Disturbances between them have been quite commonplace for a long time now. Add to that the numerous disagreements and clashes between ethnic groups, and it appears inevitable that the current federal government’s base of support will continue to shrink, making it harder to mobilise resources and maintain numerical supremacy over the Tigray Defen?e Force.

The loss of both sides after inflicting maximum damage on each other is the worst outcome in the “chicken” scenario. Since simultaneous mutual destruction is unlikely, developments in Ethiopia may unfold as follows. The land between the town of Weldiya and Debre Birhan will turn into a zone of instability with a patchwork of areas controlled by the TDF, OLF and forces loyal to Abiy Ahmed’s government (mainly from urban areas). This will create something of a buffer zone between direct parties to the conflict and keep it localised. However, local conflicts tend to spread, and that would aggravate numerous pockets of confrontation in the states of Afar, Somali, Oromia, and Benishangul-Gumuz. In the worst-case scenario, the federal government will be able to maintain effective control only over the central or even southwestern part of the state of Ethiopia.

An outcome in which both sides lose would set Ethiopia back decades in terms of socioeconomic development. Amid limited access to international trade and capital markets (with the route to Djibouti blocked, air travel and an unfinished transport corridor to the Berbera Port in Somaliland is what remains operational), the federal government will be forced to significantly reduce its social obligations and infrastructure plans. In its zone of control, the TPLF on its own will not be able to rebuild infrastructure and help the regions impacted by the war, droughts, and locust invasions.

•pv> In place of a conclusion

Based on the above, this much is clear.

First, the defeat of at least one party to the conflict (and worse yet, two) is fraught with serious political and economic consequences for the Horn of Africa’s largest country.

Second, the federal government and the Tigray authorities have so far continued to be uncompromising. In “chicken” game model, there is no pain-free way out. Much more perseverance, ingenuity and patience will be required from the international community and the African Union if they really want to influence the course of the conflict in Ethiopia. Space for compromise will have to be created where almost none existed prior. And this work cannot be postponed indefinitely.

More than a century ago, the Ethiopian emperor Menelik II turned away Bulatovich’s frank advice regarding war and territorial administration. But this does not mean that the emperor did not take similar ideas in. There was a Swiss man named Alfred Ilg at the Ethiopian court who was able to convey similar ideas in a softer and more convincing way. Perhaps all is not lost for Ethiopia today, either.

Views expressed are of individual Members and Contributors, rather than the Club’s, unless explicitly stated otherwise.

Source: Dehai Eritrea Online

Young and Creative Chinez

• “From us, by us, within us, we have all the power and resources to be recognized internationally” Music composer, Mussie Mekonen (Chinez)

Born in 1993, Mussie Mekonen, better known by his nickname, Chine, got introduced to music just right when he started talking as a child. By the time he got to be a 4th grader, little Chinez started to play musical instruments. He was inspired by his musician parents, both freedom fighters, knew his ways around studios and got a four-year music lessons starting from the 8th grade. After he graduated from the music school he went to Sawa. Since 2009, he has produced music for almost all Eritrean artists, whose songs have become famous and gone viral, earning the singers a good name here and abroad. After all those years of staying in the studio, he finds it hard to know how many works he has produced over the years.

Chinez is the pianist of Walta Cultural troupe and is here with us today.

• A 4th grader in the studios and performing at a Concert

I came from musician parents, both freedom fighters. My dad worked at the Cultural Affairs music and light system. My mom was a singer with the cultural troupes during the armed struggle for independence.

An interest in music came naturally to me as I grew up watching my dad work with various musical instruments. Everything was easy for me since I had all the opportunities and musical instruments around me. When I was in 4th grade, I learned the Sudanese drum that is played by holding between the legs, the Derebuka drum. This is one of the instruments I learned to play first.

Sibrit Cultural Troupe, one of the elite cultural troupes in the country, trained at a cinema in our neighborhood. As kids, we used to watch them rehears during the day and in the evening we gathered around and imitated their beats and everything else using instruments we made out of tins. We played and practiced by ourselves for quite some time, and before long I got into a studio along with some of my friends who were selected out of our school and had proper training. We were the students who had skills to play the drum. I was a bit better than the others and was the one supervising. We had a successful concert at Bahti Meskerem in 2004.

• Learning Music and what it takes to produce good music

I was a member of our school’s music group, and I decided to get proper music lessons from Asmara Music School. I started my music lessons when I was in 8th grade and went to Sawa, the 25th round, after graduating from the music school where I had been for four years. I specialized in playing the piano, and during my spare time, I continued to learn to play the drum; and I did well on both. Later on, after my journey to Sawa, I became a member of Sawa Musical Troupe and continued my membership during my stay there. Although I Started out as a pianist, I started playing the bass guitar as there was no one to play it. So, I came back to Asmara having learned to play the bass guitar pretty well.

I believe that it is best for a musician to master a specific musical instrument and study it thoroughly. However, here we try to experiment with different types of instruments and try to work with it. For instance, I play the piano, Kirar (a traditional music Instrument), bass Kirar, derebuka (Sudanese Drum), Wata (a traditional Instrument), begena (a traditional instrument used in the church), live drum, Emni ketsela (another traditional instrument used in the church), lead guitar, and bass guitar. As I said, even though I know how to play those instruments well, I play professionally only five of the instruments: Kirar, keyboard, derebuka, begena, live drum.

• Team Work for all the great works, he preaches.

As a composer, the first thing one should do is ‘know the lyrics.’ What is it saying? What kind of emotions does one wish to convey? How do you get the public to feel what the writer is feeling? I believe team work is essential for a great music to be produced. Our elderly musicians used to discuss and share ideas, and I believe that is one of the main reasons their music is still popular and recognized by the public, even many years after they were produced. Music is vast; there are a lot of things we can experiment with using our resources. But if one plans to do it alone it is just going to remain a work of a single mind, with a single perspective. I cannot stress this enough — working together makes us brighter and sharper. That is the only way we all can get to the top of whatever goal we set for ourselves.

Over the years I have spent my days at the studios, which is every day of my life since I was very young. I have worked with almost every Eritrean artist here and abroad. But I honestly can’t keep track of the number of music I have produced for them, but it is definitely more than 700. Fortunately, my works have been accepted by the public so greatly and have added fame to the artists.

• Experimenting our Traditional Side

Yatana Cultural Troupe was the Ministry of Education’s Musical group. Later, in 2012, the group became Boba Musical Group, and had many great young artists. What made the band unique was all its musical instruments were traditional. We tried to show the world that our traditional musical instruments can be used to play modern styles of music: Eritrean modernized music, African music, jazz, Arab beats, etc. We can play it all with our instruments. That was our main goal. Our band grew to be famous and had many concerts that earned us a great deal of appreciation from the public. We were even invited to the President’s office to perform.

Representing the Central region, our band participated in competitions at the National Festivals. In many of the competitions we have won first place for years. I regret to say that due to many challenges, Boba band couldn’t go on. However, I have seen at least three bands that want to follow in the kind of path our band followed. Hopefully, attention would be given to such troupes because we have all the resources to go global and introduce our tradition, traditional music and culture and everything that goes with it.

• Chinez’s tips and gratitude to the public.

Like I said, all artists are driven by the same goal. We all want to bring out the best artistic work. I hope we all can agree to come together and work hard for the common cause, taking the music industry to a greater level. For that to happen, we need to be a team. We shouldn’t waste our time competing against one another; we all need to compete for the bigger picture.

Also, before everything else, I would like to thank the almighty God for everything that has happened in my life. Also, thanks to my parents for all the support and motivation I got from my young age. I would like to thank everyone who has been there for me from the beginning. I would like to give my atmost respect. Everything that I am and everything that I am able to do is because of all the support and motivation I got from every single person who has contributed in my life in any kind, a smile, or a good heart, or financial and material support. Thank you.

Source: Ministry of Information Eritrea