A brand is a brand is a brand
Branding and cultural context: Figures and numbers, shapes and colors, names and sounds – all these things trigger different associations in different cultures. Hence brands that employ these elements will be perceived differently in different regions – and quite often misunderstood. The globalization of markets over the past several years presents a particular challenge to brand managers responsible for adapting their brand’s appearance to the demands of multi-cultural communication.
And they are not always successful, as seen by such notorious marketing faux pas as the Mitsubishi Pajero (Spanish for “wanker” or “jerk”); no self-respecting Spaniard would be seen driving a car with that logo. The incredible dynamism of the markets of the Middle East means that more and more Arabic companies are entering the ranks of global players previously dominated by Asian and western corporations. And they too find themselves facing the question: How can my brand clear the cultural hurdles that international markets bring?
MM.6 spoke to Rupali Steinmeyer from MetaDesign. She is responsible for the new dealership concept which MetaDesign developed and implemented for Volkswagen China.
MM.6: Ms Steinmeyer, what do companies need to watch out for when launching a brand in an overseas market?
Steinmeyer: There are two basic pitfalls: not having enough insight into the market, and walking away from your own roots. A company that has not done its homework might overlook the fact that other cultures use different visual and linguistic symbols, that they have different mechanisms for expressing themselves. If you don’t take that into account, a brand can come across as foreign or inarticulate. It creates the wrong impression. At the other end of the spectrum, trying to go too far in adapting to another culture can make the brand difficult to recognize; it no longer looks like itself. A brand that abandons its identity seems unfocused, artificial, unrecognizable, unreliable, weak. Everything a brand must not be if it wants to be effective.
MM.6: How much does a brand need to change if it wants to be accepted in a new market?
Steinmeyer: The brand itself should not change at all. It is important to distinguish between a brand’s identity and its image, the way it is perceived from the outside. That will be determined by the cultural background and the individual personality of each person who encounters the brand. For example, a person who might seem reserved to an American may be considered very outspoken somewhere else. The person is seen differently even though his or her character hasn’t changed at all. The identity of a brand shouldn’t change either.
MM.6: Then shouldn’t the identity of a global brand be “neutral” in order to project the same image around the world?
Steinmeyer: No. I think the days when people were trying to create slick brands free of any kind of national or cultural identity are over. Brand managers today want to create brands that have clear roots, but roots that can also be “decoded” in an international context. The goal is to adapt the brand’s image to accommodate other cultural parameters, but it still needs to fit. How much assimilation is necessary – and what kind of assimilation that will be – depends on the brand, the product, and of course the culture of the target region. There are no pat answers, no “regional templates” for brands.
MM.6: What do you see as the biggest challenge facing brand strategists when it comes to developing and managing brands in cultures they aren’t familiar with?
Steinmeyer: It is a matter of doing your homework and having insight into the culture. Cross-cultural understanding is an essential part of international work. But brands also need to celebrate their roots. There is a fine balance between respecting the host culture and trying to come across as if you stem from that culture. But in the actual branding processes there aren’t many differences. The function of a brand and how it works in people’s minds is universal.
MM.6: What role does design play in branding for other cultures?
Steinmeyer: Strategy is processed on both the conscious and sub-conscious levels. It overcomes barriers of language and culture. A picture paints a thousand words – and creates fewer misunderstandings in the process. And good design is a pleasure for the senses. Who would want to forego that?
MetaDesign opened offices in China in June 2008 under the leadership of Henri Garbers. Located in Beijing’s Central Business District, the team provides support in developing and implementing several Volkswagen dealerships in China with the help of designers from the Berlin headquarters.