“I want to have one billion individual relationships,” says Chief Marketing Officer Keith Weed, describing the mandate he set for his global team at Unilever. But for any global company — let alone one with dozens of global brands and operations in hundreds of local markets —this is certainly easier said than done. We’ve used insights from our largest enterprise customers’ marketing processes as well as industry-wide data to compile our latest handbook – “The Definitive Guide to Global-to-Local Marketing.”
While technology has made marketing increasingly global – even the smallest companies can reach potential customers around the world – it has also caused consumers to expect content to be tailored to their lives and interests. Global brands often face a trade-off in their marketing between regionally produced content that reflects the lived experience of the local customer and centrally produced content that can be deployed at scale and reflects consistency in brand voice, feel, and values.
Furthermore, today’s largest global organizations are marketing at the intersection of brands and regions. A single company may be negotiating regional variance in culture, language, channels, and compliance, while also controlling for variations in the visuals, values, and target customers of their portfolio brands. This additional layer of complexity only exacerbates the challenges of global-to-local. In many organizations, increased complexity correlates with a decrease in management visibility, efficient cross-team collaboration, and governance around consistency, quality, and usage. This can leave many aspects of marketing exposed to human error and individual judgement.Read full article