Quick questions on Global marketing strategies: branding, standardisation and customisation (HSC Business Studies)

2. Set global and local objectives. Global objectives might be brand awareness and market share; local objectives might be customer acquisition cost and local profitability. 3.

A global brand uses the same name, logo, visual identity, brand personality and core positioning across every country. Strong global brands have:

Global pricing requires choosing between three approaches.

Global positioning is the choice of where in the competitive landscape to compete - and how to communicate that position to customers in each market.

Same product, same brand, same campaign everywhere. Economies of scale; consistent identity. Best for products where customer needs are similar globally (software, business consulting, premium consumer electronics, B2B technology).

Tailor product, packaging, pricing and promotion to each local market. Better local fit; higher revenue per market. Best for products where culture, taste, regulation or reimbursement systems vary materially (food and beverage, retail banking, healthcare, regulated industries).

Most large global businesses combine both. McDonald's runs the same brand globally (golden arches, "I'm lovin' it") with a standardised core menu (Big Mac, fries) plus customised local items (McSpicy Paneer in India, Maccas Brekkie Wrap in Australia, McAloo Tikki in India).

Cochlear's implant systems sell at country-specific prices reflecting local reimbursement regimes (NHS in the UK, public insurance in EU countries, private insurance and self-pay in the US, Medicare in Australia). The cost base is similar across markets but the price varies materially with the local payer mix.

Globally positioned as premium niche skincare with a literary intellectual personality. In each market, the local competitors are different:

Globally positioned as the developer-team productivity platform. In each market, the competitive context varies - in the US, against Microsoft (GitHub, Azure DevOps), GitLab and Salesforce; in Europe, against the same plus regional vendors; in Asia, against an emerging set of regional and Chinese-vendor alternatives. Atlassian's global brand and product are largely standardised; what differs is the regional go-to-market intensity and the channel-partner network.

Global brand built over four decades. Largely standardised product (the same implant works in any patient). Highly customised go-to-market (local regulatory submissions, local reimbursement-system engagement, local clinician and audiologist relationships).

Standardised software product. Largely standardised global brand. Mostly self-serve and channel-driven go-to-market across about 200 countries.

Rigorously consistent global brand identity. Largely standardised product range. Localised store curation (each store is designed for its specific street and city).

Standardised brand and basic product range (T-shirts, denim, basics). Customised seasonal range and store assortment for each region. Price points adjusted to each market's purchasing power.

Acquired Homebase in 2016, rebranded as Bunnings, attempted to import the Australian model. Divested for around 1 pound in 2018-2019 after roughly half a billion pound loss. The case is widely studied as an example of insufficient customisation - the Australian model (large warehouse, weekend-DIY focus, cafe and playground for kids) did not match UK customer preferences or shopping behaviour.