Agent Link - June 2020

Stand Out From the How You Can Leverage You Can you think about Nike without picturing the company’s trademark swoosh or a Mac without seeing the silhouette of an apple with a bite missing? When done well, a company’s name, symbol, or design — their branding — becomes synonymous with who they are, and that’s exactly the way it should be. At that point, it’s not just about a logo anymore. People begin to have an emotional connection with your organization through your brand. Branding is how people get to know your organization and begin to associate you with a specific service and standard of excellence, and strategic branding is the specific, long-term plan you’ll carry out through the evolution of your company. Here are a few reasons it’s worth investing some time to put that plan in place. Strategic branding brings in new business. Once a few people begin to recognize your brand, the power of referrals starts to take over. Your agency becomes recognizable and holds word-of-mouth power. People begin to tell others about you, and you get more and more brand recognition — resulting in more business. Strategic branding builds trust within your industry. Think about Apple again: When you buy a Mac computer, you do so because you are familiar with the brand and know the standard

History of the Pepsi Fleet

Coke or Pepsi? This is one of the oldest brand wars in the world, but these days, most of us are willing to settle for whichever soda is available. But if you happened to be in the Soviet Union during the 1980s, Pepsi was the soda of choice.The Soviets loved Pepsi so much that they were willing to make PepsiCo a naval superpower in order to get more of that refreshing, sugary beverage. In 1972, PepsiCo secured a deal to sell Pepsi syrup to the USSR, where it would be bottled locally. Not only did this deal make Pepsi the first Western product to be sold in the USSR, but it also locked The Coca-Cola Company out of the market, giving PepsiCo a monopoly. But before the deal could be finalized, the Soviets needed to figure out how to pay for the cola syrup. Rubles, the Soviet currency, were worthless internationally. To get around this, the Soviets traded PepsiCo Stolichnaya vodka in exchange for the cola.This deal was great for both parties until the Soviet Union invaded Afghanistan and the United States boycotted Soviet products, including vodka. If the USSR wanted to keep its supply of sweet cola, then they would need to give PepsiCo something else.That’s when the Soviets offered up part of their naval fleet. In exchange for $3 billion worth of Pepsi, the Soviet Union traded 17 submarines, a cruiser, a frigate, and a destroyer.This trade made PepsiCo the sixth most powerful naval military in the world.The deal was reported in a 1989 New York Times article, which included a quote from the CEO of PepsiCo to the United States’ national security advisor: “We're disarming the Soviet Union faster than you are.” PepsiCo quickly sold the fleet to a Swedish company for scrap recycling, but for a few days, Pepsi had the potential to become the ultimate victor in the cola wars. 2 How Pepsi Became the World’s Sixth Largest Navy

‘The Agony of Decisi When business coach and scholar Helio Fred Garcia published “The Agony of Decision: Mental Readiness and Leadership in a Crisis” back in 2017, he had no way of knowing that a pandemic would break out just three Unsure of Business T

years later. Now, his book about how to make tough calls under pressure is more relevant than ever for entrepreneurs.

“The Agony of Decision” teaches that when your company is on the line, it’s quick thinking — more than smooth communication, effective execution, or even expertise — that can save it.The book offers a framework to guide you through the decision-making process, helping you identify and weigh each outcome, then choose the right one. Answer that first big question, Garcia teaches, and the rest of the tumblers will click into place, allowing you to lead your company forward.To prove it, he weaves his personal experiences and decision-making scaffolding with notable stories of past business failures and successes.

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