What exactly “global” brands really do? Truly global managers act as bridge builders,
connectors of resources, political boundaries and talent across cultural dedicated to finding new ways of creating value. Global brands don’t just think and act global, they are global.
The Cultural Tration report ranks brands based on VIBE(Visionary, Inspiring, Bold and Exciting), according to the WPP-owned global brand consultancy the top Culturally Vibrant Brands are Google followed by Apple and Samsung.
What is surprising, how significantly Samsung is gaining on Apple. Apple as a brand is becoming less inspiring, and more corporate brand.As a business standpoint, Samsung is bringing the products to life in a way that actually connects to you, for example, with eye tracking. That certainly comes through in their communications as well-“it’s about being a more human and connected brand.”
Some of things which have been common between VIBE top companies are as follows;
- Emotional connection with a mission that inspires the local market
For example Diageo’s iconic Johnnie Walker campaign. It started with an understanding that people around the world, regardless of culture or nationality, want to advance in their lives. This universal motivation unveilsboth global brand positioning and campaign slogan: “Keep Walking.”
It was then localized across 120 countries, using culturally relevant quotes like Laozi’s “A journey of a thousand miles begins with a single step” to connect with consumers in markets like China. Using more than 100 different quotes from all over the world, Johnnie Walker kept the thematic momentum behind “Keep Walking” going for over 13 years, increasing sales by 94% and transforming its business into a globally recognized whiskey brand.
- Build compelling myths
Global success often allows companies to deliver value to consumers by authoring identity-affirming myths. Microsoft’s effective campaign was with a tagline “Where do you want to go today?” The American version unfolded stories about common people. The dialogue was philosophical, not technological: Anybody who says that one person can’t make a differenceis wrong. Try to push, don’t give up. Where do you want to go today?” It wasn’t selling just technology; rather selling the dream of Individual Growth. The campaign worked because the world’s dominant software company had earned the credibility to author such a dream.
· Turn social responsibility into entrepreneurship
Consider an initiative that P&G has tested in Latin America’s poorest communities. Over a billion people in the world use unsafe water everyday, leading to more than 2 million deaths a year from diarrhea. P&G leveraged its knowledge of household sanitation to develop a water purification system that would be effective in poor countries. P&G found that customers purchase products that are easy to use and provide value for money. So, the company’s engineers developed a satchel of particulate matter that consumers could stir into buckets. P&G’s tests have demonstrated that the system can reduce the frequency of diarrhea episodes by around 25%. What’s impressive is that P&G deployed its vast technological capabilities to tackle a problem that governments and NGOs have struggled for decades.
- Think global-ness (Locally)
People’s understandings of brands are limited to information provided by the mass media and the rhizome-like discussions over the Internet.Organizations have learnt to participate in that conversation about global brands and influence it.
Samsung has provided strong message to customers about competing with technology leaders Nokia and Sony across the world. Thus, successfullychanged the perception of a down-market brand, and established as a Global brand.
Focus on driving adoption of global processes and systems
Global-local marketing efficiencies increase when a company’s marketers speak one marketing language andcentralize core technologies. To fortify such activity, marketing leaders need to invest in employee-training programs. Such asbrand calibration workshops organized for local marketsfor ensuring thatregionally relevant products are in process by HUL
Reorganize for global-local alignment and relationship-building
Coca-Cola’s daily sell is nearly 2 billion for its beverages. To manage the scale,reliability on a supply chain of local partners to manufacture, package, merchandise and distribute is a must thing. For Alignment Company has put in efforts onfeedback loop between local market insights and global messaging.
By: Kajal Vadher