Positioning strategies and congruence in the positioning of high‐end indigenous and foreign retailers in sub‐Saharan Africa: An illustration from Ghana

This article examines the employment of positioning strategies through the lens of international retailing for assessing congruence in the positioning of both indigenous and foreign retailers in Ghana. Six retailers—three indigenous and three foreign—are examined in a triangulated method, each through an in‐depth case study. The results show that the dominant positioning strategies consistently pursued by both indigenous and foreign retailers in Ghana are “service,” “reliability,” and “attractiveness.” Although indigenous retailers (relative to their foreign counterparts) employ more strategies, the majority of foreign retailers exhibit close‐to‐ideal congruence among managers' intentions, actual practice, and customers' perceptions. The findings show that foreign and indigenous retailers pursue varying positioning strategies in the marketplace, further complementing the utility of Western‐developed typologies of positioning strategies in a sub‐Saharan African marketplace. Moreover, the results reveal how indigenous retailers have embraced branding, further attesting to the changing and competitive nature of the Ghanaian marketplace.