The document discusses Walji Lodge, a hotel in Ghana. It examines Walji Lodge's marketing strategies using the 7Ps framework as well as relationship marketing approaches. It finds that while Walji Lodge utilizes traditional transactional marketing tactics like the 7Ps, it has also implemented some relationship marketing elements such as developing connections with other businesses. The document concludes that hotels in Ghana have moved beyond solely using the 7Ps and now take a multifaceted approach to marketing, combining both transactional and relationship strategies.

1. ARE HOTELS IN GHANA BEYOND
THE 7Ps: THE CASE OF WALJI
LODGE.
Wunzalgu Ibn Kailan

2. BACKGROUND
 Service Sector drives Ghanaian Economy with 51.4%
 Hotel, Restaurant, Retail and Wholesale represent
about 22% (GSS, 2010)
 Walji Lodge appeared in the Hotel industry due to
gap of Can 2008, when there was a huge opportunity
 Walji Lodge was use by Tunisian Team during the
tournament
 Walji is among the top 5 Hotels in Tamale
Wunzalgu Ibn Kailan

3. LITERATURE REVIEW
1. Services Marketing Mix (7Ps) (Booms & Bitner, 1981)
2. Relationship marketing Orientation (Egan, 2004 pp136-
137)
3. Drivers for Relationship Marketing
4.Maxims (2009) classification of perspectives
Relationship Perspectives
 Database Marketing
 Interactive Marketing
 Electronic Marketing
 Network Marketing
Transactional Perspective /Marketing (Maxims, 2009)
5. Six Markets Model in RM by Payne et al., 2005
Wunzalgu Ibn Kailan

4. METHODOLOGY
We adopted an interpretative Case Study type,
Explanatory approach. Telephonic interviews and
Conference call focus group discussion were tools
employed in collecting data. We used Convenience
and Judgmental sampling.
Wunzalgu Ibn Kailan

5. FINDINGS AND DISCUSSIONS
The Seven P’s o f Walji Lodge
 Products of Walji Lodge are Bed; Breakfast; Laundry;
and Car rental services
 Place: New Branch in Accra (McCarthy Hills behind
Jeyee University College) adding to Tamale
 Price: Discriminatory Pricing and Quantity based Pricing
 Promotion: Word of mouth; Network Marketing ;
Salesmanship and Electronic Marketing
 People: Training and maintaining workers
 Process: Convectional / Traditional approach in delivery
 Physical Evidence: Car Park; Spacious rooms; Quite
Atmosphere; Stand by Generator
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6. CONT. OF FINDINGS AND DISCUSSIONS
 Attracting Customers
Visiting Organizations (Personal selling or
Salesmanship) to promote product and inform of
price usually with Estate Managers. Word of Mouth
is so far one of the best way of closing sales.
 Relationship Marketing Orientation cannot be
established at Walji lodge.
 Drivers for Relationship Marketing
Trust; Commitment; Competence were identified to
used by Walji Lodge thus Hotels in Ghana.
Wunzalgu Ibn Kailan

7. CONT. OF FINDINGS AND DISCUSSIONS
 Transactional Marketing
Larger number of customers that remain relatively anonymous, and tries to
generate as many transactions as possible
 Database Marketing
Well identified clients via Sms etc
 Interaction Marketing
A closer, personalized relationship between the firm’s representatives and certain clients.
Walji’s Discussions with various Estate Managers
 Network Marketing
Involve relationships with suppliers & Competitors
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8. CONT. OF FINDINGS AND DISCUSSIONS
The “six markets” model developed by Christopher,
Payne and Ballantyne
 Customers Market (
 Referral Market (Word of Mouth by customers)
 Influence Market (competitors & Religious Persons)
 Recruitment Market (Not employed by Walji)
 Supplier & Alliance Market (Not employed by Walji)
 Internal Market (Very Strategic thus Training and
Maintaining Workers).
Wunzalgu Ibn Kailan

9. Conclusion
We conclude that Walji Lodge is gone beyond the
7Ps or Transactional Marketing towards a
multifaceted approach to running businesses like
Hotels. We also support Fruchter and Sigue (2005)
conclusions that despite the emergence of RM, it is
clear and evident in the marketplace, that the
traditional 4Ps or 7Ps approaches to marketing, or
variations of it, still dominate. And further put it
that Transactional marketing, in the context of
service standardization, can also help both hotel
managers and employees to regulate service
delivery, save time, maintain lower costs and
minimize risks (Sandoff, 2005)
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