Diane Edwards | Premium branding as a strategic shield against tariffs

In today’s volatile global trade environment, one fact is becoming harder to ignore: small countries like Jamaica cannot afford to compete on price alone.

As tariffs rise, freight costs fluctuate, and global supply chains experience constant disruption, the pressure on export-dependent economies is mounting. For Jamaica, where export volumes are relatively small and production costs relatively high, these challenges are especially acute.

So, how do we stay competitive? The answer lies in the power of premium branding.

Having served as general manager of J. Wray & Nephew UK Limited, I learned firsthand that the global marketplace doesn’t reward the cheapest – it rewards the most compelling brands. This is the path Jamaica must take.

We cannot export like Brazil or China, but we can brand like France and Italy. Those countries have shown that smart, strategic branding can elevate a product far beyond its raw value, making it resilient – even in the face of tariffs and price inflation.

The central question we must now ask is this: can a premium branding strategy help counteract the effects of tariff-induced price increases on Jamaica’s exports? The evidence suggests a resounding yes – if we get serious about branding.

Tariffs hit hardest at the lower end of the market. Commodity exporters suffer disproportionately because their margins are razor-thin, and buyers can switch to alternative suppliers with ease. If your product is a banana and looks no different from one grown in Ecuador or Costa Rica, a buyer will go with whoever is cheaper—especially when tariffs inflate the cost.

But a branded product is a different proposition entirely.

Consider luxury perfumes, designer fashion, or fine wines. These are not immune to tariffs, but their customers are far less price-sensitive. When you’re buying a $200 bottle of perfume or a $5,000 bottle of aged rum, an extra 10 per cent in cost due to tariffs won’t change your decision. You’re paying for the story, the experience, the exclusivity. That’s what branding delivers. And that’s how it buffers against price pressures.

Branding success stories

Jamaica already has successful export brands that demonstrate this principle:

• Appleton Estate Rums: Appleton didn’t just sell rum. It sold history, craftsmanship, and prestige. Their 50-year-old rum – signed by master blender Joy Spence – sold for US$5,000 per bottle. That price isn’t about liquid content; it’s about brand value. In markets where tariffs and duties are high, products like these remain viable because their positioning justifies the cost.

• Sandals Resorts International: In hospitality, Sandals has done what many thought impossible – own the Caribbean luxury space. They didn’t compete with cheap alternatives. They positioned themselves as the Caribbean experience. That’s branding as insulation from commoditisation.

• Jamaica Blue Mountain Coffee: Arguably Jamaica’s most iconic agricultural brand, it sells for several times the price of regular coffee. Why? Quality, consistency and, most of all, branding. The name ‘Blue Mountain’ conjures an image, a promise, and an expectation. It’s a protected brand that keeps earning, even when global coffee prices tumble or trade restrictions rise.

These brands didn’t just weather storms – they built economic moats with storytelling, authenticity, and premium positioning.

Jamaica does not have the landmass, scale, or labour force to compete with low-cost, high-volume producers. Competing on cost is futile. But competing on value? That’s our arena.

When you brand a product well, you control the narrative. You move from being a commodity supplier to a lifestyle curator. You’re not selling yams, you’re selling ‘Jamaican Gold’, grown in rich volcanic soil, by multi-generational farmers, with flavours rooted in heritage. That positioning allows you to price higher, justify the premium, and soften the blow of duties and logistics costs.

Look at JP Farms: They brand their bananas. Most people don’t think of fruit as a branded product, but JP knows better. Branding signals quality and traceability, allowing them to stand out in competitive markets. And consumers are willing to pay a bit more for that trust – even in inflationary environments.

Tariff-driven market shrinkage

The risk tariffs pose isn’t just higher costs, it’s also market contraction. If Jamaican products become too expensive, buyers will shift to more affordable alternatives unless there is a compelling reason to stay. That reason can only come from perceived value.

If a Jamaican coffee brand costs 20 per cent more than Vietnamese coffee due to tariffs, but the consumer associates the Jamaican brand with superior quality, ethical sourcing, and a premium experience, they’re likely to stick with it. But if the Jamaican product is anonymous – just another bag of beans – it will lose out. Branding is the only way to defend market share in price-sensitive scenarios.

For small exporters, this advice can sound daunting. Branding takes resources for design, packaging, marketing, digital presence. Most Jamaican SMEs can’t afford high-level branding consultants or global campaigns.

This is where collaboration becomes critical.

Imagine if Jamaica’s pepper sauce exporters formed a “Jamaican Heat” cooperative. Under a single umbrella brand, they could share marketing costs, standardize quality, and create a collective story. European producers of champagne, cheese, and cured meats have long used this model – geographic indicators, consortia, and joint marketing – to protect their prices and their markets.

The same could be done for Jamaican cocoa, spices, herbal teas, or yams. A single exporter may be vulnerable, but together, SMEs can build brand strength.

The scarcity advantage

Scarcity, often seen as a disadvantage, can be a branding asset. Jamaica doesn’t need to flood markets; it needs to be exclusive. Limited runs, special batches, seasonal products — these create desire.

Take inspiration from the luxury world: Rolex doesn’t make more watches to meet demand; it keeps supply tight to preserve mystique. Jamaica can take a similar approach. Limited edition coffee blends. Small-batch rums. Heritage hot sauces. Scarcity adds value.

And that value gives you breathing room against tariffs.

The digital revolution has made it possible for small brands to reach global audiences, without needing million-dollar budgets.

With thoughtful use of tools like Instagram, YouTube, and e-commerce platforms, Jamaican producers can tell their story, showcase their farms, share customer testimonials, and build loyal followings.

A craft chocolate producer in Portland can show the cacao-to-bar process online.

A herbal tea exporter in St Thomas can share traditional brewing rituals and the health benefits of Jamaican botanicals.

A farmer in Trelawny can livestream his yam harvest and connect directly with customers in Canada or the United Kingdom.

Digital storytelling is branding. It builds trust and engagement, and it gives brands a human face. Consumers are more likely to absorb tariff-induced costs when they feel a direct connection to the maker.

Premium branding can’t stand alone. It needs structural support.

Government agencies like Jampro and Jamaica Business Development Corporation, and export-ready initiatives must align around this branding strategy. That means:

• Offering grants for packaging and branding development;

• Funding export marketing programmes;

• Supporting participation in international trade shows; and

• Protecting Jamaican brands through international trademarks and geographic indicators.

It also means improving infrastructure: cold chains, port efficiency, reliable logistics, and export readiness training. Branding can only take root when the foundation is strong.

No branding strategy will work unless quality backs it up. A beautiful label can get a product into someone’s cart once, but only quality will bring them back.

Exporters must invest in quality control, traceability, and consistent supply. The branding promise – whether it’s ‘pure’, ‘organic’, ‘heritage’, or ‘luxury’ – must be true. That’s how you build trust and loyalty, the two pillars of price resilience.

A customer who trusts your brand will absorb a price increase. One who doesn’t, will walk away.

Global magnet

Jamaica has something many countries spend billions to manufacture – cultural capital. Our music, language, fashion, food, and vibe are loved worldwide. We are already cool, authentic, and iconic. Our products should reflect that.

Premium branding doesn’t need to invent a story. Jamaica is the story. We just need to tell it properly – and often.

Tariff-induced price increases are a real and growing threat. For small exporters with no market power and no brand identity, they can be devastating.

But a strong, premium brand is a shield. It protects against substitution. It justifies higher prices. It preserves market share in turbulent times.

Jamaican exporters must stop selling products and start selling value. That value comes from branding. From storytelling. From quality. From pride.

The future belongs to the branded. Let us make ‘Made in Jamaica’ not just a label but a promise of excellence.

Diane Edwards is director of the Professional Services Unit at Mona School of Business and Management, and former president of Jampro.diane.edwards@uwimona.edu.jm