Global expansion demands more than market size

For years, developing markets were presented as the next growth frontier. But a promising market doesn’t mean consumers, brands or workforces are interchangeable. Drawing on our 2013–14 Glocalities survey of more than 48,000 people in 20 countries, we explore what multinationals need to understand as globalization enters a new phase.

From investment rush to informed expansion

Companies can overlook fast-changing preferences, local competition and political or economic conditions when they rely on growth forecasts alone. We look at why expansion decisions need a closer understanding of the people and markets behind the numbers.

Local confidence changes the brand relationship

Consumers may see local brands as credible alternatives and question assumptions about the appeal of Western brands. Our case study of KFC in China illustrates why multinationals need to listen to local consumers and adapt to their expectations.

Global brands need local relevance

A single brand promise can mean different things in different markets. Through a Lancôme case study, we explore how local motivations can shape product expectations, positioning and communication—and how companies can adapt while maintaining a global identity.

Consumers and employees are not one global audience

Our values-based segmentation highlights that influential consumer groups differ across countries. The same applies within the workforce: understanding a country’s general culture doesn’t necessarily tell a company what local managers value or expect.

Turning cultural insight into better decisions

We help organisations use comparative data to understand local audiences, assess brand fit and navigate differences in management expectations. The full report explores five challenges multinationals face in developing markets and the opportunities for responding to them.