The Government of Ghana has recently introduced a bold and ambitious policy: the implementation of a 24-hour economy.
The objective is straightforward yet visionary—to stimulate economic activity continuously across the full 24-hour day, thereby increasing productivity, reducing unemployment, and expanding national output. The logic underpinning this initiative is that many jobs can be structured in shifts, essentially multiplying employment opportunities without requiring an expansion in infrastructure. A frequently cited example is the health sector, where hospitals and clinics already operate around the clock through a shift-based labor model. This model can theoretically be extended to other key sectors such as manufacturing, transportation, retail, logistics, and hospitality.
However, while the supply side of the 24-hour economy has been emphasized—namely, job creation and extended business operations—relatively little attention has been paid to the demand side. A crucial question remains largely unanswered: Are there sufficient customers who are both willing and able to engage with businesses that operate during extended or non-traditional hours?
At the core of every business operation is the customer. Without a market—whether local or international—the expansion of production or services may not yield the desired economic outcomes. The success of a 24-hour economy is not guaranteed by supply alone; it hinges equally, if not more critically, on the patterns of consumer behavior. For example, would Ghanaians be willing to visit retail stores at midnight? Are there commuters in need of transport services at 3 a.m.? Would restaurants and entertainment venues attract enough patrons during overnight hours to remain profitable?
In some policy discussions, proponents have suggested that even if domestic demand does not fully support 24-hour operations, the output—particularly from manufacturing sectors—could be channeled into export markets. While this is a compelling argument, it does not entirely negate the need for a robust domestic customer base. Moreover, tapping into international markets requires competitive advantages in pricing, quality, and logistics, which cannot be assumed without strategic planning and market analysis.
This brings us to a fundamental consideration: Who is the customer in the 24-hour economy? Is the policy designed to serve domestic consumers with changing lifestyles and needs, or is it aimed primarily at expanding exports and catering to global supply chains? Without clarity on this question, businesses may struggle to design services that meet actual demand, and the government may misallocate resources intended to support the policy’s implementation.
To address these gaps, a more nuanced and evidence-based approach is needed. First, the government should commission comprehensive market research to understand current and potential customer behavior during non-traditional hours. This includes demographic segmentation (e.g., youth, night-shift workers, urban versus rural populations), lifestyle trends (e.g., nightlife, online shopping habits), and regional differences in economic activity. Second, marketing and business development experts should be engaged to help businesses design customer-centric service models suited to a 24-hour economy. This may involve new pricing strategies, tailored promotions for night-time consumers, and the development of infrastructure to support safe and reliable night-time commerce (e.g., lighting, security, public transport).
Furthermore, businesses themselves must consider operational adjustments, including human resource policies, energy costs, staff welfare, and technological upgrades to support continuous operations. Worker safety, fair compensation, and social protections will be essential for ensuring that the benefits of the policy are equitably distributed and sustainable over the long term.
The 24-hour economy policy presents a promising pathway for economic transformation in Ghana. However, its success will depend not only on the creation of jobs but also on the cultivation of a viable, well-understood customer base. An inclusive strategy that incorporates consumer research, business adaptation, and policy support will be critical to making this vision a reality.
By Dr. Ibn Kailan Abdul-Hamid, Head of Marketing Department, University of Professional Studies, Accra
