Africa-Press – Ghana. On any given day in Ghana, a tourist stepping off a plane is met with a cheerful “Akwaaba, Oobak3, or Woezor,” a burst of Ghanaian warmth that instantly makes every visitor feel at home.
The taxi driver may offer a friendly smile, a hotel receptionist may check them in with enthusiasm, and a waitress might serve their meal with genuine courtesy.
Yet, a few steps away, that same visitor may encounter a delayed response to a complaint, an indifferent attitude at a tourist site, or slow service that tests patience.
This contrast between heartfelt friendliness and inconsistent professionalism, defines the current state of customer service delivery in Ghana’s tourism and hospitality sector.
Ghana has no shortage of natural charm. Its people are known worldwide for their warmth, respect, and hospitality, which remain the backbone of its growing tourism industry.
The country boasts a rich cultural heritage, diverse natural attractions, and increasing international visibility.
Yet, while the nation’s cultural friendliness is unmatched, poor service standards continue to pose a persistent challenge.
One that threatens visitor satisfaction, repeat arrivals, and Ghana’s competitiveness as a preferred destination.
Tourism, long regarded as one of Ghana’s most promising economic sectors, continues to grapple with this “silent barrier,” as described by Mr. Emmanuel Frimpong, a tourism consultant and advocate.
He said weak service delivery undermined growth, visitor satisfaction, and repeat visits, ultimately affecting the country’s global image.
Shared Responsibility for Service Excellence
Mr. Frimpong, who is also the Founder of the African Tourism Research Network, said Ghana’s tourism potential remained unmatched in the sub-region.
However, stronger collaboration among the government, the Ghana Tourism Authority (GTA), and industry stakeholders is needed to tackle the persistent problem of poor customer service delivery.
In an interview with the Ghana News Agency, he emphasized that improving service quality requires a coordinated, multi-sectoral approach.
He noted that the government must lead policy direction through the Ministry of Tourism, Arts, and Culture by providing an enabling environment that includes training support, enforcement of standards, and incentives for compliance.
“The GTA has a clear statutory role in licensing, regulation, training facilitation, and setting service standards.
However, it cannot ensure good service at the frontlines, so responsibility must be shared with private operators, employees, and other stakeholders who interact directly with visitors,” he said.
Mr. Frimpong stressed that without strong regulatory backing and structured training pathways, service standards would continue to vary widely across establishments.
He urged private tourism operators to invest in staff development, implement consistent service protocols, and establish feedback systems to monitor and improve customer satisfaction.
“Customer service is not optional. It is an investment that determines whether visitors return or recommend Ghana to others,” he emphasized.
He also called on local governments and communities to promote professionalism among market vendors, transport operators, tour guides, and artisans, who often serve as the first point of contact for tourists.
“The experience a visitor gets at a craft market or food joint contributes just as much to Ghana’s image as a five-star hotel. Every level of the service chain must uphold the same values of courtesy, efficiency, and respect.”
Mr. Frimpong further proposed the creation of a shared accountability framework in which government and the GTA provide regulatory oversight and training, private operators drive service quality, and civil society amplifies feedback through reviews and recognition of excellence.
He suggested introducing a national customer service certification programme, visible classifications for visitor sites, and incentive schemes to reward businesses that meet or exceed service benchmarks.
Policy, Regulation, and a Culture of Service
Mr. Caleb Kofie, Executive Director of the Service Excellence Foundation, also underscored the critical role of government policies, regulations, and industry standards in shaping service quality within Ghana’s tourism and hospitality sector.
Government policy sets the tone for service culture.
When leadership takes service seriously, the entire tourism and hospitality ecosystem follows,” he said.
He explained that policies on licensing, quality assurance, safety, and staff training form the foundation of trust and professionalism expected by both local and international guests.
“You cannot build a world-class destination on weak standards. Consistency, professionalism, and genuine hospitality must be non-negotiable,” he added.
Mr. Kofie called for firm but fair enforcement of policies, complemented by incentives such as awards, tax benefits for training, and collaborative industry programmes.
“When businesses see that investing in service pays off, standards rise naturally,” he noted.
Building Capacity and Embedding Service Culture
Mr. Kofie emphasized that customer service excellence must be taught, coached, and institutionalized across the tourism value chain.
“We must embed service culture into tourism curricula, national campaigns, and professional development programmes to build a workforce that sees service not as a task but as a national brand asset,” he said.
He cited Rwanda and Dubai as examples of destinations that had achieved global reputations for service excellence through structured human capital development, adding that Ghana could do the same given its natural warmth and hospitality.
Mr. Kofie called for the establishment of a National Customer Service Policy tailored to the tourism and hospitality sector to set clear expectations, strengthen accountability, and promote a shared service culture.
He further proposed institutionalizing service academies, developing certification pathways under a “Service Ghana” campaign, and adopting feedback tools such as rating systems, mystery-shopping programmes, and recognition awards.
“What gets measured improves, and what gets celebrated multiplies,” he stated.
Technology and the Future of Service
Mr. Kofie added that technology must also be central to Ghana’s service improvement strategy.
This, he said, could include innovations such as digital feedback platforms, customer relationship management systems, and real-time complaint response mechanisms.
Conclusion
Tourism is more than monuments, beaches, and culture, it is about people and the experiences they create.
Every smile at the airport, every courteous driver, every attentive waiter, and every responsive tour guide tells the story of Ghana to the world. It is through these daily interactions that the nation’s promise of “Akwaaba, Oobak3, Woezor, or Welcome”, truly comes alive.
Ghana stands at a critical juncture: the country has everything it needs to become West Africa’s tourism powerhouse, vibrant culture, political stability, natural beauty, and a globally admired warmth, but it must now match these strengths with excellence in service delivery.
Strong policy direction, professional training, and modern technology will be essential, but so too will a renewed national mindset, one that treats service not as a duty, but as a shared pride and an act of patriotism.
When every Ghanaian in the tourism value chain sees themselves as an ambassador, the visitor’s experience transforms, and the nation’s brand grows stronger.
Ghana’s tourism future, therefore, lies in unity of purpose, a partnership among government, industry, communities, and citizens, all working together to ensure that every visitor leaves not only satisfied but inspired to return.
“If we align policy, practice, and passion, Ghana can become not just a place people visit once, but a destination they always want to return to.”
That vision of a Ghana where service excellence meets cultural warmth, could be the golden key that unlocks the country’s full potential as Africa’s preferred tourism destination.
Source: Ghana News Agency
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