If you're a mega-brand doing business in the global village, you may start to believe that all the world knows your name, or more appropriately your brand name. Yet, what if your brand doesn't mean the same thing in every locale?

Global brand giants like Electrolux, a Scandinavian vacuum manufacturer whose tag line translated into “nothing sucks like an Electrolux” in their US ad campaign, or KFC, whose slogan “finger-lickin' good,” means “eat your fingers off” in Chinese, found out the hard way. Such mishaps make a very strong case for brand localization.

Adapting your brand, messaging, product packaging, etc. for entry into a new market comes with its own unique challenges. Not to mention the cost, time and resource allocation that leaves many companies feeling deterred by the process. But for companies that wish to leverage their brand success into new geographic regions with significant cultural, economic and business differences, localization may be necessary. This issue's dilemma asks, Does a brand need to be localized to be successful?

Not interested in building a global brand? Let us know what keeps you up at night. What dilemma do you take with you when you leave the office? Your peers would love to help. Write to us and ask our SWOT Team about your dilemma. Tap into the collective strength, wisdom and experience of this group. It works, and you could win a free copy of our book, A Marketer's Guide to e-Newsletter Publishing.

Revisit our previous dilemma; read below for your peers' best advice on implementing a results-based compensation plan.

Unite and make a difference!

This Issue's Dilemma

SWOT Category: Internal Weakness

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Hank Stroll (Hank@InternetVIZ.com) is publisher at InternetVIZ, a custom publisher of 24 B2B e-newsletters reaching 490,000 business executives.

Yvonne is a “customer engagement coach” and President of EVE Consulting, helping companies achieve sustainable market leadership through the power of customer engagement.