When international tourists think of Africa, few places shine as brightly in travel brochures as Cape Town. With its iconic Table Mountain, pristine beaches, vineyards, and Instagram worthy sunsets, Cape Town is consistently framed as a world-class destination. But this glamorous image tells only part of the story. Behind the postcard-perfect scenes lies a city still shaped by deep inequality, spatial segregation, and historical trauma. In the context of international market communication, Cape Town presents a powerful case study for framing theory. Particularly how PR and marketing selectively highlight certain narratives while silencing or minimizing others.

Framing and international PR in Cape Town

For Cape Town, the dominant “paradise frame” emphasizes natural beauty, luxury travel, cultural experiences, and adventure. Travel campaigns by South African Tourism, Lonely Planet, or luxury tour operators frequently use imagery of white-sand beaches, safaris, vineyard picnics, and boutique hotels, targeting affluent Western travelers seeking “exotic” but comfortable experiences. Yet this framing often ignores or marginalizes the visible inequality that shapes everyday life in the city.

Cape Town remains one of the most unequal cities in the world. According to the World Bank, South Africa has the highest Gini coefficient globally, and the divide is especially visible in Cape Town, where luxurious beachfront neighborhoods like Camps Bay exist minutes from under-resourced townships like Khayelitsha.

Despite this, many international marketing campaigns avoid showing informal settlements or underdeveloped areas, unless in the context of guided “township tours” that risk turning poverty into spectacle. These curated experiences can unintentionally reinforce a “poverty tourism” frame, where hardship is something to briefly observe and photograph, rather than engage with meaningfully.

The Role of International Market Communication

From an international marketing perspective, the current framing of Cape Town is effective in generating economic value. Tourism remains one of South Africa’s top industries, and post-COVID recovery efforts have leaned heavily on restoring its global image.

However, if the goal of international PR is not just to promote, but also to build trust and mutual understanding, then authenticity and complexity should play a greater role. Ethical tourism marketing doesn’t mean abandoning aspirational storytelling, but rather including a fuller picture of what the destination is, and who it belongs to.

Conclusion: Reframing Cape Town for the Future

Cape Town’s image in international tourism PR reveals a larger pattern of how Africa is framed globally as beautiful but troubled, wild yet inviting, poor but full of spirit. These frames shape not only perceptions, but also policies, investments, and relationships. To move beyond surface-level narratives, international communicators must ask: What stories are we telling, and who benefits from them? By embracing more nuanced, locally informed, and inclusive framing, Cape Town can be positioned not only as a destination, but as a city of layered histories, complex realities, and evolving futures.

Each year, thousands of products and services are launched globally. Yet, shockingly, up to 85% of international marketing efforts fail—and often not because of bad strategy, but because of intercultural misunderstandings. The illusion of a borderless world has led many companies to overlook the role of culture in marketing communication. As Success in international markets depends on much more than translation—it requires cultural fluency.

The Cultural Iceberg: What You Don’t See Can Hurt Your Brand

Most marketers focus on visible culture—language, clothing, food—but neglect the “invisible” part of the cultural iceberg: values, beliefs, communication styles. And this is where the real problems arise.

For example, companies from low-context cultures (like Germany or the U.S.) often produce highly detailed, fact-driven campaigns that emphasize product features. These may fall flat in high-context cultures (like Japan, Argentina, or China), where relational cues, emotional tone, and shared history play a bigger role than literal information.

As Hirsch writes:

Preparing our marketing activities targeted at international recipients, we should take a look at our messages from the perspective of the iceberg of these recipients

This aligns closely with Hofstede’s model of cultural dimensions, which has shown that consumer behavior is deeply shaped by variables such as individualism vs. collectivism, power distance, and uncertainty avoidance. For example, a U.S. brand might emphasize uniqueness and self-expression, while the same message could appear selfish or even confusing in a collectivist culture like South Korea or Indonesia.

Standardization Doesn’t Equal Success

Many global campaigns fail because companies assume that what works at home will work abroad. In reality, standardized messaging often fails to resonate emotionally.

Advertising that emphasizes personal achievement, explicit comparison, or rational data appeals more in individualistic, low-context cultures. In contrast, in high-context or collectivist settings, brands must show social responsibility, harmony, and belonging.

Think of Apple’s product launch videos. In the U.S., the messaging is clean, feature-focused, and innovation-driven. But in Japan or China, those same ads are often localized to include family moments, emotional storytelling, or culturally relevant values—without changing the product itself.

Direct vs. Indirect Communication: One Style Does Not Fit All

One of the most impactful cultural dimensions in marketing is communication style. In direct, low-context cultures, clarity and precision are valued. “Say what you mean and mean what you say” is the norm. In indirect, high-context cultures, harmony and subtlety are key. Much is said without being spoken.

This has direct implications for international messaging:

• A German tech ad might list five unique product features.
• A Japanese version might focus on how the product enhances harmony in your home.

As E.T. Hall’s theory explains,

In high-context cultures… verbal messages play a comparably small role… the context in which the interaction takes place is essential for understanding (Hall, 1976).

Failing to recognize this difference can make a campaign feel cold, pushy, or even disrespectful.

Emotional Intelligence Is Market Intelligence

Global marketing no longer rewards just creativity or scale. It rewards empathy—the ability to read cultural context, listen deeply, and communicate in a way that fits.

Fons Trompenaars refers to this as “reconciling cultural dilemmas.” For example, instead of choosing between standardized or localized communication, great international marketers blend both, aligning global brand identity with local meaning.

That’s why intercultural competence is no longer a “nice-to-have.” It’s a critical skill that allows teams to avoid costly misunderstandings, earn trust, and create campaigns that actually connect.

Conclusion: Think Beyond Translation

If your global marketing campaign is “failing to land,” the problem likely isn’t the product. It’s the message—and how that message fits into the receiver’s world. Intercultural marketing is not a niche skill anymore. It’s a core business competency.

To succeed, marketers must stop projecting their own cultural logic and start listening to the cultures they aim to reach. And that starts with one simple step: stop assuming, and start adapting.

Sources:

• Hirsch, D. (2012). Cultural aspects in international marketing communication. Marketing i Rynek, 4, 158–168. https://doi.org/10.5604/05096669.1077484

• Hall, E. T. (1976). Beyond Culture. Anchor Books.

• Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind (3rd ed.). McGraw-Hill.

• Trompenaars, F., & Hampden-Turner, C. (2012). Riding the Waves of Culture: Understanding Diversity in Global Business (3rd ed.). McGraw-Hill.

• de Mooij, M. (2014). Global Marketing and Advertising: Understanding Cultural Paradoxes (4th ed.). SAGE Publications.

• Ricks, D. A. (2009). Blunders in International Business (4th ed.). Wiley-Blackwell.

In today’s global economy, a company’s success depends not only on what it sells, but on what it represents. With messages traveling across continents in seconds, the public now holds brands to a higher standard than ever before. Reputation is no longer managed within borders—it is shaped through stories, expectations, and perceptions in every market a company enters. At the heart of this global reputation lies communication, not just as a support function but as a strategic driver of identity, trust, and purpose.

The international communicator is no longer a translator of press releases. Instead, they are cultural interpreters and brand stewards, responsible for aligning corporate values with local realities. This is where Arthur W. Page’s foundational belief in “telling the truth and proving it with action” finds renewed relevance. As companies cross borders, they must articulate who they are in ways that resonate with people from different backgrounds, with different histories, and often, different expectations.

A strong global identity is not built through slogans but through the consistent communication of purpose. Companies like Unilever illustrate this well. Across regions, Unilever has maintained a clear focus on sustainability and social impact, yet the way these values are communicated varies. In India, Lifebuoy soap promotes child health through handwashing campaigns that tie into local rituals and family roles. In the United Kingdom, Dove emphasizes media literacy and self-esteem, aligning with broader social conversations. The message remains rooted in shared corporate values, but it is adjusted to fit the cultural texture of each community. This delicate balance—between a unified brand identity and localized expression—is the essence of strategic global communication.

Corporate values must also live beyond campaign language. They must be expressed through authentic, ongoing stories. Microsoft’s emphasis on accessibility and inclusion is not confined to mission statements. It’s communicated through case studies of real people using its technology—stories that highlight the human impact of its products. These narratives, shared across geographies, carry emotional weight because they show rather than tell. They turn abstract values into lived experiences. Communication, in this case, becomes a bridge between purpose and perception.

Diversity has emerged as another defining challenge and opportunity in global communication. It is easy to declare a commitment to inclusion, but translating that commitment into meaning across different cultures takes more than good intentions. Airbnb’s “We Accept” campaign responded to global divisions by promoting belonging. However, it was not presented as a one-size-fits-all message. In Brazil, the focus centered on racial equality and social integration. In Japan, the tone highlighted respect and harmony. In every case, the global value—acceptance—was adapted to resonate with local cultural norms. This kind of framing demonstrates how international communicators must balance emotional consistency with cultural fluency.

Knowledge, too, is a critical asset in global corporations. But the value of knowledge is only realized when it is shared. Communication professionals enable this through internal storytelling platforms, transparent feedback channels, and leadership engagement. Coca-Cola has long been a leader in this area, fostering global exchange by enabling employees to share their local experiences across the company. These stories not only spread innovation but also reinforce a shared culture, creating a sense of unity among employees from vastly different regions.

What all these efforts demonstrate is that communication in international markets is not simply about pushing messages outward. It is about dialogue, listening, and adaptation. Arthur Page emphasized that “public perception is determined 90 percent by what you do and 10 percent by what you say,” but in today’s world, what you say is what allows people to see what you do—and to believe in it. The communicator’s job is to ensure that the company’s intentions are made visible and credible in every community it touches.

In the end, international communication is an act of alignment. It aligns business strategy with human values, global ambition with local culture, and organizational purpose with stakeholder expectations. When done well, it builds trust that travels across borders. It turns a company’s actions into a narrative that people everywhere can understand and support. And in a world that is more interconnected—and more scrutinized—than ever before, that kind of trust is a company’s most enduring asset.

In a global marketplace, what companies say is important—but how they say it can be even more powerful. This is the essence of framing: the strategic selection and presentation of information to shape public perception. Whether it’s a press release, advertisement, or product launch, framing helps determine which elements of a message are spotlighted and which are obscured. In international markets, where cultural expectations vary widely, framing becomes not just a communication tool but a survival strategy.

A prime example of framing at work is Nike’s “You Can’t Stop Us” campaign. Launched during the global challenge of the COVID‑19 pandemic, the campaign uses a powerful split‑screen montage of athletes overcoming obstacles—juxtaposing scenes of perseverance from diverse backgrounds to underscore themes of unity and resilience. What Nike includes in the frame are universal values—determination, diversity, shared struggle—while consciously excluding explicit references to particular political events or countries. This selective storytelling ensures the message resonates across borders without triggering local sensitivities.

In this campaign, framing works by presenting a narrative of strength in adversity that transcends cultural differences. The editing stitches together athletic feats from across the world, appealing to a shared human spirit while avoiding regional discord or controversy. It is classic second‑level agenda setting: not just telling audiences what to think about (the pandemic or social issues), but how to think about them—through a lens of hope and collective agency .

What Nike chose to keep in the frame were images of athletes persevering—symbolic representations of unity and human potential. What Nike omitted were direct depictions of political protests, critical slogans, or overt calls to action. This framing allowed markets from Tokyo to São Paulo to embrace the message without cultural or political friction.

Importantly, framing is never neutral. Every communication decision—what images are shown, which stories are told, and which are omitted—reflects underlying values and strategic choices. In the case of “You Can’t Stop Us,” Nike harnessed framing to maintain global coherence while appealing to local emotional universals: overcoming hardship together.

Framing has broad implications beyond advertising. It influences public health messaging, political communication, and consumer decision‑making. Research shows that how options are framed—emphasizing losses versus gains, for example—can significantly alter choices, a phenomenon known as the framing effect. This psychological insight reinforces why communicators must be deliberate about framing: it shapes perception, attitudes, and behavior.

In international contexts, effective framing requires deep cultural insight. A message framed around individual achievement in the U.S. might be reframed around family or collective success in more collectivist societies. In every locale, communicators must decide what to highlight and what to leave out based on local norms, associations, and sensitivities.

Ultimately, framing is both an art and a science. It is the invisible hand that guides attention, emotion, and meaning. In the global marketplace, the difference between success and misfire often lies not just in what a brand says, but how it chooses to show—and not show—it.

Sources:
https://www.britannica.com/topic/cognition-thought-process
https://marketingmaverick.io/p/you-can-t-stop-us-campaign-by-nike
https://masscommtheory.com/theory-overviews/framing-theory

In global public health, the message can be just as important as the medicine. The COVID-19 pandemic reminded the world of that hard truth. While scientists focused on producing vaccines, governments faced an equally critical challenge: getting people to take them.

Yet a campaign that resonates in one country might fail in another. Why? Because cultural values shape how people interpret trust, risk, and responsibility. Understanding these values is key to effective communication. One useful lens is Hofstede’s cultural dimensions, which identify how societies differ in their views on hierarchy, collectivism, uncertainty, and time.

To illustrate, let’s look at two countries often compared economically, but culturally very distinct: Japan and India. Both faced the same pandemic. But they needed very different messages.

Japan: Structure, Stability, and Social Harmony

Japan scores high in uncertainty avoidance and long-term orientation according to Hofstede’s model. These values reflect a strong preference for predictability, careful planning, and group responsibility. Information is expected to be accurate and consistent. People are likely to follow rules not just for themselves, but for the benefit of others.

This matters in public health. In a culture where order and foresight are prized, effective vaccine campaigns must provide:

• Clear logistics (when, where, how)
• Reliable expert sources (scientists, official agencies)
• Appeals to collective well-being, not personal freedom

A well-designed message might sound like:

Protect your family and community. Stay one step ahead—get vaccinated today.

And indeed, Japan’s vaccine rollout included precisely that: organized booking systems, detailed government portals, and messaging that emphasized social duty. Compliance was high not because of fear or enforcement, but because the social norm favored caution and cooperation.

India: Authority, Adaptability, and Local Influence

India presents a different cultural profile: high power distance, moderate collectivism, and low uncertainty avoidance. This suggests a society comfortable with hierarchy, responsive to leadership figures, and open to improvisation in uncertain environments. Trust often flows through personal networks, not abstract systems.

In such a setting, vaccination campaigns succeed when they:

• Leverage trusted leaders (religious figures, local politicians)
• Use community-based outreach
• Speak the language—literally and culturally

A typical Indian campaign might say:

Your village elder is vaccinated. Are you?

In many regions, campaigns featured endorsements from Bollywood celebrities, mosque and temple leaders, and local government officials. Health workers went door to door explaining the benefits in regional dialects. Unlike Japan’s top-down coordination, India’s strategy relied on flexibility and local credibility—a model more attuned to its diverse and decentralized society.

Culture in Practice: Same Goal, Different Paths

The goal, public safety through mass vaccination, was universal. But the path depended on culture.

Category	Japan	India
Uncertainty Avoidance	High – structure is essential	Low – flexibility is acceptable
Power Distance	Moderate – expert guidance respected	High – leaders carry authority
Messaging Style	Institutional, rational, long-term	Personal, emotional, community-based
Key Messengers	Scientists, government agencies	Religious leaders, celebrities, local officials

These differences aren’t superficial. They reflect deep-rooted ways of thinking—how people make decisions, whom they trust, and what motivates action.

Is Hofstede Still Useful?

Some critics argue that Hofstede’s model is outdated—it was based on corporate employees in the 1970s, after all. And yes, societies do evolve. Globalization, digital media, and rising individualism are reshaping values, especially among the young.

But core cultural patterns remain surprisingly stable. Japan still places high value on predictability and order. India continues to rely on relational trust and authority. Even today, Hofstede’s dimensions offer a valuable starting point, not a rulebook, but a framework for thinking across cultural lines.

Final Thoughts: Speak the Culture, Not Just the Language

The pandemic proved that science alone isn’t enough. Without trust, even the best vaccine sits unused. Culture shapes that trust—quietly, but powerfully.

So if you’re designing a health campaign, don’t just ask, “What do we want to say?”

Ask:

“How do people here decide what they believe?”
“Whose voice matters to them?”
“What feels normal, not foreign?”

Because effective health communication isn’t just about facts.
It’s about meeting people where they are, and speaking in ways they understand.

Sources:

• Hofstede Insights. (2024). Country Comparison: Japan, India. Retrieved from: https://www.hofstede-insights.com/country-comparison/japan,india/
• Hofstede, G. (2001). Culture’s Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations (2nd ed.). Thousand Oaks, CA: Sage Publications.
• Suri, D. (2021). “India’s Vaccine Campaign Relies on Community Health Workers and Local Leaders.” The BMJ, 374:n1704. Retrieved from: https://www.bmj.com/content/374/bmj.n1704
• Doering, T. (2021). “Japan’s Vaccine Rollout and the Challenge of Public Trust.” The Japan Times. Retrieved from: https://www.japantimes.co.jp/news/2021/05/31/national/vaccine-rollout-trust/
• World Health Organization (WHO). (2020). Behavioural Considerations for Acceptance and Uptake of COVID-19 Vaccines. Retrieved from: https://www.who.int/publications/i/item/9789240018280
• McSweeney, B. (2002). “Hofstede’s Model of National Cultural Differences and Their Consequences: A Triumph of Faith – A Failure of Analysis.” Human Relations, 55(1), 89–118.
• Taras, V., Kirkman, B. L., & Steel, P. (2010). “Examining the Impact of Culture’s Consequences: A Three-Decade, Multilevel, Meta-Analytic Review of Hofstede’s Cultural Value Dimensions.” Journal of Applied Psychology, 95(3), 405–439.

In today’s volatile business environment, crises are inevitable. Whether caused by a data breach, a public health incident, or a political controversy, a crisis can severely damage a company’s reputation and erode public trust. The role of crisis communication, therefore, becomes critical. It is not simply about damage control; it is about managing perceptions, sustaining confidence, and guiding both internal and external stakeholders through uncertainty. In Southeast Asia—a region marked by cultural diversity, regulatory variation, and different media freedoms—these challenges are magnified, demanding a more nuanced and locally grounded approach.

Crisis communication serves multiple overlapping functions. Its first task is to protect and preserve the organization’s public image. This involves releasing accurate and timely information, demonstrating accountability, and providing a clear outline of the steps being taken to resolve the issue. A second key function is stabilizing the internal environment. Employees, suppliers, and partners must be informed and assured that the organization is taking control of the situation. The third function centers on rebuilding or reinforcing trust among the public and stakeholders by reinforcing values, showing empathy, and outlining long-term solutions. Beyond these, crisis communication plays a role in helping stakeholders understand the situation—a function known as sense-making. It shapes how the crisis is perceived and what narrative emerges. Lastly, a vital but often overlooked function is learning. Crises provide an opportunity for companies to reflect, adapt, and become more resilient.

Managing crises in Southeast Asia brings a layer of cultural and institutional complexity that organizations must navigate with care. The region includes a wide range of countries with distinct traditions, languages, governance systems, and expectations. For example, in Singapore, the public generally expects transparency, precision, and swift action, in alignment with the country’s efficient and highly regulated governance style. In contrast, countries like Indonesia and Thailand place strong cultural emphasis on hierarchy and face-saving. In such contexts, communication that is too blunt or confrontational may be viewed as disrespectful and can cause more harm than good. Instead, companies are often expected to convey concern in a tone that is respectful and deferential, even under urgent conditions.

Vietnam presents another interesting case, where state involvement in business communication is more pronounced. In many instances, companies must align their messaging with government guidelines before communicating publicly. This dynamic requires corporate communicators to weigh speed against procedural compliance, finding a careful balance between urgency and diplomacy. The cultural expectations around crisis response are equally distinct in Malaysia and the Philippines, where public skepticism toward corporate institutions tends to be more pronounced due to past controversies or weaker regulatory enforcement. In these environments, companies are under heightened scrutiny and must be especially transparent and consistent in their messaging.

A striking example of regional crisis management can be seen in the response of Grab, the Singapore-based super app, when faced with allegations of a data breach in 2020. The company had to navigate not only technical issues but also regulatory expectations and cultural sensitivities across multiple Southeast Asian markets. In Singapore, Grab issued a prompt public statement and engaged directly with the Personal Data Protection Commission. In countries like Indonesia and Malaysia, communication was more measured and coordinated with local government agencies before going public. This approach demonstrated an understanding that effective crisis communication in Southeast Asia is not merely about having the right content but delivering it with the right tone and timing, customized to each local context.

Managing corporate expectations before, during, and after a crisis in Southeast Asia requires a sophisticated awareness of the region’s cultural terrain. Expectations are not static—they are shaped by public trust in institutions, historical precedents, and the cultural context of communication itself. In some markets, people expect rapid disclosure and accountability. In others, trust is built through quiet assurances, community engagement, and careful navigation of official channels. Companies that misjudge these expectations risk miscommunication, backlash, or long-term reputational harm.

To succeed in this environment, organizations must invest in cultural intelligence, not just media training. They must establish crisis communication strategies that are regionally adaptable, conduct scenario planning based on realistic cultural assumptions, and engage in constant dialogue with stakeholders. In Southeast Asia, crisis communication is not just a reactive measure—it is a strategic asset. It helps build relationships, demonstrate leadership, and foster resilience in the face of uncertainty.

As businesses continue to expand in this fast-growing and diverse region, mastering the art of culturally sensitive crisis communication will be critical. It is not enough to speak; organizations must learn to listen, adapt, and respond in ways that resonate with the values and expectations of the communities they serve.

Sources:
https://www.straitstimes.com/tech/grab-fined-10000-for-fourth-data-privacy-breach-in-two-years
https://medium.com/grab/reflecting-on-the-five-years-of-bug-bounty-at-grab-adf1df55eb80
https://www.pwc.com/gx/en/issues/crisis-solutions/crisis-communication.html

In today’s globalized world, effective communication across cultures is a critical driver of success in international business. Multinational teams, virtual collaboration, and global expansions demand more than just translation or familiarity with etiquette—they require a deep understanding of how people from different backgrounds co-create meaning in real-time. Yet, traditional research in international business (IB) has often relied on broad cultural frameworks that overlook the dynamic nature of actual communication. A recent study by Szkudlarek, Nardon, Osland, and Zander (2020) pushes the field forward by advocating a shift from comparative cultural analysis to process-oriented intercultural communication.

Historically, cross-cultural research in IB has centered on comparing communication patterns across national cultures, often using models like Hofstede’s cultural dimensions. These approaches, while influential, can reinforce static stereotypes and fail to capture the complex, evolving nature of communication in multicultural work settings. The study challenges this paradigm by emphasizing the need to examine what happens when individuals from different cultures interact directly. This shift focuses on the process rather than pre-existing differences, arguing that meaning is constructed dynamically in context rather than dictated by fixed cultural norms.

One illustrative example comes from the Airbus A380 project, which involved engineering teams from Germany, France, Spain, and the United Kingdom. Although English was the designated working language, serious misunderstandings arose due to different assumptions about how to communicate and collaborate. French engineers preferred meticulous, up-front planning, while their British counterparts adopted a more flexible, trial-and-error style. These conflicting expectations resulted in technical inconsistencies and major project delays. Airbus eventually had to restructure its communication systems, recognizing that it was not enough to standardize language—they needed to create shared understanding in the moment, across cultural divides. This case exemplifies the importance of interactional processes, not just national communication styles.

The study also brings renewed attention to concepts from communication theory that are often overlooked in international business, such as the use of space (proxemics), eye contact (gaze), gestures (kinesics), and physical touch (haptics). These nonverbal elements play a powerful role in shaping how messages are interpreted and responded to in intercultural settings. For instance, what might be considered assertive eye contact in one culture could be seen as disrespectful or confrontational in another. Recognizing and adapting to these nuances is essential for building trust and cooperation across cultures.

In terms of research methodology, the authors advocate for deeper, context-rich approaches like ethnographic case studies. These allow researchers to observe intercultural communication as it unfolds, revealing subtleties and dynamics that are often missed in surveys or experimental studies. Ethnographies can uncover how meanings shift during conversations, how misunderstandings are resolved in real time, and how emotions influence the flow of dialogue. While this method demands time, cultural sensitivity, and close engagement with participants, it offers unparalleled insights into the micro-processes of global communication.

A particularly forward-looking argument in the study is the idea that communication doesn’t merely reflect culture—it helps create it. This concept, known as the communicative constitution of organizations (CCO), suggests that organizations are shaped by the way people communicate within them. Every meeting, conversation, and informal exchange contributes to the evolving culture of a team or company. In international business, this means that culture is not something imported or imposed; it is something negotiated and co-constructed every day through shared interactions.

Ultimately, the study urges us to move beyond static definitions and toward a relational, evolving understanding of communication in global business. Instead of asking how “Germans” or “Chinese” communicate, we should ask how people from these backgrounds build meaning together in specific contexts. This perspective not only improves theoretical understanding but also equips practitioners to lead more inclusive, effective, and agile organizations in a diverse world.

Communication in international business is not merely about transmitting information. It is about co-creating shared meaning, navigating ambiguity, and building relationships in a multicultural environment. Understanding this dynamic interplay of culture and communication is essential for anyone seeking to succeed on the global stage.

Sources:
https://pdf.sciencedirectassets.com
https://simpleflying.com/airbus-a380-computer-design-delay/

In today’s hyper-connected world, public relations (PR) professionals frequently engage audiences across diverse cultural landscapes. However, what works in one country may fall flat—or even cause offense—in another. To navigate this complexity, a country study becomes an indispensable tool for international PR campaigns. Let’s explore what a country study entails, why it matters, and how it connects with international PR methodologies.y entails, why it matters, and how it connects with international PR methodologies.

A country study is a structured analysis that helps organizations understand the social, political, economic, and cultural landscape of a target country. It typically begins with an overview of the political environment, examining the government structure, media freedom, and the country’s international relations. Next, the economic factors are considered, such as GDP, consumer spending habits, and labor laws relevant to PR efforts. The legal and regulatory framework is also critical, covering laws related to advertising, public relations, and data privacy. A deep understanding of the media landscape follows—identifying dominant media channels, key influencers, and public trust in various media sources. Cultural dimensions are perhaps the most nuanced. These include language and communication styles, core social norms and taboos, religious influences, and local holidays. Hofstede’s cultural dimensions, like individualism versus collectivism or power distance, can offer valuable insight here. Lastly, the technological infrastructure must be assessed, including internet penetration, mobile phone usage, and the popularity of digital platforms.

A well-executed country study helps PR professionals avoid cultural missteps that could damage reputation or alienate audiences. It allows messaging to be tailored in a way that resonates with local values and expectations, making communication more effective and respectful. It also enables teams to identify important local media figures, platforms, and trends that shape public opinion. Most importantly, it helps build trust with foreign audiences by demonstrating genuine cultural awareness and sensitivity. In short, investing in this kind of research strengthens both short-term campaign outcomes and long-term brand credibility.

One widely used method in international PR research is environmental scanning, which involves the continuous analysis of external conditions to identify trends, risks, and opportunities. This technique provides real-time awareness of political, social, or economic changes that could impact communications strategy. It allows organizations to be proactive—adjusting campaigns or messaging before crises occur or capitalizing on emerging opportunities. However, environmental scanning also has its downsides. The volume of information gathered can become overwhelming, particularly in fast-changing environments. Constant monitoring demands significant time and resources. Additionally, while it provides breadth, it may lack the depth of localized insights unless combined with in-country research.
Despite these challenges, environmental scanning remains a valuable complement to the country study. Together, they form a powerful foundation for informed, adaptable, and culturally intelligent PR strategies.

In global public relations, context is everything. A message that is compelling in New York might confuse audiences in Tokyo or offend those in Riyadh. That’s why a thorough country study, supported by techniques like environmental scanning, is crucial to any successful international PR strategy. Understanding the unique nuances of a nation is not just a smart move—it’s a respectful and ethical one.

Sources:
https://unacademy.com/content/nta-ugc/study-material/business-and-general-awareness/understanding-environmental-scanning/
https://nextlevelecommerce.co/the-importance-of-environmental-scanning-for-business-success/

Corporate identity refers to the visual and communicative elements that represent a company to the public, such as logos, branding, and messaging. It’s the outward expression of a company’s values and mission. Organizational identity, on the other hand, is the collective understanding within the organization about “who we are” as a company. It encompasses the shared beliefs, values, and norms that define the organization’s culture and operations. When these identities are misaligned, it can lead to confusion, mistrust, and a weakened brand reputation.

Examples of identity mismatches
BP’s “Beyond Petroleum” campaign
In the early 2000s, BP rebranded itself with the slogan “Beyond Petroleum,” signalling a commitment to renewable energy. However, the company’s core operations remained heavily focused on oil and gas. This discrepancy became glaringly apparent after the Deepwater Horizon oil spill in 2010, leading to public skepticism about BP’s environmental commitments.

The Body Shop’s ethical image
The Body Shop built its brand on ethical sourcing and social activism. However, reports of inconsistencies between its stated policies and actual practices led to public scrutiny. An ethical audit revealed gaps between the company’s communicated identity and its actual operations, undermining consumer trust.

Hilton Hotels’ dual branding
Hilton Hotels faced challenges when two corporate identities operated under the same brand name but communicated different brand promises. This led to confusion among consumers who perceived Hilton as a single entity, highlighting the risks of inconsistent corporate messaging.

Theoretical insights: Managing multiple organizational identities
Organizations often encompass multiple identities, especially when they operate across diverse markets or merge with other entities. Pratt and Foreman (2000) discuss how managers can respond to multiple organizational identities through strategies like:

• Compartmentalization: Maintaining separate identities for different units.
• Deletion: Eliminating conflicting identities.
• Integration: Combining identities into a cohesive whole.
• Aggregation: Allowing multiple identities to coexist without integration.

So, is it possible to have multiple organizational identities?
Yes, it’s possible—and sometimes beneficial—for organizations to have multiple identities. This multiplicity allows companies to cater to diverse markets, innovate across sectors, and adapt to changing environments. However, managing these identities requires clear communication, strategic alignment, and an understanding of how each identity serves the organization’s overarching goals.
In conclusion, aligning corporate and organizational identities is crucial for maintaining brand integrity and stakeholder trust. By understanding and strategically managing multiple identities, organizations can navigate complexities and position themselves effectively in the market.

Sources:
https://medium.com/%40thomasstllnwrk/how-companies-run-into-identity-crisis-2c7fe8e8557e
https://www.referenceforbusiness.com/encyclopedia/Con-Cos/Corporate-Identity.html
https://fastercapital.com/content/Brand-Identity–Branding-from-Within–How-Organizational-Culture-Shapes-Our-Public-Face.html
https://www.researchgate.net/publication/317215835_Corporate_brand_idenity_and_image_to_align_or_separate_-_this_is_the_question

Coca-Cola, operating in over 200 countries, launched the “Share a Coke” campaign in Australia in 2011, replacing its iconic logo with popular local names on bottles. This personalized approach expanded to more than 80 countries, adapting to regional naming conventions and cultural nuances. The campaign’s success lay in its ability to foster personal connections, encouraging consumers to find bottles with their names or those of friends and share their experiences on social media. This strategy not only boosted sales but also enhanced brand engagement globally.

To comprehend how branding communication operates, the source–message–channel–receiver (SMCR) model, developed by David Berlo in 1960, offers valuable insights. This model outlines the communication process as follows:

• Source: The originator of the message—in branding, this is the company or brand.
• Message: The content being communicated, such as the brand’s values, stories, or campaigns.
• Channel: The medium through which the message is delivered, including television, social media, packaging, etc.
• Receiver: The target audience or consumers who interpret and respond to the message.

In the context of Coca-Cola’s campaign, the company (source) crafted a personalized message (“Share a Coke with [Name]”) delivered through various channels (bottles, advertisements, social media) to reach consumers (receivers), who then engaged with the brand by sharing their experiences.

Coca-Cola’s strategy also aligns with the principles of emotional branding, which focuses on creating a bond between the consumer and the product by evoking emotions. By personalizing bottles and encouraging sharing, Coca-Cola tapped into consumers’ feelings of connection and belonging, strengthening brand loyalty.

In summary, Coca-Cola’s “Share a Coke” campaign demonstrates effective global branding by combining personalization with consistent brand messaging. Understanding communication theories like the SMCR model and emotional branding provides deeper insight into how such campaigns resonate with audiences worldwide.

Sources:
https://smallbizoptimize.com/branding-case-studies/
https://theglobalreachvisionary.com/successful-case-studies-in-global-marketing-campaigns-lessons-from-coca-cola-and-nike/
https://www.toolshero.com/communication-methods/berlos-smcr-model-of-communication/
https://blog.hubspot.de/marketing/emotional-branding

When the COVID-19 pandemic first began sweeping across the globe in early 2020, one brand found itself caught in the storm for reasons that had nothing to do with public health failures or wrong messaging. The Mexican beer Corona became the center of an unexpected intercultural communication challenge: how do you maintain brand trust when your name is suddenly associated with a deadly virus?

A Case of Misunderstood Association

For many, the word “Corona” had long been synonymous with vacation vibes, beach sunsets, and chilled beers. But with the rise of the “novel coronavirus” (SARS-CoV-2), the word took on an entirely different meaning in media headlines and everyday conversations. Despite there being no actual connection between the virus and the beverage, confusion among some consumers began to spread.

In fact, a 2020 survey by 5WPR found that 38% of Americans wouldn’t buy Corona beer under any circumstances during the pandemic, and 14% said they wouldn’t order it in public. While these numbers were often taken out of context by headlines, the brand faced a very real dilemma: global brand recognition had become a double-edged sword.

Intercultural Communication Breakdown

The Corona incident is a textbook example of unintentional brand misinterpretation, made worse by differences in language, media literacy, and cultural context. In some countries, “corona” simply meant “crown” (as it does in Spanish and Latin). But in others, especially those relying heavily on English-language media, the overlap in terminology sparked misplaced associations.

This situation highlights a key principle in intercultural communication: meanings are not universal. What seems obvious in one cultural or linguistic context may be entirely misunderstood in another.

Corona’s Response: Calm, Consistent, and On-Brand

Unlike many companies that might have rushed into a reactive PR campaign, Grupo Modelo—the company behind Corona beer chose a more measured and culturally sensitive approach to the unfolding crisis. Instead of panicking or launching defensive campaigns, the company stuck to its values and brand identity.

Crucially, Corona did not change its brand name. This decision communicated long-term confidence and a belief that public perception would eventually realign with reality. The brand’s public communication remained steady, focusing on clarity, public health, and social responsibility rather than reacting emotionally to the swirl of rumors and memes.

In its home country of Mexico, Grupo Modelo temporarily halted beer production in full compliance with government mandates during the height of the pandemic. This move positioned the company not as a victim of bad luck or misinformation, but as a responsible corporate citizen doing its part. Beyond Mexico, the company also donated supplies and repurposed parts of its logistics network to support healthcare systems across Latin America.

Rather than engaging directly with the name confusion or feeding into the media frenzy, Corona chose to let its actions and brand identity speak for themselves. By doing so, it reinforced its image as a mature, laid-back brand that remained calm in the face of global tension, an identity that many consumers found reassuring during a time of uncertainty.

Lessons for International Market Communication

This case offers several takeaways for brands operating in international markets:

1. Words have different meanings across cultures. Even a brand name can become controversial due to shifts in public perception.
2. Emotional association matters. When fear or crisis dominates public discourse, any accidental linkage even by name can cause reputational damage.
3. Silence can be a strategy. In this case, not over-explaining or rebranding helped Corona avoid seeming defensive or panicked.
4. Stay true to your brand DNA. Corona remained consistent in tone and action. Calm, community-focused, and culturally grounded.

Final Thoughts: Branding in a Globalized World

In today’s globally connected world, intercultural communication goes far beyond language. It’s about understanding how messages are received across different cultures and contexts. The Corona Beer case shows that a crisis can emerge from the most unlikely places. But when a brand knows who it is and responds with cultural awareness and steady communication, it cannot only manage the moment, but also strengthen its reputation for the future.

Intercultural communication plays a vital role for companies in an increasingly globalized world. Business success no longer depends solely on the quality of a product, but also on how well companies understand cultural differences and incorporate them into their communication strategies. In this blog, we will discuss: What exactly is intercultural communication? What is meant by global-local paradox? And how does IKEA navigate and contribute to these phenomena?

What is International Communication?

As Jens Allwood (1985) defines it,

 “Intercultural communication can thus be defined as the sharing of information on different levels of awareness and control between people with different cultural backgrounds, where different cultural backgrounds include both national cultural differences and differences which are connected with participation in the different activities that exist within a national unit.” (Allwood, J. 1985).

In other words, intercultural communication refers to the exchange of information between individual from different cultural backgrounds.
This may involve differences in nationality, ethnicity, religion, language or even professional and generational subcultures. It is not limited to conversations between people from different countries, it can also apply to communication between people of different social roles. 
One example could be a 14-xear-old teenager who does not typically communicate the same way as an 82-years-old senior citizen. Even if they are born and raised in the same neighborhood, their conversation could be also intercultural as from two people from opposite corners of the world (Arent, R. 2009). 
Unlike multicultural communication, which simply acknowledges the coexistence of different cultures, or cross-cultural communication, which compares cultures, intercultural communication is about active interaction. It involves navigating and negotiating cultural differences in real time to reach mutual understanding, shared meaning and effective collaboration.

Whether in a meeting, and advertisement or a product description, every act of communication can either bridge or widen the cultural gap with good intercultural communication. 

Think global, act local: The Global-Local Paradox

The Global-Local Paradox describes the challenges companies face when they try to balance two important goals: being consistent around the worls and staying relevant in each local market. 

Thinking and behavior are influenced by culture. Companies want to have a clear and strong global brand identity.  This means that people in different countries should recognize the brand easily and associate it with the same values and quality. A consistent brand helps build trust and loyalty across borders. But local markets are different. People in each country or region have their own cultural habits, values and ways of communication. What works in our country might feel strange or even offensive in another.  To be successful, companies often need to adapt their products, messages and customer experiences to fit local expectations.

Finding the right balance between being global and local at the same time is not easy.  But it is essential for businesses that want to grow internationally.  

A good example is IKEA´s culture, which is shaped by Swedish values:

• Flat hierarchies
• Consensus-based decision-making 
• Open, informal communication 

These principles shows that IKEA prefers a team-oriented and equal way of working. People are encouraging to share ideas and decisions are often made together.  
But in some other countries, hierarchy is important, and people are used to clear rules and strong leaders. In these places IKEA´s open and flat style can be both, helpful and difficult.

Bringing “think global” and “act local” together under one roof can be a real challenge for a global company like IKEA.

Intercultural Teams in Everyday Work: Challenges and Solutions at IKEA

Working in intercultural teams is part of daily life in global companies especially IKEA. Employees from different countries, backgrounds and belief system collaborate on shared goals. But cultural differences can lead to misunderstandings, especially when it comes to communication styles, decision-making pt attitudes toward hierarchy.

For example, team members form Sweden might be used to flat hierarchism, open discussion and consensus-based decisions. In contrast, colleagues from countries with more hierarchical cultures might expect cleat instructions from a leader and may hesitate to openly challenges ideas. These differences can cause confusion or even conflict, especially when not addressed directly. 

As Ting-Toomey (1999) explains, 

„Intercultural communication takes place when individuals influenced by different cultural communities negotiate shared meaning in interactions‟ (Ting-Toomey, S. 1999, in commGAP)

But this negotiation is not always easy – especially when unspoken cultural assumptions get in the way. What feels “polite” or “efficient” in one culture might feel disrespectful or unclear in another.  This is where the Global-Local Paradox also plays a role.  IKEA encourages open, inclusive communication and team-based decisions. But the values may not automatically align with local expectations.  Implementing the same work everywhere can backfire id local teams are not prepared. IKEA chooses not to give up in its values.  Instead, it uses training and dialogue to build bridges. 

To deal with these challenges, IKEA has developed structured intercultural training programs, leadership workshops and diversity and inclusion initiatives. These are designed to teach about other cultures and to build skills in active listening, cultural empathy and conflict resolution. As explained in the social science approach to interculturally communication, training helps individuals reduce uncertainty and anxiety in unfamiliar settings (Gudykunst, 2003).  When employees feel more confident navigating cultural differences, communication becomes smoother, and teamwork improves.

In addition, IKEA emphasizes shared core values such as respect, togetherness and simplicity, as a foundation that connects all employees, regardless of their cultural background. These values act as a “Common language” across borders, helping to reduce cultural friction while allowing local adaptations. 

IKEA and What We Can Learn from the Company

IKEA approach shows that building effective intercultural teams requires more than good intentions. It takes education, openness and practical tools to bridge differences and create true global collaboration. By investing in intercultural communication and understanding the balance between global values and local realities. IKEA is not just managing diversity, it is using it as a strength. 

References

Auwalu, A. I., Ali-Garga, F. Z., & Yunusa, M. (2015). The meaning and theories of intercultural communication and how it promotes peace among countries of the world [Working paper]. Bayero University, Kano.

IKEA. (n.d.). Kundenservice. IKEA Deutschland. https://www.ikea.com/de/de/customer-service/

Sharing knowledge across borders is one of the greatest challenges, and greatest opportunities, for international companies. In a world where innovation cycles are getting shorter and teams are spread across continents, the ability to share expertise, lessons learned, and best practices can make the difference between leading the market and falling behind.

But how can global organizations foster a culture where knowledge flows freely, overcoming barriers of language, time zone, and local culture? The answer lies in a combination of the right tools, the right incentives, and, perhaps most importantly, the right principles. Here, the Page Principles, developed by the Arthur W. Page Society, offer a powerful framework for building trust, transparency, and engagement in knowledge sharing.

The Page Principles: A Foundation for Communication and Knowledge Sharing

The Arthur W. Page Society’s Page Principles are a set of guidelines for ethical and effective communication in corporations. While originally designed for public relations, these principles are highly relevant for internal communication—especially in the context of knowledge sharing. The most important Page Principles for this topic include:

• Tell the Truth: Be honest and transparent in all communications.
• Prove It with Action: Back up words with concrete actions.
• Listen to the Customer (or Employee): Encourage feedback and listen actively.
• Manage for Tomorrow: Anticipate future needs and challenges.
• Conduct Public Relations as if the Whole Company Depends on It: Treat communication as a core business function.
• Realize a Company’s True Character is Expressed by Its People: Empower employees to be ambassadors and knowledge carriers.

Why Knowledge Sharing Matters in a Global Context

For multinational organizations, knowledge sharing is not just a “nice to have”—it is essential for:

• Accelerating innovation: New ideas and solutions can be quickly spread across the company.
• Avoiding duplication: Teams don’t waste time reinventing the wheel.
• Ensuring consistency: Quality and standards are maintained globally.
• Building a sense of unity: Employees feel part of a global network, not isolated outposts.

However, challenges abound: language barriers, cultural differences, information silos, and a lack of trust can all hinder the free flow of knowledge.

Applying the Page Principles to Knowledge Sharing

1. Tell the Truth: Foster Transparency

Openly sharing both successes and failures is critical. When employees know that it’s safe to discuss mistakes and lessons learned, they are more likely to contribute valuable insights. Transparency builds trust, which is the foundation of any knowledge-sharing culture.

2. Prove It with Action: Leadership Sets the Example

Leaders must not only talk about the importance of knowledge sharing—they must actively participate and recognize those who contribute. This might mean sharing their own experiences, highlighting best practices in internal communications, or rewarding teams that collaborate across borders.

3. Listen to Employees: Two-Way Communication

Knowledge sharing is not a one-way street. Companies should create forums, digital platforms, and regular meetings where employees can ask questions, share ideas, and give feedback. Listening to employees in different regions ensures that local knowledge is valued and integrated into global practices.

4. Manage for Tomorrow: Build Sustainable Systems

Investing in knowledge management platforms, training, and incentives is crucial. But it’s equally important to anticipate future needs—such as integrating AI-powered search tools or supporting remote collaboration—to keep the knowledge-sharing system relevant and effective.

5. Express Company Character: Empower Knowledge Champions

Every employee is a potential knowledge ambassador. By recognizing and empowering those who actively share expertise, companies can create a ripple effect that encourages others to participate.

Real-World Example: Siemens ShareNet

A standout example of these principles in action is Siemens’ ShareNet platform. Siemens, a global technology and engineering company, faced the challenge of connecting experts and sharing knowledge across its vast international workforce. ShareNet was developed as a web-based knowledge management system where employees could:

• Access project templates, best practices, and training materials.
• Ask questions and receive answers from colleagues worldwide.
• Share lessons learned from local projects so others could benefit.

What made ShareNet successful was not just technology, but the culture Siemens built around it. The company encouraged participation, recognized contributors, and embedded knowledge sharing into daily routines. This approach reflected Page Principles such as “Prove it with action” and “Realize a company’s true character is expressed by its people.” As a result, Siemens saw faster problem-solving, reduced duplication of effort, and a stronger sense of global community.

Overcoming Barriers: Practical Tips

• Localize content: Make sure knowledge is accessible in multiple languages and relevant to local contexts.
• Leverage multiple channels: Use digital platforms, in-person meetings, and informal networks to reach everyone.
• Reward sharing: Recognize employees who contribute valuable knowledge, both formally and informally.
• Encourage storytelling: Personal stories about overcoming challenges are often more memorable and useful than formal reports.

Conclusion

Building a knowledge-sharing culture in global organizations is a journey, not a destination. By applying the Page Principles, focusing on truth, action, listening, and empowerment, companies can break down barriers and unlock the full potential of their international teams. The Siemens ShareNet story shows that when knowledge flows freely, innovation, unity, and resilience follow.

Sources:

• Arthur W. Page Society. (n.d.). The Page Principles
• Dous, M., & Davenport, T.H. (2005). Five steps to creating a global knowledge-sharing system: Siemens’ ShareNet. Academy of Management Perspectives, 19(2), 9-23. https://www.jstor.org/stable/4166171
• Knowledge Sharing in International Business: A Literature Review. https://hrcak.srce.hr/279414#:~:text=The%20review%20focused%20on%20the%20topic%20of%20knowledge,knowledge%20sharing%2C%20international%20business%20organizations%2C%20and%20earlier%20studies.
• World Bank. (2014). Sharing Knowledge to Achieve Development Goals. https://documents.worldbank.org/en/publication/documents-reports/documentdetail/439131468313499264
• HowNow. (2024). Reimagining Learning with AI Agents and Human Connection. https://brandonhall.com/hownow-reimagining-learning-with-ai-agents-and-human-connection/
• Harvard Business Review. (2019). A New Approach to Knowledge-Sharing Within Organizations. https://hbr.org/2024/08/a-new-approach-to-knowledge-sharing-within-organizations

In 2018, Italian luxury brand Dolce & Gabbana (D&G) faced a massive backlash in China due to a marketing campaign that many saw as culturally insensitive. This controversy has since become a striking example of how poor intercultural communication can damage even the most globally recognized brands.

The way people think and perceive is guided by the framework of their own culture (De Mooij, 2018, p. 3).

When companies ignore this, even simple messages can be misunderstood or rejected.

Beech, H. (2018, November 22). Dolce & Gabbana ad prompts backlash in China. Time. https://time.com/5461964/dolce-gabbana-ad-controversy-china/

De Mooij, M. (2018). Global marketing and advertising: Understanding cultural paradoxes (5th ed.). SAGE Publications.

Wang, Y. (2018, November 23). Dolce & Gabbana’s China disaster shows how global fashion is being reshaped. Welt. https://www.welt.de/iconist/mode/article184467244/China-und-Dolce-Gabbana-Ein-Rassismusskandal-zeigt-wie-die-Modewelt-heute-funktioniert.html

In today’s interconnected world, companies often dream of creating global brands that speak to everyone, everywhere. Yet, as many have discovered, what works wonders in one country can fall flat—or even backfire—in another. The story of Walmart’s failed expansion into Germany is a powerful real-life example of the paradoxes and challenges that define intercultural communication in global marketing.

The Dream of Global Consistency

Globalization has made it easier than ever for companies to enter new markets. The logic seems simple: If a business model or marketing strategy is successful in one country, why not replicate it elsewhere? This belief underpins the idea of standardization—creating one message, one brand, one experience for the whole world.

But as international marketing experts point out, this approach is full of paradoxes. While products can be global, people and their values, habits, and expectations remain deeply local. The more companies try to act globally, the more they run into the reality of local cultures.

Walmart in Germany: A Case Study in Culture Clash

When Walmart, the American retail giant, entered Germany in the late 1990s, it brought with it a strong corporate culture and a set of practices that had proven wildly successful in the United States. American-style customer service, cheerful “greeters” at the entrance, and enthusiastic team-building rituals like the “Walmart Cheer” were all part of the package.

However, these practices did not translate well to the German context. German shoppers found the enthusiastic greetings intrusive and inauthentic. Employees felt uncomfortable with the forced cheerfulness and group chants, which clashed with local workplace norms that value professionalism and personal boundaries. Even Walmart’s approach to employee relations and management hierarchy conflicted with German expectations around labor rights and collaborative decision-making.

Despite significant investment, Walmart struggled to win over both customers and employees. After nearly a decade of losses and cultural missteps, the company withdrew from Germany in 2006.

The Paradoxes at Play

Walmart’s experience in Germany perfectly illustrates several paradoxes highlighted by experts in global marketing communication:

• The Global-Local Paradox: The more a company tries to act globally, the more important local identity and culture become. Walmart’s standardized approach ignored the fact that German consumers and workers have different expectations and values than their American counterparts.
• The Value Paradox: What is considered positive or motivating in one culture (e.g., public enthusiasm and team spirit) may be perceived as awkward or even negative in another. In the U.S., friendliness and overt positivity are valued in retail; in Germany, they can seem artificial.
• The Technology and Media Paradox: Even as technology and media connect us, they also reinforce local differences. Walmart’s internal communications and training materials, designed for an American audience, didn’t resonate with German staff.

Lessons for Global Companies

What can global companies learn from Walmart’s German adventure?

1. Local Markets Are People, Not Just Products: While it’s tempting to focus on efficiency and cost savings through standardization, real success comes from understanding and adapting to the people in each market.
2. Culture Shapes Communication: Words, gestures, and management styles carry different meanings across cultures. Translating a slogan or replicating a practice is not enough. Companies must grasp the underlying values and worldviews.
3. Adaptation Is Key: The most effective global brands are those that find a balance between a consistent core identity and flexible local adaptation. This might mean tweaking advertising messages, adjusting customer service approaches, or even rethinking management practices for different markets.

Conclusion: Embracing the Paradox

The dream of a seamless global brand is alluring, but the reality is far more complex and interesting. As the paradoxes of global marketing communication show, success in international business is not about erasing differences, but about embracing and learning from them.

Walmart’s story in Germany is a reminder that, in the end, people are not global—they are local. The companies that thrive are those that listen, learn, and adapt, turning cultural differences from obstacles into opportunities for genuine connection and growth.

Sources:

• de Mooij, M. (2019). Chapter 1: The Paradoxes in Global Marketing Communications. In: Global Marketing and Advertising. [PDF]. SAGE Publications. 

• Christopherson, S. (2007). Barriers to ‘US style’ lean retailing: The case of Wal‐Mart’s failure in Germany. Journal of Economic Geography, 7(4), 451-469. 

Crisis communication is crucial in shaping public perception and maintaining stakeholder trust during unexpected events. In Southeast Asia, and particularly in Thailand, effective communication must take into account cultural norms such as face-saving, hierarchical structures, and indirect speech. A noteworthy example that highlights these dynamics is the 2013 Thai Airways Airbus A330 accident at Bangkok’s Suvarnabhumi Airport. This blog post discusses the functions of crisis communication and the management of stakeholder expectations in the Thai context, using the Thai Airways case as a focal point. Additionally, Thai Airways’ response will be analyzed using the Image Repair Theory.

Understanding crisis communication in Thailand

In Thailand, crisis communication tends to reflect a cultural preference for harmony and avoidance of direct confrontation. Messages are often filtered through several layers of hierarchy, which can result in delayed or ambiguous public statements. While this approach may align with Thai societal values – where maintaining face and avoiding public embarrassment are important – it can conflict with international expectations that emphasize speed, transparency and accountability.

As social media and global news cycles increasingly demand rapid and open communication, companies operating in Thailand must navigate a careful balance. They need to respect local cultural norms while also recognizing that global stakeholders may expect a different standard of response. (Global Alliance, 2020)

Case Study: The Thai Airways A330 accident

On September 8, 2013, a Thai Airways flight skidded off the runway in Bangkok due to a landing gear dysfunction. Several passengers were injured. What drew widespread attention and criticism was the airline’s decision to paint over the logo on the aircraft after the incident. They were stating that this was standard procedure to protect the brand during a crisis. (The Guardian, 2013)

However, this action attracted widespread criticism, particularly from international observers. It was perceived as an attempt to conceal the incident rather than address it transparently. In an era where images and information spread rapidly online, such a strategy appeared outdated and ineffective. (Bernstein Crisis Management, 2013)

Applying Image Repair Theory

The airline’s response can be analyzed using William Benoit’s Image Repair Theory, which outlines strategic options organizations can adopt to defend their reputation. By removing its branding from the damaged aircraft, Thai Airways was likely attempting to minimize the visual association between the incident and the company. Furthermore, public statements framed the event as a routine technical issue, downplaying its severity and implying that no systemic problems existed.

This approach overlooked the growing public expectation for openness and accountability. Rather than choosing more constructive image repair strategies such as corrective action or mortification – both of which involve acknowledging fault and committing to change – Thai Airways relied on image control. This ultimately failed to restore public confidence or demonstrate genuine responsibility. (Coombs & Holladay, 2012)

Managing expectations: The Thai cultural context

Managing stakeholder expectations during a crisis requires sensitivity to both local and international norms. In Thailand, communication often avoids assigning blame and instead focuses on maintaining calm and preserving reputation. For local audiences, this can be acceptable, even preferred. It reflects respect, modesty and a desire to avoid public confrontation. (Midas PR, 2022)

However, for international stakeholders and media, such an approach may be interpreted as evasive or insufficient. In high-stakes situations, audiences outside of Thailand are more likely to expect direct communication, detailed explanations, and clearly defined corrective actions.

For companies operating in Thailand, it is essential to adapt communication strategies accordingly. While honoring Thai cultural values, organizations should also ensure they are prepared to meet international expectations. This includes developing crisis response protocols, training senior executives in effective public communication, and delivering accurate information promptly to all relevant audiences. (Global Alliance, 2020)

Conclusion: The need for strategic adaption

The Thai Airways case underscores the limitations of traditional crisis communication methods in a globalized media environment. Successful crisis management in Southeast Asia requires more than image protection. It demands substance, timeliness and a commitment to stakeholder trust.

By aligning culturally sensitive communication with the transparency expected by global audiences, organizations can better protect their reputation and credibility. Planning ahead, responding quickly and communicating clearly are key to navigating crises effectively – both within Thailand and on the international stage.

Sources

Bernstein Crisis Management. (2013, September 9). Hey Thai Airlines, it’s not 1950 anymore. BernsteinCrisisManagement.com. https://www.bernsteincrisismanagement.com/hey-thai-airlines-its-not-1950-anymore/

Coombs, W. T., & Holladay, S. J. (2012). The handbook of crisis communication. Wiley-Blackwell.

Global Alliance for Public Relations and Communication Management. (2020, April 13). 12 steps for managing an association in a time of crisis. https://www.globalalliancepr.org/thoughts/2020/4/13/global-alliance-12-steps-for-managing-an-association-in-a-time-of-crisis

Midas PR. (2022). Crisis communication through the lens of Thai culture. https://www.midas-pr.com/crisis-communication-through-the-lens-of-thai-culture/

The Guardian. (2013, September 9). Thai Airways plane skids off runway in Bangkok. https://www.theguardian.com/world/2013/sep/09/thai-airways-plane-runway-bangkok

Crisis communication is an essential component of a successful marketing strategy and helps companies prepare more effectively for challenging situations. 
Especially in regions like Southeast Asia – characterized by cultural diversity, political heterogeneity and economic transformation, crisis communication plays a crucial role. It becomes clear how vital strategic communication is for maintaining trust and managing corporate expectations.
But what defines effective crisis communication, and how can companies strike the right balance between transparency, control and cultural sensitivity?

Singapore Airline: A Case Study in High Altitude Communication

A compelling example of well-executed crisis communication in Southeast Asia is Singapore Airlines. During the SARS outbreak (2003) and the COVID-19 pandemic, the airline demonstrate how proactive, ethical and culturally attuned crisis strategies can safeguard corporate reputation even during global health emergencies. 

“Managing meaning involves the messages used in attempts to shape how people perceive 

the crisis or the organization in crisis” (Crisis Capsules, Chapter 2 (n.d.))

Singapore Airlines not focused only on operational logistics; They emphasized the human dimension of the crisis. It engaged in empathetic messaging, clear safety communication and consistent stakeholder outreach, embodying the key functions of effective crisis communication.According to Sturges (1994), crisis communication serves three purposes:

• Instructing information (how to cope physically with the crisis)
• Adjusting information (how to cope psychologically with the crisis)
• Reputation repair (attempts to ameliorate the damage a crisis inflicts on an organization)

Singapore Airlines covered all three areas:

• Instructing information: Timely updates on flight suspensions and health protocols
• Adjusting information: Messages of solidarity and flexibility for customers and staff
• Reputation repair: Clear commitments to future safety investment and service recovery 

According to Cohen et al. (2002), this shows that corrective measures in crisis communication lead to a positive reaction from stakeholders. Examining the three purposes of crisis communication and applying them in practice, as Singapore Airlines has done, leads to an open and transparent approach to customers.

12 Steps for a Better Communication in Crisis 

Expectation management during a crisis is not about control, it is about adaptive stakeholder-centered leadership. He Global Alliance offers a step-by-step approach to help associations and organizations during a crisis periods.  

The 12 steps include:

• Develop a Communication Strategy 
• Communicate Frequently and Transparently 
• Understand Member Expectations 
• Reevalute Revenue Sources 
• Innovate with NeW Services 
• Cut Non-Essential Costs
• Reassess Human Resources 
• Prepare for Membership Loss
• Strengthen Member Networking 
• Continuously Monitor Member Needs
• Involve the Board Actively
• Build and Leverage Partnerships 

That reflect a holistic philosophy of leadership during crisis. At their core, these steps emphasize the importance of clear communication, financial discipline, member-centric thinking and adaptive innovation. 

In Southeast Asia, where organizational relationships are often by collectivist values, hierarchical structures and a strong sense of community loyalty, these principles gain even greater relevance.  By listening closely, responding with empathy a staying strategically focuses, associations and companies can not only survive crises – they can emerge from them stronger, more trusted and better connected to the people they serve (Freitag, p. 7).

Singapore Airlines communicated regulary with:

• Government autotories,
• Customers (via mail, social media, website),
• Employees,
• Partners and suppliers.

From Listening to Adaption

Singapore Airlines showed after and during the SARS outbreak (2003) and the COVID-19 pandemic that effective crisis communication is not just about managing headlines. It is about managing human emotions, expectations and relationships. Without a good crisis communication-strategy, companies and organizations will lose they reputation and customers. 

It depends on the culture how a company has to interact during a crisis, but in regions like Southeast Asia, organizations must respond with purpose, empathy and vision. 

Sources:

Crisis Capsules, Chapter 2 (n.d.)

Freitag, A. R. et al. Chapter 7: South and Southeast Asia, in Global Public Relations.

Global Alliance. 12 Steps for Managing an Association in a Time of Crisis (2020).

https://www.singaporeair.com/de_DE/de/home#/

In today’s world, international marketing does not start with a campaign — it starts with a Zoom call. Global teams brainstorm across time zones, pitch ideas in second languages and send messages through screens. The assumption? As long as everyone speaks English and has internet, communication should flow. But often, it does not.

Behind the screens, cultural expectations silently shape how we speak, listen and respond. A smiley emoji might feel friendly in one country and childish in another. A blunt “no” could mean honesty — or offense. What appears as simple miscommunication in remote teams reflects deeper challenges in international market communication.

A global team, a local problem

Take the example of an international marketing team spread across New York, Tokyo, São Paulo and Munich. During virtual meetings, the American team lead pushes for fast feedback. The German colleague offers direct criticism, believing it is constructive. The Brazilian team member prefers to open with casual conversation to build rapport. Meanwhile, the Japanese participant avoids open disagreement altogether, nodding quietly. The result: Everyone leaves the meeting with a different understanding of what was agreed.

This is not an exception. It is a daily reality for global organizations. According to communication research, misunderstandings in virtual teams often stem from cultural communication patterns — not just language proficiency. A recent study on cross-cultural digital interaction confirms that values like individualism, hierarchy and privacy influence how people behave online. Some cultures view silence as respectful; others see it as disengagement. Some expect group consensus before responding; others value personal initiative.

From internal gaps to external failures

When internal communication does not work, the consequences go far beyond team dynamics. Inconsistent messaging, clashing assumptions, or lack of cultural awareness can lead to serious failures in international market communication. If a global team misunderstands each other internally, how can they effectively speak to consumers in different cultures?

For instance, a team that assumes direct language is “clear” might create campaigns that feel aggressive in more harmony-oriented markets. Or a campaign rooted in humor might fall flat, or offend, if the cultural context is not shared. As the Cross-Cultural Differences in Online Communication study highlights, marketers need to adapt communication not just by translating content, but by deeply understanding the digital behaviors, values and sensitivities of each cultural audience.

5 Tips to improve cultural sensitivity in virtual communication

Before brands can succeed globally, teams must learn to collaborate across cultures. Improving cultural sensitivity is not about mastering etiquette. It is about building trust and avoiding costly missteps. Here are five concrete ways teams can improve:

First, invest time in learning how different cultures communicate. What sounds efficient to you might sound rude to someone else. Second, rotate meeting times fairly to respect different time zones. Third, avoid idioms or jokes that do not translate well, and speak at a clear, steady pace. Fourth, create space for everyone to contribute. Whether in meetings, chats, or follow-up emails. Lastly, take interest in your team members’ cultural backgrounds. Small gestures, like asking about holidays or understanding cultural values, create deeper connections and mutual respect.

From meetings to markets

Ultimately, every brand that wants to go global must start by going inward. How well a company communicates within its diverse teams directly impacts how it connects with diverse consumers. A tone-deaf internal culture often produces tone-deaf campaigns. On the other hand, teams that embrace cross-cultural awareness are better equipped to transcreate their brand message, not just translate it, making it resonate meaningfully across borders.

As one study concluded, there is no single way people communicate online. There are only culturally shaped patterns. And the more we understand them, the better we can collaborate and communicate across the world.

Sources:
WeWorkRemotely. 5 Tips To Improve Cultural Sensitivity in Virtual Communication.
https://weworkremotely.com/5-tips-to-improve-cultural-sensitivity-in-virtual-communication

Businessing Magazine. Top 10 Zoom Mistakes You Might Not Realize You’re Making.
https://businessingmag.com/14523/equipping/zoom-mistakes/