“Global activation local amplification” – four words that make a process sound easy. Yet it is amazing how many established successful multi-nationals struggle with this process.
I was talking to friend the other week who talked about a project that they were asked to pitch for. A global multinational asked them to come and workshop the company’s global digital strategy for local teams – so that they could then work out how to localise it.
The implication was that a global strategy had been decided upon that didn’t take into account who it could be scaled for markets with low budgets (small countries) or atypical digital usage.
I’ve used the words atypical here for good reason. These markets may not have gone through widespread desktop online usages. They may be transitioning between feature phones and SMS to low specification smartphones on lean data plans. However, in the likes of Kenya, their use of mobile payments with services like mPesa are far ahead of the west.
You also can’t assume that usage is one phone, one person. In the likes of rural India the phone may be used by other family members with SIMs being the individual’s own.
How much of their media consumption is side loaded on to mobile devices?
A global activation approach requires extensive discussions with local company stakeholders BEFORE it’s sufficiently baked. I worked on web properties at Unilever and we thought about how could graphical assets be leveraged, a common social publishing platform (Percolate) and common measurement (Adobe Analytics) as a primary focus. We recognised that markets may want to build leaner, smaller websites or roll out changes when they had marketing budget.
Bringing key stakeholders gives them ownership of the strategy, so they are much more likely to give a decent effort in local amplification.