Building a Global Brand
Building a Global Brand
•economies of scale (production and distribution)
•lower marketing costs
•laying the groundwork for future extensions worldwide
•maintaining consistent brand imagery
•quicker identification and integration of innovations (discovered worldwide)
•preempting international competitors from entering domestic markets or locking you out of other geographic markets
•increasing international media reach (especially with the explosion of the Internet) is an enabler
•increases in international business and tourism are also enablers
When to Leverage a Single Brand Globally
A company is more likely to leverage a single brand globally if:
•it is already operating worldwide (one brand is more efficient)
•the brand is an extension of the owner and his or her personality
•the brand’s relationship to its country of origin creates positive associations (like a watch brand from Switzerland or a gourmet food brand from France)
Global Brand Constants
At a minimum, when going global, the following elements should remain constant throughout the world:
•corporate brand
•brand identity system (especially your logo)
•brand essence
Global Brand Variables
The following elements may differ from country to country:
•corporate slogan
•products and services
•product names
•product features
•positionings
•marketing mixes (including pricing, distribution, media and advertising execution)
These differences will depend upon:
•language differences
•different styles of communication
•other cultural differences
•differences in category and brand development
•different consumption patterns
•different competitive sets and marketplace conditions
•different legal and regulatory environments
•different national approaches to marketing (media, pricing, distribution, etc.)
Language Translation
A key question in global branding is this: Do you translate the brand name into the local language or keep it in the original language? You should probably keep it in the original language if (a) there is no intrinsic meaning and it is easy to pronounce or (b) global awareness of the brand name is already high. You should consider translating the name into the local language if it is suggestive of a key benefit (that would be lost if the original name were used).
Other key global branding questions:
•Have you identified the relative attractiveness of each market for your brand (and have you identified consistent criteria for doing so)?
•Have you conducted an attitude and usage study in each country whose market you are considering entering?
•Do you know the category and brand development indices in each country in which you operate?
•Do you have a global branding scorecard that can be applied country by country?
•Do you have agreement on which decisions are made centrally and which ones are made locally?
Taking a Brand Global: Other Considerations
•Because of the extended global baby boom, youth marketing is a huge opportunity. Brand names, designer labels, and other forms of status will play well to the global youth market, in general.
•Global advertising needs to consider the fact that, for much of the world, the economy is booming and the context is unprecedented optimism. The tragic events of September 11, 2001 notwithstanding, the economies of many nations continue this growth.
•The world’s consumers are not naïve. Much of the world has access to English language television.
•Start marketing in countries before their spending power is fully realized. Due to media exposure, people are forming their brand opinions now.
•Representing male/female relationships appropriately will vary from society to society. Be sure that you fully understand the local cultures before attempt to do so.
•Using distributors is frequently a good way to break into foreign markets. It is critically important to carefully choose the right distributor when trying to enter a new market.
Ultimately, there is much to be gained by extending your brand globally. The saying “think globally, act locally” makes much sense in this context. The key is determining what elements you will tailor for local markets. That depends upon a thorough understanding of the similarities and differences between the local markets you intend to serve.
Previously published as chapter 16 Global Branding in Brand Aid (AMACOM, 2003) and The Brand Management Checklist (Kogan Page, 2002), © Brad VanAuken. Both books can be purchased through The Blake Project.
Building a Global Brand - To learn more about this author, visit Chanie Pritchard's Website.
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In addition to taking advantage of outstanding growth opportunities, there are several factors driving the increasing interest in taking brands global…
•economies of scale (production and distribution)
•lower marketing costs
•laying the groundwork for future extensions worldwide
•maintaining consistent brand imagery
•quicker identification and integration of innovations (discovered worldwide)
•preempting international competitors from entering domestic markets or locking you out of other geographic markets
•increasing international media reach (especially with the explosion of the Internet) is an enabler
•increases in international business and tourism are also enablers
When to Leverage a Single Brand Globally
A company is more likely to leverage a single brand globally if:
•it is already operating worldwide (one brand is more efficient)
•the brand is an extension of the owner and his or her personality
•the brand’s relationship to its country of origin creates positive associations (like a watch brand from Switzerland or a gourmet food brand from France)
Global Brand Constants
At a minimum, when going global, the following elements should remain constant throughout the world:
•corporate brand
•brand identity system (especially your logo)
•brand essence
Global Brand Variables
The following elements may differ from country to country:
•corporate slogan
•products and services
•product names
•product features
•positionings
•marketing mixes (including pricing, distribution, media and advertising execution)
These differences will depend upon:
•language differences
•different styles of communication
•other cultural differences
•differences in category and brand development
•different consumption patterns
•different competitive sets and marketplace conditions
•different legal and regulatory environments
•different national approaches to marketing (media, pricing, distribution, etc.)
Language Translation
A key question in global branding is this: Do you translate the brand name into the local language or keep it in the original language? You should probably keep it in the original language if (a) there is no intrinsic meaning and it is easy to pronounce or (b) global awareness of the brand name is already high. You should consider translating the name into the local language if it is suggestive of a key benefit (that would be lost if the original name were used).
Other key global branding questions:
•Have you identified the relative attractiveness of each market for your brand (and have you identified consistent criteria for doing so)?
•Have you conducted an attitude and usage study in each country whose market you are considering entering?
•Do you know the category and brand development indices in each country in which you operate?
•Do you have a global branding scorecard that can be applied country by country?
•Do you have agreement on which decisions are made centrally and which ones are made locally?
Taking a Brand Global: Other Considerations
•Because of the extended global baby boom, youth marketing is a huge opportunity. Brand names, designer labels, and other forms of status will play well to the global youth market, in general.
•Global advertising needs to consider the fact that, for much of the world, the economy is booming and the context is unprecedented optimism. The tragic events of September 11, 2001 notwithstanding, the economies of many nations continue this growth.
•The world’s consumers are not naïve. Much of the world has access to English language television.
•Start marketing in countries before their spending power is fully realized. Due to media exposure, people are forming their brand opinions now.
•Representing male/female relationships appropriately will vary from society to society. Be sure that you fully understand the local cultures before attempt to do so.
•Using distributors is frequently a good way to break into foreign markets. It is critically important to carefully choose the right distributor when trying to enter a new market.
Ultimately, there is much to be gained by extending your brand globally. The saying “think globally, act locally” makes much sense in this context. The key is determining what elements you will tailor for local markets. That depends upon a thorough understanding of the similarities and differences between the local markets you intend to serve.
Previously published as chapter 16 Global Branding in Brand Aid (AMACOM, 2003) and The Brand Management Checklist (Kogan Page, 2002), © Brad VanAuken. Both books can be purchased through The Blake Project.
Building a Global Brand - To learn more about this author, visit Chanie Pritchard's Website.
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Kim CastleWith nearly two decades in the advertising and design business, with clients like Domino's Pizza, General Motors, Direct TV, Pedigree, Wolfgang Puck, Higher Octave Music, Hollywood Celebrity Products, Disney, and Paramount, as well as thousands of entrepreneurs around the world define, structure, communicate, and position their business for greater profits, BrandU(R) co-creators Kim Castle and W. Vito Montone discovered that entrepreneurs could experience the same power that big brands command for a fraction of the cost with the world's only process-based results-drive Integral approach to business creation. BrandU(R) is helping entrepreneurs grow with the power of extreme clarity from idea...to brand...to market(TM) and helping one million entrepreneurs become successful and whole so that they can make a difference in the world. Are you one of them? If you want to experience clarity all the way to the bank(TM), get started now at http://www.brandu.com. - Visit Kim Castle's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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