Branding & Global

Branding
By:
1.Abbas M A Fadlallah
2.Ashjan Ali
3.Anas Abdallah.
4.Omnia Ahmes
5.Sofyan Mohamed
6.Abdelraheem Mohamed
7.Abobaker Abdelmahmoud
8.Remaz Elhibir
9.Hana Murtada 10.Suzan
Mohamed
Branding and Global Branding:
1. Introduction.
2. How To build a brand internationally.
3. What you need to expand.
4. Building International Brand.
5. Building International brand
awareness.
6. Symbols in Global Culture.
7. Dimension of Global brand.
8. Globate consumer segments
9. New opportunities New responsibility.
10.Conclusion: Strategies to build Global
Brand.
Introduction
• Forty years ago, there were only a handful of truly "global brands"
and they were made up of only the biggest corporations -- Coca-Cola,
PepsiCo, Colgate-Palmolive, IBM, Shell.
• Then a rash of upstarts came along, such as Nike, Microsoft,
Apple, and Honda, and pushed their brand reputation further than
their actual sales footprint.
• But now that barriers to international trade have come
down and the Internet has helped small and mid-sized companies
compete on the global stage, building an international brand is a
realistic goal for more and more businesses.
Introduction
• "Thanks to the Internet it's hard to keep your brand just localized.
Once you're on the Web, you're accessible pretty much anywhere in
the world. It doesn't necessarily make you a global brand but you
have to be mindful of the implications."
 How to build a brand
internationally?
What a global brand is?
•Branding involves what people think about your business and your
products. "Think of a brand as a reputation," says Paul Williams,
founder of the international marketing firm, which helps companies
build their brands. "Building a reputation in any new market,
including overseas, involves a first impression, which comes
from the initial interactions someone has with your
company, products, and services."
 "A brand is essentially a short
cut, it is a way for a customer
to get an instant recognition on
what the promise is of a
product or service and how
that will benefit them,"

• Businesses can attempt to shape or form the branding of their company

or products in many ways: including advertising, media, word-of-
mouth, and contact with your products or services.
• A lot of thought and effort goes into branding, including naming
products, designing logos, and ensuring that service is
uniform throughout the business.
• Through continued exposure over time, your brand -- or your reputation
-
 "A brand is essentially a short cut, it is a way for a
customer to get an instant recognition on what the
promise is of a product or service and how that will benefit
them,"
• The reason businesses spent time and money
developing brand recognition is so that they can charge
a premium for a product or service.
• People will pay more for a brand name product or
service if it is recognized as a leader and a trusted
brand and they know what they will get.
• Apple, for example, can charge more for its
computers than some other companies because of its
brand reputation for offering innovative design and
quality electronics. The same can be said about
Mercedes or BMW automobiles.
 How to build a brand
internationally?
What you need to expand?
•When businesses try to expand their brand globally, those goals don't
change. But there are several steps you should take to make sure that
your products or services will have a market overseas, that you can
maintain quality in delivering and/or distributing your goods
or services, and that your business or product branding meets
cultural expectations -- and doesn't insult anyone -- in different
parts of the world.
 Building International
Brand
The following steps may help you in building an international
brand:
1.Make sure you have a market.
2.Make sure you can deliver.
3.Re-examine your business and/or product names.
4.Give your logo another look.
5.Understand packaging requirements.
6.Register trademarks and domain names.
 Building International
Brand
"It is nearly impossible to understand local culture simply by visiting
a country," Williams says. "Find local customers, local
translators. Just because you took two years of French in high
school doesn't make you qualified to understand the French market
nor do French translations. Just as consumers' needs are different in
Rhode Island from those in Florida and California, so are the needs of
consumers in Paris different from those in Marseille."

•In taking these steps to building a brand internationally, it almost

always helps to find local resources to help you understand and
enter new foreign markets. You might consider entering into business
with a local distributor or retailer in this new market.
 Building International Brand
Awareness
• The way to build awareness of your brand in these new markets --
and increase sales because, let's face it, this is your goal -- follows the
same formula you use to increase brand awareness at home.
"Craft and communicate a message that is relevant to the

needs and wants of your

customers," Williams
"Deliver this message in says.
places they are receptive tothe
it,
in terms they can relate to and
understand, and through the
channels that will truly reach
your potential customer."
Building International Brand
Awareness

Craft your message:

•Having done your homework and researched the new
foreign markets, and perhaps engaged the help of a
local firm or representative, you have hopeful honed
your domestic branding for this new audience.
•Be sure to note what the competition and other
businesses are doing.
"What may have seemed witty or charming in the U.S.
may be misunderstood in your new market,”
 Building International Brand
Awareness

Deliver this message through the right channels:

•Make sure you are communicating your message where it will be
seen.
"What are the habits your customer base in that other country? Where
are they found? What is their lifestyle? What are they doing?"
Williams says. There is no secret answer. It's up to you to connect the
dots and find the right approach.
 Building International Brand
Awareness

Communicate in the right manner:

•The manner and tone in which you engage your potential and new
customers is as important as the words you choose.
•"Manner and tone will come across through your packaging, advertising,
online, through your sales people, and even the way you answer the
phone,“
•What types of interaction you will have with customers? What will be the
tone you choose? What types of sales process and policies will you use?
Even though you are based thousands of miles away, this is still a reflection
on you and your brand. Remember that.
 Building International Brand
• Awareness
While you focus on raising brand awareness, there is another
component to building a brand internationally that needs your
attention.
• You need to be vigilant in maintaining your brand reputation in
every market in which you sell.
• That gets harder as your business gets bigger and expands into
more locales.
Roth says. "Remember, your brand is a promise. You're starting to
make a promise that people are buying into and you need to deliver
whatever that product or service is.“
• You need to ensure that your customers' experiences with your
product, your business, and your staff are positive.
• That extends to how you deliver your product, product quality
control, how service is delivered or structured, and how your people
act.
 Building International Brand
Awareness
• In branding, one bad customer experience often resonates longer
than one good experience.
Roth says: ." You might consider developing an employee
manual, investing in online training for your staff, and/or
keeping in check how fast you grow so that you can ensure that
you deliver on your brand promise no matter what market you
serve.
 Symbols in the Global
• Culture
To grasp how consumers perceive global brands,
companies should think about the issue in cultural terms.
•The forces that Levitt described didn’t produce a
homogeneous world market; they produced a global
culture.
• Culture is created and preserved mainly by
communication.

ATL
Promotion
 Symbols in the Global
Culture
In modern societies, communication takes many forms:
•ATL and BTL , and, of course, advertising and marketing
communications. For decades, communication had circulated mostly
within the borders of countries, helping to build strong national
cultures.
•Toward the end of the twentieth century, much
of popular culture became global.
•Not surprisingly, consumers ascribe certain characteristics to global
brands and use those attributes as criteria while making purchase
decisions.
BTL Promotion
 Dimension of Global
• Brands
Dimensions of Global Brands: Why Consumers Pick
• In 2002, we carriedout Global Brands
stage
a two-research project in The three dimensions
partnership with the market
research company Research of global brands—
International/USA to find out quality signal, global
how consumers in different myth, and social
countries value global responsibility—
• A
brands.
detailed analysis (see the together explain
sidebar “The Global Brands roughly 64% of the
Study”) revealed that consumers variation in brand
all over the world associate
global brands with three preferences
characteristics and evaluate them worldwide.
on those dimensions while The percentages shown
making purchase decisions: in the study are the
Quality Signals
A focus-group participant in Russia told us:
•A Spanish consumer agreed: “I like [global] brands because
they usually offer more quality and better
guarantees than other products.”
•That perception often serves as a rationale for global
brands to charge premiums. Global brands “are
expensive, but the price is reasonable when you
think of the quality,” pointed out a Thai participant.
•
Quality Signals
• Consumers also believe that transnational companies
compete by trying to develop new products and
breakthrough technologies faster than rivals.
•Global brands “are very dynamic, always upgrading
themselves,” said an Indian. An Australian added that
global brands “are more exciting because they come up
with new products all the time, whereas you know what
you’ll get with local ones.”
Quality Signals
• That’s a significant shift. Until recently,
perceptions about people’s
quality for value and
technological prowess were tied to the nations
from which products originated. “Made in the USA”
was once important; so were Japanese quality and
Italian design in some industries.
however, a Increasingly,
company’s global stature
indicates
whether it excels on
quality.
Global Myth
• Consumers look to global brands as symbols of
cultural ideals. They use brands to create an
imagined global identity that they share with like-
minded people.
•Transnational companies therefore compete not only to
offer the highest value products but also to deliver
cultural myths with global appeal.

“Global brands make us feel like citizens of the

world, and…they somehow give us an identity,” an
Argentinean consumer observed.
 Social
•
Responsibility
People recognize that global companies wield extraordinary
influence, both positive and negative, on society’s well-being.
They expect firms to address social problems linked to what
they sell and how they conduct business. In fact, consumers
vote with their checkbooks if they feel that transnational
companies aren’t acting as stewards of public health, worker
rights, and the environment.

An Australian argued: “McDonald’s pays back locally, but it is

their duty. They are making so much money, they should be
giving back.”
 Social
•
Responsibility
The playing field isn’t level; consumers don’t demand that
local companies tackle global warming, but they expect
multinational giants like BP and Shell to do so. Similarly,
people may turn a blind eye when local companies take
advantage of employees, but they won’t stand for
transnational players like Nike and Polo adopting similar
practices. Such expectations are as pronounced in
developing countries like China and India as they are in
developed countries in Europe
Global Consumer Segments
• Although we didn’t find much
variation across countries,
when we looked for differences
within them, we found that in
each country, consumers held a
variety of views about global
brands. When we grouped
together consumers who
evaluate global brands in the
same way, regardless of home
country, we found four major
segments.
Dreamers, Doubters, and
Other Global Consumers :
Most consumers worldwide
fall into one of four segments
in terms of how they relate to
global brands. Global citizens
care about firms’ behavior on
the environment and other
issues; global dreamers
readily accept brands’ myths;
anti-globals try to avoid
buying transnational‘s
products; and global
agnostics don’t regard
brands’
Global Citizens

• Fifty-five percent of respondents, on average, rely on

the global success of a company as a signal of quality
and innovation. At the same time, they are concerned
whether companies behave responsibly on issues like
consumer health, the environment, and worker rights.
According to our study, the United States and the UK
have relatively few global citizens, and Brazil, China, and
Indonesia have relatively high numbers of them.
 Global
Dreamers
• The second-largest segment, at 23%, consisted of
consumers who are less discerning about, but more
ardent in their admiration of, transnational
companies. They see global brands as quality
products and readily buy into the myths they
author. They aren’t nearly as concerned with those
companies’ social responsibilities as are the global
citizens.
Anti-global
• Thirteen percent of consumers are skeptical that
transnational companies deliver higher quality
goods. They dislike brands that preach American
values and don’t trust global companies to behave
responsibly. Their brand preferences indicate that
they try to avoid doing business with transnational
firms. The antiglobals’ numbers are relatively high
in the UK and China and relatively low in Egypt and
South Africa.
Global Agnostics
• Such consumers don’t base purchase decisions on a
brand’s global attributes. Instead, they evaluate a
global product by the same criteria they use to
judge local brands and don’t regard its global
nature as meriting special consideration. While
global agnostics typically number around 8% of the
population, there’s a higher percentage of them in
the United States and South Africa and a relatively
low percentage in Japan, Indonesia, China, and
Turkey.
 New Opportunities New
Responsibilities
• Global brands usually compete with other One person in ten
global brands. In most countries, Toyota
wouldn’t buy
battles Ford and Volkswagen. Nokia faces
off against Motorola and Samsung. Sony global brands if
takes on Nintendo and Microsoft. given a choice.
• To succeed, transnational companies That’s an
must manage brands with both hands. They extraordinary
must strive for superiority on basics like the number.
brand’s price, performance, features, and Companies must
imagery; at the same time, they must learn
earn the trust of
to manage brands’ global characteristics,
which often separate winners from losers. that segment.
Think Gloabalness
• Smart companies manage their brands as global symbols
because that’s what consumers perceive them to be. However,
people all over the world are either astonished or disturbed by
giant transnational corporations.
• Firms must learn to participate in that polarized conversation
about global brands and influence it. A major obstacle is the
instability of global culture.

Consumer understandings of global brands are framed by the

mass media and the rhizome-like
discussions that spread over the Internet.
Companies must monitor those
perceptions constantly.
Manage the dark side
• Just because companies are globally successful doesn’t
mean that consumers have only positive perceptions about
them. Transnational companies often have a “dark side”
that they must manage.
• In the early 1990s, IBM discovered that while consumers
believed the company was quality focused, they also
thought it was arrogant and bureaucratic.
Build Credible Myths
• Global success often allows companies to deliver value to
consumers by authoring identity-affirming myths. Firms
must create appropriate myths, though. For instance, the
idea of a technological utopia in which personal
empowerment would reign supreme took hold in the late
1990s.
•Major technology firms competed fiercely to own that
ideal and become the company that people would join
with to feel empowered.
 Treat Anti-global as
•
Customers
Most transnational companies are unsure how to treat the
people who dislike them.
• As NGOs have become adept at staging media-friendly
protests, corporations have been working hard to get off
the activists’ hit lists. They assign the problem to
government- or community-relations directors, who court
the favor of NGOs in backroom dialogues. However, these
“civil society” organizations are only the tip of the iceberg.
 Turn Social Responsibilities into
Entrepreneurship
• While most companies have launched
corporate social responsibility initiatives, the
impact of such activities is questionable.
• Most efforts appear to be a new form of
public relations. Even when companies are
proactive, initiatives are often limited to those
that are “sustainable”—a euphemism used to
describe moneymaking activities that happen
to benefit society.
Conclusion
Strategies to Build a Global
Brand
 Strategies to Build a Global
Brand
1. Understand customer behavior:
Just because consumers have certain buying preferences
or habits in one culture, doesn't mean that such
preferences are universal.
2. Position yourself properly:
Good brand positioning includes truly understanding
your competition and then looking at your competitive
advantage.
3. Know how your brand translates:
A clever brand or product name in one language may
translate into an embarrassing misstep in another.
 Turn Social Responsibilities into
Entrepreneurship
4. Think broadly:
Since your company may need to expand into
offering new products based on regional market
demands, it's important that your company
name be broad enough to accommodate those
changes.
5. Find good partners:
To ease market penetration in global market, good
local partner will strengthen your brand
awareness and add to your firm a competitive
advantage.
Thank
You