traditional marketing alone cannot capture younger consumers or compete with international brands’ digital presence. “Currently we use a lot of social media. We’re on most of the social media platforms: Instagram, Facebook, TikTok,” Antonio explains. “We do a lot of online campaigns, and we also use traditional media in terms of radio and television as well, and visuals like billboards.” The marketing mix points to a pragmatic approach to reaching diverse consumer segments across different touchpoints. “We do most of our advertising online and some face-to-face marketing through events and setups in store,” Antonio continues. “That way, we get the product directly to customers.That’s how we mainly drive the marketing efforts.” Understanding the customer base shapes these strategic choices. Very Amazing Products’ offerings span demographic groups, from everyday household staples to premium offerings.“Largely our customer base consists of households because of the type of products we do, which are beverages primarily,” Antonio notes.“But we do have another segment for beverages which are more geared towards adults.” Direct consumer engagement through in-store demonstrations and event marketing provides immediate feedback on new products while building brand recognition. For a company competing against multinational beverage corporations with massive advertising budgets, these grassroots tactics offer cost-effective ways to establish personal connections with consumers.The approach particularly resonates in Jamaica’s close-knit communities, where word-ofmouth recommendations carry significant weight in purchasing decisions. EXPANSION PLANS AND FAMILY LEGACY Very Amazing Products with established domestic success is expertly capturing and capitalizing on the robust Jamaica beverage market that has now reached US $170.5 million in exports. “Our numbers are going up. I can say over the last 10 years we have gone up more than 80 percent,” Antonio reports.“But over the last two years we have seen growth year on year of like 25 to 30 percent.” Current performance puts them ahead of projections. “Even this year, year on year, we are like 20 percent ahead.” International expansion targets reflect strategic market analysis rather than geographic convenience. “We’re trying to get that up from where it is now, which is 20 to 25 percent, to at least 35 to 40 percent 85 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 07 VERY AMAZING PRODUCTS
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