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Learn How to
GLOBALIZEYour Creative Concepts
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Early in my career, when I was managing the creative development of global campaigns...
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My geographical counterparts often pointed out that creative needs to be customized or localized to reflect cultural differences.
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Today, as a Global Marking Manager, I wonder if it’s truly possible to create a Global Creative Concept and apply it to all regions around the world.
I think so
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For a time I assumed that if the creative concept was headline-driven or provided simple background information, it would be easy to scale to other regions.
I now realize that this is only partially true.
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Many factors influence the development
of a creative concept - but the BIG ONE
(the determining factor) for globalizing
creative concept is...
YOUR COMPANY’S
PRODUCTS
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Let me illustrate with 3 examples
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THE CENTRALIZED MODEL
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#1:Same products worldwide; one global creative concept.
(with no or minimal regional localization)
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The best example is Apple
All products sold world wide without any differences in how they appear
Frankfurt Hong Kong Sydney
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Apple accomplishes this by:
‣Putting products front-and-center
‣ Focusing on how products make life better, using universal examples
‣Minimal localization; generally just translation
CzechRepublic
USA China
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Using the CENTRALIZED MODEL, structure your organization with: ‣ A strong headquarters. Apple leads & owns the
development of creative concepts and assets for regions.
‣ A global agency. Headcount is heavy in headquarters and light in geos as the regions tend to focus on marketing executions.
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THE HYBRID MODEL
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#2:Same products worldwide; one global creative concept - but with regional localization.
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The Hybrid Model is common amongst global companies. I’ll use my company as an example.
The theme for our second-generation Intel Core processor is “Visibly Smart Performance for Your Visual Life”...
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We came up with a core set of creative concepts, then localized and translated them for each marketing region.
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Using the HYBRID MODEL, structure your organization with:
‣ The headquarters leading initial creative development, then working with marketing regions to localize. *Close collaboration is essential.
‣ Geo expertise and feedback; important for localizing and reflecting cultural uniqueness. Headcount is 50/50 headquarters and geographies.
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THE LOCAL MODEL
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#3:Localized products; high-level creative framework with extensive localization.
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In China, KFC customers can buy localized products, like a bowl of congee (rice porridge), as well as the Colonel’s famous fried chicken.
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Using the LOCAL MODEL, structure your organization with: ‣ Regional control of creative development; little
intervention from headquarters. Regional owns the marketing creative development and execution.
‣ Heavy regional headcount; needed to facilitate marketing of localized products.
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The global strategy of Yum! Brands Inc. (KFC’s parent) has been a success, with profits from KFC China’s 3,700 restaurants eclipsing combined earnings from Yum!’s 19,000 Taco Bell, Pizza Hut, KFC, Long John Silver and A&W restaurants in the States.*
*Bloomberg News - Link
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How does your company manage creative development?
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