An understanding of baby boomers' attitudes toward financial services products in Ghana

Owusu‐Frimpong, Nana; Omar, Ogenyi; Mmieh, Frederick

doi:10.1002/tie.20390

Cited by 5 publications

(2 citation statements)

References 24 publications

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“…In 2011, provisional figures (Ghana Budget, ) showed a decline in the activities of hotels and restaurants from 6% in 2010 to 3.6% in 2011, which may be partly due to the repeal in tax exemptions for the hospitality industry. The banking industry has grown rapidly in the past decade and constitutes about 70% of the financial services sector (Bawumia, Owusu‐Danso, & McIntyre, ; Opoku, Atuobi‐Yiadom, Chong, & Abratt, ; Owusu‐Frimpong, Omar, & Mmieh, ). As of the end of 2008, there were 28 banks with over 600 branches operating in Ghana (Opoku et al, ).…”

Section: Developments In Ghana's Service Sectormentioning

confidence: 99%

Alternative Positioning Strategies for Services in Ghana

Coffie

Owusu‐Frimpong

2014

Thunderbird Intl Bus Rev

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

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Section: Developments In Ghana's Service Sectormentioning

confidence: 99%

Alternative Positioning Strategies for Services in Ghana

Coffie

Owusu‐Frimpong

2014

Thunderbird Intl Bus Rev

Self Cite

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“…Among other things, Adams et al (2015) assert that financial service firms play an important role in providing the needed finance to support private-sector development initiatives in emerging economies such as Ghana. The critical role played by the financial service sector gives adequate justification for the focus of this study (for details, see Owusu-Frimpong et al, 2011). The sample for this study was created out of a large service firm survey on innovation, competition and performance in Ghana.…”

Section: Sample and Data Descriptionmentioning

confidence: 99%

Managing market innovation for competitive advantage: how external dynamics hold sway for financial services

Anning-Dorson

Hinson

Amidu

2018

IJFSM

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From the complexity theory, it is argued that external factors largely determine the effectiveness of firm-level strategies. Hence, firms must seek to align their strategies such as market innovation with the prevailing business environment to achieve competitive advantage. We investigate the moderating effect of three environmental factors, regulatory regime, competitive intensity and customer demand on the relationship between innovation and competitive advantage creation in financial services firms. Data were collected from the Ghana's financial services sector with a focus on banking and insurance institutions. Constructs were validated through confirmatory factor analysis while robust regressions estimates were run to test their hypothesised relationships. We found that both competitive intensity and regulatory regime positively increase the effect of market innovation on competitive advantage. It was also found that the interaction between competitive intensity and regulatory regime has a positive effect while the interaction between customer demand and regulatory regime dampens the positive relationship T. Anning-Dorson, R.E. Hinson and M. Amidu between market innovation and competitive advantage creation. The concurrent occurrences of the three factors were found to have a negative moderating effect.

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Perceived service quality in Ethiopian retail banks

Mersha

Sriram

Yeshanew

et al. 2012

Thunderbird Intl Bus Rev

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This study uses the SERVQUAL method to assess perceived service quality in selected Ethiopian banks based on customer surveys conducted in three private and the largest public bank in Addis Ababa. For all banks, service expectations were not matched by perceived performance. While there were only a few differences in service expectations between public and private banks, private banks were perceived to be relatively better in delivering service. The findings also indicate that perceived service quality falls short of customer expectations in all the five dimensions of service quality—tangibles, reliability, responsiveness, assurance and empathy—with the largest perception‐expectation gap observed for the empathy dimension. As the banking sector becomes increasingly more competitive in Ethiopia, these findings can provide valuable insight to bank managers regarding the specific customer service issues that they need to address in their ongoing effort to attract and retain more customers. © 2012 Wiley Periodicals, Inc.

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An understanding of baby boomers' attitudes toward financial services products in Ghana

Cited by 5 publications

References 24 publications

Alternative Positioning Strategies for Services in Ghana

Alternative Positioning Strategies for Services in Ghana

Managing market innovation for competitive advantage: how external dynamics hold sway for financial services

Perceived service quality in Ethiopian retail banks

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