department of marketing and entrepreneurship · the department of marketing and entrepreneurship is...

2019 – 2021

DEPARTMENT OF MARKETING AND ENTREPRENEURSHIP

STRATEGIC PLAN


STRATEGIC PLAN

Dep. of Marketing and EntrepreneurshipUniversity of Ghana Business School i

Strategic Plan 2019 - 2021

JANUARY 2019 – DECEMBER 2021

TABLE OF CONTENTS

LIST OF FIGURES..............................................................................................................................iiiLIST OF TABLES................................................................................................................................ivLIST OF ABBREVIATIONS..................................................................................................................vEXECUTIVE SUMMARY.....................................................................................................................viPREAMBLE........................................................................................................................................viiINTRODUCTION..................................................................................................................................1SCOPE.................................................................................................................................................1SETTING THE CONTEXT.....................................................................................................................2DEPARTMENT OF MARKETING AND ENTREPRENEURSHIP............................................................3Background..........................................................................................................................................3Mandate of the Department.................................................................................................................3Structure of the Department.................................................................................................................4CORE FUNCTIONS...............................................................................................................................5STRATEGIC ORIENTATION..................................................................................................................5Mission Deliverables.............................................................................................................................6CORE VALUES (ADOPTED FROM THE UGBS STRATEGIC PLAN)....................................................7SITUATIONAL ANALYSIS.....................................................................................................................8Internal Analysis....................................................................................................................................8FUNCTIONS OF THE DEPARTMENT...................................................................................................9Staffing Capacity.................................................................................................................................10External Analysis.................................................................................................................................10Critical Success Factors (CSFs)..........................................................................................................14Sustainable Competitive Advantages (SCAs).....................................................................................14THE STRATEGIC PRIORITIES............................................................................................................15PRIORITY ONE - EXCELLENCE IN TEACHING AND LEARNING......................................................16PRIORITY TWO - EXCELLENCE IN RESEARCH................................................................................18PRIORITY THREE - INTERNATIONALISATION AND ACCREDITATION.............................................20PRIORITY FOUR - MARKETING COMMUNICATION AND INDUSTRIAL ENGAGEMENT.................22PRIORITY FIVE - DEVELOPMENT OF HUMAN RESOURCE COMPETENCIES.................................24MARKETING WORKING TEAMS (MAWOTS)......................................................................................26MAWOTS Composition.......................................................................................................................26PROJECTED REVENUE......................................................................................................................27PERFORMANCE MONITORING, EVALUATION AND CONTROL.......................................................27CONCLUSION.....................................................................................................................................27Appendix 1: DEPARTMENT OF MARKETING AND ENTREPRENEURSHIP STRATEGIC PLANNING STRUCTURE AND PROCESS.........................................................................................28Appendix 2 : MAWOTS OPERATIONAL WORK PLAN.....................................................................32

Dep. of Marketing and EntrepreneurshipUniversity of Ghana Business Schoolii Strategic Plan 2019 - 2021

Figure 1: The Great Hall ........……………………………………...................................................iiiFigure 2: Students of the Department of Marketing and Entrepreneurship ........……................iv

Figure 3: University of Ghana Business School, Graduate School Building ………….................v Figure 4: Students of the Business School in a Lecture ..………...............................................viiFigure 5: The University of Ghana Business School Library .…………....................................... 1Figure 6: Structure of the University of Ghana...……...................................................................2Figure 7: Front View of the UGBS on the main University Campus ............................................3Figure 8: Structure of the Department of Marketing and Entrepreneurship.................................4Figure 9: A lecture in session at the Graduate Building ..............................................................5Figure 10: The Department’s Vision, Mission, and Core Values….…………………………..........5Figure 11: Mission Deliverables.….………………….....................................................................6Figure 12: Students at a Congregation Ceremony. ....................................................................6

Figure 13: Programmes offered in the Department.…………………………….............................9 Figure 14: UGBS Positioning……………………………………………........................................ 11Figure 15: PEST Analysis of the Department...…………………………………………................ 12Figure 16: SWOT Analysis of the Department…...…………………………………..................... 13Figure 17: The Five Strategic Priorities...……………………………………………….................. 15Figure 18: Students at a Lecture..………………………………………………............................. 16Figure 19: Graduate Building Library..………………………………………………...................... 18Figure 20: Faculty and Students on an Aalborg University Study Tour....…………...................20Figure 21: Acting Dean and UGBS Personnel interact with UK Scholar...…………...................21Figure 22: Corporate Executive in Residence Panel Discussion ...………………….................. 22Figure 23: Executive Hall of the University of Ghana Business School..……………..................24

Dep. of Marketing and EntrepreneurshipUniversity of Ghana Business School iii


Figure 1: The Great Hall

LIST OF FIGURES

LIST OF TABLES

Table 1: Departmental Programmes and Student Population........………………….................8

Table 2: Staffing Capacity of the Department………………………………..............................10

Table 3: Data on Six (6) Selected Schools in Ghana................………………….......................11

Table 4: Critical Success Factors (CSFs) for the Department……………...............................14

Table 5: Sustainable Competitive Advantages (SCAs) for the Department…..…...................14

Table 6: Excellence in Teaching & Learning Operational Action Plan….……………..............17

Table 7: Excellence in Research Operational Action Plan…...………………..........................19

Table 8: Internationalisation & Accreditation Operational Action Plan…….............................21

Table 9: Marketing Communications & Industrial Engagement Operational Action Plan........23

Table 10: Development of Human Resource Operational Action Plan.........…........................25

Table 11: The Projected Annual Revenue for the Period…………………………......................27

Figure 2: Students of the Department of Marketing & Entrepreneurship

Dep. of Marketing and EntrepreneurshipUniversity of Ghana Business Schooliv Strategic Plan 2019 - 2021

LIST OF ABBREVAITIONSBMS Brand Marketing, Communications and Sales

CEiR Corporate Executive in Residence

CoH College of Humanities

DME Department of Marketing and Entrepreneurship

MARCOMMS Marketing Communications Unit

MAWOTS Marketing Working Teams

MESA Marketing & Entrepreneurship Students Association

OCA Outreach, Consultancy and Alumni Relations

PEST Political, Economic, Social, Technological

RIIC Research, Innovation, Intrapreneurship and Customer Experience

SMC School Management Committee

SPPME Strategic, Planning, Performance Monitoring and Evaluation

SWOT Strengths, Weaknesses, Opportunities, Threats

UG University of Ghana

UGBS University of Ghana Business School

Dep. of Marketing and EntrepreneurshipUniversity of Ghana Business School v


Figure 3: The University of Ghana Business School, Graduate School Building

The Department of Marketing and Entrepreneurship is geared towards achieving its mission around the creation of world class marketing personnel for public, private and not-for-profit sectors across the globe. The faculty members within the Department conduct research in a wide range of disciplines including but not limited to Marketing Communications, Green Marketing, E-Business, Tourism, Corporate Social Responsibility, Marketing Orientation, Social Marketing; among others. The Department offers a number of undergraduate, distance, postgraduate and special programmes to suit all manner of persons. As part of its corporate social responsibility, the Department provides community service by training and consulting for public, private and not-for-profit organisations. The Department is led by Professor Robert E. Hinson (Head of Department), who is supported by a secretariat to perform administrative duties. The Head and Faculty members of the Department also lecture courses in the Department and other programmes, serve on committees within the school, and perform in other roles as well.

There are three main issues captured in the mission; i.e. maintain a dedicated faculty, a strong student focus and producing relevant scholarship to train the world’s best leaders. In order to maintain a dedicated faculty, faculty members are encouraged to create a conducive collegiate atmosphere and also team up in research and co-teaching. The Department also aims at ensuring a strong student focus by encouraging faculty members to attend lectures regularly and on time. Offices of faculty members are easily accessible to students as they are strategically located at the rooftop of the UGBS main block. Students with special conditions/needs are also catered for as there is an elevator that helps them access lecturers when the need arises. The Department also urges faculty members to assist students by providing good counsel and guidance mostly in relation to academic and professional issues. In providing relevant scholarship in training the world’s best leaders, members of the Department engage in consistent, regular, and relevant research that contributes to both academia, industry, and the community at large. The Department’s core values are prioritised and in the order of Integrity, Commitment, Excellence and Respect (ICER). The Department has a total of seven hundred and twenty (720) students that cut across the undergraduate to postgraduate levels.

A SWOT and PEST analyses were conducted to ascertain the Department’s prowess within the country, Africa and the world at large. Critical Success Factors (CSFs) were identified to enable the Department achieve its aspirations (mission). Also, an analysis of plausible Sustainable Competitive Advantages demonstrated ways by which the Department could outperform its competitors. DME has identified and prioritised five (5) significant pillars in the order of:

• Excellence in Teaching and Learning.• Excellence in Research• Internationalisation and Accreditation• Marketing Communication and Industrial Engagement• Development of Human Resource Competencies

The Marketing Working Teams (MAWOTS) were established to coordinate and ensure that all objectives set within the Department are achieved. The MAWOTS are made up of four subunits, namely; the Brand Management, Marketing Communications and Sales (BMS) Team, Research, Innovation, Intrapreneurship and Customer Experience (RIIC) Team, Outreach, Consultancy and Alumni Relations (OCA) Team, and the Strategic Planning, Performance Monitoring and Evaluation (SPPME) Team.

EXECUTIVE SUMMARY

Dep. of Marketing and EntrepreneurshipUniversity of Ghana Business Schoolvi Strategic Plan 2019 - 2021

PREAMBLE

Dep. of Marketing and EntrepreneurshipUniversity of Ghana Business School vii


The Department of Marketing and Entrepreneurship (DME), under the auspices of the University of Ghana Business School (University of Ghana), aims at becoming a globally recognised research-intensive department. In order to achieve this aim, this strategic plan has been developed. The strategic plan is a tool formed to address the dynamic needs of all DME stakeholders. This three year (i.e. 2019-2021) strategic plan’s mission is to maintain dedicated faculty, foster a strong student focus, and produce relevant scholarships in training the world’s best leaders. The plan also aims at bridging the gap between the theory and practice of the various marketing and entrepreneurship principles. Since the Department is an integral part of the University of Ghana Business School, its mission builds on the School’s mission, which is to develop quality human resource capacity and leaders through the provision of relevant management education and cutting-edge research to meet national and global development needs. The plan was developed under the auspices of a Strategic Planning, Performance Monitoring and Evaluation (SPPME) Team in the Department of Marketing and Entrepreneurship. Several consultative meetings where held with internal and external stakeholders to validate the contents of the plan; and a final draft shared with all faculty before going to press. By developing this plan, it is hoped that all members of the Department will have a shared appreciation of the strategic direction and align with it. It is expected to promote a strong and clear sense of purpose that inspires collective action to ensure that the goals and objectives for the Department will be accomplished. Over the years, there have been challenges with respect to funding some of the Department’s activities and projects. Hence, the strategic plan will highlight some innovative ways (such as creating a research unit or performing some external work) for the

Figure 4: Students of the Business School in a Lecture

Analysing the external environment, on the basis of political, economic, social and technological factors, involves extensively scanning components of strategic management in assessing the business situation. This will also determine the Department’s understanding of how these factors will affect the performance and activities of its businesses. In order to inform the strategic thinking process, a critical assessment was made of the key events, trends, and developments that were likely to have implications for the Department and its activities in the future. These include:

SCOPE

The Department of Marketing and Entrepreneurship is an innovative unit within the University of Ghana that positions itself as the leading architect of Marketing and Entrepreneurship education for the next three years in Ghana and West Africa. It therefore defines its mission around the creation of world-class marketing personnel around the globe by designing relevant programmes and innovating in other key areas. The first key area of innovation is a bid to improve its brand. The brand positioning of the Department is critical in achieving the set strategic goals embedded in this three year strategic plan. The extent to which the Department’s brand is established in the minds of key stakeholders is important in achieving the strategic pillars in this strategic plan. Securing local and international accreditation for the Department, as well as recognition and competitiveness both nationally, and internationally are crucial for the attainment of the strategic goals. The Department’s academic and administrative human resources are key to its brand and global competitive edge. The Department intends to develop and groom faculty for higher research output to enhance its image and reputation. Higher research capacity would lead to higher intake of doctoral students to fulfil the Department’s vision of becoming a research intensive institution.

The University of Ghana Business School (UGBS) Strategic Plan sets out a framework of priorities for the Business School, its divisions and departments. The Business School has been consulted during the drafting of the Department of Marketing and Entrepreneurship plan and UGBS will be vital partners in its implementation. The strategic plan will be underpinned by a more detailed implementation plan approved by the University of Ghana Business School Management Committee (SMC)

INTRODUCTION

Figure 5: The University of Ghana Business School Library

Dep. of Marketing and EntrepreneurshipUniversity of Ghana Business School1 Strategic Plan 2019 - 2021

Dep. of Marketing and EntrepreneurshipUniversity of Ghana Business School

2Strategic Plan 2019 - 2021

The University of Ghana Business School has six departments, namely, Department of Accounting, Department of Public Administration and Health Services Management, Department of Finance, Department of Marketing and Entrepreneurship, Department of Operations and Management Information Systems, and the Department of Organisation and Human Resource Management. Through the work of these specially designed departments, UGBS is on the path to achieve its vision and aspirations to be a top global academic institution. The Department is structured under the immediate supervision of the University of Ghana Business School (UGBS). The Head of Department for Marketing and Entrepreneurship reports to the Dean of the Business School, who directly reports to the Provost of the College of Humanities (CoH). The level of control

and authority is showcased in Figure 6 below.

SETTING THE CONTEXT

STRUCTURE OF UNIVERSITY OF GHANA

Figure 6: Structure of University of Ghana

UNIVERSITY OF GHANA

VICE CHANCELLOR’SOFFICEPRO -VICE CHANCELLORS

UNVIVERSITY COUNCIL


Background

Originally, the Department was part of the Management Unit in the Business School which comprised the Human Resource division, the Marketing division, the Banking and Finance (including Insurance) division, and the Management Information Systems division. In 2004, when the then School of Administration was renamed University of Ghana Business School, the Management Unit was also departmentalised.

The Marketing division was transformed into the Department of Marketing and Consumer Management. In the 2012/2013 academic year, the department’s name changed to Department of Marketing and Entrepreneurship. This has been the official name since the 2012/2013 academic year.

The Department is an innovative unit that continues to define its mission around the creation of world-class marketing personnel for public, private, and not-for-profit sectors in Ghana and beyond and also facilitates the continuing professional development of its faculty. Faculty members in the Department conduct research in a wide scope of disciplines including; Green Marketing, E-Business, Marketing Communications, Entrepreneurship, International Marketing, International Business, Tourism, Corporate Social Responsibility and Bank Marketing, as well as provide cutting-edge marketing, and entrepreneurial advice to organisations within Ghana and beyond..The Department also hosts a number of undergraduate, postgraduate, and special programmes.

The Department of Marketing & Entrepreneurship was set up to provide marketing and entrepreneurial education at the undergraduate and postgraduate levels; conduct relevant research in the areas of marketing and entrepreneurship; and engage in corporate social responsibility by providing community

Figure 7: Front View of the UGBS on the main University Campus


Mandate of the Department

Dep. of Marketing and EntrepreneurshipUniversity of Ghana Business School 4

Figure 8 : Structure of the Department of Marketing and Entrepreneurship


The Department of Marketing and Entrepreneurship is led by a Head of Department, who is supported by a secretariat to perform administrative duties. Three Coordinator roles report to the Head of Department, and these include; the Coordinator for Marketing Communications for the Business School, the Coordinator for one year special programmes within the Department; and the coordinator for two year special programmes within the Department. Faculty members lecture courses in the Department, serve on committees, and in other roles as well. This is presented in Figure 8 below

STRUCTURE OF THE DEPARTMENT

Dean of the University of Ghana Business School

Head of Department

Coordinator, Marketing and Communications

Coordinator, One YearSpecial Degree

Programmes

Coordinator, Two YearSpecial Degree

Programmes

Figure 10: The Department’s Vision, Mission, and Core Values

The Department of Marketing and Entrepreneurship is positioned to perform four major functions. They are:• Teaching• Research• Mentoring• Community service

STRATEGIC ORIENTATION The strategic orientation of the Department of Marketing and Entrepreneurship is best explained within the context of its vision, mission and core values as depicted in Figure 10 below:

CORE FUNCTIONS

To become a globally recognised research

intensive department that trains and educates

world-class leaders

To maintain a dedicated faculty,

strong student focus and produce relevant

scholarship in training the world’s

best leaders

MISSION CORE VALUESIntegrity, Commitment, Excellence, Respect

(ICER)

VISION

Figure 9: A lecture in session at the Graduate Building


Figure 10: The Department’s Vision, Mission, and Core Values



MISSION DELIVERABLES

Figure 11: Mission Deliverables

The mission deliverables are cast to ensure that a holistic and comprehensive outcome is achieved per the imperatives indicated below:

MAINTAIN A DEDICATED FACULTYThe Department will continue to adopt measures to maintain a dedicated faculty. These include:The continuous creation of a conducive collegiate atmosphere within the Department that enables faculty members to stay focussed, and also view each as colleagues.

Teamwork/motivation: Faculty members are alsoencouraged to collaborate with one another in research and co-teaching if the need arises. This will continue to foster and enhance unity and harmony among members of the Department.

STRONG STUDENT FOCUS: The Department has the needs of its primary stakeholder (i.e. students) at heart such that, it ensures that the following are achieved:

Figure 12: Students at a Congregation Ceremony

Regularity and punctuality: Faculty members attend lectures regularly and punctually.

Accessibility: The Department office is situated at the rooftop of the University of Ghana Business School (main campus), making it easy for students to access it when the need arises. Also, there is an elevator that assists students, especially students with special needs, and other stakeholders to meet lecturers at stipulated student consulting hours. Students can also reach out to faculty members via phone or emails.

Mentoring: Students will be encouraged to visit the Mentoring Unit of the School. Also, Course advisors, Programme Coordinators and Faculty members are available to advise and assist students (by providing good counsel and guidance mostly in relation to academic and professional issues). Encouraging Faculty members’ proactive and exciting engagement with students will be a game changer in the delivery of this strategic plan. Satisfied students always translate into engaged and helpful alumni.

PRODUCE RELEVANT SCHOLARSHIP IN TRAINING THE WORLD’S BEST LEADERS: Members of the Department engage in consistent, regular and relevant research that contribute to both academia, industry and the community at large. These research outputs are manifested through journal papers, industry/trade publications and books that are adopted for teaching some of the courses in the Department.

CORE VALUES (ADOPTED FROM THE UGBS STRATEGIC PLAN)

Living the ICER values In delivering the Department’s mandate, these are the values that have been adopted from the UGBS Strategic Plan (pg. 3) and prioritised in the order of Integrity, Commitment, Excellence and Respect (ICER). ICER will act as a catalyst to actively market all the products and services of the Department.• Integrity - We will strive for honesty, uprightness and strong moral principles and hold our selves accountable to the highest ethical and performance standards. • Commitment - We will be responsive, timely and proactive in our dealings with our internal and external stakeholders. • Excellence - We strive for excellence in all that we do.• Respect - We will show respect for human dignity and fundamental human rights in whatever we do.

EXCELL

ENCE

INTERG

RITY

RESP

ECT

COMM

ITME

NT




No. Programme Number of Students 1. Undergraduate Programmes (main campus)

Level 300 Level 400

Undergraduate Programmes (city campus)

Level 300 Level 400

65 53

85 118

2.

The situational analysis is a collection of methods that the Department used to analyse its internal and external environment to understand its capabilities, customers, and business environment. These methods have been employed to aid a better understanding of the Department’s current situation and how it should position itself to achieve its aspirations within a three-year time frame (i.e. January 2019 – December 2021). This section summarises the current situation of the Department of Marketing and Entrepreneurship.

Internal AnalysisThe Department has a total number of 720 students as depicted below in Table 1. Faculty members also teach some courses in level 100, 200, other non-department programmes, and also in distance education programmes. The student population at both undergraduate and masters levels total 720 students.

Year 1 Year 2

11 10

3. Regular MBA Year 1 Year 2

20 23

4. EMBA Marketing Year 1 Year 2

25 18

5. EMBA Entrepreneurial Management Year 1 Year 2

05 05

6. Weekend MBA Marketing Year 1 Year 2

41 42

7. MA Marketing Strategy 44 8. MSc International Business 119 9. PhD

Year 1 Year 3 Year 4

9 7

10

Table 1: Departmental Programmes and Student Population

NB: The Department’s programmes provide an innovative blend of Marketing and Entrepreneurship business disciplines to meet the growing demands from all sectors of the Ghanaian and global economies (refer to vision, mission and core values)..

Sub Total: 118

Sub Total: 203

Sub Total: 21

Sub Total: 43

Sub Total: 43

Sub Total: 10

Sub Total: 83

Sub Total: 26

Grand Total: 720

Sub Total: 44 Sub Total: 119

MPhil Marketing

SITUATIONAL ANALYSIS

FUNCTIONS OF THE DEPARTMENT

Marketing Communications Unit (MARCOMMS): The Marketing and Communications Unit of the University of Ghana Business School is chaired by the Head, Department of Marketing and Entrepreneurship. Also, a faculty member from the Department is normally appointed as the Coordinator of the MARCOMMS Unit to oversee the Unit’s operations.

Corporate Executive in Residence Programme (CEiR): The Corporate Executive in Residence Programme is UGBS initiative to strengthen its relationship between academia and industry by appointing a practitioner (usually for a semester) to interact with students and faculty as often as possible. It is therefore mandatory for the Department to organise a seminar at least once every semester to enable the Corporate Executive interact with the students and faculty within the Department; by sharing his or her experiences and current trends within his/her field of work.

There are other programmes that have been developed to streghten the Entrepreneurship product portfolio of the Department; but they are yet to be approved by the National Accreditation Board. It is important to also note that entrepreneurship courses are grafted into most marketing degree programmes.

The Department comprises two (2) streams of work flows, one focussing on Marketing and the other on Entrepreneurship.

WorkingStreams

Marketing Communications Unit

Figure 13: Programmes offered in the Department.




The staffing capacity of the Department of Marketing & Entrepreneurship is captured in Table 2 below.

EXTERNAL ANALYSISThe external analysis examines the wider business environment that affects the Department in the bid to deliver its aspirations within the three (3) year time frame [January 2019 – December 2021]. This strategic plan is based on the micro and macro environment confronting the Department of Marketing and Entrepreneurship.

External (Micro Analysis)

Benchmarking and Competitive PositioningIn terms of benchmarking and competitor analysis, the Department reviewed various schools’ websites and the Times Higher Education Ranking (2018) to better understand and position itself in the African education market. In doing that, we took cognisance of the top ten oldest business schools in Africa, the top six youngest schools in Africa, and the top three business schools in Africa. In Ghana, we identified twenty business schools offering Marketing and Entrepreneurship related courses. These formed the basis of the Department’s benchmarking and competitive positioning.

The University of Ghana Business School was compared to five other Business Administration Departments/Schools with respect to their students and faculty population. The table below explains the positioning of the various Schools/Departments within the country. We conducted this analysis on the basis of the positioning of UGBS and not the Department of Marketing and Entrepreneurship per se..

Senior Members TOTALS Gender/CATEGORY Academic Non-Academic Part-time

Male 12 01 04 17

Female 00 01 01 02 Total 12 02 05 19

Table 2 : Staffing Capacity of the Department

Staffing Capacity of the Department

School Number of lecturers Number of students Ashesi University College (A) 12 (7 PhDS) About 180 Ghana Baptist University College (B) 20 (5 PhDs) About 200

Ghana Institute of Management and Public Administration (GIMPA) (G)

33 (21 PhDs) About 1500

University of Education, Winneba (E) 78 About 1800

University of Ghana Business School (U) 75 (72 PhDs) About 3500 University of Professional Studies (UPSA) (P)

77 (12 PhDs) About 2000

NB: High number of lecturers = between 50 and 100

Low number of lecturers = between 0 and 50

High number of students = between 3000 and 6000

Low number of students = between 0 and 3000

Number of Students

Num

ber o

f Lec

ture

rs

High

High

Low

Low

UP

E

A

BG

Figure 14: UGBS Positioning

Table 3: Data on Six (6) Selected Schools in Ghana


External (Macro Analysis)

Analysing the external environment, on the basis of political, economic, social and technological factors, involves extensively scanning components of strategic management in assessing the business situation. This will also determine the Department’s understanding of how these factors will affect the performance and activities of its businesses. In order to inform the strategic thinking process, a critical assessment was made of the key events, trends, and developments that were likely to have implications for the Department and its activities in the future. These include:

Dep. of Marketing and EntrepreneurshipUniversity of Ghana Business School

12Strategic Plan 2019 - 2021

Figure 15: PEST Analysis of the Department

- Heavy teaching load of faculty- Low female to male faculty ratio- Inability to admit students directly into marketing programmes- Inadequate linkages with other marketing departments locally and internationally

OPPORTUNITIES- Growing market for graduate programmes in Marketing and Entrepreneurship- Growing demand for online/distance graduate education.- Consultancy prospects in the private and public sectors- Untapped professional marketing training- Untapped alumni connections for fund raising and mentorship purposes.

THREATS- Proliferation of private universities running marketing and entrepreneurship programmes- Inadequate government financial support- Influx of foreign university brands into Ghana

STRENGTHS- Young, experienced, and internationally

connected faculty

- Increasingly progressive scholarship profile

- Reputation of a strong university wide profile

- Distinguished alumni working across multiple,

reputable industries globally

Figure 16: SWOT Analysis of the Department

WEAKNESSES

The SWOT, is undertaken by the Department to identify its internal strengths and weaknesses as well as the external opportunities and threats it faces. This has been used as a strategic planning technique for the Department to identify its SWOT relative to its competition. It also provides the opportunity for the Department to carve a sustainable niche in its preferred markets.

Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis




Table 5: Critical Success Factors (CSFs)

Factor

Implication for Success

Consultancy Services in the private and the public sectors.

Teaching load

Short term This avenue has to be fully leveraged to give the Department a competitive advantage. Medium term This could be a good source of internally generated funds for the Department. Short term The current teaching load might not promote optimal productivity outputs. Medium term This has the tendency of making the Department unattractive

Sustainable Competitive Advantages (SCAs)The appreciation of Sustainable Competitive Advantages is important for the Department to be able to outperform its competitors. The implications of sustainability are viewed in both the short term and medium term as depicted in Table 6 below. This approach enables a better understanding and appreciation for strategic

Table 5: Sustainable Competitive Advantage (SCAs) for the Department

Factor Implication for Success Linkages with other marketing departments locally and internationally Distinguished alumni working across multiple, reputable industries globally

Short term This provides the strategic networking opportunities the Department needs. Medium term This could be a multiplier of the Department’s brand recognition or equity. Short term This group has the potential of supporting the student enrolment drive of the Department at no cost. Medium term This group can act as the support base and catalyst for expansion.

The identification of Critical Success Factors (CFs) is necessary for the Department to be able to achieve its aspirations (mission). Its implications for success are viewed in both the short term and medium term as depicted in Table 4 below. This approach enables a better understanding and appreciation for strategic implementation.

Critical Success Factors (CSFs)

Table 4:

THE FIVE (5) STRATEGIC PRIORITIES

Figure 17: The Five Strategic Priorities (Adapted from UGBS Strategic Plan, page 6-25)

The strategic priorities of the Department have been identified by understanding and defining the focal areas that will help the Department achieve its business goals.These are also part of the core values and align with the Department’s vision and mission.The internal and external operating environment as further assessed indicates five (5) strategic priorities within the Department’s mandate essential to achieving its vision. The priorities identified are part of the wider context of the University of Ghana Business School (UGBS) seven (7) priorities.

THE STRATEGIC PRIORITIES

PRIORITY STRATEGICPRIORITIES

Excellence inEducation and

Teaching

1

PRIORITY

2Excellence in

Research

PRIORITY

3

PRIORITY

4

PRIORITY

5

International isationand Accreditation

Marketing Communication

and Industrial Engagement

Development of Human Resource

Competencies

DME




The focus is on creating an excellent environment for teaching and learning. In a competitive global knowledge economy, the skills of a nation’s human capital significantly determine the nation’s well-being. This is why in the Department of Marketing and Entrepreneurship we focus on equipping students with the best knowledge, skill sets, and values to assist them compete globally. To achieve this, one of the Department’s cardinal objectives is to pursue “Excellence in Teaching and Learning”. The Department of Marketing and Entrepreneurship aims at creating an excellent environment for teaching and learning to equip, position, and challenge students to respond to the developmental needs of a changing world.

Figure 18: Students at a Lecture

PRIORITY ONE - EXCELLENCE IN TEACHING AND LEARNING

Create smaller class sizes to promote excellent interactive teaching and learning

1.1 Dean and HOD

Review and revise programmes to reflect changing market trends

1.2 HOD, Graduate

Studies Committee

Create student support services and mentoring system

1.3

Dean, HOD, Course Advisors, Programme Coordinators

Promote teaching using practical teaching techniques (such as simulations, cases and technology), especially at the graduate level

1.4

Dean and HOD

EXECUTING

RESPONSIBILTY

STRATEGIC OBJECTIVE (OB)ACTION WHEN

2021

2019-21

2019-21

2019-21

Figure 18: Students at a LectureTable 6: Excellence in Teaching and Learning Operational Action Plan




PRIORITY TWO - EXCELLENCE IN RESEARCH

Under this strategic imperative the focus is to create an environment that promotes cutting edge and policy relevant research for development. Good research drives innovation and higher education creates the environment for ground-breaking research that assists busi-nesses and leads to technological innovations. A world-class research-intensive university could also propel economic growth and research that impacts national development. This is evidence to demonstrate that globally, considerable benefits have accrued to economies from sustained public investment in excellent research. Consequently, at the Department of Marketing and Entrepreneurship, ‘Excellence in Research’ is considered key to its aim of being a globally significant research-led Department that produces high-quality scholarly work which is responsive to large-scale societal needs and demands.

Graduate Building LibraryFigure 19:

Develop and implement research guidelines to promote quality research

2.1

Dean, HOD, Graduate Studies Committee, RIIC Team

Establish a Departmentalresearch fund

2.2 Dean and HOD

Promote research excellence awards 2.3 Dean and HOD

Create research groups to promote multi-disciplinary research

2.4 Dean and HOD

Maintain balanced faculty work load. 2.5 HOD

Promote the establishment of professorial chairs

2.6 Dean and HOD

EXECUTING

RESPONSIBILTYSTRATEGIC

OBJECTIVE (OB)ACTION WHEN

2019-21

2019-21

2019-21

2019-21

2019-21

2019-21

Excellence in Research Operational Action PlanTable 7:




PRIORITY THREE - INTERNATIONALISATION AND ACCREDITATION The focus is to be able to become internationally visible and relevant and achieve a Triple Crown Accreditation. International accreditation guarantees a basic level of quality in the education received from an institution. It also ensures academic degrees are recognised globally. International accreditation is also used as a tool in the monitoring, assessing, and evaluation of the standards of education and affirms the value of the education students receive as an investment. Typically, most potential employers review a job applicant’s educational history to certify that they are equipped with an education from an accredited university programme. As a key performance indicator in higher education, internationalisation improves the branding of academic institutions by enhancing their competitiveness in the global arena. The motivations for internationalisation include commercial advantage in the sub region and beyond. As such, enhancing the Department’s curricula with international content is pivotal to our ambition of equipping universally competitive students.

Figure 20: Faculty and Students on an Aalborg University Study Tour

Enhance the global visibility of UGBS by projecting the international impact of our research and commercialisation activities

3.1

Dean, UGBS International Relations Office, HOD and OCA Team

Expand student, staff, and faculty exchange and mobility internationally

3.2

Dean, UGBS International Relations Office, HOD and OCA Team

Obtain and maintain accreditation of all academic programmes by the National Accreditation Board (NAB)

3.3

Programmes Review Accreditation Committee (PRAC), RIIC Team

EXECUTING

RESPONSIBILTY


2019-21

2019-21

2019-21

Figure 21: Acting Dean and UGBS Personnel interact with UK Scholar

Table 8: Internationalisation and Accreditation Operational Action Plan




The focus is to be able to create a homogenised Marketing and Entrepreneurship Department brand that proactively responds to internal and external stakeholder expectations. All organisations interact with a variety of stakeholders. Developing strategies that deliver tangible benefits to these stakeholder audiences is crucial to building the Department’s brand. The Marketing and Entrepreneurship Department aims at engaging with various stakeholders to be more attentive and responsive to their needs.

Figure 22: Corporate Executive in Residence Panel Discussion

PRIORITY FOUR - MARKETING COMMUNICATION AND INDUSTRIAL ENGAGEMENT

Table 9: Marketing Communications and Industrial Engagement Operational Action Plan

Build a strong Department brand 4.1 MARCOMS

and BMS Team

Reconnect with Alumni of the Department

4.2 OCA Team

Bespoke consulting and training – enhancing faculty consultancy, industry and professional skills, and industry engagement

4.3 OCA Team

Engage in activities that influence policy

4.4 Dean and HOD

Encourage vibrant industry engagement 4.5

HOD and OCA Team

Develop leadership and entrepreneurship qualities

4.6 RIIC Team

EXECUTING

RESPONSIBILTY


2019-21

2019-21

2019-21

2019-21

2019-21

2019-21




The focus is to be able to develop and retain high quality faculty and staff capable of training global leaders. Ensure value-for-money spending. A fundamental component of the transformation of the Department of Marketing and Entrepreneurship is the development of its human resources. To realise our goal of becoming a world-class department, we need to employ human resources of the highest calibre. In line with this, the Department has established an educational package for its lecturers to further their academic qualification to fully equip them to train quality students. The Department of Marketing and Entrepreneurship has a vital role to play in the promotion of global mobility for academic staff. Producing versatile graduates who are able to confront and address the challenges of industry and the public sector is our main preoccupation. We will be guided by principles that eliminate bureaucracy and make our processes more flexible, lean, and efficient.

Figure 23: Executive Hall of the University of Ghana Business School

PRIORITY FIVE - DEVELOPMENT OF HUMAN RESOURCE COMPETENCIES

Attract and develop competent academic and non-academic staff

5.1

Human Resource Unit and School Administrator

Develop leadership and entrepreneurship talent

5.2

Table 10: Development of Human Resource Operational Action Plan

EXECUTING

RESPONSIBILTY

STRATEGIC OBJECTIVE (OB)ACTION

RIIC Team

WHEN

2019 – 2021

2019 - 2021




In a bid to improve its contribution to the University of Ghana becoming a “go to” University, and its own strategic relevance, the Department of Marketing and Entrepreneurship at the University of Ghana Business School has established its first Marketing Working Teams (MAWOTS). The MAWOTS is sub - divided into four (4) units comprising three people each and are headed by a Project Team Leader (PTL). The membership of the MAWOTS is drawn from within and outside of the Department of Marketing and Entrepreneurship at the University of Ghana Business School.

MAWOTS CompositionThe Department of Marketing and Entrepreneurship MAWOTS comprise the following:• Brand Management, Marketing Communications and Sales (BMS) Team: This Team reports directly to the Head, Department of Marketing and Entrepreneurship at the University of Ghana Business School (UGBS). The Team Leader works closely with his team members to effectively promote all the products and services (programmes) of the Department of Marketing and Entrepreneurship at the University of Ghana Business School (UGBS). The team does this by developing and implementing a proactive product/service communications strategy to enhance the profile and reputation of all the Department’s programmes; inform and enable UGBS staff to act as ambassadors for the Department’s programmes; and publicise and enhance communications within the target population of this programme. They are also responsible for meeting sales targets set for all programmes in the Department of Marketing and Entrepreneurship; at the University of Ghana Business School. The Project Leader, together with his team develops a budget and gets approval for carrying out the mandate of the working team.

• Research, Innovation, Intrapreneurship and Customer Experience (RIIC) Team: This Team reports directly to the Head, Department of Marketing and Entrepreneurship at the University of Ghana Business School (UGBS). The Team Leader works closely with his team members to ensure that the Department works to publish international level quality research outputs, delight the Department’s current students and alumni (who are its customers) and proactively develop strategies to convert these customers into advocates for the Department. Essentially, at the core of its functions, the Team is expected to draft and implement guidelines which aim to understand, meet and exceed the Department’s customers' requirements.

• Outreach, Consultancy and Alumni Relations (OCA) Team: This Team reports directly to the Head, Department of Marketing and Entrepreneurship at the University of Ghana Business School (UGBS). The Team Leader works closely with his team members to promote the Department in order to attract the appropriate international students, faculty, educational institutions, private sector agencies and international donor partnerships to enhance the international profile of the Department.

• Strategic Planning, Performance Monitoring and Evaluation (SPPME) Team: This Team reports directly to the Head, Department of Marketing and Entrepreneurship; at the University of Ghana Business School (UGBS). The Project Leader works closely with his team members to promote strategic orientation in the Department. The team will develop and implement a Departmental strategic plan effective January 2019. The Strategic Planning Team is also responsible for the development of strategic sales marketing plans to achieve budgeted sales, penetration, revenue and cash flow goals.

MARKETING WORKING TEAMS (MAWOTS)

Year 2019 2020 Programmes Sales $ 500,000 $ 625,000 Funding

• Contracted research • Industry funding • Etc.

$ 500,000

$ 625,000 Projected annual revenue $ 1,000,000 $ 1,250,000

The total annual revenue projected over the planned period is indicated in Table 11 below. The projections are based on some conservative assumptions as follows:

Projected Annual Revenue – USD 1,000,000 - Programmes sales (revenues) – USD 500,000- Funding (contracted research, industry funding, etc.) – USD 500,000

The implementation of this strategic plan will be effective from January 2019 to December 2021. There will be a number of efforts necessary for the successful implementation of this plan and it is expected that the annual budget provision will be sufficient to support achieving the deliverables in the plan. It is also expected that the coordination and collaboration of the Department’s budgetary activities with University of Ghana Business School and the wider University will be in the predominant interest of ensuring that this plan’s aspirations are achieved. A monitoring and evaluation framework is expected to be developed to ensure that the aspirations in this plan are realised.

This document encapsulates the Department’s vision of becoming a globally recognised research-intensive department that trains and educates world-class leaders. It also serves as the roadmap of the Department by highlighting the mission deliverables, core values (in order of priority), and the Five strategic pillars of the Department (also, in order of priority). We hope that all faculty members and supporting staff of the Department will provide unflinching support and cooperation to the successful implementation of this plan. The plan also promotes collaboration and collectivism among Departmental staff. Hence, faculty members and supporting staff of the Department will hold themselves accountable to the fulfilment of this plan. In respect of this, the strategic plan will be reviewed from time to time by the Head of Department and some Senior Lecturers of the Department to meet the dynamism of academia and industry. Thus, the successful implementation of this strategic plan is expected to contribute to achieving the overall School’s vision of becoming a world-class business school developing global leaders.

PROJECTED REVENUE

CONCLUSION

NB: There is a 25% upward projection for the three year period (starting from the year 2019)

2021

Table 11: The Projected Annual Revenue for the Period

PERFORMANCE MONITORING, EVALUATION AND CONTROL

$ 781,250

$ 781,250$ 1,562,500




Appendix 1DEPARTMENT OF MARKETING AND ENTREPRENEURSHIP STRATEGIC PLANNING STRUCTURE AND PROCESS:

Structure of Planning Committee Purpose:The Strategic Plan was developed under the Strategic Planning, Performance Monitoring and Evaluation (SPPME) team of MAWOTS. Generally, the purpose will be accomplished by assessing and then addressing the future of the Department. Specifically, the team is charged with developing a recommended Strategic Plan for the Department. These plans will be reviewed and revised when needed, and then approved by the Head of Department.

Importance of the Committee:This Committee is one of the most important recommending bodies within the Department of Marketing and Entrepreneurship (DME). For all stakeholders to be effective and efficient in accomplishing their duties and responsibilities, it is critical that an ongoing assessment of the external and internal environment be conducted. This information is vital, as it forms the basis for planning and executing the Strategic Plan.

Strategic Planning Process:The Team conducted a comprehensive SWOT analysis (i.e. Strengths, Weaknesses, Opportunities, and Threats) of the internal and external environment of the University of Ghana Business School and DME. This environmental scan provided the base of data for understanding the forces that impact the Department as it fulfils its vision. After completing a SWOT analysis, the strategic planning process consisted of five key elements, (i) mission and vision, (ii) strategic performance objectives, (iii) strategies for accomplishing the performance objectives, (iv) implementation and (v) continuous assessment for improvement.

Committee Methodology:The role of the Strategic Planning Committee is to clarify a bold, realistic framework for DME to consider as it plans for present and future changes and events and to present this framework in a continuous strategic plan. The Department’s Plan is an evolving document that provides the ongoing framework to fulfil the mission and aims of the Department. (see Planning Model on page 30). The work of the current Strategic Planning Committee is presented in this continuous Strategic Plan. This document is the accumulation of broad-based planning activities of this Committee, which incorporates input from faculty, staff and students. Central to the Committee’s work is the Department‘s mission statement provided in page 5. Input has been obtained from team members’ work on other University College committees, use of assessment results, discussion with members of the Department, review of written documents, existing strategic plan and data provided from environmental scan.

Assumptions:It is assumed that mission and vision statements of the Department, environment scans and work of the University of Ghana Business School and the University of Ghana Committees were used in the development of this current Strategic Plan.

Implementation:It is important to note that the success of our Strategic Plan depends on what happens at the functional/operational unit level. Therefore, the implementation of the goals, objectives and strategies of the strategic plan must actively involve each division of the Department.

Developing operational plans that will assist these functional units to integrate the goals, objectives and strategies at the unit level must be the responsibility of the Dean, Heads of Departments and Divisional Directors and Managers. The most important measure of success will be the degree to which the functional units adopt and integrate the Strategic Plan at their levels. Suggested Strategic Actions are provided not only as considerations, but also as initial steps to consider. The best practice is for a Central Authority or Planning Committee to direct the implementation strategies at the functional unit level. The roles of functional unit leaders in implementation include: Continually implementing and tracking their components of the Strategic Plan; Planning action strategies for next year; and Working on a parallel functional unit plan for moving their area toward meeting the institution’s Strategic Vision, Mission, and Core Values.

Strategic Planning at the Departmental Level:The strategic planning process traditionally makes a connection between the “Plan” and the “Budget Process”. This connection ensures the judicious use of institutional resources, allocation and reallocation of resources and assessment of progress made in specified increments of time. The strategic goals, objectives and action strategies can only be realised and accomplished as each of the division’s units develop action initiatives, which reflect the University-wide strategic goals and objectives. This “unit” level connection provides an avenue for producing an “Accomplishments-to-Date Report” to reflect the ongoing nature of the department’s advancements. Most institutions that do not make this Strategic Plan-Unit Level connection often fail to fully implement the Strategic Plan and its components.

Linking Budgeting to This Strategic Plan:The strategic planning process has produced a comprehensive list of priorities for the Department, which obviously must be connected to the University of Ghana Business School’s budget. Through an open and inclusive, budget-review process, resources will be focused on strategic priorities to support progress toward defined goals. These priorities will determine the allocation of current funds and direct the pursuit of new funds from a wide variety of possible sources.

Assessment, Accountability and Use of Assessment Results:The Department’s leadership team will direct assessment. Located within the Strategic Planning document is a list of functional unit leaders who should have responsibility in assessing the progress made for their functional unit. This assessment is supported through the accurate data gathering. Arrows indicate the cyclic methods in evaluating the external and internal environments as the annual assessment process continues. This annual assessment will be as valuable as the data gathered and provided.

Each academic year, the SPPME Team will provide a report to the Head of Department that indicates the status and trend-lines relative to all strategic goals and objectives. An analysis of the Department’s data will be made at various levels including; the Academic Board, and other departments and divisions, as part of the process of developing a formal annual report to stakeholders. The SPPME Team will provide data, in a standard format to enable them to prepare annual reports.


2019-2021



Accomplishments-to-Date:This document will provide needed information for the SPPME Team enlisted on an annual basis. It is a published document of the progress made during the months prior to the beginning of each new academic year.

Figure: A Model of Department of Marketing and Entrepreneurship Planning System

Annual Review:The first step in the Annual Review is the review of the Departments progress in implementing the Strategic Plan. During this step, progress in each goal will be determined by the following method: Review specified objectives in each goal area that were to be accomplished. Gather data from Department sources that would indicate progress. Evaluate performance indicators or outcomes to determine various levels of completion. The second step in this Annual Review process is the evaluation of goal completion with implications for new objectives, strategic priorities, and expected outcomes or performance indicators. During this step, the level of accomplishment will direct the writing of new goals. This step necessitates the review of budgetary items for these goals and their impact on current revenues and future revenue needs.

Step three directs new initiatives for the Department during the next fiscal year and extends the Strategic Plan by one additional year. The SPPME Team is instrumental in gathering data for this Annual Review. Documents prepared by that office should contain the information needed to make this Annual Review. If further data is needed, the team will break into groups and gather data from various offices and specified administrative personnel.

The Annual Report should be made available to the Dean of UGBS, Heads of Departments, and each Division Head. This information is essential to their continued input into the future direction of the Department of Marketing and Entrepreneurship.




Appendix 2

Brand Management, Marketing Communication and Sales Team

Dr. Kobby Mensah and his team

1. Develop and implement external communications plans and strategies that grow and improve the corporate image and builds, manages and sustains positive reputations for all Departmental Programmes

2. Review and input into the proposed UG Policy on Marketing Communications using UG policy development best practices and forward same to the College through the HOD’s office by end of July 2019

3. Develop and maintain a Department website and appropriate social media platforms for all Departmental Programmes

4. Facilitate open, regular, timely and seamless two-way communication between the Department and its key stakeholders.

5. Has overall responsibility for media relations, branding, marketing communications and reception points 6. Serve as a corporate image steward by ensuring adherence to UG corporate image principles and ensuring consistency and harmony in all brand communications

This document encapsulates the Department’s vision of becoming a globally recognised research-intensive department that trains and educates world-class leaders. It also serves as the roadmap of the Department by highlighting the mission deliverables, core values (in order of priority), and the Five strategic pillars of the Department (also, in order of priority). We hope that all faculty members and supporting staff of the Department will provide unflinching support and cooperation to the successful implementation of this plan. The plan also promotes collaboration and collectivism among Departmental staff. Hence, faculty members and supporting staff of the Department will hold themselves accountable to the fulfilment of this plan. In respect of this, the strategic plan will be reviewed from time to time by the Head of Department and some Senior Lecturers of the Department to meet the dynamism of academia and industry. Thus, the successful implementation of this strategic plan is expected to contribute to achieving the overall School’s vision of becoming a world-class business school developing global leaders.

MAWOTS OPERATIONAL WORKPLAN

RESPONSIBILITIES TRACKING STATUSPERSONRESPONSIBLE

Brand Management, Marketing Communication and Sales Team Dr. Kobby

Mensah and his team

6. Serve as a corporate image steward by ensuring adherence to UG corporate image principles and ensuring consistency and harmony in all brand communications

7. Constantly look for opportunities to sell more of the Department’s products and services

8. Establish a Quarterly UG Marketing Matters Dialogues (MMD) by the end of July 2019

9. Establish a Quarterly UG Marketing Matters Newsletter (IBN) by the end of July 2019

10. Craft a paper for establishing a Marketing Excellence Week (MEW)

11. Develop hard and soft copy brochures for every programme in the Department by end of 2019

RESPONSIBILITIES TRACKING STATUSPERSON

RESPONSIBLE




Research, Innovation, Intrapreneurship and Customer Experience Team

1. Develop and implement external communications plans and strategies that grow and improve the corporate image and builds, manages and sustains positive reputations for all Departmental Programmes

2. Review and input into the proposed UG Policy on Marketing Communications using UG policy development best practices and forward same to the College through the HOD’s office by end of July 2019

3. Develop and maintain a Department website and appropriate social media platforms for all Departmental Programmes

4. Facilitate open, regular, timely and seamless two-way communication between the Department and its key stakeholders.

5. Has overall responsibility for media relations, branding, marketing communications and reception pointsservices

Dr. Kwame Adom and his team


Research, Innovation, Intrapreneurship and Customer Experience Team

6. Serve as a corporate image steward by ensuring adherence to UG corporate image principles and ensuring consistency and harmony in all brand communications

7. Constantly look for opportunities to sell more of the Department’s products and services

8. Establish a Quarterly UG Marketing Matters Dialogues (MMD) by the end of July 2019 9. Establish a Quarterly UG Marketing Matters Newsletter (IBN) by the end of July 2019

10. Craft a paper for establishing a UG Marketing Excellence Week (MEW) by end of July 2019

11. Develop hard and soft copy brochures for every programme in the Department by end of 2019

Dr. Kwame Adom and his team

RESPONSIBILITIES TRACKING STATUSPERSON

RESPONSIBLE


Outreach, Consultancy and Alumni Relations

Team



1. Develop and maintain global partnerships for the Department

2. Assist in the formation of the Departmental Alumni Association by the end of 2018

3. Organise quarterly alumni meetings and innovative social media interactions (working with the BMS Team)

4. Developing strategic alliances and managing institutional partnerships and collaborations including the University of Ghana’s membership of the Worldwide Universities' Network, Global Network of Advanced Management, and the Association of African Business Schools

5. Building an international profile for the Department through international visits, media coverage, events and conferences.

6. Developing and managing international opportunities for students

7. Looking for consultancy opportunities for the Department

8. Develop and execute an alumni strategy for the Department

Dr. Mahmoud A. Mahmoud and his team


Strategic Planning, Performance Monitoring and Evaluation Team

1. Develop and implement a Department Strategic Plan by December 2018

2. Develop a rigorous performance management plan for conducting half yearly and full year assessments of all faculty and staff of the Department of Marketing and Entrepreneurship

3.Develop and maintain a research-intensive climate in the Department (including the publishing of at least Five Textbooks -by recognised publishers- relevant to the teaching of courses in the Department); by end of December 2019

4. Organise a proposed Annual Marketing Innovation and Strategic Management (MISTRAM) Conference in conjunction with the University of Professional Studies Accra and the Lagos Business School

5. Organise on the last Saturday of every month of the year) Marketing Clinics (SAMACs) where Departmental members and other marketing professionals organiseother marketing professionals organise free clinics/advisory services for every Unit in UG (or outside) that needs any sort of business, innovation,

Mr. Adam Sulley and his team





Strategic Planning, Performance Monitoring and Evaluation Team

entrepreneurial, marketing, sales or customer management advice or training.

6. Craft a paper for establishing a Departmental Marketing Training Day (MATRAID) to be hosted on the last Thursday of every odd month of the year; by end of July 2019. On MATRAIDs, the Department will offer free training to any interested Unit in UG on any marketing, sales, innovation, customer experience or brand related topic.

7. Develop a quarterly Marketing Town Meets Gown (MTMG) Radio/TV Programme to bring Departmental Academics, Business Practitioners, Students and Alumni of the School together into a lively debate on an issue of topical interest.

8. In conjunction with the University of Ghana Business School Marketing Communications (MARCOMS) Committee, craft and deploy a Business School wide LMTO (Link me To One) Campaignentrepreneurial, marketing, sales or customer management advice or training.

Mr. Adam Sulley and his team


Strategic Plan © 2019 - 2021, Department of Marketing & Entrepreneurship

Reach us on email at: [email protected]

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Website:ugbs.ug.edu.gh/departmet-marketing-entrepreneurship/overview

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