Author name: Dr Maxwell Ampong

You can learn a lot about people by analysing, for instance, how they eat. Not just what they choose, but when they order, how much they spend, and how often they return. Recently, during my postgraduate studies in Machine Learning and Artificial Intelligence at the McCombs School of Business at the University of Texas in Austin, I had the chance to study a real-world dataset from a food delivery platform in New York. The numbers didn’t shout. But they told a quiet, powerful story. It was an assignment designed to build foundational data analysis skills. However, as I worked through it, I kept thinking about ‘Order and Eat’, my own mobile food business here in Ghana. Although it is FDA-registered, I shut it down temporarily, until I could either run it better or find someone who could manage it more effectively.  In this assignment, I observed behaviours that felt familiar. I noticed customers who weren’t so different from ours. And I realised that what began as a case study was in fact a window into how we might operate better food businesses at home in Ghana. The Weekend Effect One pattern stood out immediately. Nearly three-quarters of all orders were placed on weekends. People were opting for American, Japanese, and Italian dishes. These weren’t quick weekday bites; they were meals that people sat down to enjoy, often shared and indulgent. This suggests that food delivery thrives most when people feel unhurried. They aren’t chasing deadlines or battling traffic. They’re unwinding. This has shaped how I think about scheduling for Order and Eat. Fridays through Sundays are no longer just part of the week. They are a rhythm. We have to plan our menu around them, preparing higher-demand ingredients in advance and using WhatsApp to send out quiet nudges to regulars. The numbers made it clear. Your best sales often happen when your customers are at their most relaxed. Who’s Spending More Than You Think Another detail stood out. Almost a third of the orders within the dataset in this assignment crossed the twenty-dollar mark. These weren’t one-off splurges. They were part of a steady flow of higher-value transactions. That matters. Too often we assume that most customers are watching every cedi. And while many are, some are not. Some are prioritising convenience, quality, or the joy of a particular meal. In Ghana, this segment exists, even if it doesn’t always advertise itself. I’ve seen it with Order and Eat. There are customers who consistently choose the more premium options, who never ask about delivery charges, and who quietly place repeat orders. When this happens, we have to start testing small add-ons just for them. A surprise dessert. A reusable food pack. These are simple things, but they build loyalty in quiet ways. If you run a small business, it is worth asking yourself who your highest-spending customers are and what kind of experience they are having. Are you treating them like everyone else, or are you giving them a reason to keep coming back? Speed Isn’t Everything There’s a widespread belief that faster delivery always means happier customers. But the data I worked on challenged that. Orders that were delivered quickly didn’t always earn better ratings. And the difference between five-star and three-star reviews had little to do with how fast the food showed up. That was a reminder. Satisfaction is about more than speed. It is about whether the food arrived in good condition, whether it tasted fresh, and whether the packaging felt intentional. For many of us in Ghana, where delivery times can be affected by factors outside our control, this is actually good news. We can’t always deliver faster. But we can deliver better. So, we have to start focusing more on consistency. Double-check packaging before dispatch, make follow-up calls on first-time orders, and even include small notes when we have the time. The goal is to shape the full experience, not just beat the clock. Loyalty is Quiet Until You Listen According to the data, one customer placed thirteen orders, while four others placed between eight and ten. These were not corporate bulk orders, but rather individual customers using the platform repeatedly. Yet, there was no mention of loyalty rewards or special offers for them in this assignment. This is a lesson many of us overlook. Not all loyal customers are loud. Some don’t leave reviews. Some don’t tag you on social media. But they come back. Again and again. If you’re not tracking their behaviour, you may never realise just how important they are. So start tracking basic customer behaviours. Nothing fancy. Just a spreadsheet with names, order frequency, and preferences. It will help us know who to thank, who to offer a new dish to first, and who to message when something goes wrong. Loyalty is built in moments, not marketing campaigns. Only a Few Vendors Stand Out Out of nearly 180 restaurants in the dataset, only four met the platform’s criteria for promotion: at least fifty ratings and an average score above four. That was startling. It showed how rare consistent quality and customer engagement really are. In Ghana, where digital food marketplaces are growing, the same problem exists. A lot of vendors get listed, but few are truly dependable. Many shine for a week and fade the next. The food platforms promote whoever brings in volume for them, not necessarily whoever delivers consistent quality to the customers. There’s an opportunity here. If you’re a vendor and you can maintain high standards, gather regular feedback, and respond quickly to issues, you can rise above the noise. And if you’re running a platform, it’s worth thinking about how your algorithm promotes vendors. Are you rewarding consistency and satisfaction, or just sales spikes? The Small Percentage That Can Ruin Your Brand Just over 10% of orders in the case study took more than an hour to deliver. This is not a majority. Not even close! But they still matter. These are the orders that frustrate people.

The University of Ghana (UG) has formed a strategic partnership with Maxwell Investments Group (MIG) and the Africa School of Entrepreneurship (ASOE) to enhance leadership development among Ghanaian students. Through a formal Memorandum of Understanding signed on Tuesday the 3rd of June 2025, the partners committed to providing practical, values-based entrepreneurship education both within and beyond the classroom. Speaking at the ceremony, Professor Justice Bawole, Dean of the University of Ghana Business School (UGBS), highlighted the necessity for graduates to go beyond academic knowledge and embrace practical leadership capabilities. “The partnership aims to develop skills that extend beyond traditional academia. They must leave here ready to think critically, act ethically, and lead courageously,” said Professor Bawole. “We want to ensure our students graduate with academic knowledge and the readiness to lead in business and in society.” The Africa School of Entrepreneurship (ASOE) will act as the implementing arm of the initiative, providing immersive learning experiences such as mentorship programmes, leadership workshops, and entrepreneurial labs. These offerings are designed to assist students, regardless of their faculty, in understanding real-world challenges, building business resilience, and navigating opportunities in an increasingly complex economic environment. Dr Maxwell Ampong, CEO of Maxwell Investments Group, described the initiative as a “long-term investment in human capital that aligns with MIG’s ecosystem approach to sectoral development. We’re here to guide, invest in, and build up future changemakers. Just like a tech platform, other industry partners can very easily plug in and we are happy to have the full support of the University” he stated. Representatives from the University of Ghana at the event included the incumbent and incoming Deans of the University of Ghana Business School, Heads of Departments, Assistant Registrars, Professors, Administrative Leaders, and the present and incoming Presidents of the UGBS Business House Junior Common Room (BHJCR). Industry stakeholders involved in the MIG Ecosystem also pledged their support at the event, with some already participating in internship, mentorship and skills transfer projects. Present at the event were UN Global Compact Network Ghana, Zenith Bank (Ghana) Ltd., Deloitte Ghana, the Women in Agricultural Development Directorate (WIAD) of the Ministry of Food and Agriculture (MOFA), AfCFTA Young Entrepreneurs Federation, Legal Emporium Ghana, Metropolitan Insurance Ghana Ltd., Pan-African Savings and Loans Ghana, Wilmar Ghana Limited, Koranteng & Koranteng Legal Advisors, African Brand Warrior, Finfact Global, Tradeline Consult, and others. This initiative is set to become a model for how academia and enterprise can jointly develop youth leadership for measurable national transformation.

Feeding Ghana today feels like walking a tightrope during a storm. Everything, from prices to weather to supply, is unpredictable. I should know; I’m in the agribusiness industry. The cost of basic food items in Accra can swing wildly from week to week. Imported rice fills our markets, not because it’s better, but because it’s cheaper and more consistent. Meanwhile, local poultry farmers are being undercut by frozen chicken imported from overseas. These imports often arrive in bulk, heavily subsidised by foreign governments, making it nearly impossible for Ghanaian farmers to compete. Fertiliser prices are also spiking. And the rains? They’re no longer reliable. Sometimes, they arrive too early, sometimes too late. Occasionally, they don’t come at all. For a country that still relies heavily on rain-fed agriculture, that’s like running a business with no idea when your supplies will show up. Beneath it all lies a deeper issue that we don’t discuss enough. Ghana is heavily reliant on global supply chains for its food. When these chains operate effectively, they help keep prices low. However, when they break, as they did during the COVID-19 pandemic or when war disrupted grain exports from Ukraine, they not only raise costs but also leave people hungry. The reality is this: our current system is fragile. No matter how many good harvests we have, they will not suffice if we cannot store, distribute, or buffer against shocks. That’s why Ghana needs more than farming. We require financing – long-term, intelligent, and accountable financing that enables us to prepare for disruptions before they occur. We must understand how the Ghana Food-Security Bond represents a bold and structured approach to raising money now, enabling us to build a sustainable food system not only for this season but also for future generations. What is a Food-Security Bond? A Food-Security Bond is a special type of government-backed financial tool. It allows the government to borrow money from investors, but with a specific promise: that the funds will only be used to strengthen the country’s ability to feed itself. Think of it like taking a loan from responsible lenders to build long-lasting food security infrastructure. Unlike general borrowing, where money can be spent on anything, these funds are ring-fenced. That means they are locked in and can only be used for targeted investments in the food system. These include things like building irrigation systems, expanding local fertiliser production, upgrading food storage facilities, or expanding nutrition-focused school feeding programmes. This bond essentially treats food security as a form of physical infrastructure, similar to how we invest in roads or electricity. It makes food resilience measurable and attractive to investors. Capital is raised upfront. The government gets the funds at the beginning by selling bonds to banks, pension funds, or development institutions. Funds are tied to outcomes. Investors and the public will know what the money is intended to achieve, such as reducing post-harvest waste, increasing average yields, or stabilising food prices. Repayment is structured over time. Ghana gradually repays the money, either through tax revenues, cost savings, or with the support of international institutions that can provide guarantees. It’s not a one-time project or political promise. A Food-Security Bond is a serious financial commitment, backed by law and performance tracking, aimed at the most basic and critical function of any nation: ensuring that its people can afford to eat. What a dedicated bond would fund The money raised from a Food-Security Bond wouldn’t be distributed widely. Instead, it would concentrate on addressing very specific issues within Ghana’s food system, issues that influence what we eat, what we pay, and how much we waste. Here’s what a dedicated bond would help finance. Agro-Rings Infrastructure: These are agricultural zones surrounding major cities. They bring food closer to where people live. The Food-Security Bond would support the construction of irrigation systems, small access roads, cold storage units, and collection hubs in these areas. This will enable farmers to grow more and transport their products to market without spoilage. Digital Traceability Tools: This includes technology that helps track food from farm to fork. For example, apps that inform you when tomatoes are harvested or tools that connect buyers with nearby farmers. It builds trust, reduces waste, and gets farmers fairer prices. Access to Fertilisers and Seeds: Many farmers struggle to buy inputs at the right time. The bond would help pre-finance high-quality seeds and fertilisers, which would be distributed through cooperatives. Farmers could repay after the harvest, reducing upfront pressure and boosting yields. Expanding Buffer Stocks: Ghana needs to properly store food—especially grains and staples. The bond would finance modern warehouses in various regions, ensuring food safety, minimising price fluctuations, and assisting during emergencies. Nutrition-Linked Interventions: Malnutrition remains a silent issue. The bond could finance school meals, local food fortification, or subsidise basic food items in high-poverty areas. Enhanced nutrition leads to improved health, education, and productivity. Each of these areas is practical, high-impact, and visible. This translates to better-fed children, stronger farms, more local jobs, and a country that can stand on its own two feet during global food shocks. Why Ghana is ready for this Ghana already has several strong institutions and financial tools in place. These serve as pillars that can support a more coordinated national strategy for food security. We don’t need to build everything from scratch. Here’s what we already have: Ghana Commodity Exchange (GCX): This is a formal marketplace where farmers, traders, and processors can buy and sell produce in a transparent and regulated way. It ensures fair prices, reduces exploitation, and connects smallholder farmers to larger markets. Buffer Stock Company: This government-run company helps stabilise food availability and prices. It buys surplus food when there is an excess in the market (to prevent prices from crashing) and releases reserves when there is a shortage (to prevent prices from spiking). It serves as Ghana’s food safety valve. Green and social bonds: Ghana has already issued bonds to raise funds for environmental and social goals, such as renewable energy, sanitation,