Sector Export Marketing Plans for Ghanaian exotic fruits, cosmetics and cassava

Together with the stakeholders of the Ghanaian mango, pineapple, cassava, and cosmetics industries, we have co-created Sector Export Marketing Plans (SEMPs) for Ghana's exotic fruits, cassava, and cosmetics value chains. This comprehensive plan is part of the WACOMP programme, co-implemented by UNIDO. UNIDO and Globally Cool mobilized a Value Chain Steering Committee, consisting of key public and private sector stakeholders, and facilitated the development of the SEMPs in order to improve joint performance and coordination towards increased exports.

The SEMPs started with a 360° market analysis and comprised:

  • A quantitative trend analysis of global trade flows and Ghanaian trade flows of the respective products.
  • A quantitative comparison of Ghana’s performance vis-à-vis global competitors.
  • A qualitative analysis of the perception of international buyers on Ghana’s value chain.

The market analysis was followed by several strategic sessions with the stakeholders to review and validate the market findings and to co-create the foundations of the SEMPs, formulate sector ambitions, define priority markets and determine competitive advantages and key values for the sector’s branding and promotion strategy.

In the end, realistic strategies and intervention plans have been defined in a co-creation manner to overcome challenges in the sectors and tap opportunities in the prioritized markets.

Products

Exotic fruits, cassava, and cosmetics

Year

2020 – 2021

Country

Ghana

Type of activity

  • Branding and Promotion
  • Capacity Building
  • Market Intelligence
  • Strategy Development

Activities

1. Creation of a 360° market analysis of the exotic fruits, cassava and cosmetics value chains, which entailed:

  • A quantitative trend analysis of global trade flows and Ghanaian trade flows of the respective products.
  • A quantitative comparison of Ghana’s performance vis-à-vis global and regional competitors.
  • A qualitative analysis of the perception of international experts and buyers on the Ghanaian value chains.
  • A qualitative analysis of the different trends that will impact the future of the sectors.
  • Supply-side analysis with opportunities and challenges for the Ghanaian value chains.

2. By means of several strategic sessions, promotion and branding strategies were defined together with an action plan to address the challenges in terms of export development. The following activities were carried out:

  • Presentation of market findings, Ghana's performance in perspective of global and regional competitors and buyer feedback.
  • Break-out room session with group discussions to formulate responses to the market findings and prioritize target markets.
  • Plenary discussions and active coaching to come to an agreement on export ambition, targets and priority markets for consolidation, penetration and growth.
  • Homework in groups to suggest prioritization of export development activities required for improved performance.
  • Plenary sessions, break-out rooms and active coaching to detail the proposed interventions in both the export development and export promotion areas.
  • Coordination with the local expert to drive the homework efforts.

Results

Among the key results are:

  • SEMPs completed: realistic strategies and intervention plans have been defined in a co-creation manner to overcome challenges in the sectors and tap opportunities in the prioritized markets.
  • A committed and enthusiastic team of decision makers and influencers in the several value chains have joined hands - and continue to do so - to work on a coordinated and concerted effort to take the sector export performance to a higher level.
  • Plans and resources of public and private sector stakeholders have been aligned.