It is not easy running a business in Ghana. People will sabotage you and getting workers is tough. People are always crying on social media about unemployment. It is all a lie because they don't need any job, they are lazy. The youth are lazy because they think that once you are born, you start walking...it is a process but without any experience, they expect so much.
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The triple problems of poverty, unemployment, and environmental degradation have affected rural communities in Ghana and forced many youth from rural Ghana to migrate to the urban areas. One way of addressing these problems is to use local resources, maximize the skills of the people, and enable profitable partnerships throughout the value chain
It's hard to penetrate the Ghanaian music market, your music probably won't sell, people wouldn't like you, some people who have grown in the industry will tell you that your music won't sell. Sometimes these comments can break you and you tend to ask yourself would this music that I'm doing yield results at all...Even people would sometimes sabotage you.
It was usual for a man to arrive first and to send for a spouse and children later after establishing himself, although there were also women who had arrived by themselves as autonomous migrants. The former occupations in Ghana of newer residents ranged from petty traders, artisans and schoolteachers to junior civil servants, although there were also a sprinkling of university graduates among them. However in general, newer residents were less educated than the older residents.
Brand management is so important. Whilst not playing anything down, we must make sure that Ghana thrives in a competitive environment because things Ghanaian are known, loved and wanted. We must push and we will be okay. We are very modest as Ghanaians, we don’t blow our own trumpet. But in this competitive world, let’s put our Christian modesty aside and boast a little bit.
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In Ghana, women form the majority of operators in the small business sector, but their educational levels and managerial experiences are lower than those of their male counterparts. There are also gender differences in the socialisation of girls and boys in Ghana. It is expected that these differences in personality and demographics between men and women affect their strategic capabilities, and ultimately the performance of their businesses. This study accordingly examines the direct and indirect effects of gender on owner-managers' characteristics, strategic capabilities, and performance of small retail firms in Ghana.
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