Best Buy is a well-known electronics store in the United States. In 2003, the company tried to expand into China and things looked good at first. But despite its massive success at home, the company struggled to connect with Chinese consumers and closed all its branded stores in 2011. What went wrong? And what can other brands learn from this?

That blog post will look at how a better media campaign could have helped. I will also explain what a CEO should know before speaking to the media in a new country. Lastly, I will discuss the challenges of doing research in a foreign market.

Media strategy that fits China

When entering a new country, it is important to understand local habits. Best Buy used the same strategy in China as it did in the U.S. That did not work. As the case study says, “Best Buy’s entrance into the Chinese market presented numerous unforeseen hurdles that have led to the company’s inability to gain a market share in China” (p.3).

Chinese consumers prefer to bargain and shop in small local stores. The case explains that “the level of traffic in China’s metropolitan cities contributes to the popularity of these smaller, local stores” (p.3). In contrast, Best Buy opened large stores that were far from many neighborhoods.

The company also missed the chance to connect with Chinese values. In China, people trust word-of-mouth. They often ask family or friends before buying. The case study says, “Chinese consumers regard the interests of their families more than their Western counterparts and use word of mouth to research products” (p.3).

A better campaign would have focused on value and trust. It should have shown that Best Buy understands local needs. Instead of just offering customer service, the message should have explained why shopping at Best Buy a smart and safe choice for families is.

Preparing the CEO for media interviews in China

If I were training the CEO for interviews in China, I would start by reminding them of the company’s past mistakes. The case explains that Best Buy “failed to recognize the unique composition of China’s retail landscape” (p. 3). The CEO should not assume that the U.S. model works everywhere.

In China, business is based on relationships, or guanxi. One quote says that Best Buy’s approach “created both guanxi and face problems” (p. 4). This happened because the company did not involve suppliers in the same way other Chinese stores do.

The CEO should talk about how the company is learning from these issues. It would be good to mention the partnership with Five Star. That shows Best Buy is now working with people who know the Chinese market well.

Challenges in doing research in China

Before planning a media campaign, research is needed. But doing research in China brings challenges. One issue is understanding behavior. The case says, “In China, when consumers make a purchase, they value a fair price over the fixed costs associated with products at Best Buy” (p. 4). This makes it hard to ask the right questions. People may not respond in ways that researchers expect.

Another problem is language and culture. The name “Best Buy” was translated to “Baisimai,” which means “to buy after thinking 100 times” (p. 4). The case says this name may have made people distrust the brand. That shows how even small details can affect results.

It is also hard to build trust when doing surveys or interviews. People may not speak openly. They might feel unsure about foreign companies collecting data.

Conclusion

Best Buy’s story in China shows that a strong brand is not enough. Companies need to learn about local culture, values and habits. A media campaign must fit the country. CEOs must speak with care. Research must be done with respect and understanding. Only then can a business truly succeed in a new market.

Sources:

Sharma, R. (2023, December 28). Why Best Buy failed in China. Investopedia. https://www.investopedia.com/articles/personal-finance/072315/why-best-buy-failed-china.asp

Case 4 – Best Buy Is China Ready for the Big Box?

„Just do it.”

Three words. Globally recognized. But what if, in another culture, those words sounded aggressive, irresponsible, or even disrespectful? Would the campaign still work? In international marketing, the difference between a brilliant slogan and a brand disaster often comes down to one overlooked factor: cultural context (Wuryantini, 2024).

In a world where brands tweet in ten languages and sell across five continents, mastering market communication is no longer optional-it’s a strategic necessity. But too often, businesses assume that a message that works in New York will work just as well in Nairobi or Nagoya (Raghuvanshi & Ranjan, 2024).

A comprehensive literature review by Wuryantini (2024) shows that global marketing failures are rarely about bad products-they’re about messages that don’t match the cultural mindset of the audience.

From Words to Meaning: High-Context vs. Low-Context Cultures

At the heart of this challenge lies a powerful concept from intercultural communication: the difference between high-context and low-context cultures (Atlas Solutions, 2024).

In high-context cultures (like Japan, Brazil, or the UAE), communication is subtle, layered, and rooted in shared understanding. Silence can speak volumes. In low-context cultures (like the U.S., Germany, or the Netherlands), messages are direct, explicit, and unambiguous. Words mean exactly what they say (Atlas Solutions, 2024).

Now imagine launching one global marketing message for both. See the risk?

Case Study: When Pepsi „Revived the Dead”

Pepsi once entered the Chinese market with the slogan „Pepsi brings you back to life.” Unfortunately, when translated into Mandarin, it was perceived as „Pepsi brings your ancestors back from the grave.”

In a culture where reverence for the dead is profound, the campaign was seen as shocking, even offensive.

This wasn’t a failure of product or price-it was a failure of cultural adaptation in communication (Wuryantini, 2024).

What the Research Says

Recent research and case studies show that campaigns adapted to local communication norms are significantly more effective in consumer engagement than those using direct translations (Wuryantini, 2024; Raghuvanshi & Ranjan, 2024; Judijanto et al., 2024).

Key findings:

• Campaigns that honored local communication styles (tone, values, pacing) saw better brand trust.

• Context-aware marketing teams avoided cultural missteps that hurt brand image.

• Cross-cultural training and adaptation improved marketing ROI across regions.

Tips to Avoid Getting Lost in Translation

• Localize, don’t just translate-adjust tone, storytelling, and even visuals to fit cultural expectations (Atlas Solutions, 2024).

• Map the cultural context-understand if your audience expects directness or subtlety, boldness or modesty.

• Test messages locally-A/B test with real users in target regions before launching full campaigns.

• Train your team-cultural intelligence is as vital as data analytics.

Final Thoughts

Global reach without cultural depth leads to missed connections-and missed opportunities. To truly resonate in international markets, brands must stop asking „How do we say this in another language?” and start asking „How do we say this in another culture?” (Wuryantini, 2024).

Because in global marketing, it’s not just what you say-it’s how it’s understood.

Resources

BinQasim, M. (2024). Low vs. High Context Marketing Strategies Explained. https://atlassolutionshq.com/low-vs-high-context-marketing-strategies/

Glocalities. (2021). What is Cross Cultural Marketing Research? https://glocalities.com/news/what-is-cross-cultural-marketing-research

Judijanto, L., Pramana Putra, W., & Muhtadi, M. A. (2024). Bibliometric Exploration of the Role of Cultural Adaptation in Global Marketing Success. West Science Interdisciplinary Studies, 2(07), 1385-1397. https://doi.org/10.58812/wsis.v2i07.1097

Kennedy-Clay, K. (2024, October 24). The Impact of Culture on International Marketing. LinkedIn.

Raghuvanshi, K., & Ranjan, S. (2024). Impact of Determinants of Culture on International Marketing. International Journal of Research Publication and Reviews, 5(4).

Wuryantini, A. (2024). The Influence of Cultural Factors on Global Marketing Strategies: A Comprehensive Review. Productivity, 1(7), 1174-1194.

Imagine launching a brilliant PR campaign-witty, visually striking, and backed by solid strategy-only to watch it flop in a new market. The message was clear, the channels were right, the timing perfect. So what went wrong? The answer is often invisible: the cultural context.

In international public relations, the greatest threat to success isn’t a bad idea-it’s a good idea in the wrong context. That’s where the Country Study comes in.

What Is a Country Study-and Why Is It Critical?

A Country Study is more than background research; it’s a strategic deep dive into the cultural, political, legal, economic, and media realities of a specific country. These studies help communication professionals tailor messages that resonate, not just reach. As Sriramesh and Vercic (2003) highlight, understanding local political systems, cultural environments, language differences, and media landscapes is crucial for effective international PR.

They typically cover:

• Cultural norms and values (e.g., Hofstede’s dimensions; Hofstede, 2001)

• Media consumption and regulation

• Legal and political frameworks

• Economic conditions and digital infrastructure

• Religious, linguistic, and historical influences

In short: everything that shapes how messages are interpreted-and whether they are accepted or rejected.

Understanding the Landscape: From Press Freedom to Power Distance

For example, a campaign celebrating personal freedom might thrive in countries with individualistic cultures, but cause discomfort in more collectivist societies (Hofstede, 2001). A humorous message may charm U.S. audiences but fall flat-or offend-in Japan. And a well-planned press conference may be useless in a country where government-controlled media dominate the narrative. Research shows that the image and reputation of a country significantly affect the success of its international PR efforts, shaping stakeholder attitudes and behaviors (Golan, Yang, & Kinsey, 2015).

Without a Country Study, even the most well-funded campaign can unknowingly violate local expectations or sensitivities. One powerful method often used in international PR research is ethnography. Unlike surveys or focus groups, ethnography involves direct observation and immersion-watching how people live, communicate, shop, and socialize in real time. Ethnography offers deep, contextual insights and uncovers non-verbal and informal communication patterns, but it is time- and resource-intensive and can be subject to interpretation or bias (Daymon & Holloway, 2011). Despite these challenges, ethnography is one of the few methods capable of revealing what people might never say in an interview-but show in their behavior every day.

Don’t Just Translate. Localize.

Global communication isn’t about speaking louder-it’s about listening better. And listening starts with research. Country Studies aren’t a luxury; they are a necessity for PR teams operating across borders. They prevent reputational missteps, improve audience connection, and ensure that campaigns are not only heard but understood.

References

Daymon, C., & Holloway, I. (2011). Qualitative research methods in public relations and marketing communications (2nd ed.). Routledge.Golan, G. J., Yang, S.-U., & Kinsey, D. F. (2015). International public relations and public diplomacy: Communication and engagement. Public Relations Review, 41(5), 689–691. https://doi.org/10.1016/j.pubrev.2015.08.002

Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions and organizations across nations (2nd ed.). Sage Publications.

Sriramesh, K., & Vercic, D. (2003). The global public relations handbook: Theory, research, and practice. Lawrence Erlbaum Associates.

“We are a company that puts people first.”

It’s a phrase you’ll find in countless mission statements—from glossy brochures to CEO speeches. But what happens when the people inside the company don’t believe it? Or worse, when the company’s actions say the opposite?

In the complex world of corporate communication, identity isn’t just what a company says about itself—it’s what it actually is. And when the internal sense of self (organizational identity) doesn’t align with the external face (corporate identity), the consequences can be more than cosmetic— they can be catastrophic.

Gray and Balmer (1998) argue that managing corporate image and reputation isn’t a branding task —it’s a strategic imperative. Meanwhile, Pratt and Foreman (2000) show how organizations with multiple or conflicting identities often struggle with cohesion, leading to blurred messages both inside and out.

Case in Point: Uber’s Identity Crisis

Uber launched as a disruptor—a sleek, tech-savvy brand promising convenience and control for riders. But behind the scenes, reports of a toxic workplace culture and aggressive leadership painted a different picture. Employees and insiders saw one Uber. Customers and investors saw another. The result? A reputational crash that forced executive turnover, public apologies, and a painful brand rebuild. This kind of mismatch isn’t rare. It’s a warning.

Why Alignment Matters

Organizational identity is the lived experience of employees. Corporate identity is the crafted experience for the outside world. When those narratives diverge, trust erodes. Alignment between the two isn’t about perfection—it’s about authenticity and coherence. In an era where transparency travels at the speed of a tweet, companies must not only tell their story—they must live it. Because the question isn’t just “Who are we?”—it’s “Who do people believe we are?”

References

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

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

Crisis communication plays a crucial role in today’s interconnected business environment, especially in culturally diverse and politically varied regions like Southeast Asia. Managing a corporate crisis in this region demands more than fast responses—it requires cultural intelligence, long-term relationship building, and a deep understanding of regional expectations.

The Functions of Crisis Communication

In Southeast Asia, crisis communication serves several key purposes:

1. Reputation Management: During crises, protecting the organization’s image is essential. A strategic communication approach helps control narratives and rebuild trust.
2. Information Control and Clarity: Stakeholders expect clarity in uncertain times. Crisis communication provides direction and reassurance to both internal and external audiences.
3. Internal Alignment: Employees are crucial during a crisis. Clear internal messaging ensures that teams remain informed, motivated, and aligned with the company’s direction.
4. Social Responsibility: Communication is not only about corporate survival—it is about demonstrating care for the broader community. In Southeast Asia, where collective well-being is emphasized, companies are expected to show empathy and responsibility.

Understanding the Cultural Landscape

Crisis communication strategies must reflect the cultural values of the region. While each Southeast Asian nation is unique, there are shared characteristics that influence how people communicate and respond to crises:

• High Power Distance: Many countries in the region have hierarchical societies. Communication must respect authority and formality, and messages are often expected to come from senior leadership.
• Collectivist Values: Group harmony is prioritized over individual expression. Communication should avoid blame and instead emphasize unity, cooperation, and shared responsibility.
• Indirect Communication: Rather than being confrontational or direct, messages are often subtle and context-dependent. Companies must read between the lines and communicate with care to avoid causing offense or losing face.
• Importance of Relationships: Building trust takes time. Quick crisis responses without a foundation of relationship-building may be seen as insincere or opportunistic.

Managing Corporate Expectations

For international companies operating in Southeast Asia, aligning global standards with local expectations is a delicate balancing act. Western values like transparency and directness must often be adjusted to fit local norms. This includes:

• Respecting Local Customs: A one-size-fits-all crisis response doesn’t work. Strategies need to be adapted to local traditions, sensitivities, and preferred communication channels.
• Investing in Community Relationships: Organizations are expected to contribute to the communities they operate in. Social initiatives, responsible leadership, and long-term engagement help build goodwill before a crisis even begins.
• Localized Messaging: Messages should be translated not just linguistically, but culturally. This means understanding regional languages, tones, and expectations in communication.
• Long-Term Orientation: In many Southeast Asian cultures, business is built on trust developed over time. Crisis communication should reflect a commitment to long-term stability, not just short-term image repair.

Crisis Communication as a Nation-Building Tool

In some Southeast Asian countries, crisis communication goes beyond corporate reputation management and becomes part of broader social development. Governments and companies alike have used communication campaigns to support public health, education, and disaster relief. In such contexts, companies are expected to act as partners in national progress, not just as private enterprises.

Conclusion

Crisis communication in Southeast Asia is both a strategic and a cultural challenge. It demands careful attention to hierarchy, harmony, and human connection. Companies that understand these dynamics—and act with respect, empathy, and clarity—can turn crises into opportunities for deeper trust and stronger community ties. In this region, communication is not only about damage control; it is about building meaningful, lasting relationships.

Source:
Freitag, A. R., & Stokes, A. Q. (2009). Global Public Relations: Spanning Borders, Spanning Cultures. Chapter 7: South and Southeast Asia. New York: Routledge.

In today’s globalized marketplace, brands no longer speak to just one audience – they speak to many, across borders, cultures, and time zones. International Market Communications (IMC) is the art and strategy of crafting messages that work globally while feeling local (Kotabe & Helsen, 2022).

This goes far beyond translating ads. It’s about cultural intelligence: understanding what moves people in Tokyo versus Toronto, and adjusting tone, imagery, and messaging accordingly. A joke that lands in Germany might confuse consumers in Brazil. A color that signals luxury in the U.S. could symbolize mourning in parts of Asia (de Mooij, 2019).

Consistency Meets Cultural Sensitivity

Global leaders like Coca-Cola and Nike succeed by balancing consistency with cultural relevance. Their messages are rooted in universal values, such as joy, empowerment, connection – but tailored to local identities. They listen closely, use local talent, and adapt campaigns without losing brand integrity (Kotabe & Helsen, 2022).

Social media adds both opportunity and complexity. Platforms differ by region, as do trends and regulations. Brands must be agile – global in vision, but deeply local in execution (de Mooij, 2019).

At its best, IMC isn’t just about selling products. It’s about creating shared meaning in a dividedworld. And in times of fragmentation, smart, respectful communication can be a brand’s greatest asset (Kotabe & Helsen, 2022).

Sources

de Mooij, M. (2019). Global Marketing and Advertising: Understanding Cultural Paradoxes (5th ed.). SAGE Publications.

Kotabe, M., & Helsen, K. (2022). Global Marketing Management (9th ed.). Wiley.

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

When Best Buy launched its “Big Box” concept in China, it brought a successful U.S. retail model into a culturally and structurally different market. What worked in America—size, service, and structure—failed to resonate with Chinese consumers, who valued familiarity, flexibility, and price negotiation. By 2011, Best Buy shut down all of its stores in China. As the company looks toward re-entry, a redesigned media strategy must reflect the lessons learned.

Designing a Media Campaign for China

A campaign in China should not focus on scale or efficiency but instead on trust, accessibility, and value. Chinese consumers are highly brand-aware but cautious. They rely heavily on peer recommendations and prefer to shop in familiar, convenient neighborhood settings. The messaging should highlight:

• Local partnerships and community trust
• Customer service tailored to Chinese needs
• Value without sacrificing quality
• Social proof via platforms like WeChat, Douyin, and Xiaohongshu

A culturally relevant slogan might be:

“High quality, trusted, right around the corner”

As noted in the case:

Chinese consumers regard the interests of their families more than their Western counterparts and use word of mouth to research products (McKinsey & Company, 2010).

In other words, emotional trust and peer validation matter more than polished global branding.

CEO Media Training – What to Say and How to Say It

If preparing the CEO for interviews with Chinese media, the focus should be on humility, respect, and a relationship-first approach. Recommended talking points include:

• Acknowledge past missteps and show willingness to listen
• Highlight long-term commitment to China and collaboration with local brands
• Avoid aggressive, results-focused language—instead, stress shared growth and mutual value
• Emphasize Five Star’s local experience and customer knowledge

Effective communication in China requires an understanding of guanxi, the relational networks that shape trust and cooperation. As Fried and Chinnareddy (2012) explain:

Under the concept of guanxi, it is important to include those parties within your personal network when taking action because all parties must feel that their intentions and goals are being considered.

Media appearances should reflect this principle—showing respect not just for Chinese customers but for the entire network of stakeholders.

Challenges in Conducting Primary Research

Planning a communication campaign also involves gathering local insights, but researching in China presents specific hurdles:

1. Face-saving behavior – Respondents may avoid direct criticism or disagreement.
2. Cultural diversity – Urban vs. rural and regional differences can skew national-level data.
3. Lack of trust in outsiders – Without established guanxi, participants may be hesitant to share genuine views.

The case highlights this challenge clearly:

Best Buy’s failure to include its suppliers conflicted with the Chinese way of doing business (Fried & Chinnareddy, 2012).

For accurate research, companies must engage local partners who understand the context and have earned the community’s trust.

Brand and Message Alignment

Best Buy’s original branding in China didn’t translate—literally. Its Chinese name (百思买 – Baisimai) was interpreted as “buy after thinking 100 times,” suggesting consumer hesitation. Combined with its premium pricing and rigid retail model, the brand failed to connect emotionally.

The solution? Authentic localization. As the reading emphasizes:

Defining and stewarding the corporate brand means making it locally credible without losing global identity.

That means reshaping messaging around Chinese values—relationship, trust, and collective experience—while still delivering Best Buy’s core promise: quality and service.

Conclusion

Best Buy’s initial failure in China wasn’t just a matter of price or traffic—it was a failure of communication and cultural understanding. A second chance depends on designing a campaign that’s not just translated into Chinese, but rooted in Chinese ways of thinking, connecting, and buying.

Communication must shift from transmission to translation—not of words, but of values.

Imagine this: A German executive arrives at a 10:00 a.m. meeting in Madrid, prepared with a detailed agenda and a clear list of objectives. By 10:20, the meeting begins—with cheerful small talk, café con leche, and no clear structure in sight. For the German, this feels unprofessional. For the Spanish team, it’s business as usual.

This simple scene reveals deeper cultural contrasts that can impact communication and collaboration in international business settings.

1. Structure vs. Flexibility

In German business culture, meetings are highly structured and punctuality is critical. Schedules are followed closely, and deviation is often seen as inefficiency. In contrast, Spanish meetings tend to be more fluid. Timetables are flexible, and discussions often unfold organically, with more room for spontaneous dialogue.

2. Task vs. Relationship Orientation

German professionals are typically task-focused. Business is business—personal matters are kept separate. Spanish professionals, however, tend to blend personal and professional interactions. Building trust through informal conversation is seen as essential for successful cooperation. Jumping straight into business without rapport can even be seen as rude.

3. Communication Style

Germans value clarity and directness. Saying exactly what you mean is a sign of honesty and professionalism. Spanish communication, on the other hand, tends to be more indirect and nuanced. Tone, gesture, and context play a bigger role. A Spanish colleague might soften criticism or use more diplomatic phrasing, where a German might offer blunt, honest feedback.

4. Attitude Toward Hierarchy

While both cultures respect authority, Germans often prefer flatter hierarchies and value competence over titles. Decisions may be made collaboratively. In Spanish business culture, hierarchy plays a stronger role. Senior managers are expected to lead decisively, and questioning authority can be seen as disrespectful.

5. Approach to Negotiation

German negotiations are usually rational, data-driven, and focused on reaching a quick, logical conclusion. Spanish negotiators are more relational and may take longer, preferring to build trust before committing to decisions. Flexibility and adaptability are more common, and emotions can play a visible role during discussions.

A hypothetical example: A German team presents a detailed proposal to a Spanish company and expects immediate feedback. The Spanish team listens politely but doesn’t offer a firm response right away. Instead, they suggest further meetings and propose a lunch. The German side may interpret this as indecision—while in fact, the Spanish team is testing the relationship and weighing the emotional tone of the collaboration.

As Welch et al. (2020) emphasize, understanding these cultural dimensions is essential for moving international business communication forward. It’s not enough to speak the same language—we must also decode the cultural logic behind how we speak, decide, and connect.

Ultimately, success in cross-cultural settings doesn’t come from choosing one style over another, but from being able to recognize, respect, and adapt to both.

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

In today’s interconnected world, public relations is no longer limited by national borders. Globalization has made it necessary for PR professionals to operate across different cultural contexts. However, what works in one country may completely fail in another. To bridge these cultural gaps, thorough research is essential. One of the most valuable tools for preparing international communication strategies is the country study. A country study helps professionals understand the cultural, political, economic, and media environment of a country, allowing them to design messages that truly resonate with local audiences.

Elements of a Country Study

A comprehensive country study should explore multiple dimensions of a nation’s character. Key elements include:

• Cultural Characteristics:
  It is important to understand the values, beliefs, traditions, and communication styles of the people. Hofstede’s cultural dimensions, such as power distance, individualism vs. collectivism, and uncertainty avoidance, offer a useful framework. For example, in collectivist societies like China, group harmony is prioritized, while in individualistic cultures like the U.S., personal achievement is celebrated.
• Political and Legal Systems:
  Knowing whether a country has free speech, press freedom, and political stability is crucial. PR strategies in a democracy will differ greatly from those in an authoritarian regime, where censorship may limit communication options.
• Economic Environment:
  Understanding economic factors like GDP, market openness, and consumer habits is essential to position a brand correctly. In emerging markets, messaging often focuses on aspiration, while in mature economies, it might emphasize quality and innovation.
• Media Infrastructure:
  Is the media independent or government-controlled? Are social media platforms widely used? Knowing how information spreads is critical for effective PR.
• Religion and Language:
  Religion often influences daily life, holidays, and moral values. Additionally, understanding not just the primary language but also regional dialects and communication etiquette is necessary to avoid misinterpretations.

The Importance of a Country Study in International Public Relations

Without a deep cultural understanding, PR professionals risk sending the wrong message. What seems funny, clever, or inspiring in one culture could be offensive or meaningless in another.

For example, humor-based campaigns that work well in the UK might fall flat in Japan, where humor is often more subtle.
Another example is direct communication: in Germany, being straightforward is seen as honest, while in countries like Japan or South Korea, indirectness is often a sign of politeness and respect.

Moreover, country studies are crucial not just for avoiding mistakes, but also for building strong, lasting relationships with stakeholders. Trust and respect are fundamental to successful PR, and these can only be earned by demonstrating cultural awareness and sensitivity.

Research Method: Surveys in Cross-Cultural Public Relations

Among the various methods used in international PR research, surveys are one of the most popular tools for gathering information across cultures.

Advantages of Surveys:

• Efficiency: Surveys can collect data from hundreds or thousands of people quickly and at relatively low cost.
• Quantitative Insights: They allow PR professionals to quantify opinions, behaviors, and demographics, providing clear statistical evidence for decision-making.
• Comparability: Surveys conducted in different countries can be compared to identify cultural trends and differences.

Disadvantages of Surveys:

• Cultural Bias: People from different cultures may interpret survey questions differently. What seems like a neutral question in one culture might be seen as intrusive or inappropriate in another.
• Language Barriers: Even the best translations can sometimes lose subtle meanings, leading to inaccurate responses.
• Superficial Responses: Surveys often fail to capture the deeper cultural context behind people’s answers. For complex topics, methods like interviews or ethnographic studies are better suited.

In short, while surveys are a useful tool, they should ideally be combined with other qualitative research methods to gain a complete picture.

Conclusion

Understanding a country’s unique cultural, political, and social landscape is the foundation of successful international public relations. A well-conducted country study equips PR professionals with the knowledge they need to create meaningful, respectful, and effective communication campaigns. Research methods such as surveys offer valuable insights, but they must be applied carefully, considering cultural differences and possible biases. In a world where one misstep can go viral globally, cultural sensitivity is not just good practice — it is a necessity for building trust and achieving lasting success.

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.

Culture shapes how people think, communicate and interpret meaning. It influences everything from tone and body language to humor and hierarchy. A message that works in New York might confuse or even offend in Tokyo.
To understand why culture is central to international market communication, let’s look at Japan. It is a country with deep cultural roots, precise communication norms and advertising preferences that sharply contrast with Western styles. Japan’s example shows just how essential it is to adapt not only what we say, but how we say it.

What is Intercultural Communication?
Intercultural communication is how people from different cultures share and understand messages. It is shaped by values, norms and unspoken rules. Intercultural communication is not just about words: It is about meaning, behavior and context. Misunderstandings happen when we assume our way of communicating works everywhere.

Cultural Codes in Communication: Context and Collectivism
Two cultural dimensions play a particularly powerful role in shaping communication: context and collectivism.
Japan is considered a high-context culture, where much of the communication relies on what is not said. Meaning is often found in tone, timing, facial expressions or shared social norms. People are expected to understand the message without it being fully spelled out. This contrasts with low-context cultures, such as the United States or Germany, where clarity and directness are valued. In high-context cultures, direct language may be seen as aggressive or disrespectful.
Japan is also a collectivist society, where group harmony, social roles and family obligations guide behavior. The individual is not the central figure in communication. Instead, the needs of the group come first. Advertising in Japan often reflects shared emotions, mutual respect and unity. Western campaigns that focus on standing out or being different can feel out of place.

Japan and the Language of Advertising
Japan’s communication style is indirect and implicit. This is clearly shown in Hofstede’s model of advertising styles, where Japan appears in the upper-right quadrant: a high-context, high uncertainty-avoidance and collectivist culture. Here, advertising is rooted in drama, metaphors and emotion rather than logic or personal appeals.
Japanese advertising rarely follows the Western pattern of presenting a problem and then offering a solution. Instead, it may focus on building a mood or telling a symbolic story. Products are introduced through feeling and experience rather than features and facts.
The advertising styles graphic also shows how different cultures cluster around shared values. While countries like the Netherlands or Denmark favor humor or personal storytelling, Japan prioritizes harmony, aesthetics and emotional resonance. To market successfully in Japan, businesses must consider their culture. (Hofstede, 2001)

Culture as a Communication Strategy
Culture determines how messages are created, delivered and received. In international marketing, it is not enough to have a good product or a clever slogan. If the tone is wrong, or the format does not match local expectations, even the best ideas can fail.
Japan shows us that understanding cultural patterns, like high-context communication, respect for hierarchy, and preference for emotional storytelling, makes the difference between connection and confusion. Culture shapes trust. It sets the rhythm of interaction. It defines what is polite, persuasive or offensive.

What do high-performance tires and fine dining have in common? One word: Michelin.

When you hear the name Michelin, what comes to mind?
A set of car tires? Or a restaurant so elite it takes months to get a reservation? Actually, both are right. Most brands struggle to stand out in just one category, Michelin has mastered two, and not just any two. We’re talking about world-class cuisine and world-class tires, two industries that couldn’t be more different, yet are united under one name: Michelin. This is the story of how one company created a brand identity so powerful, it shaped both powerful identities of the way we drive and the way we dine.

A Brilliant Marketing Move That Went Too Far (in a Good Way)

Back in 1900, the Michelin brothers had a problem: people weren’t driving enough.
And if they weren’t driving, they weren’t buying new tires. Their solution was to create a travel guide that would inspire people to hit the road.

It listed mechanics, gas stations, and places to eat. Fast forward a century, and the Michelin Guide is the global authority on fine dining. Chefs dream of its stars. Diners chase them. And Michelin is still making tires.

What Makes This Brand Identity So Unique?

Michelin is a rare example of a company that successfully operates with two distinct and seemingly unrelated brand identities.

On one side, Michelin is known as a tire manufacturer: industrial, practical, and focused on performance and safety. Its communication traditionally appeals to a Business-to-Business audience, as well as drivers who value reliability and engineering.

On the other side, Michelin is a publisher of one of the world’s most respected restaurant guides. This identity is cultural and aspirational, centered on experience and excellence. It speaks to gourmet food lovers, travelers, and a luxury-oriented audience, very much Business-to-Consumer.

And yet, despite these differences, both identities are united by core brand values: quality, precision, and trust. Michelin didn’t simply rebrand itself, it built parallel identities that coexist, support each other, and have earned global respect in their own right.

What Marketers Can Learn from Michelin

Michelin’s story offers more than just a quirky case study, it’s a masterclass in brand evolution.

The original Michelin Guide wasn’t born from a branding brainstorm, but from a need to create value. It gave drivers a reason to travel and to wear out their tires. In other words: it wasn’t an ad. It was genuinely useful.

And even though venturing into fine dining might’ve seemed bizarre for a tire company, it became Michelin’s most prestigious and respected association. Why? Because the brand wasn’t afraid to embrace the unexpected.

Michelin teaches us that identity isn’t a limitation, it’s a starting point. A brand can grow, stretch, and evolve into something far greater than its original product.

Conclusion

In a world that constantly preaches focus, specialization, and “niching down,” Michelin chose the road less traveled, and took two. From dusty highways to candlelit tables, they’ve shown us that a brand can live multiple lives and thrive in all of them.

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

In today’s fast-moving business world, companies are constantly shaping how they’re seen—by customers, employees, investors, and the public. But what happens when a company’s carefully crafted image doesn’t reflect what’s really going on inside? That’s where the concepts of corporate identity and organizational identity come into play.

Defining the Terms

Corporate Identity is the outward-facing personality of a company. It includes visual elements (like logos and branding), communication style, and the messages a company deliberately sends to the outside world. It’s how the company wants to be perceived.

Organizational Identity, on the other hand, is more internal. It’s how members of the organization—especially employees—see their organization. This includes shared values, beliefs, culture, and what the organization stands for at its core.

While these identities ideally align, they often don’t. And when there’s a mismatch, the results can be damaging.

What the Research Says

In their 1998 paper, Gray and Balmer emphasize the strategic importance of managing not just corporate identity, but also corporate image and reputation. They argue that:

“A company’s identity must be aligned with the image perceived by stakeholders and the reputation that evolves over time.”

If there’s a gap between the internal identity and external image, stakeholders can lose trust. For example, a company promoting sustainability while having a polluting supply chain faces a damaging identity mismatch.

In contrast, Pratt and Foreman (2000) explore what happens when organizations possess multiple organizational identities—something very common in diversified or global companies. They outline four strategies for managing identity conflicts:

1. Deletion – Removing one identity to reduce conflict
2. Integration – Merging identities into one cohesive whole
3. Compartmentalization – Keeping identities separate but intact
4. Aggregation – Creating a broader umbrella identity that accommodates all differences

These strategies show that multiple identities aren’t necessarily a problem—if they’re managed effectively.

Mismatched Identity in the Real World

One well-known example is Uber in its early days. Externally, Uber presented itself as a modern, innovative tech company revolutionizing urban mobility. Internally, however, reports of toxic culture, gender discrimination, and aggressive management contradicted that image. This identity mismatch led to public backlash and reputational damage, eventually prompting leadership changes and a full rebranding effort.

Another example is BP (British Petroleum). In the early 2000s, BP rebranded as “Beyond Petroleum,” promoting a green and sustainable image. Internally, however, fossil fuels remained the core of its operations. The Deepwater Horizon oil spill in 2010 revealed this disconnect and severely damaged BP’s reputation.

Can Organizations Have Multiple Identities?

Yes—especially in large, complex organizations with different divisions, international operations, or diverse stakeholder groups. Having multiple identities isn’t inherently bad. What matters is how those identities are managed and communicated.

Using strategies like those described by Pratt and Foreman, managers can embrace complexity without losing coherence. The goal isn’t necessarily to force a single identity, but to ensure alignment where it matters most.

Final Thoughts

Understanding and managing the relationship between corporate identity and organizational identity is essential in building trust, authenticity, and long-term reputation. Mismatches can lead to confusion, employee disengagement, or even crises. But with thoughtful leadership and strategy, organizations can navigate identity tensions—and even use them to their advantage.

In an era where consumers are more conscious of where their clothes come from, how they’re made, and what impact they have on the planet, brands are fighting to keep up with a new demand: authentic sustainability. H&M has seemingly been a pioneer in that movement; at least, that is what they want you to believe. With campaigns focused on recycling initiatives, sustainably sourced fabrics, and their high-profile Conscious Collection, H&M presents itself as a pioneer in eco-friendly fashion. But look beneath the surface, and you will find a serious identity clash at play.

First, we will dive into the branding perspective. H&M uses soft green visuals, earthy tones, and recycled paper bags. Its message evolves around closing the loop in fashion. Another powerful tool is their collaborations with sustainability influencers and eco-designers. They publish public sustainability reports and future-looking climate goals. H&M has taken the language of eco-activism and combined it with the accessibility and affordability that defines fast fashion. To the average shopper, it feels like a win-win situation. Customers are fed the illusion that while they look good, they can also feel good about contributing to saving the planet.

When we look at the organizational identity of H&M, we find that it still very much is fast fashion. The issue is that H&M is a fast fashion giant. The core of its business model relies on rapid production cycles, with new designs dropping weekly. Furthermore, their massive global output encourages overconsumption. H&M uses cheap job markets, where transparency is still questionable. Another issue is the short product lifespans, which directly contribute to textile waste.

No matter how many green campaigns they run, the fact remains: you can’t produce billions of garments per year and call yourself sustainable. This is where the fundamental mismatch becomes clear. The corporate identity, the story they sell, is not fully aligned with the organizational identity, the way they operate.

This brings up the uncomfortable but necessary question: Is H&M greenwashing? Critics argue that the Conscious Collection is a textbook case—a tiny sliver of the brand’s output used to paint the whole operation as eco-conscious. The company has been challenged legally and publicly over vague claims and lack of clarity in how conscious products are defined. And yet, despite regular waves of criticism, H&M seems to brush it off and move forward—with barely a dent in its brand perception.

There is a reason why, despite all the discrepancies, they stay unaffected by criticism. H&M’s reputation management is incredibly skilled at controlling the narrative. They respond quickly and diplomatically to bad press. For example, the publishing of sustainability reports that highlight progress, even when it is minimal. Overall, H&M positions itself as a work in progress, which is a powerful shield. After all, who does not want to support a company trying to do better?

Their PR team knows how to speak the language of progress. They rarely get defensive; instead, they acknowledge problems and turn the conversation to their efforts, ambitions, and roadmaps. In today’s media landscape, perception often trumps perfection—and H&M knows how to play the game.

Your Year in Music And Why It’s a Marketing Masterpiece

It is December and your notifications light up. Everyone you know is suddenly posting their top artists, most-played songs, and weird genre combinations like “Escape Room Jazz.” Welcome to Spotify Wrapped, a feature that feels like a gift, but underneath the neon gradients is one of the most effective global marketing campaigns of the digital age. Spotify has managed to turn user data into emotional storytelling. But the real genius? How Wrapped works not just for you, but for millions of people across the world at the same time. Wrapped is such an international success and marketing masterpiece that it made competitors like Apple Music try to copy it. But nobody could do it as successfully as Spotify.

Data Meets Emotion: The Secret Behind Spotify Wrapped

Spotify Wrapped is built on personalization. Each user gets a completely unique story based on their listening habits. It’s playful, nostalgic, and taps directly into the psychology of pride and identity. Music is personal, and Wrapped turns that personal connection into shareable content.

That’s what makes it more than just a recap. Wrapped becomes a moment of reflection, validation, and bragging rights. And that emotional pull is what makes users want to post it to Instagram, TikTok, Twitter, and beyond.

Global Consistency and personal: Spotify’s Standardization and Adaptation Strategy

Now here’s where the international marketing magic happens. Despite its deeply personalized nature, Spotify Wrapped follows a global standardization strategy with local adaptation.

The core concept stays exactly the same in every country:

• Year-end campaign
• Personal data turned into visuals
• Encouragement to share on social media

But the details change based on the region:

• The language and UI are localized
• Top artists and most-streamed songs reflect regional tastes
• Country-specific categories, jokes, and visuals make the content feel culturally relevant

This strategy allows Spotify to scale globally without losing local authenticity. Users in Japan, Brazil, and Germany all feel like Wrapped was made just for them and technically, it was. That’s the power of combining global consistency with local flavor.

Conclusion

By turning every user into a potential brand ambassador, Spotify Wrapped becomes a free, viral campaign every year. Users do the marketing for Spotify, because it’s fun, personal, and shareable.

From influencers posting their stats to brands making parody versions, Wrapped sparks a global conversation around music. And because the visuals are optimized for social media, it spreads like wildfire across platforms, often dominating year-end content.

Spotify Wrapped isn’t just a fun feature. It’s a masterclass in global marketing. It shows how brands can use personal data, emotional storytelling, and a local/global strategy to create campaigns that feel intimate and international at the same time.

So next time you check your top songs, remember that you’re not just seeing your taste in music. You’re experiencing one of the smartest, smoothest global marketing strategies of the decade.

Nike, founded in 1964 as Blue Ribbon Sports, has grown into one of the most recognized and influential brands in the world. Known for its iconic logo and slogan “Just Do It,” Nike is not only a sportswear company but a brand that shapes culture, identity and lifestyle. Nike has managed to stay culturally relevant for decades, inspiring millions of people to not just wear the brand, but to live it. However, what makes Nike’s communication that powerful?

Not Just a Brand
Nike is known for emotional and empowering campaigns. It doesn’t just promote products – it tells stories. From TV ads with famous athletes to social media posts about social change, Nike’s message is always clear: believe in yourself, push your limits and be part of something bigger.

Nike’s brand strategy is simple and strong and known by everyone. They keep it obvious and clear, without changing their strategy for decades. First, Nike uses emotional storytelling to create a connection with consumers. Nike’s storytelling includes, for example, heroic narratives, where it celebrates the journey of everyday athletes.

On the other hand, the brand is present on every channel and builds a community through apps and events. Nike’s community building efforts aim to enhance interaction and build a loyal community.

The Customer Journey
The customer journey is a theory that shows how people interact with a brand step by step – from first contact to loyalty.

Nike fits into this model in a very natural and effective way. It starts by creating the need through emotional and inspiring campaigns that make people want to take action. Then, it shows up where people look for information – on social media, YouTube and through influencers – helping potential customers learn more. When people are considering buying something, Nike provides all the support they need. The buying process is made easy on their online platform or through a strong in-store presence. After purchase, Nike offers fast delivery. In addition to that, Nike encourages customers to use their products through apps like “Nike Run Club” or “Nike Training”, offering challenges and tips. Finally, Nike builds long-term loyalty through membership, early product access and exclusive events, making customers feel like they’re part of something bigger.

Nike’s communication goes far beyond product promotion. It creates a feeling and a lifestyle that customers choose to be part of.

Sources:
Saleh, H. R. (2023, January 6). Nike: A masterclass in integrated marketing communication and brand orientation. Medium. https://medium.com/@hrsaleh/nike-a-masterclass-in-integrated-marketing-communication-and-brand-orientation-38951ec505e5

Nike, Inc. (n.d.). About Nike. https://about.nike.com/en/

de Backer, G. (2024). Customer journey map: How-to & examples [+ template]. https://gustdebacker.com/customer-journey-map/