Global iconic brands will continue to clash with indigenous brands MNEs from developed countries are facing greater competition from large firms in emerging markets such as China, Brazil, and India (Douglas and Craig 2011).
While global brands have had much success in international markets, concurrently, local brands continue to survive and prosper.
Experience shows that there is plenty of room for local brands that cater to unmet, indigenous needs better.
Strong local brands owe their resilience to long-established loyalty, unique benefits, closer identification with local lifestyles and preferences, and effective distribution.
Consumers tend to have developed closer relationships with the indigenous brands over the years, leading to a solid franchise.
Recognizing the inherent advantages of local players, MNEs need to go to great lengths to project an indigenous image with their local clientele.
The so-called “glocal” strategies are indeed a response by multinationals to walk the fine line between retaining global scale and efficiency while attempting to be responsive to local customers.
MNEs such as Unilever and Nestle have done well in this respect.
Global iconic brands will continue to clash with indigenous brands MNEs from developed countries are facing greater competition from large firms in emerging markets such as China, Brazil, and India (Douglas and Craig 2011). While global brands have had much success in international markets, concurrently, local brands continue to survive and prosper. Experience shows that there is plenty of room for local brands that cater to unmet, indigenous needs better. Strong local brands owe their resilience to long-established loyalty, unique benefits, closer identification with local lifestyles and preferences, and effective distribution. Consumers tend to have developed closer relationships with the indigenous brands over the years, leading to a solid franchise.Recognizing the inherent advantages of local players, MNEs need to go to great lengths to project an indigenous image with their local clientele. The so-called “glocal” strategies are indeed a response by multinationals to walk the fine line between retaining global scale and efficiency while attempting to be responsive to local customers. MNEs such as Unilever and Nestle have done well in this respect.
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