Brand Positioning - Brand Image

That cross-trainer you're wearing -- one look at the distinctive swoosh on the side tells every person who's got you branded. That coffee voyage mug you're carrying -- ah, you're a Starbucks woman! Your T-shirt with the distinctive Champion "C" on the sleeve, the blue jeans with the important Levi's rivets, the watch with the hey-this-certifies-I-made-it icon on the face, your fountain pen with the maker's symbol crafted into the end ...

You're branded, branded, branded, branded.

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It's time for me -- and you -- to take a episode from the big brands, a episode that's true for anything who's concerned in what it takes to stand out and prosper in the new world of work.

Brand Positioning - Brand Image

Volleyball - Graffiti - Short Sleeve T-shirt (Youth Large) Best

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Volleyball - Graffiti - Short Sleeve T-shirt (Youth Large) Feature

• Black
• 100% Cotton
• Volleyball T-shirt
• Screen printed image on the front

Volleyball - Graffiti - Short Sleeve T-shirt (Youth Large) Overview

Black100% cotton t-shirt for a comfortable, lasting fit. Direct screen printed graphic for extra durability, a softer feel, and no peeling.

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*** Product Information and Prices Stored: Mar 02, 2012 06:49:47

Regardless of age, regardless of position, regardless of the business we happen to be in, all of us need to understand the importance of branding. We are Ceos of our own companies: Me Inc. To be in business today, our most important job is to be head marketer for the brand called You.

It's that easy -- and that hard. And that inescapable.

Behemoth fellowships may take turns buying each other or acquiring every hot startup that catches their eye -- mergers in 1996 set records. Hollywood may be concerned in only blockbusters and book publishers may want to put out only guaranteed best-sellers. But don't be fooled by all the frenzy at the humongous end of the size spectrum.

The real operation is at the other end: the main opportunity is becoming a free agent in an economy of free agents, seeing to have the best season you can fantasize in your field, seeing to do your best work and chalk up a superior track record, and seeing to invent your own micro equivalent of the Nike swoosh. Because if you do, you'll not only reach out toward every opportunity within arm's (or laptop's) length, you'll not only make a superior offering to your team's success -- you'll also put yourself in a great bargaining position for next season's free-agency market.

The good news -- and it is largely good news -- is that every person has a opportunity to stand out. every person has a opportunity to learn, improve, and build up their skills. every person has a opportunity to be a brand worthy of remark.

Who understands this fundamental principle? The big fellowships do. They've come a long way in a short time: it was just over four years ago, April 2, 1993 to be precise, when Philip Morris cut the price of Marlboro cigarettes by 40 cents a pack. That was on a Friday. On Monday, the stock shop value of packaged goods fellowships fell by billion. every person agreed: brands were doomed.

Today brands are everything, and all kinds of products and services -- from accounting firms to sneaker makers to restaurants -- are figuring out how to transcend the narrow boundaries of their categories and come to be a brand surrounded by a Tommy Hilfiger-like buzz.

Who else understands it? Every single Website sponsor. In fact, the Web makes the case for branding more directly than any packaged good or buyer product ever could. Here's what the Web says: anything can have a Website. And today, because anything can ... anything does! So how do you know which sites are worth visiting, which sites to bookmark, which sites are worth going to more than once? The answer: branding. The sites you go back to are the sites you trust. They're the sites where the brand name tells you that the visit will be worth your time -- again and again. The brand is a promise of the value you'll receive.

The same holds true for that other killer app of the Net -- email. When every person has email and anybody can send you email, how do you decree whose messages you're going to read and write back to first -- and whose you're going to send to the trash unread? The answer: personal branding. The name of the email sender is every bit as important a brand -- is a brand -- as the name of the Web site you visit. It's a promise of the value you'll receive for the time you spend reading the message.

Nobody understands branding better than expert services firms. Look at McKinsey for a model of the new rules of branding at the business and personal level. Roughly every expert services firm works with the same business model. They have Roughly no hard assets -- my guess is that most probably go so far as to rent or lease every tangible item they possibly can to keep from having to own anything. They have lots of soft assets -- more conventionally known as people, preferably smart, motivated, talented people. And they have huge revenues -- and marvelous profits.

They also have a very clear culture of work and life. You're hired, you narrative to work, you join a team -- and you immediately start figuring out how to deliver value to the customer. Along the way, you learn stuff, invent your skills, hone your abilities, move from project to project. And if you're assuredly smart, you figure out how to distinguish yourself from all the other very smart people walking around with ,500 suits, high-powered laptops, and well-polished resumes. Along the way, if you're assuredly smart, you figure out what it takes to create a distinctive role for yourself -- you create a message and a strategy to promote the brand called You.

What makes You different?

Start right now: as of this moment you're going to think of yourself differently! You're not an "employee" of normal Motors, you're not a "staffer" at normal Mills, you're not a "worker" at normal galvanic or a "human resource" at normal Dynamics (ooops, it's gone!). Forget the Generals! You don't "belong to" any business for life, and your chief affiliation isn't to any single "function." You're not defined by your job title and you're not confined by your job description.

Starting today you are a brand.

You're every bit as much a brand as Nike, Coke, Pepsi, or the Body Shop. To start thinking like your own favorite brand manager, ask yourself the same interrogate the brand managers at Nike, Coke, Pepsi, or the Body Shop ask themselves: What is it that my product or assistance does that makes it different? Give yourself the traditional 15-words-or-less contest challenge. Take the time to write down your answer. And then take the time to read it. Several times.

If your write back wouldn't light up the eyes of a prospective client or command a vote of trust from a satisfied past client, or -- worst of all -- if it doesn't grab you, then you've got a big problem. It's time to give some serious concept and even more serious effort to imagining and developing yourself as a brand.

Start by identifying the qualities or characteristics that make you distinctive from your competitors -- or your colleagues. What have you done lately -- this week -- to make yourself stand out? What would your colleagues or your customers say is your greatest and clearest strength? Your most superior (as in, worthy of note) personal trait?

Go back to the comparison in the middle of brand You and brand X -- the arrival the corporate biggies take to creating a brand. The appropriate model they use is feature-benefit: every feature they offer in their product or assistance yields an identifiable and distinguishable advantage for their buyer or client. A dominant feature of Nordstrom department shop is the personalized assistance it lavishes on each and every customer. The buyer benefit: a feeling of being accorded individualized attention -- along with all of the option of a large department store.

So what is the "feature-benefit model" that the brand called You offers? Do you deliver your work on time, every time? Your internal or external buyer gets dependable, reliable assistance that meets its strategic needs. Do you anticipate and solve problems before they come to be crises? Your client saves money and headaches just by having you on the team. Do you always unblemished your projects within the allotted budget? I can't name a single client of a expert services firm who doesn't go ballistic at cost overruns.

Your next step is to cast aside all the usual descriptors that employees and workers depend on to uncover themselves in the business structure. Forget your job title. Ask yourself: What do I do that adds remarkable, measurable, distinguished, distinctive value? Forget your job description. Ask yourself: What do I do that I am most proud of? Most of all, forget about the appropriate rungs of progression you've climbed in your vocation up to now. Burn that damnable "ladder" and ask yourself: What have I fulfilled, that I can unabashedly brag about? If you're going to be a brand, you've got to come to be relentlessly focused on what you do that adds value, that you're proud of, and most important, that you can shamelessly take credit for.

When you've done that, sit down and ask yourself one more interrogate to define your brand: What do I want to be supreme for? That's right -- supreme for!

What's the pitch for You?

So it's a cliché: don't sell the steak, sell the sizzle. It's also a principle that every corporate brand understands implicitly, from Omaha Steaks's through-the-mail sales program to Wendy's "we're just quarterly folks" ad campaign. No matter how beefy your set of skills, no matter how tasty you've made that feature-benefit proposition, you still have to shop the bejesus out of your brand -- to customers, colleagues, and your virtual network of associates.

For most branding campaigns, the first step is visibility. If you're normal Motors, Ford, or Chrysler, that usually means a full flight of Tv and print ads designed to get billions of "impressions" of your brand in front of the provocative public. If you're brand You, you've got the same need for visibility -- but no budget to buy it.

So how do you shop brand You?

There's assuredly no limit to the ways you can go about improving your profile. Try moonlighting! Sign up for an extra project inside your organization, just to introduce yourself to new colleagues and showcase your skills -- or work on new ones. Or, if you can carve out the time, take on a freelance project that gets you in touch with a totally novel group of people. If you can get them singing your praises, they'll help spread the word about what a superior contributor you are.

If those ideas don't appeal, try teaching a class at a community college, in an adult schooling program, or in your own company. You get credit for being an expert, you increase your standing as a professional, and you increase the likelihood that people will come back to you with more requests and more opportunities to stand out from the crowd.

If you're a better writer than you are a teacher, try contributing a column or an concept piece to your local newspaper. And when I say local, I mean local. You don't have to make the op-ed page of the New York Times to make the grade. community newspapers, expert newsletters, even inhouse business publications have white space they need to fill. Once you get started, you've got a track narrative -- and clips that you can use to snatch more chances.

And if you're a better talker than you are trainer or writer, try to get yourself on a panel consulation at a consulation or sign up to make a presentation at a workshop. Visibility has a funny way of multiplying; the hardest part is getting started. But a incorporate of good panel presentations can earn you a opportunity to give a "little" solo speech -- and from there it's just a few jumps to a major address at your industry's yearly convention.

The second important thing to remember about your personal visibility campaign is: it all matters. When you're promoting brand You, all things you do -- and all things you select not to do -- communicates the value and character of the brand. all things from the way you handle phone conversations to the email messages you send to the way you guide business in a meeting is part of the larger message you're sending about your brand.

Partly it's a matter of substance: what you have to say and how well you get it said. But it's also a matter of style. On the Net, do your communications demonstrate a command of the technology? In meetings, do you keep your contributions short and to the point? It even gets down to the level of your brand You business card: Have you designed a cool-looking logo for your own card? Are you demonstrating an appreciation for invent that shows you understand that containers counts -- a lot -- in a crowded world?

The key to any personal branding campaign is "word-of-mouth marketing." Your network of friends, colleagues, clients, and customers is the most important marketing vehicle you've got; what they say about you and your contributions is what the shop will ultimately gauge as the value of your brand. So the big trick to building your brand is to find ways to bring up your network of colleagues -- consciously.

What's the real power of You?

If you want to grow your brand, you've got to come to terms with power -- your own. The key lesson: power is not a dirty word!

In fact, power for the most part is a badly misunderstood term and a badly misused capability. I'm talking about a dissimilar kind of power than we usually refer to. It's not ladder power, as in who's best at climbing over the adjacent bods. It's not who's-got-the-biggest-office-by-six-square-inches power or who's-got-the-fanciest-title power.

It's influence power.

It's being known for making the most necessary offering in your single area. It's reputational power. If you were a scholar, you'd portion it by the amount of times your publications get cited by other people. If you were a consultant, you'd portion it by the amount of Ceos who've got your business card in their Rolodexes. (And better yet, the amount who know your beeper amount by heart.)

Getting and using power -- intelligently, responsibly, and yes, powerfully -- are necessary skills for growing your brand. One of the things that attracts us to sure brands is the power they project. As a consumer, you want to connect with brands whose superior presence creates a halo succeed that rubs off on you.

It's the same in the workplace. There are power trips that are worth taking -- and that you can take without appearing to be a self-absorbed, self-aggrandizing megalomaniacal jerk. You can do it in small, slow, and subtle ways. Is your team having a hard time organizing productive meetings? Volunteer to write the program for the next meeting. You're contributing to the team, and you get to decree what's on and off the agenda. When it's time to write a post-project report, does every person on your team head for the door? Beg for the opportunity to write the narrative -- because the hand that holds the pen (or taps the keyboard) gets to write or at least shape the organization's history.

Most important, remember that power is largely a matter of perception. If you want people to see you as a superior brand, act like a credible leader. When you're thinking like brand You, you don't need org-chart authority to be a leader. The fact is you are a leader. You're important You!

One key to growing your power is to recognize the easy fact that we now live in a project world. Roughly all work today is organized into bite-sized packets called projects. A project-based world is ideal for growing your brand: projects exist around deliverables, they create measurables, and they leave you with braggables. If you're not spending at least 70% of your time working on projects, creating projects, or organizing your (apparently mundane) tasks into projects, you are sadly living in the past. Today you have to think, breathe, act, and work in projects.

Project World makes it easier for you to compare -- and advertise -- the force of brand You. Once again, think like the giants do. fantasize yourself a brand employer at Procter & Gamble: When you look at your brand's assets, what can you add to boost your power and felt presence? Would you be better off with a easy line extension -- taking on a project that adds incrementally to your existing base of skills and accomplishments? Or would you be better off with a whole new product line? Is it time to move overseas for a incorporate of years, venturing surface your ease zone (even taking a lateral move -- damn the ladders), tackling something new and fully different?

Whatever you decide, you should look at your brand's power as an practice in new-look résumé; supervision -- an practice that you start by doing away once and for all with the word "résumé." You don't have an old-fashioned résumé anymore! You've got a marketing brochure for brand You. Instead of a static list of titles held and positions occupied, your marketing brochure brings to life the skills you've mastered, the projects you've delivered, the braggables you can take credit for. And like any good marketing brochure, yours needs constant updating to reflect the increase -- breadth and depth -- of brand You.

What's loyalty to You?

Everyone is saying that loyalty is gone; loyalty is dead; loyalty is over. I think that's a bunch of crap.

I think loyalty is much more important than it ever was in the past. A 40-year vocation with the same business once may have been called loyalty; from here it looks a lot like a work life with very few options, very few opportunities, and very tiny private power. That's what we used to call indentured servitude.

Today loyalty is the only thing that matters. But it isn't blind loyalty to the company. It's loyalty to your colleagues, loyalty to your team, loyalty to your project, loyalty to your customers, and loyalty to yourself. I see it as a much deeper sense of loyalty than mindless loyalty to the business Z logo.

I know this may sound like selfishness. But being Ceo of Me Inc. Requires you to act selfishly -- to grow yourself, to promote yourself, to get the shop to bonus yourself. Of course, the other side of the selfish coin is that any business you work for ought to applaud every single one of the efforts you make to invent yourself. After all, all things you do to grow Me Inc. Is gravy for them: the projects you lead, the networks you develop, the customers you delight, the braggables you create create credit for the firm. As long as you're learning, growing, building relationships, and delivering great results, it's good for you and it's great for the company.

That win-win logic holds for as long as you happen to be at that single company. Which is assuredly where the age of free department comes into play. If you're treating your résumé as if it's a marketing brochure, you've learned the first episode of free agency. The second episode is one that today's expert athletes have all learned: you've got to check with the shop on a quarterly basis to have a reliable read on your brand's value. You don't have to be seeing for a job to go on a job interview. For that matter, you don't even have to go on an actual job interview to get useful, important feedback.

The real interrogate is: How is brand You doing? Put together your own "user's group" -- the personal brand You equivalent of a software recap group. Ask for -- insist on -- honest, helpful feedback on your performance, your growth, your value. It's the only way to know what you would be worth on the open market. It's the only way to make sure that, when you avow your free agency, you'll be in a strong bargaining position. It's not disloyalty to "them"; it's responsible brand supervision for brand You -- which also generates credit for them.

It's this simple: You are a brand. You are in fee of your brand. There is no single path to success. And there is no one right way to create the brand called You. Except this: Start today. Or else.

Brand Positioning - Brand ImageMaking and using Sugar Wax PART 2 Tube. Duration : 3.42 Mins.

RECIPE: 2 CUPS SUGAR, ¼ CUP LEMON JUICE, ¼ CUP WATER (Sorry I said the wrong recipe in the video) MAKING THE SUGAR WAX: Using a gas stove: 1.Put the ingredients in a saucepan and heat it on high. It will boil for approximately ten minutes. 2. Watch the bubbles carefully and when the bubbles turn a light brown color, turn the heat down till it's as low as it can be. The wax should be turning a golden brown color. 3. Let it simmer for about another five minutes while watching very very carefully. When the wax turns golden brown like the color in my videos then it is done. (When the wax is on step three and is simmering take a tiny bit out on a spoon and run cold water over it. When it cools enough to touch, it should be stretchy. You can test it on your arm. Do this about every two minutes while the wax is simmering until it stretches out on your arm and pulls off easily. If it sticks and won't come off it's not done and if it's brittle you've overcooked it.) MAKING WAX USING AN ELECTRIC STOVE: Follow the same steps but reduce the time alot. Cook the wax on medium for 5 to 8 minutes. Reduce the heat to low and simmer for about 6-10 minutes. Watch the bubbles carefully and when the wax reaches the correct take it off heat immediately. OTHER INFO: Sugar waxing is very inexpensive to use. I use a method of pulling the wax up against the hair and then yanking it down. If you pull the wax off against the direction of hair you are only breaking off the hair strands and hair will ...

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