标签： Jamaica

KINGSTON, Jamaica—The Caribbean School of Media and Communication (CARIMAC) at the University of the West Indies Mona Campus will host BrandCamp 2026 on March 25, creating a pivotal gathering for marketing professionals, creative minds, strategic thinkers, and students. Scheduled to commence at 2:00 PM, this forum builds upon its successful predecessor that featured industry giants like Flow, Yello Media, and Sagicor Group Jamaica, establishing the event as Jamaica’s premier marketing conversation platform.

Burchell Gordon, co-founder of lead organizer Chaynge Co, emphasized the event’s unique mission: “BrandCamp exists to document the thinking behind the work, not just the work itself. This year’s lineup demonstrates that exceptional brand storytelling transcends sectors, emerging wherever clarity, courage and culture converge.”

CARIMAC continues as the intellectual anchor for the initiative, strengthening its bridge between academic theory and practical application. Dr. Patrick Prendergast, CARIMAC’s director, noted: “BrandCamp naturally aligns with our mission to examine how communication shapes society. The 2026 edition showcases how commercial and public brands can influence behavior, build trust, and reflect our identity as creative people.”

Kalando Wilmoth, fellow Chaynge Co co-founder, described this year’s intentionally focused programming: “This isn’t about historical case studies preserved in time. It’s about contemporary relevance—understanding what worked, why it worked, and what today’s brand stewards can ethically adapt with boldness.”

The 2026 event will feature groundbreaking brand narratives across culture, public service and national identity. Highlights include Red Stripe’s presentation, the Jamaica Constabulary Force’s examination of their human-centered social media strategy featuring the viral “Wanted Wednesdays” bulletins that redefined public-sector communication, and the Ministry of Health and Wellness’s reflection on the transformative Jamaica Moves campaign that converted public health messaging into a participatory lifestyle movement.

Two sister companies under the LASCO umbrella presented contrasting financial outcomes for the third quarter, with LASCO Distributors experiencing robust sales growth undermined by rising costs, while LASCO Manufacturing contended with operational disruptions caused by Hurricane Melissa.

LASCO Distributors announced an 8.1% revenue increase during the December quarter, driven by consistent demand across its primary product categories and ongoing market development. Despite this top-line expansion, the company’s profitability faced compression due to escalating operational and financial expenditures. Managing Director John De Silva identified increased staff-related expenses, amplified marketing investments, and heightened security costs as primary contributors to the margin squeeze. Additionally, rising financing expenses further impacted the bottom line.

De Silva emphasized that the company’s fundamental business operations remain strong, noting that growth acceleration validates the effectiveness of current demand-generation initiatives. Significant infrastructure investments nearing completion are expected to become operational in the final quarter, potentially enhancing future performance. The company has been actively expanding its distribution network, intensifying marketing efforts, and developing logistics and warehouse capabilities. These strategic moves have begun yielding results, with export operations and pharmaceutical ventures now constituting approximately 20% of total revenue.

Conversely, LASCO Manufacturing faced distinct challenges during the quarter. Managing Director James Rawle reported that Hurricane Melissa forced a week-long suspension of manufacturing operations, resulting in production delays and diminished sales volume. Consequently, the company recorded decreased revenue and compressed gross margins for the December quarter. Despite these setbacks, LASCO Manufacturing achieved a slight improvement in net profit compared to the same period last year. Over the nine-month timeframe, operating profit and earnings demonstrated gradual stabilization despite revenue trailing behind previous year levels.

Both companies expressed optimism regarding their future trajectories. LASCO Distributors anticipates that ongoing demand-building initiatives and infrastructure enhancements will bolster performance, with exports and pharmaceutical products expected to drive growth. LASCO Manufacturing remains focused on achieving annual targets, expressing confidence in operational stabilization following hurricane-related interruptions. Rawle reaffirmed the company’s commitment to delivering sustained value growth for all stakeholders.

A decade following Jamaica’s landmark decision to decriminalize cannabis and establish a regulated industry, the envisioned export-driven, cultivation-centric market has failed to materialize. Instead of flourishing, licensed operators are confronting severe structural constraints that have forced a strategic pivot away from traditional farming models.

Jacana Wellness, a vertically integrated cannabis company established in 2017-2018, exemplifies this industry struggle. Operating cultivation and processing facilities in St. Ann alongside four retail apothecaries across Jamaica, the company has been compelled to close underperforming outlets while navigating what executives describe as fundamental flaws in the nation’s regulatory framework.

“The boom is gone,” stated Nicholas Deane, Jacana’s farm operations manager. “What remains is whether the industry can actually survive under its current structure.”

The financial burden of compliance presents perhaps the most significant challenge. Licensed cultivators face mandatory security requirements including fencing, surveillance systems, and armed protection, coupled with substantial annual licensing fees exceeding $3,500 per acre before operational costs. These regulatory expenses create prohibitive entry barriers for small farmers and strain established operations.

Stephen-John Brown, Jacana’s quality and compliance manager, detailed the cumulative impact: “When you start adding it up—cultivation licence, processing approvals, transport permits, police records for staff, environmental permits—it becomes a very expensive business to run.”

Compounding these challenges, limited access to conventional banking services has forced operators to rely heavily on cash transactions, restricting growth potential and resilience against economic shocks. This financial bottleneck has accelerated industry consolidation, favoring vertically integrated companies that can control multiple supply chain segments.

The export market, initially touted as Jamaica’s primary opportunity, has proven particularly difficult to penetrate. International buyers typically demand pharmaceutical-grade specifications designed for indoor cultivation, creating standards nearly impossible to meet through Jamaica’s traditional outdoor farming methods. Meeting these requirements often necessitates costly post-harvest treatments that compromise product quality and potency.

Consequently, Jacana and other survivors have shifted focus toward wellness products and CBD formulations, which face fewer regulatory hurdles and enjoy growing consumer demand. The company now derives approximately 70% of domestic sales and 30% of exports from its CBD and wellness lines, which include tinctures, topical balms, and botanical formulations supplied to hospitality venues and international markets.

This strategic adaptation highlights the fundamental contradiction within Jamaica’s cannabis framework: while cultivation was intended as the industry’s foundation, the regulatory environment has ultimately rewarded businesses that minimize agricultural risk. Nearly ten years after legalization, the critical question facing policymakers is whether the existing structure can be realigned to support the inclusive, export-driven vision originally promised.

Jamaica faces the imminent collapse of its legal cannabis industry due to systemic governance failures and lack of political commitment, according to Dr. Henry Lowe, a foundational figure in medical cannabis research. The renowned scientist, who co-developed one of the world’s first cannabis-derived glaucoma treatments, asserts that institutional timidity and regulatory confusion have squandered the nation’s pioneering advantage.

Dr. Lowe’s critique highlights how Jamaica’s early breakthrough in cannabis medicine—including the revolutionary glaucoma eye drops he developed with colleagues—failed to translate into commercial leadership. While global markets expanded, foreign entities capitalized on Jamaican research and genetic resources without adequate local benefit. “What was developed here was commercialized elsewhere,” Lowe noted, emphasizing that decisive action could have prevented this intellectual drainage.

The researcher sharply distinguishes between medical and recreational use, advocating for regulated medical applications while expressing concern about uncontrolled consumption. “Cannabis is a drug requiring proper dosage and purpose,” he stressed, underscoring the necessity of medical frameworks for safety and efficacy.

Lowe attributes the industry’s underperformance to successive administrations from both major political parties (PNP and JLP) that offered rhetorical support but failed to implement effective policies. He particularly criticized the Cannabis Licensing Authority’s conflicting dual role as both regulator and promoter, arguing that this fundamental design flaw inhibits progress. Additional coordination gaps between the Ministry of Health and other agencies have further stalled development.

Unless immediate corrective measures are implemented, Lowe warns of total industry collapse. “I only see the negative aspects highlighted in media,” he observed, noting that without urgent structural reforms, Jamaica’s medical cannabis sector faces irreversible decline.