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November 5, 2013

5 Branding Tips to Supercharge Your Sales


 

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In business, good branding creates trust and can make it easier to sell a product to customers. While the brands we choose as customers can be reflections of our beliefs and values, the right kind of branding can steer us toward products or services that we may otherwise not have been looking for.

So, it makes sense that companies that have great branding can generate more sales. You can improve your own startup’s branding by following these five tips:

1. Be consistent.
Regardless of what your startup is about, it needs to be consistent for people to recognize it as a brand rather than a product. Especially in the earlier stages of a brand, people’s trust is only established once they are confident that they understand what your brand does well and what it stands for.

Not sure what I mean about consistency? Think about Starbucks. When we go there, we’ve come to expect great service and personalization. When you think of film director Michael Bay, you’d probably think of big-budget movies with lots of explosions and special effects.

This is consistency. This is about branding.

We have these expectations of brands or people who are brands because they have delivered consistently in the past and indirectly promise to continue doing so.

Related: Warning Signs That Your Startup Is Ruining Your Life

2. Be authentic.
No one likes to be misled. Remember that products become brands when people start to trust what will occur when they interact with your brand. While a small lie may seem necessary, it can have major consequences for a brand if ever exposed.

Being yourself should help your message resonate with people. Radio host Howard Stern is an example of authenticity. Lots of people don’t agree with what he says or his sense of humor, but he sticks to his guns and produces his show the way he wants to. Because of that, he has droves of loyal listeners.

3. Focus on a niche. Continue reading “5 Branding Tips to Supercharge Your Sales”

Crafting a New Private Sector Advocacy Model


By Pamela Coke-HamiltonPamela Coke Hamilton

My good friend and colleague David Jessop, wrote in his recent column titled ‘Wanted: An aggressive regional private sector voice’, on an issue which has been at the forefront of recent deliberations within CARICOM and which both the Secretary General of CARICOM, Ambassador Irwin Larocque as well as the Prime Minister of Trinidad and Tobago, the Hon Kamla Persad Bissessar have indicated are critical to driving the regional integration process.  The issue of a strong, credible, vocal private sector voice at the regional level.

While it is conceded that there currently exists a lacuna in the regional space, of such a private sector entity, I believe that it is a colossal leap to suggest that the “silence” is “an indicator that regional economic integration and a single direction of economic travel may no longer be achievable.” I would like to suggest rather that the silence has not been as complete as assumed and that the regional leaders, both within the public and private sectors, are moving expeditiously towards ensuring that the structural gaps affecting effective private sector advocacy at the regional level are addressed and corrective action implemented.  Additionally while regionally the private sector has not been very active as a cohesive unit, I dare say that in addition to Martinique and Guadeloupe and the Dominican Republic mentioned in the referenced article, the Jamaican and Trinidad and Tobago private sector groups through the PSOJ and TTMA among others, at a national level are quite active and influential, driving policies that are then raised, through their Ministers at COTED and the other organs of CARICOM/CARIFORUM.

Moreover, the idea of Barbados’ former Prime Minister Owen Arthur, of a vibrant Caribbean Business Council (CBC) is in fact very much alive and has re-emerged with much greater force within the last six months with  a mandate to Caribbean Export Development Agency, emanating from the last COTED to undertake an analysis of the current situation, initiate wide ranging consultations on the factors that affected implementation of the CBC, and submit a proposal and recommendations to the COTED on the way forward. Continue reading “Crafting a New Private Sector Advocacy Model”

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