Perspectives
No two global brand success stories are ever the same, yet they share a common foundation for international growth. It begins with uncovering a brand’s core truth — the essence of what it does and why it matters. The most successful global brands, however, recognise a second, crucial insight: that same truth will hold different meanings for different audiences. To thrive internationally, a brand must be adaptable and flexible enough to resonate in each market’s unique context.
The first step in defining a brand’s fundamental essence is to clarify the customer’s pain points it addresses — and why it should be the natural choice. This doesn’t need to be complicated; in fact, its strength lies in simplicity. At its best, it’s a clear, concise expression of what the brand stands for and how it differentiates itself in every market it serves. That truth could be a promise to offer the highest quality, the best value, or the most sustainable products and services in its category. Or it might be a purpose-driven mission — helping commuters snack smarter or reducing workplace stress through practical solutions. Whatever form it takes, it must be genuine and rooted in the brand’s core mission and reason for being.
Top three strategic recommendations for localising your brand strategy for global impact
A brand’s truth is its anchor, but relevance is earned market by market. The most successful global brands know how to adapt — not by changing who they are, but by reinterpreting their brand messaging through the lens of local cultural insights, competition, and customer expectations.
1. Glocalisation needs flexibility: Localising global brand truth
Most marketers will find this familiar territory. But the part that may not be so well known is that this core brand truth needs to come to life differently in each location. Brands with global aspirations cannot convey their brand authority in the same way across all markets. It has to be localised. The secret is to discover what that core brand truth means to consumers in each country and explore how to reorientate how it shows up in those markets to fit in with local consumer behaviours and tastes.
A good example would be a brand centred on luxury. When it carries out market research, it will likely find that what US consumers consider to be luxury is different from those in European countries, which is different again from China. We have worked with clients where this has been essential to growing in new regions. By understanding, for example, that American clients think of luxury as high quality and bespoke design while Chinese customers associate the term with something that is a little more exuberant (although research suggests this is changing for millennial and Gen Z customers).
For a leading gas station brand, we found the role of a gas station is very different across different cultures. In the US, it’s traditionally been about convenience and is currently evolving into food destinations with brands like Buc-ees challenging preconceived notions of “gas station” food. In AU/NZ, we found stations compete more heavily on café and coffee offers. In parts of Africa, it was a social gathering place.
It was crucial for our client to understand these nuances and convey their core brand authority in relatable terms in each market.
2. Leader or challenger: Positioning your brand in every market
Marketers not only need to localise a brand’s core position for different customer bases — they must also shape how that truth is perceived, depending on the brand’s authority in each market. It’s easy to assume that success at home translates globally, but that’s rarely the case. Many global brands we work with occupy very different positions across markets.
When a company holds a leadership position in a market, customers tend to see it as either a trusted authority or a pioneer in innovation and excellence. Even if this perception isn’t fully earned, it’s an expectation that shapes how the brand must show up. Leaders face higher standards — customers expect them to set benchmarks, deliver cutting-edge products, and continuously raise the bar. If they fall short, disappointment can erode brand strength over time.
In another market, however, that same brand might not even rank among the top players. In such cases, it must embrace a challenger's mindset — positioning itself not as an established giant, but as an ambitious disruptor with fresh ideas and transformative potential. The brand’s core truth remains unchanged, yet its expression — and strategy — must shift dramatically.
A major U.S. luxury automaker offers a clear example. Once dominant at home, it lost market leadership through the ’80s and ’90s as competitors redefined luxury. While it has rebuilt its reputation, it remains a challenger in the U.S. By contrast, in China, the same brand enjoys high prestige, symbolising bold, expressive luxury that deeply resonates with local buyers. The core brand truth and iconography remain consistent — but the growth path and positioning differ entirely between markets.
Recognising where a brand stands in each market also helps define its growth strategy. As a leader, the focus is often on defending market share and expanding into adjacent categories. As a challenger, success depends on capturing share through innovation — introducing products and experiences that tempt customers away from established players. In this role, the brand’s power lies not in heritage, but in solving problems others have overlooked.
3. When icons travel: How brand identity crosses borders
How a brand presents itself across markets deserves just as much attention as what it stands for. Global brands know the power of consistent visual identity — those instantly recognisable assets that set them apart from competitors. Think of Guinness and its golden harp, McDonald’s golden arches, or Mercedes-Benz’s iconic three-pointed star. Typography and colour palettes also play a defining role in shaping how a brand is remembered.
Yet, just as marketers must define what their brand's truth means in each market, they also need to assess how these visual assets translate across cultures. In some cases, even a name change may be necessary — whether due to trademark conflicts or unintended meanings. Burger King, for instance, became Hungry Jack’s in Australia after discovering its name was already taken. Mazda faced a similar issue when it renamed its MR2 sports car to simply “MR” in France, since the French pronunciation of “M R Deux” sounded like a crude expression meaning “a crap car.”
Colour associations can also vary dramatically. In Western markets, white often signifies purity and simplicity, but across much of East Asia, it is linked to mourning. Such nuances can have powerful implications for how a brand is perceived. Some brands choose to adapt — while others accept the risk of sticking to their established identity. Orange, the mobile operator, kept its name and bright logo in Northern Ireland despite its potential problems of aligning itself with protestant unionist communities. Similarly, Chevrolet never changed the name of the Nova in Mexico — despite sounding like the Spanish phrase “no va” which loosely translates to “doesn’t go.” Often, research reveals that perceived risks are overstated, or that the costs and complications of rebranding outweigh the benefits.
Ultimately, decisions about iconography and visual identity come down to balancing consistency with cultural sensitivity. But one principle remains non-negotiable: sustainable international growth depends on two foundations — a clear understanding of a brand’s core truth, and the ability to adapt it meaningfully for each market. The most successful brands don’t force square pegs into round holes — they evolve around their guiding north star, staying true to their essence while flexing to local realities.
Key takeaways: The three cornerstones of global brand growth
- Define your brand truth — and express it differently in every market
Understand the universal idea that anchors your brand, but adapt how it comes to life based on local culture, behaviour, and expectations - Recognise your market position — leader or challenger
Your growth strategy should reflect your standing. Leaders defend and expand; challengers disrupt and innovate - Assess how your brand identity travels
Colours, names, and symbols don’t always mean the same thing everywhere. Know when to stay consistent and when to be flexible
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