A Company Conceived-The Hotel Landscape – Before Ghana’s independence in 1957, hotels were almost nonexistent, with hospitality being a communal duty rather than a business. Post-independence, Ghana initiated the development of state-owned hotels, marking the birth of its modern hospitality sector. By the 1970s, modest locally-owned hotels began to appear, but the industry faced skill and resource limitations. Economic challenges in the 1980s and 1990s led to the privatization of state-owned hotels, sparking private sector growth and increased investment.
The opening of Accra Novotel in 1988 set new international standards for the industry, inspiring further development. Despite economic pressures, private and quasi-government efforts sustained the sector. Yawa-Attah and Mr. Aanani founded Hospitality Associates, a wholly owned Ghanaian company, offering professional services in the hotel industry. Their work, alongside other stakeholders, laid the foundation for Ghana’s hospitality industry today.
Unlocking Opportunities
Hospitality Associates found itself at the heart of Ghana’s privatization process, where private investors were required to present business plans and feasibility studies to secure funding for their proposed acquisitions. The nation’s divestiture program was making waves, but questions lingered—into whose hands would these properties ultimately fall? Years of neglect and underinvestment had left some of the state hotels in a state of visible decline, presenting investors with the daunting challenge of bringing them back to life.
When Yawa-Attah stepped onto the scene, she was struck by the sheer scale of the deterioration. Visits to some state hotels felt like stepping into a forgotten relic of the past. Without hesitation, she began taking snapshots of the disrepair and pulled out her notepad to jot down her observations:
- cracked walls with peeling, faded paint
- worn-out furniture and broken fixtures
- damp and/torn carpets
- overgrown gardens and a variety of other hazards (listing them).
‘Huge properties gone to waste,’ Yawa-Attah muttered under her breath, her words becoming a quiet refrain as she moved through property after property.
While she lamented, Mr. Aanani’s sharp technical skills were already at work. With expertise in hotel engineering, technical drawing, and structural analysis, he sketched the existing state of the buildings, preparing to discuss concepts for renovations or other potential developments.
Yawa-Attah, never one to be left behind, quickly adapted, diving into building terminologies, learning to interpret floor plans, and familiarizing herself with hotel design concepts. Together, they tackled each project with a shared determination, producing reports that would form the blueprint for transforming these faded relics into thriving hubs of hospitality once again.
This marked the beginning of Hospitality Associates’ exciting journey into consultancy—taking on hotel projects that ranged from renovations to carrying out market surveys and writing business proposals. One standout project saw the team collaborating with a Ghanaian investor who dreamed of creating a hotel chain. His vision? A group of four or more properties in Kumasi and Tamale, operating under the same brand, upheld by consistent standards, and steered by a parent company.
When it came to hotel operations in the private sector, many establishments were caught in a whirlwind of challenges. Inefficient management, outdated technology, and undertrained staff with low morale created an environment where service felt anything but welcoming. And if that weren’t enough, financial troubles bore down heavily on the sector. High overhead costs, low occupancy rates, and weak revenue streams left hotels struggling to keep their doors open.
For Yawa-Attah, who was well-versed in the Uniform System of Accounts for hotels in the U.S., the situation was a stark contrast to the structured efficiency she had studied and worked with. She noticed that many of the private hotels lacked effective operational systems, making it difficult to track revenues and costs accurately. There was no software in use; instead, records were generated manually!
In the early days, Hospitality Associates found themselves in a league of their own, with no direct competition to contend with. But getting the business off the ground was anything but easy. Even securing approval for the company’s name proved to be an unexpected challenge. Finding shareholders who shared their vision wasn’t much easier, and delayed payments for their services only added to the hurdles they faced.
Things weren’t any simpler on the client front. Some private sector clients were hesitant to partner with a new, locally-owned hotel management company, unsure of what to expect. This skepticism only fueled the team’s determination to prove themselves. They worked tirelessly to build credibility, focusing on earning the trust of corporate organizations. Delivering excellence became their guiding principle, and it was this commitment that led them to concentrate their efforts on laying a solid foundation with corporate clientele.
Exciting opportunities arose as Ghana geared up to host the 2008 African Cup of Nations (CAN). The event created a wave of demand for hospitality services and sparked a series of new training initiatives. The Minister of Tourism famously remarked, ‘In between games, there should be tourism products available for tourists to explore. It would not be just about football but also about where they sleep, what they eat, and where they go.’
Tourism promoters were brimming with enthusiasm, eager to showcase Ghana as a top destination for visitors attending the tournament. The message to hoteliers was clear: rise to the occasion. Hotels were called upon to upgrade their facilities, expand room capacity, and deliver exceptional experiences that would leave guests eager to return. The drive to elevate standards reached an all-time high. Hoteliers faced mounting pressure to ensure their establishments met international expectations, providing not only comfort but also a distinctive Ghanaian touch.
Training frontline staff became a top priority, driven by the determination to create warm, welcoming environments for visitors. The goal was simple yet ambitious—make Ghana’s hospitality sector shine brightly on the world stage.
Hospitality Associates was in the midst of all this and through every challenge they faced, Yawa-Attah and Mr. Aanani found the process both rewarding and enjoyable, all while building a dedicated support team that shared their vision and drive.
Disclaimer: This story is a work of fiction. Any resemblance to real persons, living or dead, or actual events is purely coincidental.