It’s Chinese New Year on February 19. The Spring Festival is regarded as the most vibrant gift giving and shopping season in China, and therefore one of the major push for many leading brands. Many global advertisers follow the same old formula year after year, while others try to break away from the norm and do something different.
Pepsi curated a “crowd-sourced video” inviting consumers to submit 15-second videos via Mei Pai 美拍, a local mobile video app, to form a tribute to family reunions. The crowd-sourced final cut video will be eventually simulcast on the big screen in New York’s Times Square, symbolically bringing something local to a global stage. At the same time, the “Bring Happiness Home” themed promotion will deliver over 2000 postal parcels to help the mothers in the remote mountainous regions get through the cold winter days.
Apple, on the other hand, had taken this opportunity to unveil their first TV commercial produced specifically for the China market.
It has been an epic few months of localization activities for Apple. Recently they have opened five new stores timed right before the Chinese New Year. Four of the stores are in brand new cities for the brand including Zhengzhou, capital of central China’s Henan Province, West Lake in Hangzhou, Zhejiang Province. In each location, they have strategically partnered up with local artists such as Wang Dongling and painter Yangyang Pan to co-create signature murals inspired by each city for the local store.
The TV commercial for Chinese New Year has been met with mixed criticisms. Directed by Ann Hui, best known for her films surrounding the topics of social issues, and cinematography by Christopher Doyle, a key collaborator in many films by Wong Kar Wei. However, you can hardly trace their signature style in the production. One of the main reasons, perhaps, is because they had to follow the tight guidelines imposed on the production – it has to be “consistent” with the global version. The story bears an almost identical storyline to a commercial entitled “The Song” released in the United States over the Christmas season in December 2014.
US “The Song”
China “Old Song”
Even though it is by large a just a localized version, but at the very least, there is a strong and relevant proposition. The storyline cleverly positions the brand being the bridge between the younger generation and the old, and technology plays a role in connecting the emotions across generations.
Different brands tend to adopt a different approach to localize brand messages for local market. In the old model, creating the localized version often involves so many levels at the client side. Depending on the category of the product, it could involve anyone from the local marketing team, the regional marketing team and of course ultimately the global brand team. During the process, any form of innovative thinking will be filtered, reduced, modified, tweaked, abandoned, shot down, reinterpreted or misinterpreted.
Any creatives who had worked within international network agencies on global brands will know the challenges. Fortunately, some global brands are now doing it differently.
Apple now adopts a centralized approach – global ideas being conceived centrally, while implementation and production being done locally. Local content are developed following the global guidelines. Pepsi has adopted a more locally driven approach, leveraging current consumer trends that resonate well in the local market. While brands like Microsoft, they have established processes such as “global-readiness audit” to make sure the ideas and executions can travel well.
No matter which strategy you decide to adopt, one thing is for certain – if you want a cohesive global brand at all, you do need to think global at the time when the idea was conceived. The key to success is to create a truly global platform, which could be so fluid that it allows local interpretations without losing its integrity.
Most global brands prefer the 80-20 ratio of global-local content – to adopt 80% of the content centrally and globally, and allow local market to reiterate and adapt 20% of the content to enhance local relevancy. I personally advocate the 70-20-10 model in which 70% of efforts focus on delivering quality global communications riding on universal truth, 20% on pushing the boundaries to contextualize it with local nuances, and 10% on ideas and approaches which are unproven but could transform the marketplace in each local market.
Which model works best for you highly depends on how you structure the global-local team, and where you put the right kind of resources.
It’s also not easy to motivate creatives to get all excited to work on adapting global ideas, but you can create the space and environment to allow creativity to grow. Here are a few tips:
- Human insights trump cultural ones. Avoid merely dressing up the global ideas but rather go deep into the reasons why, because that’s what true consistency is all about.
- Nothing should stop you from creating something that is uniquely local; using very native expressions as long as underlying it there is a meaningful concept that everyone understands.
- Construct a platform that local teams can “build on it” fluidly and not wasting their time to think of how to make it work.
- Give anyone on the ground the tools and resources to thrive in scale. Be brutal in keeping the platform intact and trust your own instinct.
- Consensus is not about everyone agreeing, it’s about everyone being heard and the rallying around the best answer. Never go for the lowest common denominator.
- You can’t tell creative people to be creative, but you can let them.
I wish everyone a prosperous year of creativity.
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