THE MARKETING OF DISTRICT ASSEMBLIES AS ATTRACTIVE LOCATIONS FOR TOURISTS AND BUSINESS IN GHANA, THE CASE OF EJISU-JUABEN MUNICIPAL ASSENBLY

 CHAPTER ONE

  INTRODUCTION

1.1. Background of the study

In the quest to ensure effective and efficient administration and development of Ghana, the country has witnessed various forms of local government administration since pre-colonial era to date.
The present local government system was born by the Local Government Act, 1993, Act 462. The Metropolitan\Municipal\District Assemblies (MMDA) has been established as a monolithic structure to which is assigned the responsibility of the totality of government to bring about integration of political, administrative and development supports needed to achieve a more equitable allocation of power, wealth and geographically dispersed development in Ghana.
Their functions are deliberative, legislative, and execution in nature (NALAG, 2009). This is in line with the work of Kotler et al (1999), who asserted that, Municipalities, historically have focused on  investing in economic  development for the region rather than marketing  designated to attract people to the Municipalities (Gidlund and Issraelsson 2009). Rogerson (2007) in his article indicated that, since 1994, South Africa has given considerable attention to issues concerning Local economic development. Several researchers has also pointed out the importance of politicians being able to provide statistical evidence that the cost of marketing the place will surpassed by economic gains from new businesses, new residents or tourist attracted to the place (Gidlund and Issraelsson 2009).

However, in this age of globalisation characterised by Information communication Technology, marketing a District Assembly to attract tourist and businesses has become imperative. Bramezza (1996) agree that, the environment for towns and cities are reshaping due to fundamental changes in the economy, technology, demography and politics. According to him, these changes have induced competition between towns and cities at regional, national and sometimes international scales; he mentioned that, increasingly cities and towns behave in logic of competition in a highly dynamic and complex environment (Berg and Braun1999). In such a competitive environment, Berg and Braun continued that policies of local governments need to be more market-oriented with an eye to chances, and threat bearing in mind the cities strength and weakness. Cities and towns are waking up to the fact that an entrepreneurial and anticipatory policy is called for to cope with urban and regional; competition. They furthered that, the past two decades have witnessed a growing number of  cities and towns acknowledging that marketing could be a powerful instrument in such a new style of urban management. Ward (1998), agreed and discussed the fact that place marketing historically has not been used by Municipalities, much at all, but that by the end of the 20^th century; it became more common for Municipalities to market themselves.

To some politicians and city administrators (Berg and Braun 1999), the use of marketing as an instrument for urban policy is at least controversial. They fear that, selling out to the business community conflict with the public responsibilities of (local) government. Some scientists also doubt its merit. Philo and Kearns (1993) talk of a process of manipulation whereby urban bourgeoisies are seeking to mobilise segments of culture, history and locality in the competitive selling of places both to outsiders (to attract capital) and to insiders (to legitimate redevelopment) ( Berg and Braun 1999). Such criticism does not take full account of the fact that cities, have always existed within some `form' of market, as have the people and organisations that make up the cities. Moreover, the culture, history and locality are partly the result of the evolution of these markets. They associate the `selling of places' with insensitive `commodification of places'. By commodification, they mean the idea of places as bundles of social and economic potential competing against one another on the open market for a share of capital investment. However, cities have their origin in the concentration of human and hence trading activities and it cannot be denied that the concentration of economic and social and cultural potential has made cities into what they are today (ibid).

 Ghana’s District Assemblies have over the years aspired to become and remain attractive places for (potential) residents, businesses and visitors. In Ghana, there are three levels of government administration namely: National (Central government), which administer from Accra (the capital city of Ghana); Regional, there are ten regions in all, and: Local government system (District Assemblies), which is a four-tier Metropolitan and three-tier Municipal/District Assemblies structure. District Assemblies in Ghana are Metropolitan (population over 250,000), Municipal (one-town Assemblies with population over 95000) or District Assemblies (population 75,000 and over). There are six (6) Metropolitan Assemblies, thirty-one (31) Municipal Assemblies, and one hundred and twenty-nine (129) District Assemblies (NALAG 2009). Perusing through literature, it was realised that the subject area is called either Place marketing or Destination marketing depending on the author that wrote the text (Gidlund and Issraelsson 2009). The two terms is considered synonymous and will use them interchangeably as already done. It must also be noted that, the term place/Destination/Municipal will be use to refer to District Assemblies (including Metropolitan, Municipal or District Assemblies) as defined by NALAG.

1.2. Problem statement

In recent times in Ghana, a lot of people have called on District Assemblies to be business-oriented. What this implies is that, it is time District Assemblies start establishing some functional areas (especially Marketing Department) of business management as part of their normal administrative structure.  District Assemblies should be run on the same line as corporate entities. This is the surest way to reduce poverty, create employment, and also to generate adequate revenue to embark on social, economic, and physical infrastructural development.  The era, where business magnates seek which place to site their factories\plants based on factors such as nearness to source of raw materials is long dead and gone. Improvement in domestic and international transportation systems, technological advancement, free market economy, democracy, among others, have made it possible for businesses to site their plants\service premises far away from their source of raw materials and yet operate, economically, efficiently, effectively, and value for money. 

District Assemblies have over the years focused on their traditional role of providing political governance, but have neglected the task of marketing their places for businesses and tourist attraction.  This has led to the concentration of businesses and tourism sites to only few places, especially in Accra and Tema, where government activities seem eminent. The result have been the underdevelopment of most District Assemblies, although, almost all District Assemblies have both business and tourism potentials. This has led to the perpetuation of poverty, unemployment, and rural-urban migration.  Another major problem of Place marketing in Ghana is that, not much literature have been written on the subject area in the country, therefore some Managers of District Assemblies do not see the importance of marketing their Districts to make them attractive locations for businesses and tourists. This work will therefore help to bring out the importance of marketing District Assemblies as attractive destinations for businesses and tourists.

1.3. Objectives of the study\ purpose of the study

Based on the statement of problem, the objectives of the study are to:

1. To identify the marketing practices of Ejisu-Juaben Municipal (EJM) Assembly

2. To evaluate the marketing practices of EJM with respect to tourism and businesses attraction.

3. To Make appropriate recommendation on how to improve on the marketing practices of Ejisu-Juaben Municipal Assembly.

1.4.      Research questions.

1. What are the Marketing practices of Ejisu-Juaben Municipal Assembly?
2. How does Ejisu-Juaben Municipal Assembly market itself in order to attract tourists and businesses

1.5. Justification of the Study/Importance of the Study.

 A study of the marketing of District Assemblies in Ghana is important because of the benefits it will bring to the following stakeholders:

Firstly it will enable Management of District Assemblies to pay urgent attention to place marketing. They can also use this research as a framework for effective study into place marketing and management of place customers (that is tourists and businesses).            

Secondly, the report will serve as a base for academicians who want to conduct studies into place marketing in similar fields. Also since not much has been done in this area, it will help fill the seemingly academic gap that has been created, therefore contributing to knowledge.                                        

Thirdly, the study will serve as input for policy formulation especially by government to regulate District Assemblies.

Also, the report will assist individuals who want to conduct similar studies.

 1.6. Scope of the study.

The study will be holistic single case study. The study will focus on Ejisu-Juaben Municipal Assembly as a single case study. The selected Municipality provides typical Metropolitan/Municipal/District Assemblies that can be marketed to attract tourists and businesses.

1.7.      Limitations of the study.

The major constraint of this work was financial constraint. There was also a problem of explaining every key word to the level of understanding of the respondents. Because of this the researcher administered each questionnaire personally. Also getting the NBSSI officer was difficult because of his ill-health.

1.8. Organisation of the study.

  The study comprises five chapters;

The Chapter 1is introduction; dealing with all sub-units identified from ’1.1 Background of the study’ to 1.8 organisation of the study. Chapter two gives a theoretical view of place marketing; some marketing practices of marketing organisations; attracting tourists to a place; and attracting businesses to a place. Chapter 3 introduces the research methodology and organisational profile dealing with all sub-units identified from 3.0 introductions to methodology to 3.10 organisational profiles. Chapter 4 will deal with data presentation, analysis of response and discussion of results. Chapter 5 will then focus on summary of findings, the conclusion reached, and appropriate recommendations made.

CHAPTER TWO:

    LITERATURE REVIEW

2.1. Introduction.

In this section of the thesis, a theoretical frame of reference has been built from previous studies on marketing. The theories lifted out in this section will be used in order to form suitable theoretically motivated questions for the study. They are presented in five different sub-sections; 2.2 to 2.5. In the first sub-section theories’ regarding the subject area called place marketing is presented. This is followed by 2.3 some practices of marketing organisations, 2.4 how to attract tourists to a place, and 2.5 how to attract businesses to a place. It must be noted that not every theoretical frame of reference will be use in designing appropriate questions, especially where a particular theoretical framework relates more to product marketing rather than place marketing.

2.2. Place Marketing.

According to Kotler et al (2002), Place marketing means designing a place such as municipalities to satisfy the needs of its target markets. He added that, it succeeds when citizens and businesses are pleased with their community, and the expectations of visitors and investors are met (Rainisto 2003). The potential target markets of place marketing are in this study defined as place customers, which are producers of goods and services, corporate headquarters and regional offices, outside investment and export markets, tourism and hospitality, and new residents (ibid).

Morgan et al (2002), claim that the selling proposition of a destination has to be sustainable, believable, and relevant (Gidlund and Issraelsson 2009). For Berg et al (1999) towns must make themselves as attractive as possible in all respects: as a residence (also for the higher educated), as a location for business companies, as a location for investment, and as a city where business and non-business visitors like to stay for a few days.

 “According to Kotler et al (1999), there is a positive correlation between new businesses and new residents. Ek and Hultman (2007) support this and state that by new businesses moving to Municipality, people will be attracted to it since there will be jobs waiting for them if they move there” (Gidlund and Issraelsson 2009). Kotler and Keller (2006) asserted that, financial success often depends on marketing ability. Berg and Braun (1999) agreed and added that, for cities and towns to compete very well in attracting businesses and tourists, they must be marketing-oriented (thus adopting some marketing practices).

2.3. Practices of Marketing-Oriented Organisations.

Lovelock and Wirtz (2004) mentioned the marketing practices of service organisations to include the use of the following: STP model; Marketing mix; branding techniques; marketing research; SWOT analysis; marketing communication strategy; and strategic plan.

2.3.1. The use of Classic STP model.

 According to Kotler and Amstrong (2008), every organisation must decide who it wants to serve, and it does this through the use of segmentation, targeting, and positioning (STP) model.

i. Segmentation. Market segmentation can be defined as the process of dividing a market into distinct subsets of consumers with common needs or characteristics and selecting one or more segments to target with a distinct marketing mix (Schiffman and Kanuk 2009). Kotler and Keller (2006) agree and stated that, the starting point for discussing segmentation is mass marketing. According to them, in mass marketing, the seller engages in the mass production, mass distribution, and mass promotion of one product for all buyers. They argue that, mass marketing creates the largest potential market, which leads to the lowest costs, which in turn can lead to lower prices or higher margins. However, according to them the proliferation of advertising media and distribution channels is making it difficult and increasingly expensive to reach a mass audience. They continued that organisations are turning to micromarketing at one of four levels: segments, niches, local areas, and individuals (customisation). Schiffman and Kanuk (2009) believe that, when it comes to segmentation, nine major categories  of consumer characteristics provide the most popular bases for market segmentation namely: geographic factors, demographic factors, psychological factors, psychographic (lifestyle) characteristics, socio-cultural variables, us-related characteristics, use-situation factors, benefits sought, and forms of hybrid segmentation.

ii. Market Targeting. Once the organisation has identified its market-segment opportunities, it has to decide how many and which ones to target (Kotler and Keller 2006). However, Schiffman and Kanuk (2009) indicated that, to be an effective target, market segment should be identifiable, sufficient (in terms of size), stable or growing, and accessible (reachable) in terms of both media and cost. They continued that, organisations that use market segmentation can pursue a concentrated marketing strategy, differentiated marketing strategy, or counter segmentation. According to Kotler and Keller (2006), three other considerations must be taken into account in evaluating and selecting segments: segment-by-segment invasion plans, updating segmentation schemes, and ethical choice of market targets.

iii. Positioning. It refers to the development of a distinct image for the product or service in the mind of the consumer, an image that will differentiate the offering from competing ones and squarely communicate to the target audience that the particular product or service will fulfill their needs better than competing brands (Schiffman and Kanuk 2009). They believed that, successful positioning centers around two key principles: first, communicate the benefits that the product will provide rather than the products future’s features; secondly, develop and communicate a unique selling proposition-a distinct benefit or point of difference-for the product or service.

2.3.2. The use of 7Ps (marketing mix). The marketing mix consists of an organisation’s service and\or product offerings to consumers and the methods and tools it selects to accomplish the exchange (Schiffman and Kanuk 2009). The marketing mix has been traditionally identified with ‘the four Ps’. These are:

i. Product or service:   Schiffman and Kanuk (2009) stated that, the product or service are the features, designs, brands, and packaging offered, along with post-purchase benefits such as warranties and return policies. However, Berg and Braun (1999) stated that, one argument is that firms work with a clear definition of the product they offer and that cities lack a clear definition of their products, which leads to difficulties for the application of urban marketing. They continued the product could be office space, harbour facilities, an industrial estate or a shopping centre, but it could also be a museum, an arts festival or a sports event. One could create a long list of urban products. A company that considers locating within a city weighs a whole set of product attributes (value attributes in the vocabulary of the marketer). It is not just the office space, but also questions like: is it near a highway junction? Are there adequate schools for the children of our employees? The influence might be positive or negative depending on the different target groups.

ii. Place: is concerned with where the product or service is made available to the customer, or how the customer can obtain the service. The place facilitates the unhindered exchange of goods, services, and capital (tax holidays, free processing zones, no red tape, etc.) (Vaknin 2009).

iii. Promotion: According to Turkson (1997), promotion is that part of marketing mix which is basically concerned with informing and persuading consumers to buy products. Promotion, he continued involves all those activities which deal with creating awareness among existing and potential consumers of the existence certain products and persuading them to buy. He furthered that, promotion mix consists of four main tools namely: advertising, sales promotion, public relations, and personal selling. He added that, quasi promotion is often regarded as a fifth tool. Vaknin (2009) agree and stated that, promoting a place involves the advertising and dissemination of news and information, lobbying, public relations, media campaigns, among others.

iv. Price: pricing is one of the important components of marketing mix. It determines, to large extent, the success or failure of a product or service since it influences the sales volume for a product and subsequently, the profit margin. The word price has so many other different names such as, fees, rate, rent, tuition, dues, fare, toll, bribe, wage\salary, retainer, commission, interest, etc, reflecting on a particular service for which the price is paid (Turkson 1997). Vaknin (2009) added that, the price of a place must demonstrate a relative or absolute advantage in terms of return on investment.

v. Physical environment or service environment: service environment also called servicescapes, relate to the style and appearance of the physical surroundings and other experiential elements encountered by customers at service delivery sites (Lovelock and Wirtz 2004). Akomea (2009) added that, physical environment are the tangible and intangible elements that enhance service delivery.  Designing the service environment according to Lovelock and Wirtz (2004) is an art that takes considerable time and effort and can be expensive to implement. Akomea (2009) maintained that, the physical evidence serves as: the packaging material for service; communicates the quality of service before consumption; a brand or differentiation tool for the organisation; and adds value to the service delivery. He mentioned some of the service environment as: ambient conditions (these appeal to our senses but sometimes not seen), sounds, colour, scent, temperature, clever designs of these conditions can elicit desired behavioural responses among customers; spatial layout and functionality-space, layout, equipment, furnishing, etc; signs such as entry, exit and directions to products and services, symbols and artifacts.

vi. Process: creating and delivering product elements to customers require the design and implementation of effective processes. A process is the method and sequence of actions in the service performance (Lovelock and Wirtz 2004). However, Akomea (2009) gives a more expanded definition. He defined processes as “procedures, mechanisms and flow of activities that take place during the consumption of a service”. He maintained that some processes are simplified whilst others are cumbersome. He stated that it is the time-orientation part of services and as such it is important for service providers to educate consumers on why some simplified procedures become complicated. Lovelock and Wirtz (2004) also indicated that, a key tool in service design is blueprinting which is a more sophisticated version of flowcharting.  For them service blueprints clarify the interactions between customers and employees and how these interactions are supported by additional activities and systems backstage. They maintained that, blueprinting also gives managers the opportunity to identify potential process fail points, where there is significant risk of things going wrong and diminishing service quality.

vii. People: According to Lovelock and Wirtz (2004) many services depend on direct interaction between customers and organisations employees. The nature of these interactions strongly influences the customer’s perception of service quality. They continued that, service quality is often assessed based on customers interactions with front-line staffs, and successful service firms devote significant effort to recruiting, training, and motivating these employees.

2.3.3. The use of branding techniques.

Places can be branded like products and services (Gidlund and Issraelsson 21009). Place branding in place marketing aims especially at increasing the attractiveness of a place. There is no one accepted definition of a brand (Rainisto 2003).

Hankinson (2004) states that marketers have recognised and established that branding can make an effective contribution to economic growth of places such as towns (Gidlund and Issraelsson 2009,).

However, According to Gidlund and Issraelsson (2009), research made by Murphy, Moscardo and Beckendorff (2007) shows that the traditional model used for branding products does not translate directly to destination branding without modifications.

 They continue that, Blain and Braun (2005) have revised an old definition of destination branding by Ritchie and Ritchie. Their revised definition of destination branding states that:

Destination branding is the set of marketing activities that (1) support the creation of a name, symbol, logo, word mark or other graphic that readily identifies and differentiates a destination; that (2) consistently convey the expectation of a memorable travel experience that is uniquely associated with the destination; that (3) serve to consolidate and reinforce the emotional connection between the visitor and the destination; and that (4) reduce consumer search costs and perceived risk. Collectively, these activities serve to create a destination image that positively influences consumer destination choice. Rainisto (2001) agrees and define place branding as: bringing added attraction to a place, the central issue being to build the brand identity. But Morgan, et al (2002) claim that the selling proposition of a destination has to be sustainable, believable, and relevant (cited by Gidlund and Issraelsson 2009). According to Choi and Persson (2008) the core of place branding success is to build strong relationship between the brand and the public. It is important to have a close fit between the people’s physical and psychological needs since brand closely relates to perceived quality and values. Therefore to build strong relationship brand identity, brand positioning and brand image theory can be used to apply place-branding strategies.

Figure 2.1. Brand Positioning.

(Source: Choi and Persson 2008)

2.3.4. The use of marketing research.

Marketing research involves conducting research to support marketing activities, and the statistical interpretation of data into information. This information is then used by managers to plan marketing activities, gauge the nature of a firm's marketing environment, attain information from suppliers, etc (Wikipedia 2009).This definition is similar to the definition given by BPP (2005),  defined marketing research as ‘the collection, analysis and communication of information undertaken to assist decision making in marketing’. Marketing research involves the following stages:

Identify and define the opportunity or threat; determine precisely what you need to know to deal with the opportunity or threat; design the research and methods to be used (exploratory, descriptive, causal); collect data; analyse data; and report on findings (BPP 2005).

2.3.5. The use of SWOT analysis.

SWOT analysis is the overall evaluation of strengths, weakness, opportunities and threats (Kotler and Keller 2006). According to Kaplan (2008), the strengths and weaknesses relate to resources and capabilities: what is the organisation good at? What is it poor at? Where resources are in short supply? Where are resources excellent? The opportunities and strengths relate to external factors: what will the effect on the organisation be of economic changes? Can the organisation make use of new technologies? Kaplan (2008) added that SWOT analysis is a simple and straightforward model that provides what a company currently can state as their strengths and weaknesses and the environmental conditions for opportunities and threats. The purpose of SWOT model is to seek the strategic fit by highlighting its strengths, minimizing weaknesses and further more to pursue opportunities and avoid threats (Kaplan 2008).

2.3.6. The use of marketing communication strategy.      

Marketing communication can be defined as the means by which organisations attempt to inform, persuade, and remind consumers-directly or-indirectly-about the products and brands that they sell. In a sense, marketing communications represent the “voice” of the brand and are a means by which it can establish a dialogue and build relationships with consumers (Kotler and Keller 2006). They continued that, marketing communications allow organisations to link their brands to other people, places, events, brands, experiences, feelings, and things. Marketing communications can contribute to brand equity by establishing the brand in memory and crafting a brand image. They maintained that, marketing communications mix consists of six major modes of communication namely: Advertising- any paid form of non-personal presentation and promotion of ideas, goods or services by an identified sponsor. Although advertising is often a central element of marketing communications programme, it is usually not the only one-or even the most important one-in terms of building brand equity; sales promotion-a variety of short-term incentives to encourage trial or purchase of  a product or service; Events and Experiences-company sponsored activities and programmes design to create daily or special brand-related interactions; public relations and publicity- a variety of programmes designed to promote or protect a company’s image; Direct selling-use of mail, telephone, fax, e-mail, or internet to communicate directly with or solicit response or dialogue from specific customers and prospects; personal selling-face-to-face interaction with one or more prospective purchasers for the purpose of making presentations, answering questions, and procuring orders. They continued that, there are eight steps in developing effective communications. These are: Identifying the target audience, Determine the communications objectives, Design the communications, Select the communications channels Establishing the marketing communications budget Deciding on the communications mix: Measuring feedbacks Managing the integrated marketing communication process.

2.3.7. The use of strategic planning

Creating, providing, and communicating value requires many different marketing activities (Kotler and Keller 2006). To ensure that the proper activities are selected and executed, strategic planning is paramount. Strategic planning calls for action in three key areas. The first is managing a company’s businesses as an investment portfolio. The second involves assessing each businesses strength by considering market’s growth rate and company’s position and fit in the market. The third is establishing a strategy. For each business the organisation must develop a game plan for achieving its long-run objectives (ibid). According to them most large organisations consist of  four levels: the corporate level-the corporate headquarters is responsible for designing a corporate strategic plan to guide the whole enterprise, it makes decisions on the amount of resources to allocate to each division, as well as on which business to start or eliminate; the division level-each division establishes a plan covering the allocation of funds to each business unit within the division; the business unit level-each business unit develops a strategic plan to carry that business unit into a profitable future; and the product level-each product level (product line, brand) within a business unit develops marketing plan for achieving its objectives in its product market.

The marketing plan is the central instrument for directing and coordinating the marketing effort. The marketing plan operates at two levels: strategic and tactical. The strategic marketing plan lays out the target markets and the value proposition that will be offered, based on analysis of the best market opportunities. The tactical marketing plan specifies the marketing tactics, including product features, promotion, merchandising, pricing, sale channels, and service. Once plans are developed, they are implemented at the appropriate levels or organisation, results are monitored, and necessary correction action taken.

Figure 2.2. Strategic Planning, Implementation, and Control Process

  (Source: Kotler and Keller 2006).

They continued that, all corporate headquarters undertake four planning activities namely: defining the corporate mission. Here an organisation should address Peter Drucker’s classic questions such as: what is our business? Who is the customer? What is of value to the customer? What will our business be? And what should our business be? Missions must relate to the vision: Establishing strategic business unit; assigning resources to each SBU; and. assessing growth opportunities.

2.4. The Attraction of Tourists to Municipalities.

Tourism is travel for recreational, leisure or business purposes. The World Tourism Organization defines tourists as people who "travel to and stay in places outside their usual environment for more than twenty-four (24) hours and not more than one consecutive year for leisure, business and other purposes not related to the exercise of an activity remunerated from within the place visited" (Wikipedia 2009). In attracting tourists to places such as municipalities, marketers must consider the: levels of marketing activities;  tools for communicating tourism image; images of tourism destination; tourism marketing collaboration; and tourism area life cycle (Gidlund and Issraelsson 2009):

2.4.1. Levels of marketing activities for tourism attractions.

Jones et al (2008) has adopted a model over the different levels of marketing activity. The model uses four categories in order to describe how small to medium sized (SME) hotels and resorts plan their marketing activity (Gidlund and Issraelsson 2009). Even though their researched focused on SME hotels and resorts, their theory is applicable to municipalities trying to attract tourists since they are all destinations (ibid). However, not all the factors in this theory are of an equal importance for Municipalities. Here are the four categories distinguished by Jones et.al:

Firstly, Non-marketing. These resorts have only a general view of the market, do not know who their customers are, employ no after sales services, do not collect any market information and cannot describe their competitive advantage. Neither do they keep track of their own customers.

Secondly, inexpert marketing resorts see the benefits of marketing, but lack the competence to be effective. These resorts do not target any specific segments and describe their markets in terms of size, location and competitors. They consider their close competitors but do not look beyond their own geographical area. The inexpert marketers know about key events that have influenced their industry, n contrast with non-marketers who are unaware of these. They also use promotion but lack the competence to make these efforts effective. Their pricing strategies depend on their own costs and the price of competitors, and while they see after sales service as necessary, they do not take advantage of the possibility that a good after sales service can mean in building customer relations.

Thirdly, implicit marketing. They have more knowledge about marketing concepts, often using the 4-Ps approach. These resorts have segmented the market and carry out some targeting strategies in order to reach them. Hotels and venues in this group can describe their competitive advantage of their competitors. They employ different sources of market information and regularly contact customers to for example inform about new offers.

Lastly, Sophisticated marketing. These hotels and venues have a high degree of integration in their marketing efforts. They have carefully segmented and targeted their market and have sophisticated customer relationship management (CRM) systems as well as customer loyalty schemes to help them with this task. They are good at not only understanding significant marketing events like the implicit marketers; they can also anticipate and influence these events. Their promotion is integrated, proactive and effective, and pricing strategies are used as a way to create image. Just like the implicit group after sales service is viewed as important.

2.4.2. Tools for communicating tourism image of a place.

As cited in Gidlund and Issraelsson (2009), Kotler et al (1999), have identified three tools place marketers can make use of when communicating a place’s image. These three tools are: slogans, themes and positions; visual symbols; and events and deeds.

i. Slogan, themes and positions. A slogan is a short phrase that embodies a place’s overall image. The slogans are useful for marketers to generate enthusiasm, momentum, and fresh ideas when they are integrated in a strategic marketing plan. A good slogan provides a platform from which the place’s image can be further developed. Another approach is to spell out a theme to specific marketing programmes that is addressed to a defined target group. An effective theme is versatile and flexible yet grounded in reality. Image position is a tool that is uses to position a place in regional, national, or international terms as the place for a certain activity or as a viable alternative location to another place that may have amore well known or stronger position. One problem for place marketers when developing an image position is to find an image that emphasises unique attributes and benefits that make their place stand out among other places.

ii. Visual symbols have been used prominently when marketing places. The visual symbols, such as a logo or a famous land mark, are used systematic in brochures, videos, pins, official stationery to mention a few. The visual symbol must reinforce the image of the place; if the visual symbol is inconsistent from the slogan, theme, or position it will undermine the credibility of the place. Inconsistency between slogans and visuals symbols often occurs due to a non-existing or inconclusive place marketing strategies. The first strategy is the diverse visual, where the audience is given a wide range of visual images about the place. The second strategy is the consistent visual, which is opposite of diverse visual. In consistent visual the marketers uses the same visual symbols in order to emphasise a clear and positive image. However when different group target groups are approached with the same visual symbol, problems may occur since not all groups are attracted by the same visual. The third strategy for visual images is the humorous visual, where the place is visualised in a witty way. The fourth strategy is denying strategy, where the place overwhelms their target audience with positive images about the place and denying the negative images. One risk with this strategy is that the place might not live up to expectations given by the images.

iii. Events and deeds: can also be used to communicate place image. A successful event or deed, such as festival, can brand a place and its image permanently. The events can neither be of quite kind influencing the audience subtly over time or they can be of more bold and loud sort.

2.4.3. Images of tourism destinations.

Further, according to Gidlund and Issraelsson (2009), Hankinson (2004) studied the image development for destinations and found eleven clusters of images, each cluster having its own set of possible attributes, for a manager to use. He found out that the image of destination is likely to be built around the activities and facilities as well as the cultural and historical heritage of a destination.

Table 2.1. Image clusters for destinations.

Cluster	Typical attributes
Activities and facilities	Good shopping, things to do, accommodation
History, Heritage Culture	Culture vs. industrial, historical vs. modern
Ambience\Environment	Attractive, vibrant, sleepy, cosmopolitan
Main Economic activity	Financial, commercial centre
External profile	Well-known, high profile, hitting the news
Accessibility	Easy access, close to airport\motorway
Business Tourism	Large conference facilities, large venues
People characteristics	Youth oriented, for older people, mixed
International reputation	Known internationally, popular with foreigners
Economic development	Recent expansion, high investment, growth
Industrial environment	Industrial, industrial associations
other

(Source: Gidlund and Issraelsson 2009).

He added that the image of a destination can be described as organic and not starting from a zero base. If this image is positive, for example having an interesting history, this image needs care to be maintained and developed; if the image is negative, for example having a long period of economic recession, marketing communication alone cannot be effective. He argued that if the image is negative, the destination product must be changed; a change which may require an investment in tourism infrastructure.

2.4.4. Tourism marketing collaboration.

Wang (2008) as cited in Gidlund and Issraelsson (2009) argues that collaborations within the tourism sector can be positive for destinations. He recognises the importance of trust, commitment and mutual understanding when it comes to partnership building. Wang identified five general stages in which the marketing collaboration process for destinations can be described:

Firstly, the assembling stage where managers from different tourism businesses come together in meetings. In these meetings, they brainstorm ideas for projects and choose suitable partners. The next stage is the ordering stage, where the partners look at ideas brought up in the brainstorming meetings and evaluate the opportunities and feasibility of the ideas; it is here that the collaboration is formalised. The implementation stage, where the plans are put into effective use then follows. The fourth stage is evaluation, where the business owners look at the project in hindsight. The last stage is the transformation, where the collaboration can lead to five basic outcomes: evolve into stronger partnerships; spawn other projects; continue the same; continue in different form; and Finish completely.

2.4.5.      Tourism Area Life Cycle.

According to Barcelona Field Studies Centre S. L. (2009), as in other economic sectors, tourism follows a "product life cycle". In this process four stages can be identified:

STAGE 1:  DISCOVERY. During the early "discovery stage" of the cycle a small number of unobtrusive visitors arrive seeking "unspoiled" destinations. These early "explorer" tourists generally speak the language and identify with the local culture. The social impact in this stage is generally small and resident attitudes are fairly positive towards tourism.

STAGE 2: LAUNCH.  During this stage the number of incoming tourists increases. The host community responds to the increasing numbers of tourist by providing facilities. Businesses remain family based and the visitor-resident relationship is still harmonious. Later in this stage, visitor numbers increase and the community becomes a tourist resort. Outside interests become involved developing businesses and tourist facilities. This is typically the stage during which TNC (Trans-National Corporations) foreign investment enters the cycle. Migrant workers, attracted by the prospect of tourist-related jobs, may enter the community and reduce resident contact with visitors. The tourist-relationship is converted into one of business as the novelty of new visitor arrivals declines. The more culturally sensitive "explorers" move on to new "unspoiled" areas and are replaced by the mass market.

STAGE 3: STAGNATION.  The stage in which saturation is reached. The quality of tourist services falls, demand levels off, and the environmental degradation of the tourist destination begins to be obvious and worrying. The tourist destination at this stage is said to have reached 'maturity'.

STAGE 4: DECLINE. The number of visitors and profits are declining. Falling profits lead to foreign-owned businesses withdrawing and the community is left to "pick up the pieces".

Figure 2.3. Life Cycle of the Tourism Product.

 (Source: Geographyfieldwork.com 2009).

2.5. Attracting Businesses to Municipalities.

Several studies have pointed out that, an important aspect of place marketing is to attract new businesses to the municipality (Gidlund and Issraelsson 2009). Explained below are some of the important things in attracting businesses to a place (ibid).

2.5.1. Levels of marketing activities for business attractions.

The theory regarding levels of marketing that was explained in section 2.4.1 is also applicable under attracting businesses to a place.

2.5.2. Tools for communicating an Image of a place for business attractions.

The theory regarding what tools that can be used for communicating an image that was explained in section 2.4.2 is also applicable under this section.

2.5.3. Measuring a place Entrepreneurial climate for business attractions.

In order to measure if municipalities are on the right track, Kotler et al (1999), show ten example questions that every municipality should ask themselves in order to determine whether or not they need to change their strategy mix (Gidlund and Issraelsson 2009).

Table 2.2. Business climate test

1. When local civic leaders meet business leaders, are there as many chief executive officers of SMEs as bankers and corporate executives?	2. Are SME chief executive officers invited to join important events within the community?
3. Do local newspapers follow the fortunes of start-ups and growth of SMEs with the same intensity as they do large corporations?	4. Are innovative SMEs able to recruit nearly all their professional workforce from the local arena?
5. Do SME representatives often refer to easy access of venture capital?	6. Does the local college encourage its teachers and students to participate in entrepreneurial spin-off?
7. Do CEOs from local SMEs hold even one quarter of the seats on the boards of the three largest banks?	8. Does the city’s economic development department spend more time helping local companies grow than it does chasing after branch facilities for out-of-the-region corporations?
9. Is there decent, affordable office and factory space available for businesses in the central business district?	10. can you think of ten recent spin-offs SMEs started by entrepreneurs-which have left larger companies?

(Source: Gidlund and Issraelsson 2009).

Kotler et al (1999) argue that anything less than a passing score, something which is defined as a favorable answer on six out of ten questions, indicates that a place should reassess its commitment to new business development (ibid).

2.5.4. Important factors for attracting Businesses to Municipalities.

According to Greenberg (1996), there are four important factors for municipalities to consider when attracting businesses (Gidlund and Issraelsson 2009). These are:

1. Modern infrastructure: municipalities need to have an infrastructure that provides easy access to urban areas. Since business communities often stretch beyond town limits, efficient transportation is critical. Also quality airports are important.
2. Proximity to Universities: this helps the municipalities with educated labour force for the growing industries and it fuels innovation.
3. Quality of life: there needs to be affordable housing, good infrastructure, opportunities for recreation as well as wide variety of entertainment and cultural happenings. This is essential because the top-quality workers are going to want a top-quality living environment.
4. Cooperation between levels of government: local and national government needs to work tightly together to target industries and locations for development. There could for example be tax cuts for research and development businesses or environmentally friendly businesses, or perhaps help businesses economically with their local investments.

Greenberg (1996) further mentions the importance of those four factors coming as a total package in order to attract businesses and residents. For example; without quality of life, there will be no suitable work force; without suitable workforce or an existing infrastructures, there will be no businesses creating work opportunities (Gidlund and Issraelsson 2009).

2.5.5. Essentials of a Vibrant Entrepreneurial community for business development.

Isley and McCurren (2009) identified four major essential characteristics that a vibrant entrepreneurial community must have. These are;

1. Entrepreneurial culture: Culture, defined as a set of shared values, beliefs, and norms of a group or community, is one of the most important factors in shaping entrepreneurial success. David Landers, an influential economic historian, has argued that “if we learn anything from the history of economic development, it is that culture makes almost all the difference.” Entrepreneurial culture includes involvement of community leaders to support and reward entrepreneurship. Most importantly, is the community accepting and encouraging, when the entrepreneur fails? Krueger, in his study posits, “The task, then, for communities is to foster entrepreneurship by taking actions that enhance the perceptions among citizens that the community values and supports entrepreneurial activity.”

2. Business capital: Capital is the critical resource of any new and growing business. This includes readily available funds for pre- seed investment, seed money to start-up, and later-stage venture capital. Venture Capital industry plays a catalytic role in the entrepreneurial process. Venture capitalists allocate scarce capital to new and early-stage businesses with significant potential.  Angel Capital funds invest the private capital of their principals.  Government Programs- District and State government grant programs are another funding source.

3. Business climate: Business Climate refers to the local economic environment for businesses affected by government and lending institutions attitude of labor unions toward employers, current taxation regimen, and inflation rates which foster or retard growth. The most important factor for economic growth is private sector investment; a friendly business environment is critical in attracting such investment.  The modern market is characterized by mobile capital and the labor market. Companies will locate where they have the greatest competitive advantage to generate economic and employment growth.

4. Talent and Know-how: Talent refers to the quality and quantity of a community’s work force required to staff entrepreneurial companies. To be an entrepreneurial hot spot, a community must have a supply of potential entrepreneurs and the talent needed to support them.

Know-How is the experience and skill required to turn an idea and capital into a successful business. Entrepreneurial know-how is a resource that resides in a community’s professional firms. It also includes business schools, support agencies, and most importantly, the community’s pool of experienced entrepreneurs.

CHAPTER THREE:

 METHODOLOGY AND ORGANISATIONAL PROFILE.

3.1. Introduction to Methodology.

This study used both qualitative and quantitative research and it discussed ‘the marketing of district assemblies for business and tourist attraction in Ghana, the case of Ejisu-Juaben Municipal Assembly in Ashanti region’. It used exploratory research designed. The research strategy used was single case study.  The subsequent stages of the methodology were outlined from 3.2 (case selection) to 3.9 (test of validity and reliability), with a brief profile of the selected case (3.10) as follows:

3.2. Case Selection

 The case chosen was Ejisu-Juaben Municipal Assembly. The area was chosen due to time and financial constraints; with the case very close to the university made it possible for the researcher to conveniently conduct the survey and the interview personally, which was important for the study. This assembly was important because it is growing and thus was raised to municipality status in 2007, and has a lot of tourists’ sites.

3.3. Sample Frame.

The population of the study was made up of all staff (excluding casual workers but including both senior and junior workers) of Ejisu-Juaben Municipal assembly administration office. The population size according to the Municipal Personnel Officer was 200. This study was interested in what the Managers of the Municipality were doing to market the Municipality to attract more businesses and tourists. The study was not interested on its impact on tourist and business. Therefore the tourists and businesses were not included in the sampling frame.

3.4. Sample Size.

A sample size of 150 employees of the District Assembly was chosen to participate in the survey (questionnaire). This is supported by Saunders et al (2007), who stated that for a population of 200, a sample size of 132 (rounded to 150 for easy calculation), is to be used at 5% margin of error.

3.5. Sampling Techniques.

 Convenience sampling method (a non-probability sampling method) was used to obtain data from the respondents. This technique involves selecting sample of convenient elements by the interviewer which means that respondents were selected because they were coincidently in the right place at the right time for the questionnaire (Saunders et al 2007). In the case of the interview, the Cultural Officer and the NBSSI Officer were chosen because they have oversight responsibilities over tourism management and business promotion respectively in the Municipality and as such were in a better position to provide relevant answers on the second research question.

3.6. Source of Data.

The main source of data was primary and secondary sources

3.7. Data Collection and Instrument

The research instrument used was questionnaire (150 workers participated), interview with the Municipal cultural officer and the Municipal National Board for small scale industries (NBSSI) officer, and personal observation. These two officers were chosen because they have oversight responsibilities for tourism and business development respectively. The questionnaire (see Appendix A) consists of fourteen questions. Questions 1 to 9 helped in answering the first research question. Questions 10 to 14, and the interview with the Cultural and NBSSI Officers helped the researcher answered the second. The interviews were of a semi-structured nature, which allowed the respondents to speak freely about the subjects handled. The researcher prepared for the interview by developing an interview guide (see appendix B) with questions based entirely on the theoretical frame of reference (literature review) presented in chapter two of this thesis. This helped by providing the researcher with guidelines when conducting the interview. The Municipal Cultural Officer and that of the NBSSI answered questions relating to how does Ejisu-Juaben market itself in order to attract tourists? And how does Ejisu-Juaben Municipality market itself in order to attract businesses respectively. The interviews was conducted on face-to-face  at the respondent’s  location in order to make it more convenient and less time consuming for them.

3.8. Data Analysis techniques

Data was analysed using both quantitative (for the survey) and qualitative (for the interview) methods. In the quantitative methods, simple percentages and sometimes averages were used. Results of the survey are presented using a mixture of tables, pie charts, and bar graphs. All figures are rounded to whole numbers. This implied that, where the total percentage exceeds 100% because of the round-off, an adjustment was made to one of the figures to make the total 100%. In the qualitative analysis content analysis was used. Here the empirical data collected was compared with theoretical frame of reference to find out if the empirical data validated or invalidated the underlined theories.

3.9. Test of Validity and Reliability.

Quality data issues that can be identified in relation to the use of semi-structured interviews and questionnaire include; reliability and validity (Saunders et al 2007). Reliability refers to whether alternative researchers would reveal similar information. Validity refers to the extent to which the researcher gains access to their participants’ knowledge and experience, and is able to infer a meaning that the participant intended from the language that was used by this person (ibid). In order to ensure reliability and validity of the questionnaire data, the questionnaire was pilot tested to 10 workers of the assembly. This enables the researcher corrected any ambiguous terms. In terms of the interview, respondents were sent the empirical data that have been compiled based on their interview answers, in order to make sure that the analysis was not based on misrepresentations, and for them to supplement the data with any missing information. A sample of the interview guide and the questionnaire was also giving to the supervisor of this research who went through to ensure it appropriateness. When needed during the interview, respondents were provided with examples, and theories behind the questions were explained. The interviews were held in English, with Twi (the native language) intermittently used. Notes were taken during the interviews, but recordings were also made in order for the researcher to be able to go through the interviews to ensure that nothing was missed or misrepresented.

3.10. Brief description of Ejisu-Juaben Municipality.

Ejisu-Juaben Municipal assembly is one of the 27 Administrative Districts in Ashanti Region of Ghana. It is one of the six Municipal Assemblies in Ashanti Region. It was raised from a District to Municipality status in 2007. It is a Municipality Known internationally for its rich cultural heritage and tourist attraction. The Municipality with over 90 Communities stretches over an area of 637.2km2 with Ejisu as its capital. The District has two main principal paramouncies namely; Juaben Traditional Council, and Ejisu Traditional council. The population of the Municipality is 124,176 with the population of the district being 10923 (2000 population and housing census). The District has two main town councils at Ejisu, and Juaben, and seven area councils. The Municipality has a range of educational institutions ranging from pre-schools institutions to tertiary institutions. The municipality has some mineral deposits and natural resources such as, Clay deposits, and Timber. Agriculture is the main occupation of the inhabitants employing over 55% of labour force. Some of the industrial activities in the municipality include pharmaceuticals, agric-processing, steel works, construction, service, among others. The municipality is also the site for the construction of inland port at Boankra. Bonwire, a town in the municipality is the home of the world’s famous kente cloth. The capital, Ejisu is also the home of the famous Yaa Asantewaa (The Queen of Ejisu). The Municipality has a lot of tourism sites. These sites include Bonwire kente village, Yaa Asantewaa museum at Ejisu, Bobiri butterfly sanctuary, Ashanti traditional architecture - a world heritage site at Besease, Adarko Jachie shrine, Noda hotel, and Anita hotel (Owusu Yeboah, 2007).

CHAPTER FOUR:

  DATA PRESENTATION, ANALYSIS, AND DISCUSSION.

4.1. Introduction.

In this part of the report, empirical data collected are presented, analysed, and discussed. The section was divided into four main parts. The first part 4.2 deals with presentation, analysis, and discussion of data relating to Respondents personal data. The second part 4.3 deals with the presentation, analysis, and discussion of data relating to the first research objective. The third part 4.4 also deals with presentation, analysis and discussion of data relating to the first part of the second research objective (that is, how does Ejisu-Juaben Municipal Assembly market itself in order to attract tourists?). The final part 4.5 then deals the presentation, analysis and discussion of data relating to the second part of the second research objective (that is, how does Ejisu-Juaben Municipal Assembly market itself in order to attract businesses?).

4.2. Personal data of Respondents.

In this part respondents were asked to provide their personal data. The results are presented in table 4.1 below.

From table 4.1, the total number of Male respondents was 104 representing 69% as against 47 Female respondents representing 31%. This clearly shows that the Male workers of the Assembly are more than twice of their female counterpart. In terms of age, majority of the respondents representing 42% (62 respondents) falls into the 31 to 40 years age bracket with only 12 respondents representing 8% were above 50 years. This means that more than 92% of the workers are not expected to retired in the next five to ten years (all things being equal). On the other hand, only 37 respondents representing 25% have worked at the Municipal assembly for more than six (6) years, with majority of 33% of respondents’ having one (1) to three (3) years working experience at the Municipality. Only 25 respondents representing 17% of respondents have less than a year working experience at the municipality. This means that majority of the workers have worked at the assembly for more than a year and are likely to understand the working environment of the municipality better.

Table 4.1. Results of Respondents Personal data.

Response		No. of Respondents	Percentage
Gender	Male	104	69%
	Female	46	31%
	Total	Σ150	Σ100%
Age	Below 30 years	26	17%
	31 - 40 years	62	42%
	41 - 50 years	50	33%
	Above 50 years	12	8%
	Total	Σ150	Σ100%
Working Experience	Below 1 year	25	17%
	1 – 3 years	50	33%
	4 – 6 years	38	25%
	Above 6 years	37	25%
	Total	Σ150	Σ100%

(Source: Author’s fieldwork, June 2010).

4.3. The marketing practices of Ejisu-Juaben Municipal Assembly.

Questions 1 to 9 of the questionnaire helped in answering the first research question and therefore meeting the first research objective. The results of the empirical data relating to the first research objective are stated below:

4.3.1 The use of the STP model.

In this part, respondents were asked to indicate if their municipality uses the STP model. The results are presented below:

Table 4.2. Results of the use of the STP model.

Question (Q): Does your Municipality make use of the STP model?

Response	No. of Respondents	Percentage
Yes	30	20%
No	113	75%
Don’t know	7	5%
Total	Σ150	Σ100%

(Source: Author’s fieldwork 2010).

Figure 4.1. Results of the use of the STP model. (Source: Author’s fieldwork 2010).

From table 4.2, and figure 4.1, majority of the respondents representing 75% think that the assembly does not make use of the segmentation, targeting and positioning model, with only 20% indicating that the municipality make use of it. Seven respondents representing 5% abstained. This means that the assembly did not properly identified their target groups in terms of their unique characteristics and come out with the appropriate marketing tools and programs to position itself relative to competitors. This also means that the Assembly was embarking on mass marketing, thus trying to serve everybody falling within their operational area without differentiated services. This contradicts the work of Kotler and Amstrong (2008) that, every organisation must decide who it wants to serve, and it does this through the use of segmentation, targeting, and positioning model. This confirmed the assertion of Kotler and Keller (2006) that, the starting point of segmentation is mass marketing.

4.3.2. The use of the Marketing mix variables.

In this part respondents were asked to tick which variables they think their Municipality uses. The results are presented in table 4.3 below:

Majority of the respondents according to table 4.3, representing 63% (almost two-third) think that the Municipality used only one of the Ps (that is Product or service). Only 10 respondents representing 7% think that the assembly used five out of the seven Ps. 85% (7+63+15) of the respondents believe that the assembly make used of the product/service variable with or without some of the other Ps. This may be due to the fact that the assembly is a service organisation and as such provides a wide range of service. This table clearly shows that the assembly was not trying to use all the 7Ps to gain competitive advantage. This means that even though the Municipality offers range of services to its resident, it is not employing all the necessary methods and tools to accomplish this exchange. This is in variance with the assertion of Schiffman and Kanuk (2009) that the marketing mix consists of services and\or product offerings to consumers and the methods and tools it selects to accomplish the exchange.

Table 4.3. Results on the use of the Marketing mix variables.

Response	No. of Respondents	Percentage
a. Product, physical environment, people, place, and process only	10	7%
b. people and place only	7	5%
c. product/service only	95	63%
d. physical environment and process only	15	10%
e. product, promotion, and process only.	23	15%
Total	Σ150	Σ100%

(Source: Author’s fieldwork 2010).

4.3.3. The use of branding techniques.

In this part respondents were asked to indicate if their municipality used branding techniques. The results are presented in table 4.4, and figure 4.2 below:

From the table and the figure, 99 respondents out of the 150 respondents representing 66% think the municipality was not using branding techniques to differentiate the Municipality from the other District Assemblies. However 51 respondents representing 34% think that the assembly does. This study contradicts the work of  Hankinson (2004) that marketers have recognised and established that branding can make an effective contribution to economic growth of places such as towns (Gidlund and Issraelsson 2009). This means that the Municipality is not likely to gain the contribution that branding brings to economic growth as asserted by Hankinson (2004).

Table 4.4. Results on the use of the Branding techniques.

Q: Does your Municipality make use of branding techniques?

Description	No of Respondents	Percentage
Yes	51	34%
No	99	66%
Total	Σ150	Σ100%

(Source: Author’s fieldwork 2010).

Figure 4.2. Results on the use of branding techniques. (Source: Author’s fieldwork 2010).

4.3.4. Frequent conduct of Market research.

Here respondents were asked to indicate if the Municipality frequently conducts market research. The results are as follows:

Table 4.5. Results on frequent conduct of marketing research.

Q: Does your Municipality frequently conduct market research?

Description	No. of Respondents	Percentage
Yes	50	33%
No	100	67%
Total	Σ150	Σ100%

(Source: Author’s fieldwork 2010)

Figure 4.3. Results on frequent conduct of marketing research.

(Source: Author’s fieldwork 2010).

From the table 4.5and figure 4.3, 100 respondents representing 67% think that the Municipality did not conduct frequent market research to collect feedback on the impact of their policies, programs, and strategies on their target groups or the masses. This means that the municipality is not able to evaluate the effectiveness of their strategies on their target groups. This can also mean that, the Municipality does not see market research as important. This is at variance with Alan Wilson (2002) who asserted that market research is important as it is undertaken to assist decision making in marketing (BPP 2005).

4.3.5. The Use of SWOT analysis.

In this part, respondents were asked to indicate if their Municipality uses SWOT analysis model. The results are as follows:

Table 4.6. Results on the use of SWOT analysis.

Q; Does your Municipality frequently conduct SWOT analysis?

Response	No. of Respondents	Percentage
Yes	123	82%
No	27	18%
Don’t know	Nil	Nil
Total	Σ150	Σ100%

(Source: Author’s fieldwork 2010).

Figure 4.4. Results on the use of SWOT analysis

(Source: Author’s fieldwork 2010).

The above table and figure shows that 123 respondents representing 82% confirmed the use of SWOT analysis by the Municipality with only 18% of respondents indicating that the Municipality did not used the SWOT analysis. The implication is that the Municipality knows the strength, weakness, opportunities, and threats that face them. However, doing a SWOT analysis is one thing, and coming out with strategies to take advantage of your strength and opportunities, and overcoming weakness and threats is the other. The Municipality makes use of SWOT analysis to seek a strategic fit with it environment, thus confirming the work of Kaplan (2008) that the purpose of SWOT analysis is to seek a strategic fit with the organisation environment. However, this research only asked whether the Municipality conduct SWOT analysis or not? But whether the Municipality makes use of the SWOT analysis is another area that future researchers can research into it.

4.3.6. Marketing communication strategy.

This question asked respondents if they knew of the existence of their Municipality’s communication strategy. The results are as follows:

From table 4.7, and figure 4.5, 110 respondents representing 73% believed that the Assembly did not have marketing communication strategy with only 40 respondents (27%) thinks that they did. This implies that communication was done in a haphazard manner and therefore not integrated. This means that the Municipality is not able to link well their brands to other people, places, events, brands, experience, feelings, and things as asserted by Kotler and Keller (2006)

Table 4.7. Results on the use of marketing communication strategy (MCS).

Q: Does your Municipality have a marketing communication strategy?

Response	No. of Respondents	Percentage
Yes	40	27%
No	110	73%
Don’t Know	Nil	Nil
Total	Σ150	Σ100%

(Source: Author’s fieldwork 2010)

Figure 4.5. Results on the use of marketing communication strategy.

(Source: Author’s fieldwork 2010).

4.3.7. Respondents knowledge of their vision and mission statements.

In this part respondents were asked if they know their vision and mission statements. The responses are as follows:

Table 4.8. Respondents’ knowledge of their vision and mission statements.

Q: Do you know the vision and mission statements of your Municipality?

Response	No. of Respondents	Percentage
Yes	100	67%
No	50	33%
Total	Σ150	Σ100%

(Source: Author’s fieldwork 2010)

The above table also shows that 100 respondents (67%) know the vision and mission statements of the Municipality and 50 respondents (33%) indicated that they do not know. This is not good enough, because almost one-third of the respondents did not know the raison d’etre of the Municipality as well as it future aspirations. The implication is that there could be a problem of goal congruence as what these workers are striving to achieve may not be aligned to what the Municipality exist for, and what it aspires to be.

4.3.8. Strategic plan of the Municipality.

Here respondents were asked if their Municipality has a strategic plan. The results are presented in table 4.9 below:

The below table (4.9) shows that all the respondents confirmed that the Municipality has got a strategic plan. This is good because strategic plan provides a guideline as to the direction of the organisation (Kaplan 2008). It shows the strategic position, strategic choice, and strategic action (ibid). What this means is that by having a strategic plan the Assembly knows where it is coming from, where it is going, and how to get there. However, studies have shown that managers hardly follow rational/deliberate strategic plan (BPP 2008). The implication is that having a strategic plan is good, but using it is far better.

Table 4.9. Results on the Municipality’s Strategic plan

Q: Does your Municipality have a strategic plan?

Response	No. of Respondents	Percentage
Yes	150	100%
No	Nil	Nil
Don’t know	Nil	Nil
Total	Σ150	Σ100%

(Source: Author’s fieldwork 2010).

4.3.9. Involvement of staff in developing strategic plan.

In this part respondents were asked if they think the staff were involved in developing the strategic plan. The results are presented in table 4.10.

Majority of the respondents representing 83% in table 4.10 believed that, the Staff was involved in developing the strategic plan, with only 17% indicating that, the Staff was not involved. According to JS&W (2009), for employees to owned a strategic plan, they must be involved in it development. This means that once majority of the workers felt that they were involved, they were more likely to own it and as such strived hard to achieve it objectives. But an important aspect was the extent to which they were involved (JS&W 2009). Was it that, they were merely consulted? Or their opinions were factored into the plan? On the part of the former, ownership might be eluded.

Table 4.10. Results on the involvement of Staff in developing the Strategic plan.

Q: Was the strategic plan developed in consultation with the staff of the Municipality?

Response	No. of Respondents	Percentage
Yes	125	83%
No	25	17%
Don’t know	Nil	Nil
Total	Σ150	Σ100%

(Source: Author’s fieldwork 2010).

4.4. Evaluation of the marketing practices of Ejisu-Juaben Municipal Assembly with respect to tourism attractions.

Questions 10 to 13 of the questionnaire and the interview with the Municipal Cultural Officer (Mr. James Ato Anison) helped in answering the first part of the second research question and thus meeting partly the second research objective. The results of the empirical data relating to the part of the second research objective are stated below:

4.4.1. Tools used in communicating Image.

Here respondents were asked to indicate which tools their municipality used to communicate their image. The results are presented in table 4.11.

From the above table 4.11, 41 respondents (27%) indicated that the municipality used logo only in communicating its image. However 77% (14+2+17+27+17) indicated that the municipality used logo with or without other tools. But 48% (14+17+17) indicated that the municipality used visual symbols with other tools. Also 31% (14+17) indicated that the municipality used slogans with other tools. However, 9 respondents (6%) mentioned that the municipality used only its information service department in communicating it image.

Table 4.11. Results on the tools used in communicating image of Ejisu-Juaben.

Response	No. of Respondents	Percentage
a. logo, slogan, and visual symbols only	21	14%
b. logo, positions, events & deeds only	4	2%
c. positions & visual symbols only.	25	17%
d. logo, positions, & visual symbols only	25	17%
e. logo only	41	27%
f. logo & slogan	25	17%
g. other: Information service department only.	9	6%
Total	Σ150	Σ100%

(Source: Author’s fieldwork 2010).

However, an interview with the Municipal Cultural Officer Mr. James Ato Anison revealed that, the municipality works to communicate an image of pleasure and sightseeing. He continued that this image was not deliberately decided upon but was informed by the nature of tourists’ sites in the Municipality. His belief is that the Municipality has not worked to change this image or to improve upon it. He indicated that the Municipality does not use slogan in marketing tourism. He added that, the tourism office does not have a logo of their own except the one of the entire Municipal Assembly which is normally use on letterheads, brochures, and pamphlets of the Assembly. He indicated that the other symbols of tourism situation in the Municipality include the traditional Ashanti architecture at Besease (also known as Yaa Asantewaa shrine or Taa Yaw shrine, which is among the ten world heritage sites adopted by UNESCO), and the Yaa Asantewaa statue at Ejisu roundabout. He said these symbols are not used anywhere except where they are depicted in the Municipality’s brochures. He added that the Municipality does not organise any event.

The officer’s assertion just confirms the findings of the survey where 27% of respondents said the Municipality use only logo, with 77% indicated that the Municipality uses logo with or without other tools. This implies that logo is the main tool used in communicating image. However this contradicts the works of Kotler et al (1999) who asserted that, three main tools are used in communicating a place image. These tools are; slogans, themes, and positions; visual symbols; and events and deeds. The only visual symbol use by the Municipality is logo to the detriment of other tools. Even here, it does not adequately depict the image of the tourism situation in the Municipality but rather the Municipal Assembly in general in contravention of the work of Kotler et al that, logos should be versatile and must be consistent with the image of the Municipality (ibid). The implication is that the Municipality’s tourism sector will not be well communicated.

4.4.2 - 4.4.3. Collaboration with other Organisations.

In this part respondents were asked to indicate if their Municipality collaborates with other organisations for tourism purpose, and if yes to name the organisations. The results are presented in figure 4.6.

Q: Does your Municipality collaborate with other organisations for tourism attraction?

Figure 4.6. Results on collaboration with other Organisations.

(Source: Author’s fieldwork 2010).

An interview with Mr. Anison revealed however that, the Municipality presently does not collaborate with any organisation for tourist attractions. He indicated that he cannot tell whether it will happen in the future even though he would have wished that it happen. He added the assembly is not collaborating because their priorities do not seem to be on tourists’ attractions.

However, Wang (2008) (Gidlund and Issraelsson 2009) indicated that an important aspect in marketing a place such as Municipalities is collaborations. He continued that collaborations can lead to five basic outcomes: evolve into stronger partnership; spawn other projects; continue the same; continue in different form; and finish completely. However, this study has shown that, Ejisu-Juaben does not collaborate with any organisation as validated by 75 respondents and the cultural officer. The reasons may include the fact that the Municipality does not consider marketing important, lack of expertise in the subject area, and lack of funding. The implication is that by not collaborating, the Municipality is likely to lose the benefits associated with collaborations.

4.4.4. Tourism life cycle.

Here respondents were asked to indicate which stage they consider the tourism situation in the Municipality to be in. The results are presented in the bar graph as follows:

Figure 4.7. Results on Tourism Life cycle.

(Source: Author’s fieldwork 2010).

Sixty three respondents representing 42% in figure 4.7 believed that, the tourism situation at the Municipality was at the discovery stage, with 50 respondents (33%) validating the stagnation stage. However, 25 respondents (17%), and 12 respondents (8%) indicated decline and launch stages respectively. Clearly opinions were divided as to which stage the assembly tourism situation could be places, since none of the stages could get more than 50% validation. This might be as a result of the fact that the respondents might not have access to the tourism statistics in the Municipality.

Mr. Anison revealed through an interview that the Municipality can boost of all kinds of tourists sites ranging from culture to agriculture. He mentioned some of these sites as the Ashanti traditional architecture ( a world heritage site), Yaa Asantewaa museum, palaces, Rivers such as river Bafoe, kente weaving at Bonwire, Bobiri butterfly sanctuary, Adarko Jachie shrine, inland valley rice project at Nobewam (the only inland valley rice project in Ashanti region), among others. He said that, the tourism development in the Municipality for the last ten years is “very very low”. He said the Municipality does not have statistics on tourism relating to number of tourists per attraction and the likes. He added that the future can be bright for tourism attraction in the Municipality, however if immediate attention is not given, the whole sector will collapse. In the tourism life cycle (TLC), he places the Municipality under the Early Launch stage.

Barcelona fields (2009) described TLC as an s-shaped curve with five stages depending on different factors such as number of tourists, type of tourists, number of attractions, and time spent in a place. Mr. Anison could not provide statistics on these factors apart from mentioning some of the tourists’ sites yet his belief is that the Municipality can be place under the launch stage. There is no basis to agree that, that is so. His classification contradict the findings of the survey on the above subject where majority of the respondents (42%) placed the Municipality under discovery/development stage even though 33% also identified the Municipality with the stagnation stage. Yet there can be convergence here because the officer is talking about the early launch stage (which is similar to the later discover stage) where businesses remain family based and the visitor-resident relationship is still harmonious not the later launch stage where the place become a tourists resort (ibid).

However, if the above data was anything to go by then 42% of the respondents believed that the social impact of the tourism situation in the Assembly was generally small and residents’ attitudes to tourism were fairy positive, thus confirming the Barcelona Fields (2009) assertion concerning the discovery stage of the tourism life cycle. The implication is that marketing activities remains generally low and revenue from tourism are also generally low.

4.4.5. Levels of marketing tourism.

According to Mr. Anison (the Municipal Cultural Officer, with four (4) years working experience with Ejisu-Juaben Municipal), the Municipality does not invest much in marketing of tourism, except for the sometimes use of the Municipality’s brochures and pamphlets that depicts tourists sites and developmental projects of the Municipality. However, he added that there are two main target groups that the marketing is aimed towards. The principal target groups are mostly foreigners, who are mostly interested in the Bonwire Kente, Yaa Asantewaa shrine at Besease, and the Yaa Asantewaa museum (which is now burnt). The second target group consists of school children going on excursion. He said the Municipality does not use different strategies for the different target groups. When it comes to the media used to reach target groups, he mentioned the use of the municipality brochures and pamphlets. He continued that, these are normally given to the assembly members who intend give it to tourists and members of their communities. He could not state the competitive advantage of the Municipality in terms of tourism. He indicated that the only attribute that they stress in their marketing activity is the various tourists’ sites. He added that the Municipality do not evaluate the effectiveness of their marketing activities neither do they consider other districts as competitors. He furthered that he did not know who their competitors are.

Jones et al (2008) claim that there are four different levels of marketing activities; non-marketing, inexpert marketing, implicit marketing and sophisticated marketing. Some features of non-marketing are that the Municipality:  have general market knowledge, no plans; collects no market information; poor awareness and articulation of competitive advantage; few promotional tools are used; little knowledge of who customers are; considers immediate competitors only; among others (ibid). The Ejisu-Juaben Municipality in marketing tourism fulfills this level of marketing activity. The study has shown that the municipality does not invest much in marketing tourism. Even though the Municipality can identified it targeted customers, it does not use different strategies to reach the different target groups. Furthermore, they are not aware of their competitive advantage neither do they evaluate the effectiveness of their marketing activities. This may be due to the fact that, Ejisu-Juaben Municipal assembly is a public-financed governance institution, and thus are more interested in improving the living conditions of it citizens rather than marketing. The implication is that, the Municipality s not likely to reap the numerous benefits that are associated with engaging in sophisticated marketing activities such as financial success, building customer loyalty, operating in a larger market share, and others.

4.4.6. Images of tourism destinations (Refer to page 91 for pictures of some tourist sites in the Municipality).

According to Mr. Anison (the Municipal’s Cultural Officer); the Municipality can be conveniently placed under the history, Heritage and culture cluster. He mentioned that, Besease, a town near Ejisu (the capital of Ejisu-Juaben) is the home of the famous Yaa Asantewaa (Queen of Ejisu), Bonwire a town in the Municipality is also the home of the famous world acclaimed Kente Cloth. He added that the Municipality can boost of a world heritage site (that is the Ashanti traditional building) and two Traditional Kingdoms or paramountcies namely Ejisu state (Ejisuman) under the Headship of His Majesty Nana Afrane Okese IV (King of Ejisu), and Juaben state (Juabenman) under the Headship of His Majesty Nana Otuo Siribuor (King of Juaben). He added that just like Ejisuman, Juabenman is also of historical importance especially now and during the building of Africans famous Ashanti Empire. He added that even though he placed the Municipality under the culture cluster, the Municipality can be placed under the some of the other clusters such as the external profile, accessible, business tourism, people characteristics (being a mixture of youth and adult), international reputation, and industrial clusters. So for him the Municipality can be placed under seven (7) out of the eleven clusters.

The officer’s classification confirms the work of Hankinson (2004) that the image of a destination is likely to be built around the activities and facilities or the cultural and historical heritage clusters. Clearly Ejisu-Juaben is noted for its history and cultural attributes thus validating Hankinson (2004) assertion. However, a critical look at Hankinson assertion talks of building the image of destination around one or both of the named clusters not just having the attributes or potentials of these two clusters. The officer just mentioned that, Ejisu-Juaben has the attributes of the Culture, history and heritage cluster that it can built the Municipality around it, however but it has not done so. Therefore placing the Municipality under this cluster is a bit debatable. Further Hankinson states that the image of a destination never starts from zero. As the image of Ejisu-Juaben is built around a wide set of attributes, this will makes changing the Municipality’s image harder. This means that it will be difficult for the Municipality to attract tourists if it does not stand out. Even though the Municipality is skewed towards the culture cluster, it has not built this image to fulfill the work of Hankinson (2004) that, the image of a place is likely to be built around the history and culture cluster, or the activities and facilities cluster. However this can be done, instead of marketing everything under the municipality to everybody, selected parts can be marketed to interested people.

4.5. Evaluation of the marketing practices of Ejisu-Juaben Municipal Assembly with respect to businesses attraction.

Questions 10 and 14 of the questionnaire and the interview with the Municipal NBSSI Officer (Mr. Michael Golight) helped in answering the second part of the second research question and thus meeting partly the second objective. The results of the empirical data relating to the second research objective are stated below:

4.5.1. Levels of marketing activity for business attractions.

According to Mr. Golight, his office market the Municipality for business attractions through the organisation of information seminars to sell the office and it programs to entrepreneurs in the area so that they become aware of the Presence of NBSSI in the Municipality. He said, his office do not have specific businesses they want to attract, “it cut across.” He added that programs are tailor made to clients depending on their needs. In terms of the media used to reach target groups, he added that his office uses the Information department mostly. When it came to competitive advantage, he said, the Municipality competitive advantage is in the tourism sector. He added that the attributes that they stress in their marketing activities depends on the needs of their clients. He indicated that, most of the SSMEs do not keep records, lack banking and banking culture, customer relations, among others. Therefore during interactions with clients they stress the importance of some of these habits. He indicated that his office do evaluation of activities especially after every activity organised, to find out the effectiveness of their facilitators and programmes. He said the Municipality does not consider other districts as competitors but comrades. He said every district has an NBSSI office; therefore they collaborate through quarterly meetings and cross fertilisation of ideas. He added that he considers Non-governmental organisations (NGOs) as competitors but even here they cooperate rather than competing.

In Ejisu Juaben Municipality works to attract businesses, it can be placed on the non-marketing level (the same as it work to attract tourists). The only difference is that there is an element of inexpert marketing in terms of it evaluation of marketing activity. But even this is limited to the extent that it does so only after organising programmes not necessarily to collect market information. The implication is that, the Municipality is likely to attract fewer businesses than if they were to operate at the sophisticated level. This means low revenue generation since Municipalities tax businesses located in their jurisdiction, and low employment opportunities.

4.5.2. Tools for communicating the image of the Municipality for businesses attraction.

Mr. Golight mentioned that, they wish to make the NBSSI office a house hold name, by telling the existence of the office so that clients will come to them for their business needs. He added that they go about to promote this image through the organisation of information seminars, attending assembly meetings and also getting in touch with Assembly members. He added that change is a continuous process and in time they will reach this target. He said that the office does not use slogans in communicating it image, even though they have a logo on their own which is different from the main administration’s logo. He said they want to use the logo to communicate the need for entrepreneurial culture in the Municipality. He said the logo is used on letterheads, and on posters. He said that the Municipality does not organise any particular events apart from their core activities.

The officer’s assertion also confirms the findings of the survey (table 4.4.1). This implies that logo is the main tool used in communicating image. However this contradicts the works of Kotler et al (1999) who asserted that, three main tools are used in communicating a place image. These tools are; slogans, themes, and positions; visual symbols; and events and deeds. The only visual symbol use by the Municipality is logo to the detriment of other tools. He also added that the logo used must be consistent with the place image (ibid). From Mr. Golight, the logo was developed by the National headquarters of NBSSI. This means that the logo will be inconsistent with the municipality’s image. The implication is that the Municipality’s business attraction sector will not be well communicated.

4.5.3. Measuring Ejisu-Juaben Municipal’s Entrepreneurial climate.

When asked ten questions regarding Ejisu-Juaben’s entrepreneurial environment, Mr. Golight answered yes on three out of ten questions. The three Yes-answers came on questions 2, 4 and 8. The questions and answers can be found on appendix D.

Kotler et al (1999) state that promoting small businesses and fostering new business start-ups is very important. They argue that a good local leadership can maintain a healthy entrepreneurial climate through a good mix of for example programmes policies and regional policies. Kotler et al found that one way to measure whether or not the entrepreneurial climate is good to answer favourable on six out of the ten listed questions in table 2.2. The Municipality got three (3) out of the ten questions. This means Ejisu-Juaben is not a Municipality with a good entrepreneurial climate.

4.5.4.    Important Factors in attracting businesses to Ejisu-Juaben.

In this part respondents were asked to rank four factors on the scale of very high to poor. The results are presented in table 4.12.

According to Greenberg (1996) four important factors are important when attracting businesses to a place. The first factor is to provide modern infrastructure. The results of table 4.12 shows that, only 10 respondents (7%) think modern infrastructure level was very high, with 95 respondents (63%) believing that it was moderate. The second factor is proximity to university. He claims that Municipalities need to collaborate with universities in order to attract educated labour force. The table shows that 75 respondents (50%) think proximity to university was very high, 50 respondents (33%) think it was high, and 25 respondents (17%) think it was moderate. In terms of quality of life, 75 respondents (50%) think it was moderate, and 24% think it was poor. In terms of cooperation between levels of government, 50 respondents (33%) think it was moderate with 17% indicating it was poor. On average 34 respondents (23%) ranked all the four factors as very high, 36 respondents (24%) indicated high, 61 respondents (41%) think it was moderate, with only 25 respondents (17%) think it was poor. These indicate a good environment for businesses attraction.

Table 4.12. Results on the important factors in attracting businesses to Ejisu-Juaben.

Q: Please rank each of the four factors on the scale of poor to very good with respect to your Municipality.

Factors.	Very High		High		Moderate		poor		Total
	Frequency	%	Frequency	%	Frequency	%	Frequency	%	Sum	%
Modern infrastructure	10	7	32	21	95	63	13	9	Σ150	100
Proximity to Universities	75	50	50	33	25	17	Nil	Nil	Σ150	100
Quality of life	13	9	25	17	75	50	37	24	Σ150	100
Cooperation between levels of government	38	25	37	25	50	33	25	17	Σ150	100
Average (mean)	34	23	36	24	61	41	19	12	Σ150	100

(Source: Author’s fieldwork 2010)

The interview with Mr. Golight also revealed that his office only perform advisory role to the Municipality when it comes to keeping modern infrastructure. However, he stated that the Municipality has worked to ensure good motorable roads in the Municipality. He conceded that, it is not all the roads in the Municipality that is motorable. In terms of other infrastructures such as Information Technology facilities the Municipality has not done enough. He said the Municipality has been earmarked for the construction of inland port (Boankra inland port project) in the country, and that when it is completed it will boost businesses in the Municipality. He added that the Municipality works closely with universities when it comes to internship programmes. He said a lot of students come to the Municipal assembly for internship as part of the National service scheme. He said the Municipality has not worked to provide cheap and quality standards of living to residents. He added that accommodation is a major problem because of the closeness of the Municipality to Kumasi. Electricity is not reliable, and not all towns in the Municipality are connected to the national grid. He added that this is a problem for the whole country. He indicated that the Municipality works closely with government when it comes to funding. He added the government funds the Municipality through the District Assemblies’ common fund.

His assertion seems to be consistent with the findings of the survey (refer table 4.5.4 (I)). On the basis of Mr. Golight’s assertion and table 4.5.4 (i), Ejisu-Juaben seems to only work to keep infrastructures such as roads, collaborate with universities only in the area of internship programmes (National service), and cooperate with government when it comes to funding. They do not seem to work towards ensuring quality life for residents. Even though some of his assertions are in the negative, overall the Municipality can be said to provide a good environment for businesses destination.

4.5.5. Essentials of a Vibrant Community with respect to Ejisu-Juaben Municipality.

In this part respondents were asked to rank the four factors on the scale of very good to poor with respect to the Municipality. The results are as stated below:

Table 4.13. Results on the Essentials of a Vibrant Community

Q: Please rank each of the four factors on the scale of poor to very good with respect to your Municipality.

Factors	Very good		Good		Average		Poor		Total
	Frequency	%	Frequency	%	Frequency	%	Frequency	%	Sum	%
Entrepreneurial Culture	37	25	25	17	75	50	13	8	Σ150	100
Availability of business capital	Nil	Nil	12	8	50	33	88	59	Σ150	100
Business climate	25	17	50	33	50	33	25	17	Σ150	100
Talent	12	8	25	17	100	67	13	8	Σ150	100
Know-how.	25	17	Nil	Nil	113	75	12	8	Σ150	100
Average	20	13	22	15	78	52	30	20	Σ150	100

(Source: Author’s fieldwork 2010)

Table 4.13 shows that, less than half of the respondents ranked the Municipality as having above average positive entrepreneurial culture, with 75 respondents (50%), and 13 respondents (8%) indicating average, and poor marks respectively. In terms of capital availability 88 respondents (59%) indicates that access to capital is poor. 50 respondents (33%) indicated average, with nil respondents indicating very good. In terms of business climate half of the respondents indicated above average performance, with the rest indicating average and poor performance. When it comes to talent and know-how more than half of the respondents indicated average and poor performance with less than one-third indicating above average performance. On average, 20 respondents (13%), and 22 respondents (15%) ranked all the five factors as very good and good respectively, with 78 respondents (52%), and 30 respondents (20%) validating average and poor performances respectively.

Also according to Mr. Golight, he had not seen the community leaders in the Municipality rewarding and supporting entrepreneurs. He added that, he cannot tell the attitudes of citizens towards entrepreneurs who fails, but added that if an entrepreneur fails today it does not mean he will fails tomorrow. He indicated that the only institutionalised fund in the Municipality is the Afro-Asian rural development organisation (ARDO). He said the Municipality has agreed to set aside part of their common fund to fund businesses in the Municipality, but this is yet to be implemented. He said the fund is for existing businesses. He indicated that he cannot tell in detail the business climate of the Municipality but added that everything is saleable in the Municipality. He said no person has been granted patents in the geographical area for the past ten years. He mentioned that the average educational attainment of entrepreneurs who register with them is form four (MSLC) level, with the highest been O’level. He added that, the creative workforce in the Municipality is of the low side.

According to Isley and McCurren (2009), A vibrant entrepreneur community has the presence of four major essential characteristics — a positive entrepreneurial culture, multiple sources of capital at low cost, an abundance of know-how and talent and a supportive business climate. An analysis of the interview with the NBSSI officer shows that the Municipality is not doing well in all the four factors. His assertions seem to contradict the results of the survey (refer table 4.13). This makes it difficult for conclusion to be drawn. However, if the Officer’s assertions are anything to go by (since he has an oversight responsibility over business development in the Municipality, thus an expert), then per the performance of the Municipality on Isley and McCurren (2009) essentials, the Municipality has a lot to do to make it businesses destination.

CHAPTER FIVE:

    SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS.

5.1. Introduction.

Based on the study carried out, the following findings have been stated, conclusions and recommendations are then made accordingly.

5.2. Summary of key findings.

From the analysis of data collected, the following key issues were found:

5.2.1. The marketing practices of Ejisu-Juaben Municipality (EJM).

The key findings with respect to the marketing practices of Ejisu-Juaben Municipality are that, the Municipality does not make use of the; STP model, marketing mix variables, branding techniques, marketing research, and marketing communication strategy. However, it was also discovered that the Municipality make use of the SWOT analysis model, and has a strategic plan which was developed in consultation with the Staff of the Assembly, even though one-third of the Municipal Assembly Staff indicated that, they does not know the vision and mission statement of the Municipal Assembly.

5.2.2. The marketing practices of EJM with respect to tourism attractions.

The key findings here are that, the Municipality does not make use of all these tools: slogans, themes, and positions; visual symbols; and events and deeds in communicating it tourism image. In addition, it does not collaborate with other organisations for tourism attractions. The Municipality’s tourism product could be placed on the discovery stage of the tourism life cycle. Also the Municipality was operating on the non-marketing level of the Jones et.al (2008) levels of tourism marketing activities, and that the Municipality could be placed on different image clusters even though it was skewed towards the history, heritage, and culture cluster. However, the Municipality has not been deliberately built around this cluster.

5.2.3. The marketing practices of EJM with respect to tourism attraction.

The key findings here are: the Municipality also operates on the non-marketing level of the Jones et.al (2008) levels of marketing activities for business attractions. The Municipality does not make use of all these tools: slogans, themes, and positions; visual symbols; and events and deeds in communicating it image in order to attract businesses to its jurisdiction. The Municipality does not have a good entrepreneurial climate with respect to Kotler et.al (1999) business climate test. In addition, the Municipality scored moderate on Greenberg (1996) four important factors for attracting businesses. Lastly but not the least, the Municipality did not also scored high marks on Isley and McCurren (2009) essentials of a vibrant entrepreneur community.

5.3. Conclusion.

The purpose of this thesis can be summed as determining the marketing practices of the selected municipality, and how the municipality use place marketing for business and tourist attractions in order to establish economic growth in the municipality. Through studying previous research within the area and conducting case study regarding how Ejisu-Juaben market itself for business and tourists attraction, this thesis contributes more knowledge about how districts work with place marketing in Ghana. The researcher therefore feels that the purposes of this thesis have been achieved.

The researcher concludes that, this work has validated the work of Kotler et al. (1999) that, Municipalities, historically have focused on  investing in economic  development for their municipalities rather than marketing designated to attract people and businesses to the municipalities (Gidlund and Issraelsson 2009).

5.4. Recommendations.

 Per the findings of this research, the following recommendations are made:

5.4.1. Adoption of Marketing practices.

Ejisu-Juaben Municipal assembly should be marketing oriented, thus adopting marketing practices such as the use of the STP model, frequent conduction of marketing research, the use of marketing mix variables, among others. A marketing department should be established to coordinate, integrate, and spearhead marketing activities for the assembly.

The strategic plan of the assembly should be thoroughly followed and not be regarded as mere paper work. The mission and vision statements should be pasted in all departments so that all staffs will know them.

5.4.2. Improving on the tourism marketing practices.

The municipality should prioritise tourism by improving on it marketing activities such as communicating the tourism image very well using tools such as: slogans, themes, and positions; visual symbols; and events, keeping records on tourism, and investing in them. The municipality must collaborate with other organisations such as hotels, management consultants, and other relevant organisations. Preferably the municipality must operate on the sophisticated marketing activities level. The municipality should also build it image on its culture, history and heritage image. The tourism department should be separated from the cultural department, or the department should be staffed with experts in tourism, and see a major facelift.

5.4.4. Improving on the Business Marketing practices.

The Municipality should also prioritise business attractions by improving on their marketing practices. The sector should see major investment such as establishing multiple source of capital, improving on the business climate, and the establishment of Economic and business department which will be responsible for all business coordination activities. The Municipality should also operate on the sophisticated level of marketing activities for business attractions. The Municipality should also seek to use appropriate tools such as slogans, themes, and positions; visual symbols; and events and deeds in communicating it image in order to attract businesses to its jurisdiction. They should also seek to build advanced infrastructures such as technological facilities, improve on quality of life, collaborate with universities and other tertiary institutions, and cooperate with levels of government.

5.5. Suggestion for future research.

After studying how districts conduct place marketing in Ghana, the researcher have concluded that a lot need to be done. However, one problem is that, District Assemblies in Ghana have budget constraints, and the general perception is that Assemblies are governance institutions not marketing organisations. Therefore two suggestions for future research are made, namely: the cost-benefit of marketing District Assemblies in Ghana; and the impact of place marketing on Residents of District Assemblies.

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Murphy, L., Moscarado, G., and Beckeddorff, P. (2007), “Using brand personality to differentiate regional tourism destinations”, Journal of travel research. Cited by Gidlund, M. and Issraelsson, R. (2009), “Marketing Municipalities as a Place-A study of three Municipalities in Northern Sweden; Bachelor Thesis”, www.essays.se, (accessed on 14^th September 2009).

NALAG, (2009), “Desk Diary: Background of Local Government in Ghana”, Lagos, Academy Press PLC.

Owusu, Y. K. (2007), “Ministry of Manpower, Youth and Employment (National Employment Task force): National Youth Employment Programme; Ejisu-Juaben District Assembly programme participation proposal”, (pp 4-6).

Philo, C. and Kearns, G. (1993), “Culture, history, capital: a critical introduction to the selling of places in: G. Kearns and C. Philo (Eds) selling places”, Oxford: Pergamon press, cited by, Berg, D. L. V. and Braun. Erik. (1999), “Competitiveness, marketing and the need for organising capacity; urban studies”, http://search.ebscohost.com/login.asps? (Accessed on 20^th September 2009).

Pickton, D. and Broderick, A. (2005), “Integrated Marketing Communications”, 2^nd edn, Essex England, Pearson Education Limited.

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Saunders, M., Lewis, P., and Thornhill, A. (2007), “Research Methods for Business Students”, 4^th edn, Essex England, Pearson Education Limited.

Schiffman, L. G. and Kanuk, L. L. (2009), “Consumer Behaviour”, 9^th edition, New Jersey, Pearson Prentice Hall.

Turkson, J. K. (1997), “Business Management for Senior Secondary Schools”, 1^st edition, Kumasi, Jakentee Publications.

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APPENDIX

APPENDIX A

QUESTIONNAIRE

Section A: Respondent Personal Data

NO............................

Gender: Male ( )     Female ( )

Age: below 30 years (), 31-40 years ( ), 41-50 years (), above 50 years ()

Years of working at the assembly: <1 year (), 1-3year (), 4-6 years (), above 6 years ()

Section B.

1.      Does your Municipality make use of the classical segmentation, targeting, and positioning (STP) model?

                Yes ( )                 No ( )          Don’t Know ( )

2. which of the following marketing mix variables does your municipality make use of? Tick as many as possible.                                                                                                                                                   

          a. product/ service strategies ( )                 

          b. place strategies ( )

          c. Promotional tools ( )                              

           d. Pricing Strategies ( )

          e. physical environment ( )                         

          f. effective processes ( )

          g. People strategies ( )

      3. Does your municipality deliberately and strategically make use of commercial branding techniques to brand your Municipality?

            Yes ( )                       No ( )

     4. Does your municipality frequently conduct market research?

          Yes ( )                         No ( ) 

      5. Does your Municipality frequently conduct SWOT analysis?

          Yes ( )                       No (  )                  Don’t Know ( )

    6. Does your Municipality have a marketing communication strategy?

       Yes ( )                          No ( )                  Don’t know ( )

   7. Do you know the mission and vision statements of your Municipality?

       Yes ( )                           No ( )

  8. Does your municipality have a strategic plan?

       Yes ( )                           No ( )               Don’t know ( )

  9. If yes, was it developed in consultation with staff/employees of the Municipality?

       Yes ( )                         No ( )                      Don’t Know ( )

10. Which of the following communication tools does your municipality use to communicate its image? Tick as many as possible.

1. Logo ( )                             
2. slogan ( )                           
3. C. Themes ( )
4. Positions ( )
5. visual symbols ( )
6. events and deeds ( )
7. Others specify...................................................................

11. Does your district collaborate with other organisations for tourism attraction?

        Yes ( )                    No ( )                Don’t know ( )

12. If yes, which organisation..............................................................................................

13. Which of the following stages can you place the tourism situation in your district in?

     a. Discovery ( )                          

    b. Launch ( )

     c. stagnation ( )                         

      d. Decline ( )

14. Please complete the tables below relative to your municipality.

A.

Factors	Very High	High	Moderate	Poor
a. Modern Infrastructure
b. Proximities to Universities
c. Quality of life
D cooperation between levels of government

B. 

Factors	Very good	Good	Average	Poor
Entrepreneurial culture
Availability of Business capital e.g. Venture capital, and angel capital
Business climate
Talent
Know how

APPENDIX B.

INTERVIEW QUIDE. B1

Interviewee:

Department:

Position:

Working experience:

Questions relating to Research Question 2: How does the selected District Assembly market themselves in order to attract tourists?

1. The Levels of marketing activity model.

1. How does your municipality market itself in order to attract tourists?
2. What are the target groups?
3. Do you use different strategies for different target groups?
4. What channels of distribution does your municipality use to reach the targeted groups?
5. What is your Municipality’s competitive advantage?
6. What attribute do you stress in your marketing?
7. Does your municipality evaluate the effectiveness of your marketing?
8. Does your municipality consider other district as your competitors?
9. Who are your competitors?

2. Tools for communicating Image.

10. What image does your municipality work to communicate to tourist?
11. How was this image developed?
12. Has your municipality worked to change their image?
13. How did you go about to do this?
14. How does your municipality communicate this image to tourists?
15. Do you have slogan? (One or more). If no, why not?
16. What slogan(S)?
17. What do you want to communicate with it?
18. Where do you use this slogan?
19. logotype (one or more)
20. What logo(s). Where do you use it?
21. Any other symbols (pictures, buildings....)
22. what symbol(s)
23. What do you want to communicate with it?
24. Where do you use it?
25. Do you organise any event?
26. What kind of events?
27. For whom?

3. Clusters for destination.

24. What cluster do you consider your district to be in? (See table 2.2)

4. Destination marketing collaborations.

28. Does your municipality collaborate with other in your marketing? (public or private sector organisations)
29. With what kind of organisation does your municipality is looking to collaborate with?
30. Does your municipality evaluate old ones when planning for new ones?
31. How does your municipality ensure that all parts in the collaboration strive for the same goal?
32. Does your municipality conduct any after collaboration evaluation?
33. How?

5. Tourism area life cycle.

34. What kind of tourism sites does your municipality have? (Cultural, historic, buildings, agricultural, etc). Name them.
35. How does the tourist development look like in your district for the last ten years?
36. Number of visitors. Number of Attractions. Type of attractions and visitors.
37. How do you think the future tourism looks like in your district?
38. Expected number of visitors. Number of attractions. Types of visitors.
39. In what stage in the tourism area life cycle will you place your district? (see figure 4)

INTERVIEW QUIDE.B2

Interviewee:

Department:

Position:

Working experience:

Questions relating to Research Question 2: How does the selected District Assembly market itself in order to attract businesses?

6. The levels of marketing activity model.

1. How does your municipality market itself in order to attract business?
2. What kinds of businesses?
3. Do you use different strategies for different type of businesses?
4. What channels of distribution does your municipality use to reach the businesses?
5. What is your municipality’s competitive advantage?
6. What attributes do you stress in your marketing?
7. Does your municipality evaluate the effectiveness of your marketing?
8. Does your municipality consider other municipalities as competitors?
9. Who are your competitors?

7. Tools for communicating image.

1. What image does your municipality work to communicate to businesses?
2. How was this image developed?
3. Has your municipality worked to change their image?
4. How did you go about to do this?
5. How does your municipality communicate this image to businesses?
6. Do you have slogan? (One or more). If no, why not?
7. What slogan(S)?
8. What do you want to communicate with it?
9. Where do you use this slogan?
10. logotype (one or more)
11. What logo(s). Where do you use it?
12. Any other symbols (pictures, buildings....)
13. what symbol(s)
14. What do you want to communicate with it?
15. Where do you use it?
16. Do you organise any event?
17. What kind of events?
18. For whom?

8. Entrepreneurial climate.

1. When local civic leaders meet business leaders, are there as many chief executive officers of SMEs as bankers and corporate executives?
2. Are SME chief executive officers invited to join important events within the community?
3. Do local newspapers follow the fortunes of start-ups and growth of SMEs with the same intensity as they do large corporations?
4. Are innovative SMEs able to recruit nearly all their professional workforce from the local arena?
5. Do SME representatives often refer to easy access of venture capital?
6. Does the local college encourage its teachers and students to participate in entrepreneurial spin-off?
7. Do CEOs from local SMEs hold even one quarter of the seats on the boards of the three largest banks?
8. Does the city’s economic development department spend more time helping local companies grow than it does chasing after branch facilities for out-of-the-region corporations?
9. Is there decent, affordable office and factory space available for businesses in the central business district?
10. Can you think of ten recent spin-offs SMEs started by entrepreneurs-which have left larger companies?

9. Four important factors for attracting businesses.

1.      How does your municipality work to keep a modern and working infrastructure?

2.      Does your municipality collaborate with universities?

3.      How does your municipality work to offer a rich cultural life and good and cheap living standards?

4.      Does your municipality collaborate with the region and government to attract businesses?

10. Essentials of a vibrant entrepreneurial community.

1. Do the community leaders’ support and reward entrepreneurs?
2. What is the attitude of the citizens towards entrepreneurs who fails?
3. Name all the institutionalised funds in your municipality available to support businesses.
4. Which ones are for pre-seed investments, start-ups capital, working capital, and later stage venture capital?
5. How is your municipality business climate like in terms of cost of doing business, easy access to land, business registration procedures, business taxes, among others?
6. How many patents have been granted to people in your geographical area for the past ten years?
7. What is the average educational attainment of entrepreneurs who register their businesses in your municipality?
8. What is the situation in your municipality looks like in terms of creative workforce such as architectures and engineers as compare to those in less creative jobs such as production jobs and office jobs?

APPENDIX C1

KNUST School of Business

KNUST

Kumasi.

30^th May 2010.

Dear Sir/Madam

RESEARCH PROJECT

I am a post-graduate student of the above named Institution pursuing a Master’s Degree in Business Administration with marketing specialization. I am presently carrying out a research on the topic: A STUDY OF THE MARKETING OF DISTRICT ASSEMBLIES AS ATTRACTIVE LOCATIONS FOR BUSINESS AND TOURIST: THE CASE OF EJISU-JUABEN MUNICIPAL ASSEMBLY IN ASHANTI REGION.

You are requested to please express your opinion freely by responding to the items on the attached questionnaire. Almost all o the questions are closed ended and as such make it easier to respond to.

Your opinions will be treated in strict confidence and only for this research.

Thanks for your co-operation

Yours sincerely

Owusu Yeboah Kofi

(PG 2549308)

APPENDIX C2

KNUST School of Business

KNUST

Kumasi.

30^th May 2010.

Dear Sir

RESEARCH PROJECT

I am a post-graduate student of the above named Institution pursuing a Master’s Degree in Business Administration with marketing specialization. I am presently carrying out a research on the topic: A STUDY OF THE MARKETING OF DISTRICT ASSEMBLIES FOR BUSINESS AND TOURIST ATTRACTION IN GHANA, THE CASE OF EJISU-JUABEN MUNICIPAL ASSEMBLY IN ASHANTI REGION.

I will be glad if you can grant me part of your time to have an interview with me. You are requested to please express your opinion freely. Your opinions will be treated in strict confidence and only for this research.

Thanks for your co-operation

Yours sincerely

Owusu Yeboah Kofi

(PG 2549308)

D: Business climate test Response
Questions	Answers.
When local civic leaders meet business leaders, are there as many chief executive officers of SMEs as bankers and corporate executives?	No
Are SME chief executive officers invited to join important events within the community?	Yes
Do local newspapers follow the fortunes of start-ups and growth of SMEs with the same intensity as they do large corporations?	No
Are innovative SMEs able to recruit nearly all their professional workforce from the local arena?	Yes
Do SME representatives often refer to easy access of venture capital?	No
Does the local college encourage its teachers and students to participate in entrepreneurial spin-off?	No
Do CEOs from local SMEs hold even one quarter of the seats on the boards of the three largest banks?	I can’t tell
Does the city’s economic development department spend more time helping local companies grow than it does chasing after branch facilities for out-of-the-region corporations?	yes
Is there decent, affordable office and factory space available for businesses in the central business district?	No
Can you think of ten recent spin-offs SMEs started by entrepreneurs-which have left larger companies?	No

EJM ADMINISTRATION BLOCK             ASHANTI TRADITIONAL BUILDING

                                                                         (ATB) AT BESEASE.

                                                                          

    

OUTSIDE VIEWS OF ATB

     

  

INSIDE VIEWS OF ATB

  

        

      

       

VIEWS OF ANITA HOTEL AT AKYAWKROM NEAR EJISU

    

YAA ASANTEWAA STATUE                       EJISU TOWNSHIP

      

KENTE WEAVING AT BONWIRE

   

BONWIRE TOURIST CENTRE               BONWIRE TOWNSHIP