In order to mean something, we must think and act locally.
For the first time in a long time, reality has confronted us with a common, pressing and global problem which, although on the one hand, makes us more aware of our globality, on the other hand, makes us more sensitive to what is close to us.
In this context, hyperlocality is gaining strength and as consumers we demand brands that are 100% adapted to us, responding to our expectations and lifestyle and that also help us to reinforce our own identity that distinguishes us in such a globalised world.
Faced with this, big brands must approach their strategy from a global but locally nuanced meaning, a meaning that allows them to convey authenticity and remain relevant in all markets. Because a global brand that does not adapt its portfolio and its communication to the local reality becomes a brand that speaks from common places and ends up meaning nothing.
Therefore, we must work on a common identity axis that reflects our unique personality as a brand but keeping in mind aspects such as the maturity of each market, its culture and idiosyncrasies and also the specific competitive position we play in that place.
Today’s great brands are targeting global, hyper-connected citizens but also communities with different traditions, issues and priorities. The advantages of a multi-local strategy are clear, but will all global brands be able to make the organisational and financial effort required to implement it?