An Investigation of Ghana's Tourism Positioning

Blankson, Charles; Owusu-Frempong, Yaw; Mbah, Chris

doi:10.1300/j156v05n02_07

Cited by 8 publications

(3 citation statements)

References 18 publications

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“…The U.S. Central Intelligence Agency's (CIA) The World Factbook (2010) estimates that in 2009, Ghana had a population of about 24.3 million, a GDP of US$15.51 billion, a real GDP growth rate of 3.5%, a per capita GDP of US$1500.00, and an inflation rate of 19.3%. Although Ghana is considered one of the fastest growing economies in Africa (Blankson, Owusu-Frempong, & Mbah, 2004), the country is highly dependent on foreign aid and assistance.…”

Section: Ghana: the Economic Sociocultural And Political Environmentmentioning

confidence: 99%

Firm-Specific Managerial Experience and the Social Capital–Performance Relationship in a Sub-Saharan African Transition Economy

Acquaah

Appiah-Nkrumah

2011

Journal of African Business

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The authors examine the direct and moderating effects of firm-specific managerial experience on the relationship between social capital and performance. Using data from Ghana, the findings show that social capital from bureaucratic officials and community leaders, as well as firmspecific managerial experience, have a positive influence on performance, while social capital from politicians has a negative influence on firm performance. Furthermore, firm-specific managerial experience positively moderates the relationship between (a) social capital from politicians and performance, and (b) social capital from community leaders and performance. Therefore, firm-specific managerial experience attenuates the detrimental effects of social capital from politicians on performance. The findings contribute to knowledge in the social capital and resource-based view literature.

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Section: Ghana: the Economic Sociocultural And Political Environmentmentioning

confidence: 99%

Firm-Specific Managerial Experience and the Social Capital–Performance Relationship in a Sub-Saharan African Transition Economy

Acquaah

Appiah-Nkrumah

2011

Journal of African Business

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“…While research into market orientation and marketing practices in general have received relatively good attention in some parts of Africa, including Ghana, in the past two decades, the same cannot be said of positioning (Blankson, ; Blankson, Owusu‐Frempong, & Mbah, ). Recent studies that focused on particular sectors of some chosen countries looked at competition in general and often relied on secondary literature (Kastner, ; Mpoyi, Festervand, & Sokoya, ).…”

Section: Introductionmentioning

confidence: 99%

“…Recent studies that focused on particular sectors of some chosen countries looked at competition in general and often relied on secondary literature (Kastner, ; Mpoyi, Festervand, & Sokoya, ). The study by Blankson et al () focused on the positioning of Ghana as a tourist destination within sub‐Saharan Africa; this was not specific to organizations operating in Ghana. All the known positioning typologies (Appendix 1), without any exception, whether conceptual, managerial, or empirically based, were developed in developed‐country settings (Blankson, ; Blankson & Kalafatis, ; Kuada & Buatsi, ).…”

Section: Introductionmentioning

confidence: 99%

Alternative Positioning Strategies for Services in Ghana

Coffie

Owusu‐Frimpong

2014

Thunderbird Intl Bus Rev

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In spite of its acknowledged importance for the success of the organization, there is little evidence of studies into positioning in sub‐Saharan Africa. This research presents the results of an empirically based study that employed a mixed method of qualitative in‐depth interviews of managers, and quantitative method of exploratory factor analysis to the data from consumers of services in Ghana. The resultant typology has three positioning strategies: service reliability, social responsibility, and branding. Organizations that adopt these positioning strategies are likely to benefit from the increasingly competitive Ghanaian service market. © 2014 Wiley Periodicals, Inc.

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A longitudinal examination of positioning strategies in a liberalized developing African economy: The case of Ghana

Blankson

Strutton

2010

Thunderbird Intl Bus Rev

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This article examines the nature of positioning strategies pursued by companies (domestic and foreign) conducting business in a liberalized developing African economy, Ghana, over a ten‐year period. Specifically, this research deals with the aggregate behaviors of firms operating in Ghana's post‐SAP (structural adjustment program)‐induced environment. The findings reveal that the dominant positioning strategies are the brand name (branding tactics) and value for money (affordability). However, more recently, attractiveness, which implies elegance about the offering, has also emerged as a prominent positioning strategy. Evidence that supports the robustness of companies' adoption of positioning strategies within sub‐Saharan African economies is also developed. The results also suggest that firms doing business in sub‐Saharan African marketplaces characterized by an open and liberalized business climate have no choice but to become competitive in their positioning and with the aim of targeting the mass market and the lower‐middle‐class target audiences. © 2011 Wiley Periodicals, Inc.

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An Investigation of Ghana's Tourism Positioning

Cited by 8 publications

References 18 publications

Firm-Specific Managerial Experience and the Social Capital–Performance Relationship in a Sub-Saharan African Transition Economy

Firm-Specific Managerial Experience and the Social Capital–Performance Relationship in a Sub-Saharan African Transition Economy

Alternative Positioning Strategies for Services in Ghana

A longitudinal examination of positioning strategies in a liberalized developing African economy: The case of Ghana

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