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PG. 15 

Full Speed Ahead 

4 Barbados Business Catalyst • July - September 2011 

The BARBADOS BUSINESS CATALYST 

is published quarterly by the Research, Information 

and Design Services Division of the Barbados 

Investment & Development Corporation. 

It offers information and advice on trade and 

commercial issues to the business community. 

Information contained herein may be reproduced 

if accredited to the BIDC. Items of interest to 

local manufacturers, exporters, entrepreneurs and 

potential investors are welcome. 

Editor: 

Jane Brome, Email: jbrome@bidc.org 

Editorial Team: 

Fern Lewis, Email: flewis@bidc.org 

Disclaimer: 

Some of the views expressed in this publication are the views of the writers and not necessarily 

those of the BIDC. © 2011 BIDC. 

Printed By: 

COT Caribbean Graphics, #16 Newton Industrial Estate, Christ Church. 

Tel (246) 420 8550 • Fax (246) 420 8555 Email: sales@cot.com.bb 

Contents 

Design & Layout: 

G&A Communications Inc. Cnr. Harts Gaps & 

Hastings Main Road, Christ Church. 

Tel: (246) 437-2214; Fax: (246) 228-5204; 

E-mail: info@gadesign.com.bb 

July - September 2011 

Volume 7 #4 

Editor’s Desk - Trade Shows, Expos & Conferences 

CEO’s Desk 

Making Footprints Around The Globe 

Challenges of Entrepreneurship 

Pride In Industry 

Full Speed Ahead 

Animation Comes Alive 

Winning Designs 

Dream Imagine Believe 

Carving Out a Niche 

Food for Thought 

Skill-full or Empty? 

The Barbados Competitiveness Progremme 

Factoring Programme for SMEs 

BBC Notebook 

EcoScope 

When In...Belize 

TradeScope 

Manufacts 

PG. 14 PG. 23 

Pride In Industry Carving Out a Niche 

5 

6 - 9 

10 -11 

12 -13 

14 

16 - 17 

18 - 19 

20 

21 - 22 

23 

24 -25 

26 

27 

28 

29 

31 

32 

33 

34 - 35 

PG. 24 PG. 28 

Food for Thought Government Launches 

Factoring Programme For 

SMEs

Editor’s Desk 

By Jane L. Brome 

It has become increasingly evident 

that diversification, new sector and 

product development are essential 

if Barbados is indeed to take 

advantage of new and emerging 

opportunities and is to secure its 

place in international trade. 

Arguments for greater self-enterprise and innovation have often 

been articulated in the push to see Barbados transcend traditional 

boundaries. 

This issue will focus on entrepreneurship and its role in making 

Barbados a producing, exporting nation. We are highlighting 

inspiring stories of thriving companies like auto manufacturer, 

L&N Incorporated and animation specialist, West Learner. This 

edition will also cover some of the key challenges confronting 

entrepreneurs. Newly appointed Director of Entrepreneurial 

Trade Shows, Expos and Conferences 

Sir Winston Scott Memorial Lecture Monday, November 21, 2011 

Prof. the Hon. Cardinal Warde, a Barbadian physics professor at the 

Massachusetts Institute of Technology (MIT), will deliver the 36th Sir Winston 

Scott Memorial Lecture at the Frank COLLYMORE Hall. The title of his lecture 

is “Science, Technology and Business Education Reform for the Caribbean”. 

CONTACT: http://www.centralbank.org.bb 

6th annual Caribbean Conference on Comprehensive Disaster 

Management, 5-9 December, 2011 

The Annual Caribbean Conference on Comprehensive Disaster Management 

is the region’s premier event on disaster risk management. Organized by the 

Coordinating Unit of the Caribbean Disaster Emergency Management Agency 

(CDEMA), the Conference is the region’s largest gathering of professionals 

in the fields of disaster management and professionals from sectoral and 

thematic fields who have specific responsibilities in this area. Attending this 

event scheduled for the Hyatt Regency Trinidad, is an excellent opportunity 

Development here at the BIDC, Mr. Michael Bynoe, will expand 

on these as well as share his vision for the sector. 

The spotlight is also shone on exporting, featuring Barbados’ top 

export companies, its products and markets. In keeping with the 

theme, Enterprise Barbados, Making Footprints Around 

the Globe, we share with you some of the market entry 

strategies engaged by these companies in the hope of inspiring 

more to follow their lead. 

The importance of niche marketing and meeting international 

standards requirements, particularly as they relate to food safety 

and quality are also expanded on in this edition. 

And as the BIDC bids farewell to CEO Mr. Wilbur Basil Lavine, 

we share with readers his parting words, marked by lessons 

learnt and hopes for the future. 

to improve disaster risk management awareness and exchange information on 

good practices, while building stronger professional networks. 

CONTACT: http://www.cdema.org 

Caribbean Marketplace 2012, January 22-24, 2012 

This event is open to suppliers, buyers and marketing companies targeting 

the hospitality sector. Scheduled for the Atlantis Paradise Island, Bahamas, 

registration is now open. 

CONTACT: http://www.caribbeanhotelandtourism.com 

BIDC Exporters Conference, Tuesday, February 21, 2011. 

This inaugural event under the theme “Engaging the World” will focus on the 

requirements of embracing the export challenge. Scheduled for the Lloyd 

Erskine Sandiford Centre, further details will be coming soon. 

CONTACT bidc@bidc.org 

Barbados Business Catalyst • July - September 2011 

5

CEO’s Desk 

CEO 

Signs Off 

Wilbur “Basil” Lavine retired as CEO of the 

BIDC at the end of September. He reflects 

on time spent and the way forward for the 

Corporation. 

Q.In the time that you have led the Corporation, 

would you say you have achieved much of what you 

had intended? 

A. I would say a reasonable amount given the prevailing climate. 

I assumed the leadership of the Corporation just as the recession 

took hold and amid several challenges. I brought a vision which 

I am led to believe had the approbation of the management 

and staff. Corporate and divisional goals and plans were then 

developed. Initially, we were aiming for sector growth in the 

industrial and small business sectors. But certain critical success 

factors (assumptions), which included the availability of adequate 

finance, favourable investment climate, etc., failed to hold and in 

consequence, some objectives had to be modified or abandoned 

in the face of a new policy orientation which sought, inter alia, 

to further the stabilization of the sectors, rescuing companies 

in difficulties, saving jobs, etc., by way of a Rent Relief Policy 

and other measures, through which company closures were 

minimized. Despite the difficulties, our export drive was also 

kept up and growth was experienced in some areas, such as 


exports of fine foods to the United Kingdom market. During my 

term as CEO we also completed the Newton Business Park, a 

major project which had presented many challenges. 

Q. What would you say were some of your greatest 

accomplishments? 

A. I believe that staff should be encouraged to add value to 

themselves so that they could also add value to the institution and 

to the clients they serve. And so for me, it was very important to 

make a positive difference in the lives of staff, encouraging them 

to upgrade their skills and to seek career advancement. I believe 

I have been able to do some of that, even though not all of what 

I intended. I have seen secretarial staff and others upgrading their 

qualifications and taking positions of much greater responsibility. 

This pleased me very much. 

During my tenure at the Corporation, I was also able, with 

the support of the managers and staff, to effect the design and 

implementation of some systems and policies to meet stated 

objectives. Specific examples include:

Basil Lavine attending an EPA seminar 

the coordinating of an exhibition and the production of a 

GIS video in association with Mr. Keith Richards of Barbados 

Light & Power as co-chair of the Technical Advisory Panel 

for Technology Transfer, during the United Nations Global 

Conference on Sustainable Development held here in 1994; 

my contributing to national sustainable development 

policy as the Corporation’s representative on the National 

Commission for Sustainable Development under the 

chairmanship of the late Professor Oliver Headley; 

the establishment of the Information Technology 

Department and the development of the Corporation’s 

computer network, involving all the overseas offices that 

were then part of the Corporation, together with the 

Internet capability; 

the changing of the concept of a library to that of a 

computer-based Information Services Centre; 

also from the concept of a registry to that of a computerbased 

Records Management Centre; 

the general upgrading of the information collection and 

reporting systems and the quality of analysis within the 

Research Division; 

the designing of the Special Technical Assistance Programme 

(STAP) and the Turnaround Management sub-programme; 

upgrading the Technical Assistance Programme (TAP), with 

the assistance of the National Productivity Council laying the 

foundation of the Key Performance Indicator (KPI)-based 

Incentive Scheme; 

implementation of an operational framework that has 

resulted in the timely presentation of the Corporation’s 

Annual Report each year; 

Mr. Lavine leading a BIDC strategic planning session 

CEO’s Desk 

and the benchmarking of the knowledge management system 

of the Corporation against that of a major international service 

institution in 2000. 

In 1998, I was the Corporation’s representative among many 

very senior public and private sector Caribbean officials on 

the CARICOM Mission to Southern Africa. I was the only 

Barbados public sector officer on that mission and I filed a 

report on the mission. 

With reference to current areas of focus for promoting 

sustainable development: Initiating in 2009/2010, the 

development of a BIDC Green Policy and a Green Industrial 

Sector Development Plan focusing on green energy, etc., and the 

establishment of a think tank, namely the Science, Technology 

and Innovation Committee – the Renewable Energy Forum, 

for advancing this cause. As such, it took a special interest in 

renewable energy and had been engaging a company working on 

a pilot project on solar energy. The Renewable Energy Forum 

was placed within this framework firstly, so as not to contribute 

to an unnecessary growth in the number of committees, and 

also, to maintain the natural nexus with the other disciplines. 

The Committee, cross-divisional, was also to discuss business 

development issues centering on any of the disciplines within its 

ambit and as a base for interacting with individual companies, 

other stakeholders and the National Council for Science and 

Technology. The relationship with the National Council for 

Science and Technology was considered very important, since 

that institution should also have a leading role to play in the 

fostering of an innovation culture and furthering the development 

of science and technology-based industries in Barbados. 

Q. Given the prevailing corporate climate, what would be 

your prescription for assisting the local productive sector 

in coping? 


7

CEO’s Desk 

A. Since about 2001, we have been living in an age of 

increased turbulence and chaos, as the worlds of finance, 

economics, politics, the civil society and the establishment, the 

environment, and matter and energy appear to be in collision, 

within themselves and some with one another; the earth itself 

seeming to be in upheaval. There has been disaster after disaster 

with major economic fallout worldwide, the negative effects of 

which have been propagated at almost the speed of light along 

technology’s super highway of connectivity and through other 

international networks. 

The implications for the local economy have been profound 

and problematic, with the local corporate climate in a state of 

unprecedented flux, augmented also in part by local deficiencies. 

Coping and continuing viability will require companies keeping 

on top of developments (economic, financial, socio-political 

and technological), being efficient, responsive, collaborative 

with stakeholders, being receptive to new ideas and forever 

seeking new pathways. This will not be an easy task. The future 

prospects will also depend on the devising of prudent macroeconomic 

policies and upon our success in exhibiting strong, 

insightful and innovative leadership in guiding corporate renewal, 

within and without, in this period of turbulent change. This 

matter was touched on in my article “Discontinuous Change, 

Corporate Renewal and Leadership” published in our corporate 

magazine the Barbados Business Catalyst. 

Q. With regards to the Corporation’s work, how might 

the BIDC be better able to assist companies? 

A. Firstly, by not being all things to all people; by focusing its 

scarce resources on a narrower range of activities and doing 

them as well as can be. 


Bobby McKay and Mr. Lavine at BMEX 2009 

By concentrating on those projects best able to add value, 

assisting companies to do things differently and to do different 

things. 

Given the substantial changes in the environment since its 

reorganization in 1992, the Corporation needs to re-invent 

itself for meeting the new challenges and for promoting 

entrepreneurship based on the drivers of the New Economy, 

science, technology and innovation, or it will run the risk of 

being marginalized as other organizations build up business 

development capabilities in these driver areas and seize the 

initiative. The Corporation has long been the premier business 

development agency in Barbados and needs to continue being 

seen as playing an effective role in these new areas as a leader 

organization. 

The BIDC has, for a long time, been in a position where it tried 

to be all things to all people. It is now facing an acute scarcity 

of resources. Despite this so far, the Corporation has been 

providing rent relief and taking other measures in what was 

designed to be a time-bound stabilization effort to help arrest 

the slide. But this has been rather costly. Now would be the time 

for the organization to encourage innovation within and without, 

and more in-depth research and analysis for becoming more 

focused in its purpose. Now is the time for corporate renewal. 

The Strategic and Action Plan for 2011/2012 embodies this 

philosophy of corporate renewal. 

Q. What in your opinion are some of the biggest 

challenges confronting the Corporation and how might 

these be overcome? 

A. There are several but I will mention three which I believe 

are among the most strategic at this time 

Remaining in the forefront of the development process as the 

premiere business development agency. 

Keeping focused on its mandate and asserting itself 

Being always relevant. 

Managing for the present while leading change for future 

growth and sustainability. 

Being a model of efficiency as required by its role in promoting 

the Green Economy, especially in the face of prevailing 

scarcities. 

Mobilising resources and ensuring that they are mostly directed 

towards activities likely to yield significant positive socioeconomic 

returns, taking possible externalities into account 

by relevant in-depth analysis and appraisal consistent with the 

objectives of the green economy, especially for larger projects. 

Micro projects need not be subjected to this analytical rigour. 

In this age of turbulence and chaotic transition, it is easy to 

get caught up in activities which though important, could

cause a diversion from the mandate and raison d‘être of the 

Corporation, that of promoting sustainable industrial business 

development. The danger in this is that at some future point 

in time the credibility, relevance and future of the institution 

could be questioned in relation to its mandate as stated in the 

Act governing its establishment and operation. As the premier 

business development agency in Barbados, the Corporation is not 

just an institution for implementing policy, but also one to help 

point the way forward in policy formulation in industrial business 

development. 

The Corporation in its traditional mode has always had a close 

relationship with traditional sectors − crafts, garment, furniture, 

food and beverages manufacturing, etc., and it is proud of this 

continuing relationship. However, in looking forward it will be 

recognized that there is a need to foster the development and 

growth of new and emerging sectors, while still continuing to 

support the traditional sectors, fostering innovations in this latter 

group as well. It is not one or the other, but both simultaneously. 

The leadership must seek to encourage new sector exploration, 

especially in non-traditional areas based on ideas that could 

give rise to what may be called disruptive innovations. The 

promotion of innovation labs and the general encouragement 

of experimentation is, in my view, among viable approaches for 

moving forward. 

The challenge is really a balancing act of managing the present, 

while leading change for a future in a world which has seen 

economic structures incessantly revolutionized from within, 

by the promotion of entrepreneurship based on science and 

technology and innovation. With the acute scarcity of available 

resources this could mean giving up the pursuit of some shortterm 

transient objectives for more sustainable returns in the 

future. This may not be an attractive prospect. 

The Green Economic movement is in full swing as efforts to 

promote sustainable growth and development are gaining 

momentum in the face of an increased environmental awareness, 

in the broadest sense. Efficiency of resource use is among the 

important objectives in this campaign. The present scarcity of 

resources has highlighted the need for increased efficiency in 

Barbados. The Corporation will be required as never before to 

grapple with the challenge of mobilizing resources on its own, 

CEO’s Desk 

some possibly from divestments. From a national economic 

perspective it will therefore be important for such resources to 

be allocated for the highest economic returns. 

Q. What has been most memorable about your tenure at 

the BIDC? 

A. I have, while at the BIDC, been involved in some very 

interesting activities, met some very influential people and have 

forged great relationships at home and abroad. But above all, 

is that relationship that I have developed with staff at all levels 

of the Corporation. I would like to believe that I showed my 

respect for each and everyone and that at no time did anyone 

feel slighted. If it did happen, I would wish to assure them that it 

was not intentional. I will always remember the little meetings I 

had with individual staff members during my almost daily “Good 

Morning” rounds; those little chats through which I got to know 

my staff better. It became to me a very important event in my 

day, the little discussions through which I got to share my little 

bits of knowledge and also to learn from staff members who 

were often specialists in their own fields. We must be mindful 

that very much of what we are able to achieve, depends on the 

people around us and the strength of our relationships. It’s never 

a situation where you can honestly take all the credit for yourself. 

Mr. Lavine meeting Minister David Estwick and PS Bentley Gibbs at the renewable energy forum 

Q. What thoughts would you like to leave with the 

Corporation and its stakeholders? 

We’re in an environment where knowledge is growing 

rapidly and technology is advancing at an ever increasing rate. 

Yesterday’s successes were yesterday’s and not today’s. We 

should not dwell idly on past successes, as they could then 

become sources of weakness. The methodologies of today may 

have no relevance in 10 years time, not ignoring the fact that 

tomorrow’s fruit will be borne on trees grown from seeds sown 

today. We live in a world of constant change so we must be 

open and pursue continuous learning and innovation. We must 

be adaptable and continue to seek input from as many sources as 

possible. We can never do it all on our own. 


9

Barbadian Globetrotters 

Making footprints 

Around 

the Globe By 

Barbadian export values were registered at $472.4 million at the end of 2010. This was up from $439.5 million in 2009 and 

$526.3 million in 2008. Between 2001 and 2008, merchandise export sales increased by 7% annually to expand from $352.7 

million to $526.3 million. Projections are that exports volumes in 2011 are on track to exceed the 2010 performance, coming 

in at $374.1 million at the end of September 2011. This compares to $347.7 million at the end of September 2010. 

Barbadian goods are currently being exported to 103 markets around the world. An analysis of trade volumes at the end of July 2011 

indicates that CARICOM remained Barbados’ largest export market accounting for 36.0% or BDS $65.8 million of total domestic 

exports. Barbados’ shipments to CARICOM when compared to shipments in the country’s overall exports have however been on the 

decline while exports to other territories have been increasing. Exports to the US grew to the extent that 19.3% of Barbados’ foreign 

shipments are headed there. Trade with the EU amounted to 30.47% and that to Canada 2.35%. 

Barbados’ main export products include: rum, pharmaceuticals, sugar, cement, margarine, printed labels, sweet biscuits, margarine, 

wheat flour, aerated beverages, wire wound resistors, aluminum and steel food packaging, insecticides, intra-ocular lenses, paints, 

windows and doors, prefabricated building structures, natural asphalt and sails. 

Barbados’ top export companies are noted below: 

CANADADRUGS .COM 

OF BARBADOS LTD 

MOUNT GAY 

DISTILLERIES LIMITED 

THE WEST INDIES RUM 

DISTILLERY LTD 

These are the Barbadian companies making footprints around 

the globe. 

A recent analysis by the Barbados Private Sector Trade Team 

shows some important common characteristics in the export 

strategy of some of these companies. These include the 

following: 

They actively sought export opportunities as opposed to 

depending on other sources to point out them out; 

They never considered themselves to be too small to seize 

opportunities; 

They made use of a number of options to strengthen their 

businesses which ranged from entering their firms into 

competitions which gave them access to additional capital to 

accessing the more user-friendly local business support funds 

and schemes; 


BARBADOS’ TOP EXPORT COMPANIES (DECEMBER 2010) 

TT ELECTRONICS 

LTD. 

CARIBBEAN LABEL 

CRAFTS LTD. 

MCBRIDE 

(CARIBBEAN) LIMITED 

THE WEST INDIA 

BISCUIT CO. LTD. 

BARBADOS DAIRY 

INDUSTRIES LTD 

LENSTEC BARBADOS 

INC 

ARAWAK CEMENT COMPANY 

LIMITED 

ROBERTS MANUFACTURING 

CO. LTD 

BARBADOS AGRICULTURAL 

MANAGEMENT CO 

CARLISLE LABORATORIES 

LIMITED 

CROWN PACKAGING 

(BARBADOS) LIMITED 

BERGER PAINTS 

BARBADOS LIMITED 

Jane L Brome 

ORAN LIMITED 

R. L. SEALE & 

COMPANY LIMITED 

STRUCTURAL 

SYSTEMS LIMITED 

They utilised a range of options to gain market intelligence on 

potential markets, these options included participating in trade 

missions 

They were not afraid to approach government officials or 

other business support agencies in the export market to 

determine how they could best enter the markets and they 

further used such interfaces to engage in aggressive marketing; 

They were persistent- they were not deterred by initial 

negative responses to their attempts to enter export markets; 

They were not wedded to one particular type of market 

entry- if they could not export directly, then they considered 

using other vehicles to trade such as joint ventures; 

They made it their business to understand the rudiments of 

trade as they pertain to their particular operations;

They voluntarily committed themselves to ensuring that their 

operations complied with internationally recognised standards; 

and above all, they had a hunger to succeed. 

Analyses suggest that Barbados’ exports are not adequately 

diversified both in terms of the products, services exported, and 

the markets which are serviced. This suggests a need for more 

companies to emulate the current export leaders. Any company 

with a product or service can export, or at least attempt to 

export. But success is far from guaranteed. 

At the best of times exporting can be a complex and challenging 

process. Yet, when it is approached with careful deliberation, 

exporting offers you opportunities for growth, increased sales 

and diversified markets. A marketable product or service is 

only the beginning. Exporting takes time and effort. It also takes 

resources and a strong commitment to compete beyond your 

current borders. 

For companies that have made exporting part of their long-term 

growth strategy, they know some of the ups and downs for 

manufacturers just starting to export: concern about the language 

and cultural differences, not knowing where to start or how to 

make inroads into new markets, fear that foreign consumers 

won’t pay once the products leave the country. 

Breaking into a new export territory requires 

long-term commitment 

relationship development (distributors, local government, 

joint venture partners) 

patience (government, culture, realistic time frames and 

budgets) 

a strong domestic client base to leverage (especially if 

internationally recognised) 

uniqueness of product and Intellectual property protection 

BARBADOS’ TOP 25 EXPORT MARKETS (JUNE 2011) 

Barbadian Globetrotters 

strong reputation/confidence in ability 

prior international experience or the ability to recruit 

experienced people 

in market presence – closeness to customer 

good interpersonal skills of staff/cultural understanding 

credibility 

So beyond adopting these characteristics, it is recognised that 

some firms will require additional assistance. 

The BIDC is undertaking several initiatives to ensure export 

growth and diversification. The market development 

programme, spearheaded by the Export Promotion Division 

of the BIDC, is aimed at increasing Barbadian exports in the 

international markets of the USA, Canada and the UK. The 

programme uses in-country market representatives and a 

principle importer to help introduce Barbadian products in new 

markets. The initiative utilizes a number of strategies including 

niche marketing, branding, certification and the attainment 

of quality standards in helping manufacturers to capitalise on 

potential export sales. The programme is unique in that it 

brings together a coordinated network of resources for the 

manufacturer, importer, wholesaler, retailer and consumer. 

The Corporation also plays a lead role in facilitating and 

organizing trade missions to generate interest in Barbadian 

brands, engages in an aggressive promotional and marketing 

programme in targeted markets and frequently facilitates training 

to give existing and potential exporters a firsthand look at the 

marketing requirements for tackling targeted destinations 

successfully. There is also the export resadiness programme, 

which grooms new companies for export market entry. It is 

hoped that these activities will serve as tools to drive the export 

effort, resulting in increased exports, penetration of nontraditional 

markets and improved foreign exchange earnings. 

MARKET EXPORTS MARKET EXPORTS 

($) ($) 

UNITED KINGDOM 66 959 600 FRANCE 4 299 489 

UNITED STATES 46 205 253 SURINAME 3 763 040 

TRINIDAD & TOB. 17 587 154 ST. KITTS/NEVIS 3 309 216 

ST. LUCIA 17 149 883 DOMINICA 3 125 512 

JAMAICA 13 840 099 BR. VIRGIN IS. 2 751 654 

GUYANA 13 044 472 DOMINICAN REP. 2 228 082 

ST.VINCENT 11 161 241 BAHAMAS 1 708 283 

GRENADA 7 365 734 GERMANY 1 506 055 

ANTIGUA 6 763 572 BELIZE 1 417 954 

CHINA, PEO.REP. 6 382 475 ANGUILLA 954 017 

CANADA 5 835 844 U.S.V I 887 141 

NETH. ANTILLES 4 353 248 HAITI 858 799 

Barbados Business Catalyst • July - September 2011 11

Entrepreneurial Development 

Challenges of 

Entrepreneurship 

Michael Bynoe is the new man in charge of 

entrepreneurial development at the Barbados 

Investment & Development Corporation. He 

previously served as Manager of the BIDC’s 

Entrepreneurial Development Division. Bynoe 

took time out during his first few days in the 

chair to share his vision with the Barbados 

Business Catalyst. 

Q. What is your assessment of the environment and 

opportunities for entrepreneurial development? 

A. There are two things here I wish to address: 

A. When you speak of the environment for entrepreneurial 

development, I take it you are referring to the factors which 

provide an atmosphere for business. 

The environment for entrepreneurial development has always 

been a challenging one, particularly as we are experiencing 

now. When economic/financial downturns result in a 

tightening of the overall volume of credit available, businesses 

will face even greater financial problems that increase the 

default risk associated with smaller companies. 

B. When we speak of entrepreneurial development we refer 

to the process of enhancing entrepreneurial skills and 

knowledge through structured training and institution-building 

programmes and concentrate more on growth potential 

and innovation. This accelerates employment generation 

and economic development. Small and medium-sized 

enterprise (SME) development, on the other hand, focuses 

on developing the enterprise, whether or not it employs or 


is led by individuals who can be considered entrepreneurial. 

However, many of the lessons learnt from experiences in 

both types of development are similar. 

Q. What in your opinion are some of the major challenges 

confronting the SME sector? 

A. We have been inundated with many answers to this question 

from many sources. They include: poor financial positioning/ 

raising finance; access to raw materials; no real understanding 

of the market; export difficulties; managerial inadequacies; 

lack of innovativeness; lack of appropriate infrastructure; and 

lack of properly trained staff. 

In Barbados, the major challenge confronting the SME sector 

from where I stand is not so much a scarcity of finance as is so 

repeatedly advocated, or those other issues identified above, 

but a lack of a true entrepreneurial culture. Understanding 

the components of an entrepreneurial culture is just the 

first step in helping businesses to understand some of the 

challenges that must be faced in order to overcome the 

primary barrier to economic development. Inherently, 

there is also the need to consider your readiness for 

entrepreneurship. 

Q. How could some of these challenges be tackled? 

A. We need to determine from the outset whether the 

real focus is entrepreneurship or self-employment, then 

decide on the objectives accordingly. There is a pervasive 

tendency to equate entrepreneurial development with selfemployment. 

Many self-employed individuals in Barbados

are indeed entrepreneurs, but the 

majority are not. Their businesses are 

simply microenterprises in the informal 

sector, with little growth potential or any 

particular intention to grow beyond what 

is considered their comfort zone. The 

promotion of self-employment is a very 

noble objective and certainly one that 

as an agency of government we cannot 

ignore, but it should not be confused with 

entrepreneurial development. 

Q. What are your top priorities for 

entrepreneurship development 

within the short to medium term? 

A. Entrepreneurship development should 

be about helping people start and grow 

dynamic businesses that provide high 

value-added. My priority for the short 

to medium term would be a selection 

process that attempts to identify those 

individuals or partnerships that have 

some of the key prerequisites for 

entrepreneurial success. Let me state 

very clearly here that this is not at the 

expense of other players in the sector. 

The country needs some success 

stories at the moment to help move 

the economy forward and improve our 

foreign exchange position. While I am 

well aware that it will be argued that 

public funds should be spent on those 

who most need help, a selection process 

deploys limited resources where they are 

most effective, to the overall benefit of 

the country. 

Q. How do these fit in with the goal 

of making Barbados the No.1 

entrepreneurial hub by 2020? 

A. The process discussed above is just 

a minutiae to the mandate of making 

Barbados the entrepreneurial hub by 

2020. There are a number of anomalies 

that should be addressed involving 

agencies of influence that affect the business sector. To my 

mind corrective procedures need to be in place from now. I 

cannot in all honesty say that any significant improvement is 

taking place. 

Q. What is your vision for the sector? 

A. Firstly, that we can develop programmes driven by a research 

Entrepreneurial Development 

Michael Bynoe. 

component that helps aspiring entrepreneurs to recognize 

and design unique, innovative business opportunities, based 

on an analysis of our existing conditions and resources. 

Secondly, to develop a cadre of Business Development 

Officers fully trained to identify risks and the factors that 

affect the levels of entrepreneurship, and determine the 

likelihood of success in the sector. Thirdly, that business 

development services be streamlined in a way that offers the 

entrepreneur the best possible services available. 


13

Enterprise Barbados 

Pride In Industry 

Barbadian companies have a lot of potential! 

This was pointed out by Minister of industry, Small 

Business and Rural Development, Denis Kellman, as he and 

representatives of his Ministry and the Barbados Manufacturing 

Association toured Roberts Manufacturing and E. W. Wood 

Classics at Lower Estate, St. Michael; and Carlisle Laboratories in 

Warrens, St. Michael. 

“It is no doubt that if this country is to 

reverse all trends, we will have to see some 

‘super’ companies and the three I saw have 

the capabilities of doing that ...” 

The Industry Minister expressed satisfaction with what he saw, 

stating that he was “convinced that we are not only ready to take 

over the local market, but these companies are ready to take 

over the world.” 

Noting that Roberts Manufacturing exported almost 70 

per cent of what it produced and Carlisle Laboratories also 

featured a significant export portfolio, Mr. Kellman observed 

that enterprises such as these must receive support from 

Government and the public. 

He added that the local market may bear certain costs in order 

for a company to expand, but maintained that the growth was a 

necessary step for increased capacity for the company. 


“What it means is that we will have to give more exposure to 

them...if they are lacking capacity we will have to find a way to 

create the additional resources so they can get that capacity to 

export to the level we would like them to. 

“It is no doubt that if this country is to reverse all trends, we will 

have to see some ‘super’ companies and the three I saw have the 

capabilities of doing that; and if it means that we have to work 

with them for the others to follow, we would have to use them 

as the examples,” he said. 

Mr. Kellman also 

added that sourcing of 

raw materials locally 

could be used to 

assist businesses with 

their endeavours and 

noted that prowess 

in the export market 

“says a lot for these 

companies and it says 

that we have to work 

with them because 

they are paying the 

foreign cost bills for 

all of us. So, we have 

to support them,” he 

asserted. 

Minister of Industry, Denis Kellman (left), 

speaking with Managing Director of Roberts 

Manufacturing, David Foster, during the tour.

FULL SPEEDAHEAD 

Norman (left) and Ricky Edwards. 

L 

& N Workshop Inc is igniting new engines of growth within 

a specialized niche of the local transport sector. And 

this company seems set to blaze a trail not only within 

Barbados, but also across the Caribbean. 

Managing Director, Norman Edwards, along with Administrative 

Manager, Ricky Edwards, recently took the Barbados Business 

Catalyst on tour of the 18 000 square foot, Cane Garden, 

St. Thomas facility for a first-hand look at the state-of-the-art 

operation. 

Founded in February 2002 with Norman at the helm, L&N − 

specializing in the repair of minibuses and the fabrication of 

bodies for trucks and delivery vehicles - sought to fill the void 

that was created following the demise of ACME Barbados Ltd. 

Nine years later, the innovation and new product development 

thrust at the heart and soul of this company has propelled its 

employee roll from nine to 50 and launched a new line of vehicles 

especially built and customized for Barbadian roads. 

Trailblazing 

By Jane L Brome 

It’s just the start of a dream come true for Norman, whose 

ingenuity is transposed in all the L&N vehicle conceptualization 

and design. Moving from the construction of bodies for dry goods 

delivery vehicles, L&N is now manufacturing minibuses. There 

are currently three vehicles on the road made by L&N, two in 

production and another two on order which should be rolling out 

by yearend. 

“It’s a new venture we’re very excited about and it’s coming 

at the right time,” Norman said. With the minibus fleet on the 

road estimated to be about 20 years old, he explained that 

L&N, in partnership with Simpson Motors, is positioned to 

offer a modern vehicle, superior to that imported. Under the 

partnership, Simpson Motors provides the Isuzu chassis on which 

the L&N vehicle is built. 

As Norman explained, “Our vehicles are designed taking into 

consideration all our market peculiarities like conditions of the 

road, corners, frequent stop and go and load factors. They will 

therefore show less wear and tear than an imported vehicle.” 


15

Trailblazing 

The L&N minibus boasts a better load capacity which means 

there is less wear and tear on the engine and chassis. 

“It’s safer for the sector too in that it can comfortably carry loads 

better. It is built with non-corrosive materials and the interior 

outfitted with more durable materials that also allow for easier 

cleaning. The new minibuses are also more focused on passenger 

comfort, fitted with more individual seats and reversible fans that 

extract the heat and bring in cool air. It’s longer too so it can hold 

more passengers, but is still not oversized.” 

Vehicle customization is also a key aspect of the company’s 

operations. The mobile units utilized by the Royal Barbados 

Police Force, and the Department of Emergency Management’s 

(DEM) vehicle, are also produced by L&N. The police units, one 

built here from scratch and the other a rebuilt import, boast 

conveniences like office space, a bathroom, kitchenette and 

even a holding area. The DEM vehicle, which Norman said was 

built at heavily subsidized costs given the company’s recognition 

of the importance of such a vehicle, was especially designed to 

carry first aid and emergency equipment as well as other modern 

conveniences. Other specialized vehicles rolled out by L&N 

include the Transport Board’s mobile command unit and the 

Hope Sanctuary’s veterinary unit. 

L&N also offers vehicle collision repair and full restoration 

services to both commercial and private owners. 

As Ricky explained, the company’s capacity for growth comes 


Two L&N staffers getting it right 

largely out of a willingness to “identify problems and offers 

solutions and concepts…We have been concentrating on those 

projects that need unique manufactured products and solutions, 

and we’ve been focusing on products that are more cost effective 

and that are more efficient.” 

“We recognize that in order to improve our competitiveness 

we have to reduce our cost of production, and we have been 

researching cheaper materials which can be used in production 

while not compromising on the quality of the vehicle we offer.” 

It is their insistence on high-quality production that in fact won 

over officials at the Isuzu Corporation in Japan and endorsement 

of the L&N buses. On initiation of the project with Simpson 

Motors, Norman reported that within three months, three top 

Isuzu officials visited the workshop and were amazed at the 

production being undertaken. They have since endorsed the 

product and are keen to promote it in external markets. 

That’s a major plus for the company since beyond existing 

market niches, L&N is also exploring the development of a 

product line that can be readily sold with regularity, in both local 

and export markets. 

The company has initiated market scoping within the region and 

even participated in a BIDC-hosted trade mission to Grenada 

and St. Lucia earlier this year. And while significant interest was 

expressed in L&N’s production capabilities, Ricky noted some 

market entry hindrances which would have to be tackled. These, 

he explained, related to the legislated definition of a minibus in

these territories. Where as a minibus produced here seats 

28 persons for example, a minibus in St. Lucia is defined 

as a 14-seater. So while this particular market niche may 

prove difficult to penetrate, L&N has opted to focus on the 

marketing of its customized vehicles. 

“It’s really for us to convince those in the other islands of the 

usefulness of outpost vehicles, mobile offices and stations,” 

Norman said, noting the flexibility that comes with being able 

to deploy a mobile unit at anytime and anywhere for example. 

He further added could serve well in arriving at final decisions 

on building permanent structures. 

“The major thing for us is to build on what we have and make 

it better. We want to ensure that the company is sustainable 

and we want to ensure a bright future for the company and 

its employees. We have invested heavily in training and will 

continue to do so to improve on the skills that we have 

available,” Ricky said. 

Emphasizing that L&N is very employee-centred, he said 

the company has placed employee safety and health, equal 

opportunity and the chance to advance at the top of its 

agenda. 

“There’s no limit to where you can go in this company and no 

limit to where we want this company to go,” Ricky stated. 

Some of the new minibuses under construction. 

Trailblazing 

Inside one of the customized mobile units. 


17

Spirit of Enterprise 

Animation Comes Alive 

As the World Wide Web, the entertainment industry and other multimedia outlets continue to grow, opportunities for talented 

animators continue to explode. Computer animation, like many creative fields, is fiercely competitive. Making it in this industry 

segment requires strong artistic skills and a solid familiarity with the latest in computer animation technologies. It also requires 

the ability to turn creative thoughts into compelling images, using them to effectively communicate an idea. 

Barbadian company, West Learner Inc, through its subsidiary 

division West Toonz, is proving to be somewhat of a pioneer, as 

it prepares to launch a series of initiatives destined to place the 

company at the forefront of animation development and push the 

growth of the industry in Barbados. 

CEO Curtis Padmore, in a wide-ranging interview with the 

Barbados Business Catalyst, said one of the major things on 

the cards was the launch of an animated television series. 

The Ron Christopher Show, which made its debut this summer 

on the Web, has been upgraded and refined with humorous 

elements and is coming to CBC TV 8 in 2012 with weekly, 

entertaining episodes where the animated host, Ron Christopher, 

will be interviewing home-grown celebrities in sports, politics, 

art, music and business. While initially aiming to win over a local 

audience, Padmore is hoping to expand Barbados’ first animated 

TV talk show to include regional elements and audiences. 

And while this show will be targeting the adult demographic, 

West Toonz is producing another cartoon series for children. 

Padmore explained that the children’s programme will feature 

West Indian storytelling with a mix of animated and real life 

characters. To ensure that the series is both engaging and 


Some of the characters from the children’s TV show scheduled for airing in 2012 

entertaining, he said it will include discussion and song-anddance 

elements, and will touch on elements of the educational 

curriculum. Especially targeting children aged 4-11 years, it is 

expected that this series will be aired early next year. 

The four-year-old company has already carved an impressive 

niche for itself, working on animations for UNICEF as part of a 

Positive Behavioural Management Programme for schools. As 

Padmore noted, the four infomercials featuring the characters 

Disciplined David, Polite Paula, Healthy Hailey and Considerate 

Connie are all in production and will reinforce positive 

behaviours in children. With its team of eight, including part-time 

employees and two interns, West Toonz is also exploring the 

development of content for mobile devices. At the same time, 

the company is better positioning itself for take-off by upgrading 

its website and office space with new hardware and software, 

improved aesthetics and ergonomics, and networking at trade 

shows like the Animae Caribe Animation and New Media Festival 

scheduled for October 3-November 6, 2011 in Trinidad, to 

increase its visibility.

Spirit of Enterprise 

Some members of the animation team (from left) Amanda Harris , Curtis Padmore, Cherisse Brewster and Jason Haynes 

And while these initiatives are intended to drive company growth, the CEO said efforts are also being concentrated on securing the 

future of the industry. West Learner was one of three companies involved in the production of an animation podcast which explored 

issues including: Critical Needs of the Barbados Animation Sector; The Growth of Animekon and Anime Caribe; and animation 

projects and export opportunities for the Barbados animation sector. The production, which is intended to draw attention and 

investment to the animation industry, is featured on NetworkBarbados, a professional, business networking site created to unleash 

the export potential of Barbados’ indigenous services sector. Established by Invest Barbados, this unique initiative is geared to 

providing a platform for the export of Barbadian services to global markets. 

West Learner has set the wheels in motion to strengthen the 

island’s artistic expertise with hands-on training. Padmore 

explained, “We are hoping to host two training workshops in 

caricature design and storyboarding free of cost to secondary 

school students where one student per school is selected by 

teacher to participate. It is our expectation that that student will 

go back to the classroom to share what he/she has learnt.” 

The company will also be offering training for new animators in 

the production software, Toon Boom Harmony. This is all geared 

towards the advancement of the industry. 

As Padmore explained, “We want to do something innovative 

by inviting the business community to help build the industry by 

Ron Johnson is set to make his TV debut 

sponsoring the initiative where the students being trained are 

producing content for the companies themselves. It could be 

something like an animated logo for example.” 

The intense four-week training programme has been developed 

with students of the Barbados Community College’s Fine Arts 

Division in mind. It is his intention that the course will conclude 

with “an evening of animation”, showcasing the work of the 

graduates in a formal ceremony. 

West Learner has been founded on the principles of not only 

wanting to be different, but making a difference. And from all 

indications, the company appears set to achieve just that. 


19

Achievement 

WINNING 

DESIGNS 

Barbadian Ms. Ichia Tiyi was declared the top designer 

in the recently concluded Design Caribbean 2011trade 

show. 

Her Tiyi By Design, an exclusive Caribbean brand of handcrafted 

art jewellery won over a panel of judges comprising 

Cindy Bowden, President of the World Craft Council of North 

America; Milo D. Pickney of Yellow Lama; and Jenny Polanco, 

Dominican Fashion Designer Founder and Director of Wedge 

Curatorial Projects.. 

Second prize went to Atelier Dore, who produces modern 

Surinamese-designed jewellery hand-crafted from silver. New 

Caribbean Design, a group representing artisans involved in 

weave design and community development were awarded the 

prize for the Best Collection. Mrs. Kirie Ishmael was named Best 

Young Designer winning with a scarlet ibis inspired jewellery 

collection. 

Winners received cash prizes, booths for Design Caribbean 2012, 

and marketing support to improve their business over the next 

year. 

Executive Director of Caribbean Export, Pamela Coke-Hamilton 

congratulated the winners, the organizing team, exhibitors and 

the buyers. 

“Craft and creative industries are to be truly celebrated. It is a 

way to share expression not only in creation but also in visual 

enjoyment. The artisans who are committed to the quality and 

sustainability of our culture have adapted these traditions to 

appeal to the contemporary international marketplace. It is truly 

a celebration of the beautiful in craft, culture, music and people,” 

she concluded. 

Following on the success of the inaugural Design Caribbean 2011 

trade show, Caribbean Export Development Agency (Caribbean 

Export) is now looking to the future and possibly London in 

2012. 

Design Caribbean 2011 attracted over 130 designers from 

CARIFORUM states who savoured the chance to exhibit their 

creative skills and products at the Hotel El Embajador, Santo 

Domingo, Dominican Republic from September 1 to 4. 

The event connected the exhibitors with buyers, and design 

enthusiasts from the Caribbean Europe and North America. 


Mark Fangue and Liz Allen, buyers of Exotic World Gifts summed 

up the sentiment of other buyers speaking enthusiastically about 

the trade show. 

“We love the variety, between the necklaces and the tapestries. 

All were of very good quality. The silver products were 

extraordinary. We love being here it is a great event and we look 

forward to next year.” 

Equally pleased was product design consultant Giulio Vinaccia, 

who was quoted as speaking on the behalf of participating 

artisans. 

“Just imagine that only in the first four hours of opening we sold 

more than 50 per cent of the product!” Mr. Vinaccia said noting 

that this was a clear indication that success was possible with the 

right approach, layout and new thinking in design. 

Design Caribbean 2011 also included a boot camp for businesses. 

Subjects covered included e-marketing which was conducted 

by Joseph Mohay, Oline Sale Manager of Global Directories; 

using intellectual property (IP) effectively which was presented 

by International IP Expert Kayanne Anderson; and creating 

opportunities and strengthening brands which was led by 

successful designer Marlene B. 

Product designer and lecturer, Lesley-Ann Noel held a session 

which focused on creating a social media strategy as a designer 

or an artisan; Kiran Akal, an accomplished creative thinker 

and consultant who has been an ideas generator for wellknown 

companies such as Walt Disney conducted a session 

on the potential of the Caribbean brand. Executive Director 

of Caribbean Export completed the boot camp by telling 

participants everything they wanted to know about Caribbean 

Export but was afraid to ask. 

The inaugural event, which was funded by the International 

Trade Centre and the European Union, not only highlighted 

CARIFORUM handcraft but showcased other aspects of 

creativity. 

The entertainment industry received much exposure. Part of 

the offerings was a small film festival of Caribbean films including 

Ghett’A Life, a Jamaican production that won the Best Pitch 

Award at the Cannes Film Festival. A music concert featuring of 

artists from the region including Alison Hinds, Roldan, Xiomara 

Fortuna, Onika Best, Belo, Carrot Jarrett and L’Acadco was also 

held.

Dream, Imagine, 

Believe! 

There’s an old saying that ‘good things come to those 

who wait,’ but in today’s world where business 

opportunities are taken up at lightning speed, it’s more 

likely to be the things left by those who hustle! It’s also 

been said that in such a hyper-competitive business environment, 

economic success will depend more and more on intellectual 

capital, self-confidence and belief in oneself. With the possibility 

of another economic recession looming somewhere in the future 

however, self-confidence and belief may not seem like much to 

hang your hard-earned cash on. But as each minute ticks by, the 

chances increase that someone else will find that opportunity 

you’ve been waiting for, for what seems like a thousand years, 

and spin it into wealth and good fortune. So rather than kick 

yourself in the shin for letting life pass you by, why not take 

another shot at that ‘elusive’ dream? 

And so the real question is, can your dreams and aspirations 

really be viable after you’ve lived pretty much half your life 

without a glimmer of hope that they could happen? The answer 

is yes! 

Perhaps you’ve played a good hand at life – kept a ‘steady’ job, 

paid your bills, met your social and familial obligations and stayed 

out of trouble. But yet there’s that niggling sense that you’ve not 

done your very best, you haven’t explored your fullest potential 

or even come close to that mark. And ever so often you keep 

wishing and hoping that somehow that thing that you want so 

badly, that dream, or idea that tugs at your imagination, would 

in some magical way fall into your lap. The reality is that it’s 

not likely to happen if you keep wishing and wishing ….. and 

wishing. If you want to make your dream a reality, you simply 

have to get up, get out and get going! 

Get going at what? 

Perhaps you want to pursue that business venture that has been 

sitting in your mind for so many years. How about that career 

change you’ve always wanted but never had the nerve to pursue? 

You probably can’t picture yourself letting go of that sure thing 

that you have, whether it’s a job or enterprise that doesn’t quite 

stimulate your interest but nevertheless keeps you employed. 

By Fern Lewis, Manager Research 

and Information Services, BIDC 

Aspiration 

Then maybe it’s time you change the 

channel and picture what could be if you just decide to make the 

effort. 

Get up 

The first step to achieving your ‘elusive’ dream is figuring out 

what you want to spend your time doing. Are you comfortable 

in your job? Do you want to change your career? The times are 

pretty hard and a career change may seem like pie in the sky 

right now, but if you feel like you’re running out of air in your 

job, then perhaps its time to think long and hard about doing 

something else. 

But before you take the leap, put things into perspective. Do you 

need to change your job or some things about your job? Perhaps 

some attitude adjustment on your end could put some zest into 

your job. Are you giving it your best? Are you looking for ways 

to improve your performance and enhance your chances for 

promotion or increased responsibilities and recognition? Get out 

of your box and carefully examine what you really need in order 

to increase your job satisfaction. Job satisfaction is not always 

about what your boss can do for you but oftentimes about what 

you can do for yourself. 

And don’t be like Alice in Wonderland – get a sense of where you 

want to go! 

Get Out 

If your search is for something different like pursuing that 

business idea, then preparation and planning are critical if you 

really want to maximise your investment of time and money. 

If you want to start that new venture, then make that very 

important step – stop procrastinating! Seek out some advice on 

the investment required to get your business going. Institutions 

like Fund Access and Enterprise Growth Fund Ltd. provide 

funding for new ventures. The Entrepreneurial Development 

Division of the BIDC can provide the essential business advisory 

services you need. You may also wish to do some test marketing 

and informal surveys to find out how people would respond 


21

Aspiration 

to your product or service offering. Is it something they would 

buy or use? Does your product or service address a particular 

need or problem? Always remember you’re making a long-term 

investment, so careful planning and execution are necessary. 

When you firm up your plans, make sure your prospective 

business is also sustainable - remember you’re building an 

investment for life. 

Get going 

One of the most difficult things to do when you figure out what 

you want to do is actually taking the leap and doing it. Quite 

often ‘doing it’ may require letting go of that security you’ve had 

for thousands of years. It may mean quitting your job – imagine 

that! It may mean going out on a limb, taking a loan or finding a 

partner to invest hard-earned cash. And it may mean you can’t 

turn back to what you’ve left behind. But the old adage - nothing 

ventured, nothing gained - is also true. This needs to be riveted 

in your mind. 

If you want to dig yourself out from under years of mediocre 

performance and lacklustre returns, then you just have to take 

a chance on that venture that can give you the bump you need. 

The old saying of ‘a bird in the hand is worth two in the bush’ 

really makes no sense if the thing you’re holding onto so tightly is 

not taking you where you want to go! 

This may be the time to pull out that parachute and take a leap 

of faith. Whatever you decide, make your life happen, make 

it exciting, make it come alive! If you need further motivation, 

consider the following words of inspiration by Les Brown: 


“If you want a thing bad enough to go out and fight for it, to work 

day and night for it, to give up your time, your peace and your 

sleep for it… 

if all that you dream and scheme is about it, and life seems 

useless and worthless without it… 

if you gladly sweat for it and fret for it and plan for it and lose all 

your terror of the opposition for it… 

if you simply go after that thing that you want with all of your 

capacity, strength and sagacity, faith, hope and confidence and 

stern pertinacity 

if neither cold, poverty, famine, nor gout sickness nor pain, of 

body and brain, 

can keep you away from the thing that you want… 

if dogged and grim you beseech and beset it, with the help of 

God, you will get it!” 

“Would you tell me, please, which 

way I ought to go from here?” 

“That depends a good deal on where 

you want to get to,” said the Cat. 

“I don’t much care where--” said 

Alice. 

“Then it doesn’t matter which way 

you go,” said the Cat. 

(Alice in Wonderland)

CARVING OUT 

A NICHE 

In economic downturns, many entrepreneurs find it difficult to 

maintain a marketing presence due to a fall in sales. They often 

cut out marketing budgets, completely forgetting that there is a 

lot you can do with less. 

One solution is to become laser-focussed on a niche. This way 

you don’t waste money trying to get everybody who you think 

wants your services. 

To begin your research, you need to answer three questions. 

Who do I want to serve? What problems do they have that I (or 

only I ) can solve? Where can I find them? This helps you target 

your spend. 

Most of the resistance to niche marketing stems from the belief 

that you are leaving money on the table having just excluded 

80% of the market. But think about it, don’t specialists get paid 

more than generalists? Don’t they, in many instances, work 

fewer hours? The key message here is that the specialist does 

not waste time, energy and money attracting people who do not 

need their services. You are not going to go to an orthopaedic 

surgeon for orthodontic surgery. With a limited budget, you 

can’t afford to be throwing precious seeds on stony ground. 

Now that you get the point, there is more work to do. You 

need to research your niche. Chances are you have worked 

with them already; you just did not identify them as a special 

income-generating group. 

What are their most pressing problems? 

Most people only seek services when they are in pain or about to 

lose something. Fewer are proactive. So you need to find those 

who are ready to do business with you or educate your niche on 

the urgency of their problems. 

Do you have or can you get the expertise? 

You must be able to solve the pain that your target has. You 

must love doing so if you are to truly serve them. Find out what 

is unique to your skills and personality that is inimitable. 

By Cheryl Gittens 

Executive Coaching 

Niche? In this economic climate? 

Even when the economy is sailing on favourable seas, many service entrepreneurs find it difficult to niche their 

markets. But what is a marketing niche anyway? It is targeting your business to a specific group of people with 

a specific need or set of needs who might be underserved by the market, and most of all are willing and able to pay for 

your services. After all, you are running a business. 

Can they pay you? This is the clincher. 

If they can’t pay they are not your target. You need to find those 

who are willing and able to pay. This may mean elevating your 

clientele. You may move to higher-paying clients. Your job is 

to decide if you are ready for the shift. You can find less labourintensive 

ways to serve clients who can’t afford higher fees. 

The truth is, people will come to you with the niche problem 

but they will inevitably ask you; do you also do …X? But if they 

can’t pick you out of a crowd, you won’t even get to answer that 

question. 

bugeting or time 

Lack of ability to stop executing & 

think strategically 

Limited ability to develop content 

audience 

Lack of alignment between Sales & 

Marketing 

Lack of reliable data to drive decisions 

Lack of clarity on goals and objectives 

Lack of clear value proposition 

Lack of insight in competitive research 

® 

The economic climate 

Not enough education of Marketing 

Lack of support from IT 

from C-suite for new strategies 

marketingsherpa 

Source: @2011MarketingSherpa B2B Marketing Benchmark Survey 

Methodology: Fielded June 2011, No.1,745 

Contact Cheryl at cheryl@connectwithyourpassion.com 

19% 

17% 

27% 

26% 

25% 

25% 

32% 

32% 

31% 

30% 

35% 

33% 

62% 


23

Aiming for Global Standards 

FOOD FOR 

THOUGHT 

Company offering to help SMEs 

raise standards/systems 


Submitted By Nadine Benn 

Barbadian micro, small and medium enterprises /entrepreneurs (SMEs) are being encouraged to become 

more proactive than reactive when it comes to food safety and quality. With the current modernization 

of the Barbados National Standards Institute (BNSI) and advent of the National Agriculture and Food 

Control Policy, SMEs particularly in the agro production and food processing sector will have to soon align 

themselves with global standards. This certainly does not exempt the other stakeholders involved in food 

preparation such as the caterers, hoteliers, restaurant and canteen owners, vendors and other meal/food 

service providers. 

The only constant in life is change and this is clearly happening at 

the BNSI. It is currently undergoing a standards modernization 

process. What does this mean? BNSI will seek to prioritize its 

standards and maintain, revise, replace, withdraw or adopt 

any standard it deems necessary. Most of the standards will be 

replaced with the already existing international standards, instead 

of having different standards to that of ISO/Codex. 

Once there is an international/global standard for a particular 

product/good or food or process for which BNSI does not have 

one, it will adopt its own, instead of reinventing the wheel. 

Therefore, standards such as the Codex Alimentarius Standard 

for Food Hygiene will be enforced and SMEs will have to 

conform. 

The National Agriculture and Food Control Policy, which is to be 

implemented very shortly, will certainly be encompassing the use 

of some aspects of the ISO 22000:2005 Food Safety Management 

System which covers the safety of food from farm to fork. 

In this regard, elements of the control of chemical, physical and 

microbiological contamination of food, risk analyses, traceability

and product withdrawals, will be of utmost importance. Having 

such systems in place will be expected by SMEs as these aim 

to build consumer confidence and assurance in the foods they 

consume. 

The implementation of such systems is not impossible or overly 

costly for SMEs and can be achieved by using experienced 

technicians in this field who have food safety and quality at heart 

for SMEs. 

So you may be asking yourself, are there such personnel? Where 

can I find such persons? Well, my answer to you is yes, FSQ 

Solutions Inc, and they are among you, right here in Barbados. 

Besides increasing consumer confidence and assurance in 

the foods produced and consumed, aligning to international 

standards: 

ensures all stakeholders in the food business have in place and 

are maintaining some form of food safety and quality system, 

whether it is Good Manufacturing Practices (GMP), Good 

Agricultural Practices (GAP), Good Hygienic Practices (GHP), 

Hazard Analysis Critical Control Points (HACCP) or Food 

Safety Management (ISO 22000:2005); 

reduces the very high incidence of food-borne illnesses/ 

poisoning that occurs annually; 

gives SMEs a level playing field with their competitors as they 

meet international standards from the onset rather than trying 

to comply with many separate standards; 

facilitates trade by giving SMEs a better opportunity to export 

to and access other markets without having to go through 

major changes in their processes/product/packaging; 

Aiming for Global Standards 

improves the company’s image/brand as customer trust and 

loyalty are enhanced. 

Some may ask, with so many benefits and opportunities, why 

don’t more SMEs have these systems in place? Well, the first 

thing one would hear is COST/MONEY, but I believe this is not 

the sole root cause. From my experience, one major barrier is 

that of perception. SMEs perceive that the implementation of 

such a system is costly, but this is only the case if you want to be 

ISO certified. The basic food safety and quality system serves as a 

starting point for SMEs, which can then become certified later if 

they wish. 

Another major barrier is TIME, as SMEs are more focused on 

production rather than quality or food contamination prevention 

during processing. Some of the other barriers have been a 

lack of adequate knowledge, technical expertise and finding 

the help needed at an affordable cost. This is where the food 

technologists at FSQ Solutions Inc. come in. 

We are aiming at helping SMEs and all stakeholders in the food 

service and processing sector understand and apply any of the 

basic/ ISO food safety systems mentioned to their respective 

businesses at a very affordable price. We give each client the 

full technical support needed during and even after the entire 

process, along with tools for better understanding. FSQ 

Solutions Inc. has been in business for several years and has 

worked with several SMEs in this regard. 

We also provide integral support services, training and auditing 

in the following:- quality management (ISO 9001:2008) for the 

service sector; quality assurance & control; new plant/ product 

development and continuous improvement of products/services. 

Nadine Benn is a food safety and quality management system 

auditor. She may be contacted at fsqconsultancy@live.com 


25

Human Resource Deveolpment 

At a time when the global economy is poised to emerge out 

of its latest recessionary period, are Barbadian companies 

positioned to take advantage of improving economic 

conditions? Are they equipped with the necessary innovative 

ideas, finance, machinery, equipment and plant? Are they staffed 

with workers possessing the relevant skills? 

According to the results of a survey conducted by the Barbados 

Investment and Development Corporation (BIDC) in December 

2010, Barbadian manufacturing companies are heavily deficient 

in the skill-sets needed to operate at maximum efficiency. Of 

greater concern is that entrepreneurs generally are not confident 

of the ability of academic and training institutions to address the 

problem and eliminate the gaps in the short term. 

These findings agree with those of the Ministry of Labour 

which has identified a list of occupations in demand and a host 

of required skill-sets for the Manufacturing sector. The 2009 

iteration of the Occupational and Training Needs Assessment 

Exercise revealed that the occupations being demanded 

include machine operators, wood workers, joiners, carpenters, 

electrical technicians, mechanical technicians, process engineers, 

mechanical engineers, marketers, graphic artists, chemical 

engineers, chemists, biologists, accountants, food technologists, 

herbalists, sewing machinists, pattern makers, screen printers, 

electrical engineers, industrial designers, conservators and 

herbalists. 

This assessment exercise also listed the required skill-sets as 

machinery skills, carpentry skills, joinery skills, plant safety 

hydraulics, quality assurance and standards, computers and 

automation principles, robotics, draughtsmanship skills, computer 

aided design skills, food handling. In addition, soft skills such 

as literacy, numeracy, positive work ethic were identified as 

deficient. 

What are the implications of these skills deficiencies? 

Respondents to the BIDC survey highlighted declining 

productivity and adverse impacts on their bottom lines. This has 

created much apprehension among producers who are unwilling 

at this time to expand investment in their businesses. 


SKILL-FULL OR EMPTY? 

By Pedro Hutchinson, Research Officer, BIDC 

With the general reluctance by manufacturers to purchase new 

machinery and equipment or to construct new technologicallysophisticated 

plants, the local industry is forced to continue on 

the current path of “working harder, not smarter”. 

The Manpower Research Unit (MRU) of the Ministry of Labour 

is poised to conduct another Occupational and Training Needs 

Assessment Exercise. The MRU intends to conduct focus 

groups with key stakeholders comprising umbrella associations, 

employers and Government with a view to assessing the 

occupational needs, training needs, qualification and skillsets 

needed within a number of economic sectors including 

Manufacturing. Commencing in November 2011 with initial 

contact sessions, this exercise will engage focus groups in 

December 2011 and January 2012. 

Head of the MRU, Mark Franklin is confident that the results 

of these focus groups will inform the direction that training and 

educational institutions must follow. Mr. Franklin expects that, 

with the input of agencies such as the BIDC and the Barbados 

Manufacturers’ Association (BMA), supported by input from 

selected employers, a clear insight can be gained into the skills 

needed within Manufacturing, thereby allowing for dialogue with 

the Samuel Jackman Prescod Polytechnic (SJPP), the Barbados 

Community College (BCC), the Barbados Vocational Training 

Board (BVTB) and the Technical and Vocational Education and 

Training (TVET) Council to craft training programmes targeted 

to address the gaps. 

In this age of globalisation, Barbadian businesses must accept that 

future economic growth and competitiveness in this small open 

economy is predicated on the availability of a motivated, highly 

skilled, innovative and critical thinking workforce. An investment 

in this much needed resource must take place now. 

Collaboration and cooperation with the training and education 

institutions will ensure that the skills bank will not be depleted, 

forcing the importation of essential skills, but that there is an 

abundance of these skills locally, even facilitating the deployment 

of skilled technicians overseas and the earning of much needed 

foreign exchange.

The Barbados 

Competitiveness Programme 

A Catalyst for Improving the Island’s Domestic Sectors 

Confronted by the effects of the worst economic recession 

in over a century, government is taking steps to ensure 

that the future development of the island’s domestic 

sectors is on a sure footing. 

This will be achieved over the next four years with the 

implementation of the Government of Barbados/Inter-American 

Development Bank (IDB) funded Barbados Competitiveness 

Programme. The overall cost of the programme is US $11.8 

million and, of this figure, the IDB will provide US $10 million; 

while government will foot the remaining US $1.8 million. 

The loan agreement was initialled by late Prime Minister David 

Thompson on March 21 last year. The programme was officially 

launched during a ceremony at the 

Lloyd Erskine Sandiford Centre, 

earlier this year. 

Coordinator of the Barbados 

Competitiveness Programme 

(BCP), Terry Bascombe, described 

it as “a necessary fillip to improve 

the competitiveness of the island’s economy” in light of the 

challenges being experienced as a result of the ongoing economic 

crunch. 

“Most countries have taken this opportunity to strengthen their 

economies to ensure that their domestic sectors are more 

resilient if faced with situations like these in the future. In the 

case of Barbados, the programme would, among other things, 

improve the export potential of the economy and enable the 

domestic sectors to attract more private investors,” he added. 

Apart from these goals, Mr. Bascombe alluded to the fourpronged 

strategy that would be adopted to realise these targets. 

“The first component would seek to ensure a coherent business 

development framework that deals with matters relating to fiscal 

incentives and regulation; the second component’s emphasis 

would be on creating a more coherent architecture of public 

sector services to facilitate business development; while the third 

component would address issues regarding the logistics of trade 

facilitation and improving access to infrastructure through public/ 

private partnerships. The fourth component on the other hand, 

would seek to improve public/private dialogue on improving the 

competitiveness of the economy,” Mr. Bascombe surmised. 

The Project Coordinator expressed the hope that a Medium- 

Term Competitiveness Strategy would be developed based on 

the ideas thrown out by the technocrats during discussions to be 

held on component four. 

Competitiveness 

On the subject of inculcating a culture of competitiveness, the 

Coordinator summed it up this way: “To quote one writer, the 

road to competitiveness is like a marathon and not a sprint... 

therefore, we will not see the benefits immediately after the 

four years. Most of these benefits will materialise when people 

change their way of doing things and make adjustments in their 

attitudes and this is something that will take time. 

“We can spend US $11.8 million on the latest equipment and 

technology, but if workers do not see the need for themselves to 

be more productive, then we really would have embarked on a 

futile exercise,” Mr. Bascombe underlined. 

“In the case of Barbados, the programme 

would, among other things, improve the 

export potential of the economy and enable 

the domestic sectors to attract more 

private investors,” 

He expressed the hope that the 

talks to be held with the various 

constituents of the BCP, would 

inculcate the need for citizens 

to embrace the ideal of being 

more competitive in all spheres 

of activity. 

Mr. Bascombe noted that the current programme might not 

capture all those areas which the public may conceive as 

necessary to improving competitiveness within four years. 

He added: “We have been getting feedback that the current 

programme may not necessarily achieve competiveness as 

defined by some persons and we too are of the view that a four 

year programme, designed in the way that the BCP is, may not 

necessarily improve all aspects of competitiveness. 

“We are of the view, however, that this programme provides a 

good starting point for improving competitiveness; while alerting 

the general population about the importance of improving 

competitiveness in Barbados. Once we have successfully 

implemented this first project, then there may be a need to 

consider a second exercise, to fill the gaps that were observed 

during the implementation of this first project. In other words, 

there can be a Barbados Competitiveness Programme part two,” 

Mr. Bascombe pointed out. 

The initiative is just one of a number of measures introduced 

by government that will boost economic development over the 

long-term. (BGIS) 


27

SME Efficiency 

Government 

Launches 

Factoring 

Programme 

For SMEs 

Micro and small businesses which provide services 

and/or goods to Government will now have the 

opportunity to receive payment in a timely fashion. 

Rural Development, in conjunction with the Central Bank of 

Barbados, launched its Trade Receivables Liquidity Facility, also 

known as the Factoring Programme. 

The Programme allows small and micro businesses (SMEs) to 

be paid (a minimum of $10,000.00 and maximum $200,000.00 

per quarter), for goods and or services which they provided 

to Government Ministries or departments, in a short period of 

time, at a discountable rate. 

“As this Programme is rolled out in the upcoming days with 

the invitation for individuals, micro and small enterprises, 

to register with this Ministry, I can assure you without 

doubt, that the previous untenable scenario of inordinately 

long waits for payment of goods and services provided to 

government, will most definitely be a thing of the past,” 

Speaking during the official launch, which took place at the 

Grande Salle, Tom Adams Financial Centre, Minister of Industry 

and Small Business Denis Kellman, affirmed that the 

“... programme has the potential to positively impact the 

micro and small enterprise sectors in terms of the significant 

financial benefit that can accrue to those individuals.” 

He underscored the SME sectors as major contributors to the 

growth of today’s economy, and reconfirmed Government’s 

commitment to repositioning those sectors “so as to 

ensure [their] maximum contribution to national economic 

development. 


Denis Kellman, Minister of Industry & Small Business 

“The Trade Receivables Liquidity Programme is one in a series 

of targeted initiatives intended for this purpose, which will be 

undertaken by this Ministry to assist in the general improvement 

of the Barbados SME Sector. As this Programme is rolled out 

in the upcoming days with the invitation for individuals, micro 

and small enterprises, to register with this Ministry, I can assure 

you without doubt, that the previous untenable scenario of 

inordinately long waits for payment of goods and services 

provided to government, will most definitely be a thing of the 

past,” he asserted. 

The Minister pointed out that the Factoring 

process should take no longer than seven days, and 

highlighted the financial institutions which are enlisted 

under the Programme. These are: the main branches 

of any commercial bank; the Enterprise Growth Fund 

Limited; Fund Access; Consolidated Finance; Globe 

Finance; Citicorp Merchant Bank; and Caribbean 

Financial Services Corporation. 

The Minister reaffirmed the importance of the initiative and gave 

the assurance that his Ministry would “leave no stone un-turned 

in galvanising the support of the stakeholders, particularly those 

within Government, whose responsibility is to ensure that this 

Programme is both sustainable and a continuing success.” 

He further added that “as we seek to find creative ways to 

reposition the micro and small business sector to leverage both 

its size and resource base to promote greater economic growth, 

there is an urgent need to ensure the avoidance of a dearth in 

viable idea generation.”

Export Management Training 

News to Note 

On August 23 and 24, the Inter-American Investment Corporation (IIC), a member of the Inter-American Development 

Bank (IDB) Group, held a FINPYME ExportPlus workshop on export management. The workshop, organized in partnership 

with the Barbados Investment and Development Corporation (BIDC), the Barbados Manufacturers’ Association (BMA), and 

Scotiabank, provided information and training to small and medium-sized enterprises on best practices, techniques, methods, and 

guidelines on how to better manage projects. Participants also received technical assistance on trade certification. 

Efforts Under Way To Enhance 

Manufacturing Sector 

Government, through the Ministry of Industry, Small 

Business and Rural Development, is intent on enhancing 

the manufacturing sector. 

This assertion came from Minister Denis Kellman, during his 

remarks at the launch of Caribbean LED Lighting Inc., at the 

Hilton Barbados. 

Minister Kellman said that there had been some communication 

between officials from his Ministry and the Barbados 

Manufacturers’ Association, and stated that as a result “we will 

seek through policy formulation, an enabling framework and 

advocacy to create an environment that is conducive to the 

sector’s expansion and sustainability”. 

On September 6, 2011, the Inter-American Investment 

Corporation (IIC), a member of the Inter-American 

Development Bank (IDB) Group, launched the 

FINPYME Integrity Program in Barbados. 

Companies attending learned how implementing ethical business 

practices contributes to a company’s economic, environmental, 

and social impact. This initiative is possible thanks to the support 

from a key IIC member country, the Republic of Korea, through 

the Korea-IIC SME Development Trust Fund. 

During 2010, the IIC partnered with organizations such as the 

International Trade Administration (ITA) of the U.S. Department 

of Commerce to create a “train the trainers” tool kit to help 

bring business ethics principles such as integrity and transparency 

to the level of local small and medium-sized enterprises (SMEs) 

in a more effective way. After the FINPYME Integrity launching 

in the Caribbean, the IIC intends to perfect the toolkit by seeking 

He further stated that the Barbados Investment and 

Development Corporation (BIDC) “will continue to offer 

technical assistance, which will allow the various enterprises to 

re-tool as they seek to improve the quality of their product and 

their production efficiency”. 

The Industry Minister gave the assurance that Government 

would continue to give the necessary assistance to “raise the 

standards of the manufacturing sector”, as long as it does not 

conflict with the World Trade Organization’s rules. 

IIC promoting transparent business environment 

for small and medium-sized companies 

input from local companies and business ethics professionals, and 

ultimately make it available as a public good to scale up its reach 

throughout Latin America and the Caribbean. 

To implement the program, the IIC is collaborating with local 

organizations that serve the unique needs of local businesses in 

each country. The IIC’s strategic partners for the program are 

The Cave Hill School of Business, The Barbados Manufacturers’ 

Association, The Barbados Small Business Association, and The 

Barbados Coalition of Services Industries. 

Through FINPYME Integrity, the IIC and its partner organizations 

will share best practices in business ethics for SMEs across 

the Caribbean region through a series of group and individual 

technical assistance activities. Experts will work with SMEs to 

create a strategic vision regarding ethics and integrity, develop a 

business and a code of conduct, and adopt international standards 

for fighting corruption. 


29

Our Environment 

SMART ENERGY 

FUND SIGNED 

Government is committed to reducing the island’s dependence on fossil fuels by 70 per cent over the 

next 15 years and this will be made possible with the implementation of the Smart Energy Fund. 

Minister in the Prime Minister’s Office with responsibility for 

Energy, Senator Darcy Boyce, made this disclosure, during the 

signing ceremony for the US $10 million Smart Energy Fund 

between the Division of Energy and the Enterprise Growth Fund 

Limited (EGFL) at Government headquarters. 

He said the fund was broken down into components with the 

largest being US $6 million, for loans disbursal through EGFL, to 

assist small businesses and homeowners with energy efficiency 

projects. 

Senator Boyce added: “The Smart Energy Fund is the first step. 

It is a pilot fund which we hope to use to test the concept and 

once we are happy that it will work well, we will want to expand 

that fund into a much larger commercial size fund for businesses 

and householders.” 

Regarding the energy consumption habits of householders, he 

intimated that government was aiming to get 3 000 households 

per year utilising renewable energy sources. 

He also urged the commercial sector to see the benefits of 

utilising alternative energy to power their respective businesses. 

“To be able to 

sustain that, we 

have already 

begun the search 

for funding, to 

ensure we can put 

that in place as 

soon as we have 

proven this concept with the Smart Energy Pilot Fund... and as 

soon as the Barbados Light and Power [Co. Ltd] has proven the 

scheme which they have with the Fair Trading Commission for 

renewable energy,” Senator Boyce emphasised. 


“The Smart Energy Fund is the first step. It is a pilot 

fund which we hope to use to test the concept and 

once we are happy that it will work well, we will want 

to expand that fund into a much larger commercial 

size fund for businesses and householders.” 

He said the Smart Fund’s components also facilitated the 

replacement of old air conditioning units, incandescent bulbs and 

other types of lighting to promote energy efficiency habits among 

consumers. 

Meanwhile, Chairman of EGFL, Terrence Thornhill, expressed 

delight that the company was selected as the executing agency 

for this initiative. 

“We have, over the past couple of years, ably demonstrated our 

capacity to disburse in a timely manner, funds apportioned to us 

by Government. The Smart Energy Fund is one that has certain 

technical challenges associated with it. 

However, we have managed funds that have had other challenges 

and we have managed them well. So, we are looking forward to 

the challenge of executing this particular fund. 

Acting Permanent Secretary in the Division of Energy, 

Cora Richards, praised the partnership between EGFL and 

Government; while the company’s Chief Executive Officer, 

Timothy Simmons, spoke of the ground-work already done to 

facilitate the fund’s components. 

“We did a lot of work over the past eight months in preparing 

an operating guide to set the framework for the implementation 

of the fund. Of the five components, three are ready for 

implementation. For instance, the technical assistance 

component for energy audit is ready 

to be rolled out, the hire purchase 

pilot scheme for consumers to 

purchase energy efficient appliances 

and the loan component for the 

small and medium-sized enterprises 

sector is also ready,” Mr. Simmons 

surmised. 

Regarding the compact fluorescent and air condition unit 

schemes, the CEO said these will be on hold until a policy 

was devised to oversee the disposal of the harmful effects 

of fluorescents and the ozone depleting gasses contained in 

defective air condition units. 

Mr. Simmons said that policy was being worked on by officials 

within the Division of Energy and would be rolled out shortly. 

(BGIS)

When in….Belize 

The Cultural Etiquette Critical for Success 

Greetings 

Belizeans are very friendly and gentle. Greet them with a warm 

“hello” or “good morning” and treat them with respect and your 

attitude will be reciprocated. In a more formal setting, avoid the 

firm handshakes you may get back home; a very gentle shake will 

do. Men typically have a simple oral exchange which would be 

accompanied by a handshake in a formal or semi-formal setting. 

If the men have had prior dealings or know each other well, they 

might also pat a shoulder or initiate some similar physical contact 

in greeting each other. 

Women similarly tend to have an oral exchange or shake hands if 

the meeting takes place in a formal or semi-formal setting. If the 

women have had prior dealings or know each other well, then 

the greeting might also involve hugs and perhaps a brief touching/ 

cheek to cheek or a light kiss on the cheek. 

In meetings between men and women greetings would be the 

same as between men greeting men and women greeting women 

in formal or semi-formal settings. 

Once individuals develop greater familiarity or a working 

relationship, greetings might expand to a light hug, a brief 

touching of cheeks or even a light kiss on the cheek. 

Where personal space is concerned, Belizeans are neither shy 

nor affectionate. In social settings, apart from greetings, they tend 

Cultural Etiquette 

Modern business is global and demands people travel to foreign countries and mix with foreign 

clients, colleagues or customers. Each one of those cultures will also have their own etiquette 

rules, many of them unwritten. When two or more different cultures mix, it is easy for small 

etiquette mistakes to be made that could have negative consequences. Not understanding the etiquette 

of another culture can and does lead to soured relationships, lost deals and in the end poor business 

results. The Barbados Business Catalyst explains the etiquette behind business dealings with Belize. 

not to touch one another. Strong displays of affection are rare 

and are considered rude by some people. 

There is no specific ritual surrounding the giving and receiving of 

business cards. 

Titles 

Belizeans formally address each other in business and often use 

Mr., Mrs., or Miss (or Dr. when the individual has earned that 

designation). Sometimes, the person will use the Mr. etc. with 

the first name rather than the last name. 

First names are used among persons who are in the same relative 

business position. It is best to wait to be invited to address 

someone by their first name. 

Dress 

For both men and women, short sleeved shirts, shorts and 

sandals are acceptable. Even the prime minister wears slacks and 

a light shirt. People are generally more covered up, more for 

functional reasons than fashion. 

Longer clothing and covered shoes are commonly worn as 

protection against insects, and for the occasional chilly night. 

Belizeans dress most formally for church. Suits are common, 

though the majority of men wear black slacks and dress shirts, 

and women wear nice shirts and pants or long skirts. 


31

Cultural Etiquette 

In business, dress is semi-casual. Long khaki pants and collared 

or knit shirts are the norm for men and long pants or skirts for 

women. Sandals, but not flip-flops, are perfectly acceptable. 

Conversation 

Belizeans tend not to be direct or get to the point quickly. They 

also dislike confrontation. Typically, any dialogue or meeting will 

begin first with an exchange of small talk, which would begin by 

saying “good morning” or “good afternoon” or the like and might 

cover some neutral subjects such as weather or a vague inquiry 

about each other’s general well-being. 

When addressing issues, the propensity is to use a rather formal 

framework that may entail first defining historical background, 

relevant documents, and the like, or even outline how the issue 

will be approached before zeroing in on the topic at hand. 

Generally, Belizeans will say what they mean in a tactful way 

but will avoid or be rather circumspect about communicating 

any negatives, consistent with their propensity to avoid 

confrontation. 

There are a few things that should be left out of casual 

conversation. Belizeans don’t appreciate it when tourists and 

expatriates start telling them what’s wrong with Belize and how 

to fix it. Politics, race and religion are taken very seriously and are 

often taboo subjects. 

Appropriate small talk topics include: family, sports, Belizean 

and places of interest. Keep in mind, too, that Belize is a small 

country and word travels fast. Be careful if you talk about 

someone negatively, as the person you’re talking to might know 

them. 

32 Barbados Business Catalyst • July April - - September June 2011 2011 

Dining 

Belizeans typically eat three meals a day, breakfast in the 

morning, lunch around noon, and dinner in the evening. Lunch is 

the largest and most important meal of the day. Businesses are 

usually closed for an hour or two for lunch and people often head 

home to eat with their families. Dining is usually very casual and 

dressing up, though perfectly acceptable, is very rarely expected. 

Appointments 

Punctuality isn’t expected. Starting a business meeting on time 

is rare. The starting time for meetings is often set with the 

expectation that few people will arrive on time. 

If the agenda says 8:00 a.m., it would not be unusual for the 

meeting to actually start at 8:30 or 9:00 a.m. and attendees might 

still be coming in after the meeting has been called to order. This 

attitude toward punctuality prevails whether in business or social 

settings. Similarly, strict schedules are not followed by buses, 

the primary form of transportation. 

In many instances, bus schedules are not formally posted, and 

even when posted, are not necessarily followed. If you have 

a deadline or appointment, others may arrive late, but it’s 

courteous to show up on time and meet deadlines as often as 

possible. 

Negotiating 

Decisions tend to be reached from the top down and can take 

a while. Be prepared to have several meetings to reach a final 

decision. Arriving on time for meetings is important even though 

you may be kept waiting. Beginning with small talk helps establish 

a base for the relationship, after which discussion of business 

matters can begin. It is best to allow your host to begin the 

business discussion. 

Gifts 

Gifts are generally not expected in business situations. If invited 

to a Belizean’s house, it is appropriate to bring wine, spirits, or 

some type of dessert.

Barbados/Guatemala 

discuss trade relations 

SThe future of Barbados/Guatemala relations was 

discussed when Minister of Commerce and Trade, 

Senator Haynesley Benn met with Guatemala’s 

Ambassador to Barbados, Guisela Godinez Sazo. 

Minister Benn stated that he hoped to establish greater 

trade linkages with the Central American country, 

while the Ambassador agreed that a commercial 

relationship could prove beneficial for both nations. 

Barbados and Czech Republic sign DTA 

Barbados has entered into a Double Taxation 

Agreement (DTA) with the Czech Republic. 

Attorney-General and Acting Minister of International 

Business and International Transport, Adriel Brathwaite, 

signed the official documents at the Government’s 

Warrens Office Complex. In his remarks, he said the 

agreement “symbolises the efforts of [the] Government 

to strategically enhance investment flows between both 

countries and deepen our bilateral relationship.” 

The Minister reported that the DTA, as envisioned by 

Government, would boost trading opportunities and eventually 

increase economic prosperity for the citizens of both 

countries. He noted it would also facilitate “tax cooperation 

and cross border trade in goods and services, while ensuring 

that the treaty partners are able to recognise the monetary 

benefits of private sector driven commercial activity.” 

Ambassador of the Czech Republic to Barbados, Edita Hrda, 

described the agreement as a catalyst for the development 

of bilateral relations between the two countries. “Barbados, 

for us [the Czech Republic] is a strategic partner in this 

Australian Honorary Counsel 

Established in Barbados 

Australia has been added to the list of countries 

represented by an Honorary Consul in Barbados. 

In an official ceremony on Tuesday, August 16, Barbados’ 

Chief of Protocol, Hughland Allman, presented an exequatur 

to Stuart James Gardiner at the Ministry of Foreign Affairs, 

Culloden Road, St. Michael.The legal document will permit Mr. 

Gardiner to commence his duties as Honorary Consul, thus 

strengthening the existing ties between Australia and Barbados. 

Trading Developments 

The possibilities of exports and imports, as well as training 

opportunities, were highlighted as areas of interest 

which should be investigated. The Commerce Minister 

said: “We look forward to developing our linkages... 

may it be in agriculture, manufacturing, services... [We 

are] always looking for new areas of opportunity.” 

Barbados and Guatemala established 

diplomatic ties on January 27, 1992. 

part of the Caribbean and Latin America because you 

are really our biggest trade partner,” she said. 

The Czech Ambassador highlighted some of the benefits 

Barbados would see including Czech investors coming 

to the island to do business. With respect to tourism, 

she noted: “The Czechs are enthusiastic travellers, so 

they are discovering the Caribbean and Barbados and 

I think this is very important for our relations.” 

Between 2001 and 2005, Barbados’ major domestic 

exports to the Czech Republic consisted of: contact 

lenses; spectacles and goggles; rum; articles for packaging 

and lenses for glasses. Principle imports from the Czech 

Republic included: motor cars; tyres for buses and lorries; 

herring-bone tyres for tractors; tyres for motor cars’ good 

vehicles; and other accessories for motor vehicles. 

Moreover, Ms. Hrda declared: “The only one thing 

we have now to hope is that our businessmen and 

your businessmen will take it seriously and they will 

see the open door to both of our countries.” 

The Honorary Consul for Australia, who has been residing 

in Barbados for the past 16 years, said he looked forward 

to serving as his country’s representative in Barbados. 

The Australian Consulate will be located on the 2nd Floor, 

Cedar Court, Wildey Business Park, Wildey, St. Michael and 

may be contacted at telephone number 246-434-1133. 

Barbados and Australia established diplomatic ties in January 1974. 


33

Industry By Numbers 

DOMESTIC EXPORTS JANUARY - JUNE 2010 / 2011 


30,602,943 

32,483,958 

19,105,585 

20,414,372 

9,208,921 

12,699,055 

7,042,437 

8,179,651 

17,872,735 

11,744,957 

148,695 

366,632 

3,387,804 

3,839,135 

4,985,125 

4,699,739 

1,549,701 

1,819,814 

9,445,051 

10,306,440 

37.90% 

16.15% 

146.57% 

13.32% 

17.43% 

6.85% 

6.15% 

6,529,325 

6,827,978 

8,471,562 

8,575,196 

2,055,837 

3,189,912 

153,611 

239,062 

3,099,149 

2,559,609 

563,928 

841,783 

14.41% 

168,884,471 

193,226,347 

13.68% 

55.63% 

8,379,107 

10,139,336 

2,641,325 

3,238,071 

55.16% 

4.57% 

1.22% 

-34.29% -17.41% 

-5.72% 

9.12% 

49.27% 

21.01% 

33,641,630 

51,061,647 

22.59% 

51.78% 

225,494,109 

256,345,241

EMPLOYMENT IN MANUFACTURING SECTOR AT JUNE 2010/2011 

JUNE 2010 JUNE 2011 NET CHANGE % CHANGE 

3,531 -1.93% 

3,463 -68 * 

-2.63% 

-15 * 

570 

555 

-2.63% 

23 * 

361 

384 

-1.09% 

-8 * 

732 

724 

-1.28% 

-5 * 

392 

387 

- 4.35% 

-9 * 

207 

198 

DISTRIBUTION OF INVESTMENT IN MANUFACTURING SECTOR AT JUNE 2010/2011(BDS$) 

3,133,493 

-82.1% 

560,125 

640,893 

-100.0% 

0 

32,400 

-95.5% 

1,457 

100.0% 

153,320 

332,639 

795,869 

-92.1% 

62,977 

4,050 

-100.0% 

0 

-16.51% 

-175 * 

1,060 

885 

100.0% 

507,811 

1,696,865 

13.36% 

114 * 

853 

967 

100.0% 

13,640 

259,951 

15.98% 

27 * 

169 

196 

-51.5% 

14,910 

7,229 

-5.88% 

-14 * 

238 

224 

-65.1% 

5,923 

2,067 

-1.63% 

2 * 

123 

121 

-62.0% 

13,500 

275,500 

Industry By Numbers 

3.33% 

5 * 

150 

155 

26,347 

-33.0% 

1,064,260 

8,386 

8,259 

-1.51% 

-127* 

5,342,156 

4,262,070 -20.22% 

TOTAL 


35

said the Cat. - Barbados Investment and Development Corporation

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