Creating demand for a new brand means developing a brand that people will know and recognize immediately. You will have qualities that make it different from others, are relevant or important features, and is also consistent and consistent over time (if I buy a brand X yogurt always tastes the same, has the same color, same texture .) As in the products, we know what the market demands, what needs are, and how we can meet them. But always based on our values, our features. For example, if I always have bad language, you should not want to make a living as a translator and start to learn Chinese.
We can demonstrate consistency in the workplace every day, and the curriculum that we present must show that coherence, our own brand should look at all aspects (in my experience, many curricula do not pass the first filter to have misrepresentation, as we do not buy a product if the packaging is not very good appearance). In addition, depending on the type of position is important to highlight certain values or minimizing others (this is an important, and often not taken into account.) Someone can be individualistic or prefer to work as a team, be flexible or systematic, tolerant or demanding, introverted or extroverted, creative, or graph are not bad qualities in themselves, depends on the type of work you want to play (for example, a person shy can be a bad seller, but to be an excellent financial analyst). A good way to think of how to differentiate is to start at the end, that is, visualize how you want to be perceived (in line with the qualities that you have) and going back, analyze what features we need to get there.
From this reasoning, we study what is the gap, that is, what separates our current product desired, and we cover step by step these differences.
Leading indicators suggest a recovery with the latest incredible growth figures earlier. Affonso Celso Pastor, consultant and former president of the Central Bank of Brazil, the country expected to grow between 5 and 5.5% in 2010, predicted that many others share. On the other hand, Wharton management professor Mauro Guillen notes that Brazil has “put its house in order” to consolidate public finances and controlling inflation, has a “happy balance” between the role for public and private sectors. Unlike many countries in the region, where there is broad consensus among political and business class on the direction of macroeconomic policy, despite the lack of agreement on taxes and some disappointment with the slow speed at which you make structural reforms, “Brazil is booming,” says Guillen. According to Guillen, the turning point of international resurgence of the country occurred in 2003. That moment came when Goldman Sachs was first referred to the BRIC countries (Brazil, Russia, India and China) as the developing economies of the world’s fastest growing.
Another milestone was marked last year in April and May when S & P and Fitch rating of the country rose, Moody’s did the same this September. Are inevitable comparisons with other countries in the region such as Argentina, with its disastrous failure to pay the debt in 2001-02 and continued failure credibility, or Mexico, whose weak reform programs have hindered the growth of GDP. Given this reality, Whartom Universia asks the question why Brazil has been more resilient than other markets? Finance Minister Guido Mantega noted that the tax burden in Brazil needed to keep the economy afloat, barely 1.5% of GDP, was much lower than in other major economies, particularly in comparison with countries OECD, which should be more flexible public sector solvency in the long term.