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Gale Business Insights Handbook of Global Marketing 301

In This Essay

n Defining the Global Market n Choosing to Enter the Global Market n Secrets to Global Success

Global Brand Success Stories

Overview With the advent of personal computers, the Internet, and social net- working, the everyday lives of individuals have broadened. It is no longer unusual to correspond by email, chat in real time, or use Skype, a ser- vice offering free Internet phone calls, with someone halfway around the world on a daily or even minute-to-minute basis. Interacting with people from faraway places and vastly different cultures has become common- place. The sophisticated marketer sees the possibility in this new, more global world as a means to expanding business horizons.

Global marketing involves identifying markets abroad and develop- ing products or services to suit these targeted international audiences. If the marketing plan is well-crafted and implemented, a domestic company might be transformed into an important global business force. However, there is no such thing as a one-size-fits-all approach in the global market. Individual marketing strategies must be customized and set in motion for every location in which a product is to be sold, even if that just means offering a service in another language.

Some products or services, such as automobiles, food, or health care are in demand everywhere. Careful regional marketing with attention to detail is the key to successfully marketing items and services in universal demand. A popular international restaurant chain may adapt its menu to local sensibilities, omitting some items and substituting others. Flexibil- ity on the part of a company and the ability to respond to local culture can translate into sales (“Global Marketing, Definition,” 2012).

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A select number of companies have made the transition from strong regional or national success to international glory. Studying the triumphs of such companies as Coca-Cola, Facebook, Samsung, and McDonald’s, for instance, can be a useful form of marketing research for those aspir- ing to place products or services in the global marketplace or for those already involved in the global marketing arena. While marketing is not an exact science, the global marketing methods employed by these com- panies, and the setbacks along the way, are instructive. Marketing experts can and should study these company histories as case studies in success.

Going Global In marketing goods and services to the global marketplace, a variety of issues must be considered. Trade agreements, local economies, currency valuations, local regulations, regional culture, subcultures, and nuances of language and body language are just a few of the myriad facets affect- ing international commerce. Each individual target market will have its own set of complexities. The astute marketer will identify and address all relevant marketing factors for each location in which the product or service is to be sold.

The interplay between local and global regulations, foreign relations, and cultural sensibilities also figures large in any global marketing plan. The integration of global markets has remained an elusive goal from the time of World War I and the Great Depression. Free trade agreements, the end of the Cold War, and the emergence of China as a significant world trader and investor are all late 20th-century developments that have con- tributed much toward integrating the global marketplace (“What Is a global market?” 2012). Another important effort toward such integration was the creation of the European Union (EU). A primary goal of the EU is to standardize currency and regulations throughout Europe, thus sim- plifying international trade (“European Union,” 2012).

The complexities of operating on a global scope cannot be denied. However, in some cases, “going global” may actually simplify a business operation. Production costs can be lower in some locations while regula- tions may be less complicated elsewhere, making compliance easier.

Avoiding Stagnation Even where moving into another market adds to business complications,

Target market: The clients or customers

sought for a business’s product or service.

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there are numerous reasons to venture into the global marketplace. For one thing, a shift to the global market is a means of avoiding stagnation in a domestic market that has been fully penetrated. Entering the global market translates to movement and growth in company culture.

Another factor in making the decision to move into the global mar- ketplace is the consumer public’s perceptions. The company that makes the transformation from the domestic to the global market shows vigor and a willingness to adapt and respond to new markets. Venturing into the global marketplace proves a company’s mettle by its capacity to ex- ecute innovation. Consumers appreciate and respond to a company with drive and energy.

The potential of the global marketplace is another reason to expand and develop in parts of the world hitherto unknown. Regional markets in a state of growth and development hold much potential for the savvy businessperson. Identifying and cultivating these markets may yield un- told results.

Consumers want worldwide purchasing power and may be disap- pointed at finding that products found on the Internet are not shipped to their part of the world. Fiscal prudence means responding to these global consumer demands before competitors enter the global fray. Getting to a regional market first can help generate countless numbers of customers and create brand loyalty (Delaney, 2010).

Case Studies in Success

Coca-Cola One of the most successful examples of a domestic product gone global is Coca-Cola (Coke). The fact that 94% of the world population recognizes the company trademark speaks reams about Coca-Cola’s global success, as does the fact that the phrase Coca-Cola is second only to OK in terms of universal understanding. One can find Coca-Cola at a gas station in a rural African outback or on an isolated mountaintop in a town not listed on any map. The beverage can be purchased in any of the world’s five continents.

The first batch of Coca-Cola dates back to 1886, when Dr. John Styth Pemberton cooked it up in his backyard in a three-legged kettle made of brass. Since that time, the company has developed a number

Stagnation: A negative level of economic growth. If this only happens in the short- term it may be called a recession, but if it lasts longer, then it may be referred to as stagnation.

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of other popular soft drinks, although none is as popular as Coke. From such humble beginnings, Coca-Cola has evolved into a product that is in demand in all but 20 countries. The trial and error process that resulted in the Coca-Cola Company’s current business policy is, therefore, worthy of study.

Coca-Cola attributes its overwhelming global success to differentiat- ing products, customers (purchasers), and consumers (end users). One of Coca-Cola’s most important lessons in product differentiation was to fo- cus its efforts on its best-selling lines. In the mid-1980s, only 77% of the company’s income was derived from its soft drink lines, with the rest of its business spread among such diverse items as coffee, wines, fish farms, and water desalination.

Eventually, the company realized the wisdom of selling only those products and services yielding high returns, gradually selling off most of its other businesses. Today, a full 97% of Coca-Cola income comes from its popular soft drink lines.

Consumer Differentiation Meeting the needs of consumers is part and parcel of succeeding in busi- ness, but to do this on a global scale means looking at cultures and sub- cultures and adapting products, product messages, and company culture to suit. Coca-Cola succeeds in the global market because of good market research that leads to improved consumer differentiation. Global success can be measured by volume of sales and the amount of money generated.

Coca-Cola succeeds because the company takes a close look at end us- ers, making products available where consumers will be likely to purchase and drink them. For this reason, Coca-Cola can be found at cinemas, gas stations, supermarkets, discotheques, and athletic clubs. Consistent, dependable delivery, catchy advertising, and customer service are well executed, giving the company unimpeachable credentials. Retailers know that Coca-Cola beverages yield profits without fail.

For decades, Coca-Cola invested in horizontal expansion, by adding manufacturers, distributors, stores, and locations. This type of expansion was exploited to the fullest so that today, there is hardly a place in the world where Coca-Cola beverages cannot be found. Therefore, the com- pany has begun to aim for vertical brand expansion, by increasing the amount of product produced and sold.

Differentiation: A strategy which offers

the same goods at different prices for

different sectors of the market.

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Vertical Expansion Successful vertical expansion means offering consumers more compelling reasons to choose Coca-Cola beverages instead of those of competitors. Knowing the consumer is the key to honing in on what will tend to sway one subculture or another into buying more products. This is the essential nature of differentiation. With 5.6 billion Coca-Cola drinkers already loyal to the brand, it is a daunting task to differentiate success- fully enough to increase an already huge consumer base (“Who Dares Wins - Success Through Intelligent Risk,” 2012).

An example of Coca-Cola’s successful consumer differentiation is found in the company’s campaign to grow its customer base in China. In 2001, China was Coca-Cola’s seventh largest market. A decade later, China had moved up to third largest market, just behind the United States and Mexico. Here, understanding consumer preferences proved a key factor in increasing the company’s customer base.

Increasing sales of Coca-Cola in China came down to dispelling a belief among the Chinese that cold beverages are a danger to health. In order to increase sales, it was found expedient for the Coca-Cola Com- pany to invest in re-educating the public regarding this long-held notion. Several hundred million dollars were spent in teaching the locals that Coca-Cola drinks can be safely drunk whether cold or warm (D’Altorio, 2009).

Facebook Like Coca-Cola, Facebook, a popular social networking site established in 2004, is an archetypal U.S. success story gone global. Coca-Cola’s suc- cess was in part, a coming-of-age story, with the company having long ago passed its 100th birthday while Facebook is still young. In spite of its youth, Facebook, less than decade after launching, had already generated more than one billion global users. For this company, continued global growth is crucial. Potential investors need assurances that the company still has room to grow.

The goal of the company is to ensure that every person in the universe connects to Facebook. To the onlooker, the company appears to be well on its way to this aim. In examining Facebook’s methodology on global development, however, the first glimmer of understanding is found in the lightning speed with which the company grew to international fame.

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Almost from its inception, Facebook had a powerful user base over- seas. What distinguishes Facebook is that it grew faster abroad than it did at home. When Facebook was in its third year of operations, the largest number of Facebook users was found, not in the United States, but in London. This did not escape the attention of the Facebook hierarchy, but rather than concentrate on market research and differentiating consum- ers, the company created a tool that allowed users to translate the social networking interface to their own languages. In essence, Facebook used a single tool to reach the multitudes, saving time and manpower.

Translator Tool The effect of the translator tool became obvious on the first day it was launched. Before the day was over, statistics showed that 90% of the web- site had been viewed in French. Andy Johns, who worked on user growth and engagement at that time, called the language tool “the greatest lever” ever for company growth. Instead of opening branch offices in separate countries and installing office people and management in each, the lan- guage tool engineered an unheard of economy of scale that allowed the user to develop the product for the company.

The language translator tool with its 80 languages meant that Face- book could enter the territory of that many or more unchartered geo- graphic locations without any need for targeted research or investment. An example of how this played out is in Turkey, a language-specific coun- try with a rapidly developing Internet market. Facebook never identified Turkey as a market to target, yet managed to outpace all other social networking sites in the country within a short span of time (Johnson & Andrews, 2012).

Another factor in Facebook’s phenomenal international success is the aggressive atmosphere of its company culture. Johns credits the tenor of the Facebook company culture with Chamath Palihapitiya, an early member of the growth team. Palihapitiya had leadership skills and took on the task of motivating the team, lighting the way forward with his fearlessness and knowledge.

Facebook developers pushed the boundaries as far as possible to grow and develop the social networking site everywhere in the world. The of- fice was decorated with visible symbols of the company’s global aspira- tions. Facebook rivaled the United Nations for the number of national flags hanging from its office ceilings.

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Signs with inspirational messages are also a commonplace feature at the Facebook growth team headquarters. One sign depicts Godzilla and reads, “Go Big or Go Home,” while another proclaims, “Up and to the Right” (a computer techie’s twist on “onward and upward”). Also popu- lar is a sign that reads, “Done is Better than Perfect.” Two other slogans dotting the walls of the company office include, “What Would You Do If You Weren’t Afraid?” and “Move Fast and Break Things” (Johns, 2012).

Samsung Coca-Cola dabbled in diversity and lost while the focus at Facebook was on a single product. In the case of Samsung, however, the multinational conglomerate started out with a purpose and products utterly at odds with its current incarnation. Established in 1938, Samsung began as a modest concern, with two comestibles, dried fish and noodles, as its ex- clusive stock in trade. Today, Samsung is a brand name that is recognized everywhere and is associated with a multitude of industrial lines such as electronics, Internet technology, engineering, shipbuilding, and more (“The Success Story of Samsung Electronics,” 2012).

Samsung, like Coca-Cola, chose to go the route of diversification. Unlike Coca-Cola, Samsung found that several vastly different product lines were better than only a few. Today, the conglomerate serves as an umbrella for numerous diverse companies around the world.

While Samsung, from its inception, remained heavily invested in di- versification and in becoming a force in the global market, the company’s fulfillment of its global potential was only realized during the late 1990s. In 1998, Samsung honed in on branding as the way toward international recognition. To that end, Samsung Electronics Corporation contracted to sponsor the Seoul Olympics.

At that time, Samsung was the leading electronics company in South Korea. By sponsoring the Olympics at home, where Samsung used do- mestic popularity to leverage a sponsorship agreement, the company was able to increase its global brand image several notches. Samsung products became more visible in numerous parts of the world, and the name of the company became part of the global vocabulary.

Sudden Global Fame This sudden worldwide fame after 60-some years in business could not

Brand image: The view held by consumers about a particular brand of good or service. The stronger the brand image the more inelastic the demand for the product is likely to be.

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fail to be noticed by Samsung management. The company expanded on this success by sponsoring sporting activities and other events that might bring the brand name and logo of Samsung to the world’s attention. In addition to these efforts, the company extended its branding potential by courting several thriving companies in various parts of the world with an eye toward creating alliances. Fame by association with successful busi- nesses was a Samsung strategy that worked.

As a result of these marketing tactics, between 2001 and 2009, for example, Samsung’s value increased from US$5.2 billion to US$10.8 bil- lion. Soon, Samsung appeared on Interbrand’s top 100 brands list, com- ing in at 25th on the roster in 2002 and 2003. Interbrand is considered the foremost brand consultant worldwide. By 2002, Samsung was the only Asian brand not from Japan listed on Interbrand’s top 100.

In the midst of a worldwide recession during 2007–2008, Samsung netted 1.5 trillion South Korean won (US$1.4 billion) in profit, in the third quarter alone. This figure represented approximately 20% of the gross domestic product (GDP) in South Korea. With brand recognition at an all-time high, even a worldwide economic slump could not dampen Samsung’s success.

Marketing experts believe that Samsung’s global success story is due less to diversification than to the way the company settled on a single method for growing its branding image. Samsung’s branding strategy was developed in 1996 by company chairman, Lee Kun-Hee. The company continues to rely on the execution of this simple branding scheme, in- vesting an annual sum of US$3 billion toward these efforts. Samsung brand recognition continues its upward growth pattern, thanks to Kun- Hee’s substantiated branding program (“Samsung: A Success Story in Branding Strategy,” 2009).

McDonald’s Coca-Cola focused on consumer differentiation as a means to global fame while Facebook engineered global user growth by way of its translator tool. Samsung piggybacked its way to global brand recognition by spon- soring events and making alliances with successful business. McDonald’s, however, shot to worldwide celebrity by tailoring company culture to the locales in which it set up shop.

The story of McDonald’s began in 1940, when two brothers, Dick and Mac McDonald, opened a restaurant on Route 66 in San Bernardi-

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no, California, in the United States. They had no big aspirations. They just thought they could set up a barbecue pit along the highway and have a group of waiters serve drivers as they sat in their cars out front. Drive-in restaurants were already a trend in the suburbs of southern California. The McDonald brothers’ venture was just another greasy highway grill.

When people think of hamburgers, they think of McDonald’s, yet the hamburger was already in vogue before the McDonald brothers opened that first restaurant. The meat patties were inserted between bread slices to eliminate the need for plates. In California, burgers were often topped with cheese and lettuce. None of these burger-centric concepts originated with the McDonald Corporation.

In the years between the two world wars, the hamburger became a U.S. institution. As railroads grew and motorists explored the United States, chain restaurants sprang up in strategic locations to take advan- tage of this moving clientele. Travelers wanted everyday food, the kind they were used to eating at home.

Firm Reputation A chain was only as strong as its dependability, and customers flocked to restaurants they trusted, where there were no rumors of food poisoning. White Castle, launched in 1921, was the first hamburger chain to estab- lish a firm reputation. The name of this chain was so designed to offer an impression of cleanliness and purity.

McDonald’s main innovation was to mechanize and speed up the process of cooking and serving burgers. The company created a model of efficiency that went far beyond that of any other burger chain. Dick and Mac termed this new style of business, the “speedy-service system.” Cus- tomers got their food fast and with quality control thrown in. Consumers knew exactly what to expect at McDonald’s, and that was a plus in the restaurant’s favor (Adams, 2010).

Ray Kroc encountered the brothers’ restaurant while selling milk shake mixers in California in 1954. He saw the potential in McDonald’s and persuaded Dick and Mac to let him partner with them. Kroc opened a franchise in Des Plaines, Illinois. Within five years, he had opened an- other 100 restaurants. In 1961, he bought out the McDonald brothers for US$2.7 million. At the time of Kroc’s death in 1984, McDonald’s had grown to become the largest restaurant chain worldwide.

Franchise: A type of business organization where the owner keeps control. Each outlet of the business is owned by an individual who is allowed to use the name.

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Addressing Local Sensibilities McDonald’s global success focuses on fashioning company culture to suit the sensibilities of local culture. In the United Kingdom, for instance, the firm spent £95 million to go “green.” This involved offering coffee that is harmless to rainforests, making use of only organic dairy products, and serving free-range eggs. The facades of McDonald’s restaurants in the United Kingdom were painted over in green, to further underline the eco-friendly ethos of the company’s adopted culture.

In France, all 1,000 McDonald’s restaurants use food items grown by French farmers. Market research performed by McDonald’s in France showed that using locally grown produce is a priority with the French people. McDonald’s paid attention to what the people had to say and offered a product that suited their demands.

Conducting market research and following through means remain- ing flexible. Flexibility extends to making menu changes. In Middle East- ern countries, for example, customers want kebabs. McDonald’s adapted its menu to suit, offering Big Macs alongside kebabs and taking all pork products out of circulation since Muslims do not eat pork. Adapting the menu was also important in India, where cows are holy and eating beef is frowned upon. In Israel, milkshakes were taken off the menu since eating milk and meat together is forbidden for those who keep kosher. In Japan, portions are smaller, and one can order a Teriyaki McBurger.

McDonald’s success in the global market is due to diligent market research and an unwavering commitment to giving customers what they want. McDonald’s does not fear changing an iconic menu or storefront if that is what its target market desires. The company stands willing to customize promotional advertising, branding, and products to suit local culture (Adams, 2010).

Lessons Learned In each of the examples above, Coca-Cola, Facebook, Samsung, and McDonald’s, a company developed a marketing strategy that worked. However, none of these companies shared a common strategy. There is no one-size-fits-all global strategy that ensures success.

While it may not be possible to extract a winning formula for global greatness, there are still lessons to be learned for the marketer with an eye toward entering the international market. Coca-Cola, for example, discovered that it was a mistake to diversify when only one category of

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product, beverages, was selling well. The company recognized this mis- take and concentrated efforts on selling only a short list of items in just the one product category. Coca-Cola also changed its marketing strategy from horizontal to vertical expansion. Realizing mistakes and rectifying them means identifying flaws and remaining flexible enough to own up to them.

Facebook saved time and money by engineering a new tool that obviated the need for expensive, time-consuming market research and follow-through. The translator tool represented an idea about the global market as the young company’s primary consumer target, rather than as the next step in expanding operations. To Facebook, the domestic market was never the company’s most important focus. Facebook proved the point by offering its product in a multitude of languages, making the product user-friendly for a worldwide consumer base, almost from its inception.

Samsung changed branding notions by piggybacking onto impor- tant local events and allying itself with successful domestic companies. This was a risk-free method of attracting positive public attention. Sam- sung had a vision that success begets success. Young boys and men want to be athletic. A successful athlete at an Olympic event wearing a shirt or shoes that say “Samsung” offers a positive branding message. The as- sociation between “Samsung” and “athlete” is one that sticks in the mind and sells products.

Substantiated Method McDonald’s rise to global success, unlike that of Facebook, involved ex- tensive market research. Furthermore, the company adapted, and contin- ues to adapt, products and promotional materials to each targeted market with meticulous attention to detail. This is the traditional, accepted way to marketing success. Market research and lots of it, followed by imple- menting strategy based on the results of that research is costly and takes time, but ultimately, it is a substantiated method that generates results.

Facebook engineered its success with innovative high-tech tools while McDonald’s chose a tried-and-true method of market research and implementation. Coca-Cola learned from its mistakes to sharpen its fo- cus while Samsung chose fame by association. The unifying factor in these different approaches to global triumph is in having a vision, moving forward, and remaining flexible enough to match consumer culture, in

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spite of entrenched company concepts, marketing notions, and methods. Therefore, boldness and flexibility, with a vision, is the proven pathway to global achievement.

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