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/

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#/

How do global companies successfully communicate with diverse target audiences? Using BMW´s digital marketing strategy as a case study, this blog post combines theoretical insights with real-world applications. We will explore how to design a media campaign for a specific country – in this case, Brasil.  How to prepare a CEO for local media interviews and what challenges arise when conducting primary research abroad. 

BMW`s Story of Joy

BMW has long embraced integrated online communication. A great example is the “Story of Joy” campaign launched in 2010. The goal: opening the brand for new customers – from a purely performance-focused image (“The Ultimate Driving Machine”) to one centered on emotional experience and lifestyle. 

An industry-specific intelligent social media listening tool was used to determine the impact of the campaign; and was noted that the brand conversations by females had increased by 20% signaling a definite demographic shift (J.D.Power, 2010).

What made it especially effective was the use of digital tools for audience engagement and performance tracking – an advantage over traditional media. 

Theory Meets Practice: Communication Science at BMW 

BMW`s strategies align with several foundational theories from media and communication studies. One of them is Hill and Dixon`s (2006) concentric model of communication. Hill and Dixon describe communication as a set of concentric circles, where each circle represent a different level or context of communication. These circles range from the most personal to the most global. 

To communicate effectively in any context, one must understand all of the communication events occurring in the smaller circles subsumed by that context’s circle” (Hill and Dixon 2006, p. 67).

The contexts help to explain how BMW`s messages operate across multiple levels – from personalized digital tools, on the individual level to culturally adapted campaigns like “Alegira de Dirigir” (“Freude am Fahren”/ “Joy in Driving”) in Brazil, reaching all the way to globally unified brand narrative on platforms like YouTube and BMW.tv.

Designing a Media Campaign for Brazil 

If BMW were open a new branch for example in São Paulo, Brazil. A localized media campaign would be the key to effectively catch the audience. A strategic outline could be:

• Target Group: Urban professionals, upper-middle-class drivers
  • Channels: Instagram, YouTube, WhatsApp—popular and widely used in Brazil
• • Formats: Short, emotional video clips; influencer partnerships
• Tone: Friendly, enthusiastic and highly visual

The ideal of “Joy in Driving” could be localized as “Alegria de Dirigir”, tied to the vibrant, social lifestyle of Brazil`s urban population.

Tips for Success in Brazil

If the CEO is preparing for media interviews ahead pf the launch, media coaching should include: 

• Cultural Awareness: Brazilian audiences value warmth and personal connection. The CEO should come across as approachable and enthusiastic.
  • Clear Messaging: Focus on BMW’s key themes—sustainability, design, innovation—but keep the language simple and relatable.
• • Local Relevance: Emphasize the benefits of BMW’s presence in Brazil, such as job creation and investment in local communities.
• Format Awareness: Interviews vary across TV, newspapers, and podcasts. 

Before launching a Campaign, BMW would need local insights via primary research – such as surveys or focus groups. There are potential challenges:

• Language Barriers: Portuguese is essential—research instruments and staff must be fluent.
  • Data Privacy Regulations: Compliance with Brazil’s LGPD (similar to the EU’s GDPR) is necessary.
• • Media Usage Habits: Internet access and platform preferences differ across urban and rural areas.
• Sample Diversity: Brazil is ethnically, culturally, and geographically diverse, which complicates representative sampling.

 The Power of Combining Theory and Practice

BMW illustrate how effective global communication comines strategic planning, digital tools and cross- cultural understanding. Communication theories provide a valuable lens for understanding why campaigns like “Story of Joy” work – and how to replicate that success internationally. 

It has been seen that BMW’s well-structured integration of online and offline marketing communications has contributed to its e-marketing strategies success, in the essence that they collectively assist to identify, acquire, anticipate, satisfy and retain the customers. (BMW Group. (2012))

Sources

Salem Press Encyclopedia (Mohn, Elizabeth); Stand: 2024-08-22

Hill, L. N., & Dixon, L. D. (2006). International public relations: Negotiating culture, identity, and power (p. 67). Routledge.

BMW Group. (2012). BMW Group annual report 2012. https://www.press.bmwgroup.com/pressclub/p/pcgl/pressDetail.html?title=bmw-group-annual-report-2012&outputChannelId=6&id=T0138203EN

Global advertising campaigns often face the challenge of correctly interpreting cultural expectations and values. A striking example of how such a campaign can be perceived differently across cultures is Dove’s “Real Beauty” campaign. While it was celebrated as refreshing and empowering in Western countries, it received more reserved reactions in Japan — but why?

Dove’s Real Beauty Strategy

Since 2004, Dove has pursued a global advertising strategy focused on body diversity, self-acceptance, and realism — aiming to challenge traditional beauty standards. Dove’s message: all women are beautiful, and beauty should not be confined to one ideal. Instead, the campaign showcases a wide range of women and their natural appearances.
In many Western markets such as the U.S., U.K., or Germany, the campaign resonated strongly. Women identified with the authentic imagery and felt seen and validated.
However, in Japan, the campaign garnered less enthusiasm, as the portrayal of women of varying shapes and sizes clashed with prevailing beauty ideals in that society.

Beauty Ideals in Japan: A Cultural Contrast 

Japan’s beauty standards are deeply rooted in cultural norms, media representations, and historical influences, and they differ significantly from Western ideas of body positivity and self-acceptance. Key features include:

• Thinness as a Core Ideal
  → Being slim is the standard, especially for women, and is associated with discipline, purity, and social conformity. Overweight individuals are often stigmatized and seen as lacking self-control.
• Kawaii Culture
  → Youthful, cute appearance is highly valued: large eyes, pale skin, and a childlike demeanor are considered attractive. The “kawaii” aesthetic (meaning “cute”) heavily shapes feminine beauty standards.
• Bihaku – Fair Skin and Subtlety
  → “Bihaku” refers to the ideal of light, flawless skin — a beauty trait with historical roots symbolizing purity and elegance.

These cultural elements highlight just how different beauty perceptions can be. Dove’s campaign, based on Western values, essentially represents the opposite of Japanese norms.

Culuture as a Key Faktor in Branding and Advertising 

For international success, companies must engage deeply with the cultures they want to reach. Advertising that resonates with people from different backgrounds must be adapted to their values and norms. In Dove’s case, understanding Japan’s cultural landscape is crucial.
A campaign should not only boost sales but also convey respect and cultural sensitivity. Showing understanding and appreciation for Japanese values could enhance Dove’s brand image significantly.

Dutch sociologist Geert Hofstede developed a model based on six cultural dimensions that help analyze and compare cultures. For the Japan vs. Western world case, three dimensions are especially relevant:

1. Collectivism vs. Individualism

• Japan (collectivist): Emphasizes harmony, group identity, and social conformity. Departing from accepted beauty norms may be seen as uncomfortable or even disruptive
• USA/Europe (individualist): Emphasizes self-expression, uniqueness, and individual identity. Diversity is considered a value in itself.

In Japan, showing physical diversity (e.g., older or plus-size women) may be seen as inconsistent with group aesthetics rather than empowering.

2. Uncertainty Avoidance

• Japan: High level of uncertainty avoidance, valuing rules, order, and conformity.
• Western Cultures: More openness to the unknown and deviations from norms.

Dove’s campaign challenges beauty conventions, but in Japan’s uncertainty-avoiding culture, this can be seen as unsettling rather than liberating.

3. Masculinity vs. Femininity

• Japan: A masculine culture that values performance, perfection, and status — even in appearance.
• Scandinavian countries/The Netherlands: More feminine cultures that prioritize care, empathy, and equality — also reflected in communication.

What Dove Learned

Dove adjusted its campaign for the Japanese market: the imagery became more subtle, models slimmer, and the message less confrontational. Instead of enforcing global uniformity, the company turned to transcreation — the culturally sensitive, creative adaptation of brand messages.

Dove’s experience clearly shows that global messages do not automatically resonate universally. Cross-cultural communication involves more than simple translation — it requires a deep understanding of cultural values and symbolic systems. Only then can “Real Beauty” become a “Real Connection” — worldwide.

Sources:

Japan Today. (2023, October 25). Dove ad slams Japanese beauty ideals, backfires with complaints from public instead.Japan Today.
https://japantoday.com/category/features/lifestyle/dove-ad-slams-japanese-beauty-ideals-backfires-with-complaints-from-public-instead

ACAD WRITE. (n.d.). Hofstede: Kulturdimensionen einfach erklärt. ACAD WRITE – Wissenschaftliches Schreiben
https://www.acad-write.com/ratgeber/bwl-studieren/hofstede-kulturdimensionen/

Dove. (n.d.). Keep beauty real. Dove.
https://www.dove.com/dach/stories/campaigns/keep-beauty-real.html

Hofstede, G. (2020). Dimensionalising cultures: The Hofstede model in context – Part A.
https://moodle.studiumdigitale.uni-frankfurt.de/moodle/pluginfile.php/81199/mod_resource/content/1/Dimensionalising%20Cultures%20The%20Hofstede%20Model%20in%20Context%20Part%20A30032020.pdf

Advertising Styles Hofstede

To build trust, avoid misunderstandings, and achieve effective communication, it is essential to understand the cultural differences of target markets – especially in public relations. Country Studies serve as a foundational tool for this purpose.

The Elements of a Country Study 

A Country Study is a detailed analysis of a country that focuses on aspects particularly relevant to public relations, including:

• Cultural values and norms 
• Communication styles (direct vs. indirect, individualistic vs. collectivist)
• Media landscape (freedom, access, trust)
• Political and economic context
• Social trends and demographics
• History and national identity

According to Tuleja (2015), a deep understanding of culture helps individuals adapt to others and accept the values and norms they represent. 

A negative example of cultural misunderstanding is Bill Gates, who greeted President Park Geun-hye of South Korea with one hand in his pocket. In South Korean culture, this gesture was seen as extremely impolite and sparked widespread media discussion.

Small gestures like these can significantly influence first impressions – especially when dealing with another culture.

Why is a Country Study Important for PR?

Public relations is fundamentally about the way organizations communicate externally. With the right communication, a company’s image can be enhanced. However, communication is constantly evolving and varies across cultures.
As seen in the Bill Gates example, different countries have different customs and social norms. As a guest in another country, one has the responsibility to adapt to and respect those values. 

A PR strategy that works well in Germany might be interpreted completely differently in China, Brazil, or the USA, leading to miscommunication.
According to Sriramesh (2009), both societal and corporate culture significantly influence public relations efforts. Without a solid cultural understanding, PR campaigns risk being perceived as disrespectful, confusing, or even offensive.

A practical example is the 2013 Cheerios commercial, which portrayed a biracial family. The depiction led to controversial reactions – even within the African-American community.
This case illustrates how cultural and historical sensitivities in advertising are often underestimated. To deliver messages more inclusively and effectively, better cultural preparation is essential.

The Two-Way Symmetrical Model

The Two-Way Symmetrical Model is a public relations approach based on mutual understanding, dialogue, and balance between an organization and its stakeholders. In this model, PR is not just about promoting the organization – it´s also about understanding and addressing the needs and interests of all parties involved, ideally creating a win-win situation.

Advantages:

• Builds trust and long-term relationships
• Enables feedback and continuous improvement
• Especially suitable for multicultural and sensitive topics

Disadvantages:

• Requires time, resources, and intercultural expertise
• May encounter resistance in highly hierarchical cultures
• Often more difficult to measure compared to one-way campaigns

In countries with a high Power Distance Index (such as India or South Korea), this method can be culturally challenging, as studies from the Routledge Handbook show.

Conclusion

A strong public relations strategy begins with a well-founded Country Study. Only by understanding culture, history, and communication styles can one communicate authentically and effectively. Methods such as the Two-Way Symmetrical Model offer great potential—but they require deep cultural awareness. The future of PR lies in cultural intelligence.

Sources:

Yaxley, H. (2013). The Two-Way Symmetrical Model [Diagram]. In The Public Relations Handbook (5th ed.). Routledge. Retrieved from https://www.researchgate.net/figure/The-Two-Way-Symmetrical-Model-Source-Yaxley-Heather-2013-2-way-symmetric_fig2_327415792

Tuleja, E. A. (2015). Intercultural communication for global business: How leaders communicate for success (2nd ed., Chapter 1). Routledge.

Anonymous. (n.d.). Cheerios case study three: Thirty seconds that caused 30 days of controversy [PDF document]. Unpublished manuscript.

Sriramesh, K. (2009). The relationship between culture and public relations. In K. Sriramesh & D. Vercic (Eds.), The global public relations handbook: Theory, research, and practice (pp. 53–85). Routledge.

In today´s world, brands speak louder than the products they represent. To stand out with a strong corporate identity and remain successful in the market, companies must piece together various elements like a puzzle. 

The first element of the puzzle

Corporate Identity and Organizational Identity are two puzzle pieces we need for our overall picture – our understanding of, how companies manage their position on the market. But what exactly mean the pieces of the puzzle?

Let´s start with the meaning of “corporate identity”: 
Gray and Balmer (1998) define corporate identity as the “reality of the organization” – in other words, what a company truly is and not just how it presents itself. 

The core components of a company´s identity include: 

• Business strategy
• Leadership philosophy and values
• Corporate culture
• Organizational design

“Corporate identity is the reality of the corporation. It refers to the distinct characteristics of the organization or, stated very simply, ‘what the organization is.”
(Gray & Balmer, 1998, p. 695) 

This particular puzzle piece forms the foundation for how companies communicate.

The second element of the puzzle

Based on our research, we now understand what corporate identity means. However, to correctly categorize the interests of the company and its approach, we need to examine our second puzzle piece: Organizational Identity.
Organizational identity represents the collective understanding within the organization of what it stands for and how it is different from others, shaping how employees, leaders, and external stakeholders view and interact with the organization. 

Pratt and Foreman (2000) analyzed this concept. They developed a classification model for managerial responses to these multiple organizational identities. 
The basic assumption: Organizations often have multiple identities. These identities can be complementary or contradictory. Managers must actively manage them to ensure coherence and effectiveness. 

“Organizations can have multiple identities and that management of these identities is an important organizational function, relatively few researchers have examined how organizations and their leaders control or cope with multiple identities.” (Pratt and Foreman, 2002, P.18)

The four strategies for managing multiple identities are:

• Deletion – One identity is removed (e.g., through reorganization).
• Integration – Identities are merged.
• Aggregation – Different identities remain but coexist.
• Compartmentalization – Identities are separated depending on the context (e.g., internal vs. external).

When the puzzle pieces lead to a mismatch

But what happens when both puzzle pieces are not compatible? Often, companies also face a mismatch. This happens when the corporate identity does not align with the organizational identity. One example is Volkswagen and the diesel emissions scandal of 2015. Volkswagen positioned itself as an environmentally friendly and innovative company, producing high- quality, reliable vehicles – the corporate identity. Internally, a culture was promoted that increased the pressure to achieve goals such as low emissions and high efficiency (organizational identity). 

The diesel emissions scandal, in which the emission levels of vehicles were manipulated, clearly showed a discrepancy between Volkswagen’s public image (environmental consciousness) and its internal practices. This led to a significant loss of reputation, Image and financial damage.

The complete picture of our assembled Puzzle

When we take a closer look at the two scientific sources and apply them to our example. It is clear that Image and reputation are key factors for a company´s success. 
If corporate identity and organizational identity are not in harmony, it can lead to serious consequences for the company. Image and reputation play a crucial role in attracting customers and enabling a company to achieve global reach through positive perceptions.

Sources: 

Pratt, M.G. and Foreman, P.O. (2000) Classifying managerial responses to multiple organizational identities, Academy of Management Review, 25 (1): 18-42).

Gray, E.R. and Balmer, J.M.T. (1998) Managing Corporate Image and Corporate Reputation, London: Long Range Planning.

NDR. (2020, November 20). Die VW-Abgas-Affäre: Eine Chronologie.
https://www.ndr.de/nachrichten/niedersachsen/braunschweig_harz_goettingen/Die-VW-Abgas-Affaere-eine-Chronologie,volkswagen892.html

HUGO BOSS is a renowned German fashion company. The brand is established and present in 130 different countries. But how does it work?
The key: a clever balance between international brand identity and local adaptation.

Two Brands, One Vision: BOSS and HUGO

HUGO BOSS was founded 1942 in Metzingen, Germany. Today, it encompasses the two brands HUGO and BOSS. 
Clothing, shoes, leather goods and international sponsorship are some of the company´s offerings.  Since 2017, HUGO BOSS has followed a differentiated two- brand  strategy. BOSS targets a clientele with a focus on business and casual wear, while HUGO appeals to younger audience. This differentiation allows the company to effectively serve various market segments.
With its two distinct customer groups, HUGO BOSS can reach a broader share of the market. 

The “CLAIM 5” strategy 

To further establish itself in the global fashion world, HUGO BOSS appointed the Australian actor Chris Hemsworth as the global brand ambassador for BOSS in 2021. He became the centerpiece of the brand´s global fashion campaigns for 2021 and 2022. With this move, the company become more present in Australia and was able to reach new and broader customer groups.

One of the key initiatives was the “CLAIM 5” strategy. This campaign aligns with the company´s vision of becoming the world´s leading technology-driven fashion platform and one of the top 100 global brands. In 2022, the vision of a digital campus became a reality.

Opening Doors to Worldwide Brand Power

The successful brand communication of HUGO BOSS can be explained by using Geert Hofstede´s theory of cultural dimensions. This theory identifies six dimensions of culture differences – Collectivism vs. Individualism, Power Distance, Femininity vs. Masculinity, Uncertainty Avoidance, Long-Term Orientation, and Indulgence – that influence the behavior and values of societies. 
HUGO BOSS takes these dimensions into account by adapting its brand messages and products to the culture preferences and values of each market. Through this understanding of cultural differences, the brand is able to create authentic and resonant communication that connects with local audiences. 

HUGO BOSS shows how a global brand can maintain an international identity while effectively engaging local markets through strategic adaptation and cultural awareness. The cultural dimensions theory offers a valuable framework for navigating the complexities of global brand communication and building long-lasting customer relationships around the world. 

Sources: 

• HUGO BOSS AG. (n.d.). Geschichte des Unternehmens. https://group.hugoboss.com/de/unternehmen/geschichte#:~:text=HUGO%20BOSS%20wurde%201924%20in,und%20Lederwaren%20sowie%20internationales%20Sportsponsoring.
• IKUD Seminare. (n.d.). Kulturdimensionen nach Geert Hofstede.
  https://www.ikud-seminare.de/glossar/kulturdimensionen-geert-hofstede.html
• Hofstede Insights. (n.d.). 6D model of national culture. Geert Hofstede.
  https://geerthofstede.com/culture-geert-hofstede-gert-jan-hofstede/6d-model-of-national-culture/