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How to Take Local Br ands to Global Success

I remember reading an article in the Financial Times last year that challenged companies to search for a new style of  marketer. They weren’t speaking about the latest need for marketers to be both creative and comfortable with data. They were actually referring to the growing need for marketers to st and up to the challenge of taking local br ands global. The marketer who underst ands when local specificities make sense and when they don’t. (Read the article here)

In this networked, global market in which we live, more and more successful local br ands are being groomed for global roll-out. What does it take to repeat success at the market level when you launch globally? Here are my five suggestions to help you:

1. Underst and the market

This is the basis of any new product launch and applies just as well to global roll-outs as it does to local developments. Today’s consumers are dem anding, so find out as much as possible about them, their rational needs but also their emotional desires, whether or not they are articulated. For global roll-outs, an additional information concerning the comparison of similarities and differences between the customers in the local and future markets must also be considered.

2. Underst and the category

What does the product st and for in the eyes of your customers? Do those in the new market have the same sensitivities as the ones in the local market where your product has met with success? Will the consumers in the new target market perceive the same benefits in the same way? If not, is this really a potential market, or are you just rolling-out there due to geographic proximity? I am still amazed how many organisations base their roll-out strategy based on geography rather than the customer!

3. Position based on a Human Truth

Maslow's hierarchy of needsOne of the similarities that brings all consumers together is their basic human needs. Think parenting and wanting the best for your children, used by Nestlé’s Nido and Unilever’s Omo / Persil. Think women and their frustration at not being considered as beautiful as the retouched models in their magazines, used by Unilever’s Dove. Think of men and their need to charm and seduce women, to affirm themselves, used by Lynx / Axe from – you’ve guessed it – Unilever. These are needs that can be found the world over and which can form the basis of a very successful roll-out communication strategy.

4. Can you use your local heritage?

Many countries and regions have strong, stereotyped images that can play to inherent qualities associated with certain product categories coming from them. Think French perfume, Swiss watches, Russian Vodka, Italian fashion, German or American cars, Japanese technology. If your br and has a strong positive association with local tradition or nationality, then make use of it.

5. Don’t (just) think regional

Just because countries are geographically close, doesn’t mean their populations are similar when it comes to category image and usage. When planning product roll-outs, consider how alike the consumers are in terms of values, usage and behaviour as well as category trends, before deciding on the order of country launches. This way you are more likely to be sensitive to and better prioritize the markets most open to the new product launch.

One final comment on global roll-outs. C3Centricity’s partner PhaseOne, wrote a guest post for us a couple of months ago on the risks of implementing global creative. As global communication experts, PhaseOne knows what it takes to succeed in taking communication global. It makes a great complement to this post and you can read it here: “Why Implementing Global Creative is Risky

Many companies have effectively rolled-out local successes to other countries in the region, if not the world, but many more have failed. What would you add to the list to increase the odds in favour of a regional or global roll-out? I would love to hear your thoughts.

If you would like to  know more about improving your br anding and communications, then please check out our website: https://www.c3centricity.com/home/engage/

Whenever you identify a need to better underst and and communicate with your current or future customers, then please contact us; we know we can help catalyze your customer centricity.

This post has been adapted from one that was first publised on C3Centricity Dimensions in January 2012

C³Centricity uses images from  Dreamstime.com  and  Kozzi.com

Are your CMO and CIO “friends”?

Last year I read a report by Luca Paderni of Forrester about the importance of CMO’s and CIO’s working together to know and truly underst and the company’s customers. He mentioned that today’s marketing organizations must use technology to deliver compelling br and experiences and drive business growth, whilst today’s IT organizations must tune their efforts to the needs of the business.

This convergence of expertise dictates that to succeed, CMOs and CIOs must form a collaborative partnership focused on driving business results that support both long-term and short-term goals. CMOs and CIOs must embrace a shared view of the customer, as well as share business goals and metrics, in order to ensure competitive business success in the age of the empowered customer.

 

Companies need more insight not more information

This is a very interesting perspective which some organisations have already translated into the need for a CCO or Chief Customer Officer. Whilst not all companies will go this far, they will clearly all agree that they all need help in integrating and underst anding the wealth of data and information that they have available to them, in order to turn it into underst anding and insight.

As the famous quote from Rutherford D. Roger says 

We are drowning in information and starving for knowledge”

With the Internet and the availability of an ever-increasing amount of information, most companies desperately need help in making sense of it all and developing insights. And this flow will continue to grow raidly so technology will be, or rather already is the only way to manage its enormous size.

 

Marketing and IT need to collaborate

Marketing today can no longer rely on being purely the creative arm of the company, as more and more often, it is being challenged to demonstrate the ROI of its investements. As if this wasn’t tough enough, this is now also being asked in near real time, as has been the case in the past for other data such as production, sales and distribution.

A company’s IT department, which has until recently primarily supported the financial, production, supply chain or  related areas, will be required to develop and analyse large databases for marketing. It will now need to prepare and deliver summary data and dashboards on the complete state of the business, including such metrics as communications effectiveness or br and equity, in addition to the usual financial measures of sales, growth, share or marginal contribution. And all of this on a monthly, weekly or now more likely to be even a daily or hourly basis. In fact P&G recently installed screens in two meeting rooms showing exactly this information on a permanent basis, so decisions are not only quicker but also better informed, being based on actual market conditions.

Of course, without automation, this is nigh impossible, even for the smallest company to manage. This is why there are now many organisations that offer to help organisations make sense of their data, but truly sophisticated modelling and analysis, with a guaranteed positive business impact, is hard to find. As databases become ever-larger, and in addition must be integrated with numerous other information sources, these organisations will have to move to ever more sophisticated algorithms  incorporating multiple analytical methodologies.

Do you have a question or challenge about improving your customer centricity, or about integrating information or analysing BigData? I am sure I can help; just contact me here  and I’ll respond personally.

How is your organisation facing this new challenge? Have you already made changes to organisational structure or responsibilities, or perhaps even both? Have your CMO and CIO become “friends”? What would you recommend to other companies who are just starting out on their own journey of change? We would love to hear your experiences. 

 

If you enjoyed this post, please share with your colleagues and retweet. You can also find out more about putting the customer at the heart of business:  https://www.c3centricity.com/home/engage/

This post was first published on C3Centricity Dimensions on September 22nd 2011

C³Centricity sources images from Dreamstime.com

5 Tips for taking Local Br ands Global

An article in the FT caught my eye this week. It was challenging companies to search for new marketers who could st and up to the challenge of taking local br ands global and who understood when local specificities make sense and when they don’t. (Read the article here)

In this networked and global market we live in, more and more br ands that are successful locally are being groomed for global roll-out, but what does it take to repeat success at the market level when you launch globally? Here are my five suggestions to help you:

1. Underst and the market

This is the basis of any new product launch and applies just as well to global roll-outs as it does to local developments. Today’s consumers are dem anding, so find out as much as possible about them, their rational needs but also their emotional desires, whether or not they are articulated.

2. Underst and the category

What does the product st and for in the eyes of your consumers? Do the consumers in the new market have the same sensitivities as the ones in the local market where it has met with success? Will the consumers in the target market perceive the same benefits in the same way?

3. Communicate based on a Human Truth

One of the similarities that brings all consumers together is their basic human values. Think parenting and wanting the best for your children. Think women and their frustration at not being considered as beautiful as the retouched models in their magazines. Think of men and their need to charm and seduce women, to affirm themselves. These are traits that can be found the world over and which can form the basis of very successful communication strategies.

4. Can you use your local heritage?

Many countries and regions have strong images that can play to inherent qualities associated with certain product categories coming from them. Think French or Italian fashion, German cars or Japanese technology. If your br and has a strong positive association with local tradition or nationality, then make use of it.

5. Don’t (just) think regional

Just because countries are geographically close, doesn’t mean their populations are similar when it comes to category usage. When planning product roll-outs, consider how alike the consumers are in terms of values, usage and behaviour as well as category trends, before deciding on the order of country launches. This way you are more likely to be sensitive to and better prioritize the markets most open to the new product launch.

Many companies have effectively rolled-out local successes to other countries in the region, if not the world, but many more have failed. What would you add to the list to increase the odds in favour of a regional or global roll-out? I would love to hear your thoughts.

For more ideas on successful innovation check out C3Centricity’s website: https://www.c3centricity.com/home/vision/

C³Centricity sources images from Dreamstime.com

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