Global brand of Nescafe

Nestle is very clearly emphasizing a corporate name much more than historically. It is trying to retain its decentralized culture and yet do so in a way that permits it to rationalize its brand portfolio without losing equity and sales at the local level.

One of the most well known brands is Nescafe. Nescafe was named one of the top global brands. Like many brand innovators.

Nescafe was a result of intensive research – seven years of research to be precise, taking place in Swiss laboratories in the 1930s.

Nescafe has had to work hard at maintaining its position with successful advertising aimed at specific markets.

Nestle have apparently consolidated the position of Nescafe over the years, through careful attention to its physical attributes and by enriching the brand with strong, non-functional values which add up to its reputation and image.

Innovation and advertising are the two pillars of the long-lasting success of this brand. This incremental process never ends. Nescafe coffees are available to suit all tastes and in a wide range of packaging.
Global brand of Nescafe

Global beauty industry

Beauty is universal, as has been amply documented in the human history, That is, attractiveness ratings are remarkably consistent, with people in the same culture strongly agree about who is beautiful and who is not. 

Today, consumers around the world spend $330 billion a year in fragrances, cosmetics and toiletries.

The growth of the industry is being driven by richer ageing baby-boomers and increased discretionary income in the West and by the growing middle classes in developing countries.

The industry’s transformation from by humble moral nuisance to a global brand-driven powerhouse offering products essential to daily life is one of the more intriguing stores in modern business history.

Cosmetics companies are marching toward continued global market success through the use of a more universal aesthetic that has been codified by mass and popular culture and the cosmetic industry.

Unilever was one of the first multinationals to ask its board to examine possibilities of a global market for the beauty industry in 1950. World War II had opened up new horizons for businesses mass culture, and the exchange of goods and information.

Global competition in the market is becoming increasingly intense, Unilever and Procter and Gamble, facing maturity in many of the tradition business are devoting more resources to developing global beauty brands. 

While the market for tradition beauty products becomes increasingly competitive, the industry’s real growth may come from areas outside the ‘radar screen of the main players: cosmetic surgery and well being products consisting of spas, salons and clubs linking to exercise and diet.
Global beauty industry

Product and Market Development Across Cultures

Product and Market Development Across Cultures
Although some companies view themselves as pure marketing organizations that only focus on branding, the basis of existence of a global company is its product or services and the ability to develop or adapt product concepts for different markets. The most important decisi0n of a company is which products or product variations to market to which markets, therefore, marketers would work in close contact with research and development.

Many products sell better in some markets than in others, the cause of such variations can be wealth or culture. If the cause of low penetration of a specific product in a specific country is culturally defined, products should be adapted to better fit that culture.

New product market combination must be developed when products enter new markets of different configurations. Life insurance, for example, is a product for individualistic cultures; entering a market with a collectivistic culture demands different products. An example could be offering parent related pension insurance to the Singapore yuppies whose new mobile lifestyles make it more difficult to fulfill their obligations to look after their parents, a strong element of their collectivistic and Confusion values.

Well defined cultural differences can help to develop more appropriate products or product adaptations for different cultures. If certain do-it-yourself products do not sell as well in strong as in weak uncertainty avoidance cultures, adapt the product to the need for competence. Add instructions, offer training, whatever helps the market to feel more competent. Similarly, electronic appliances such as remote control devices should be easy to use for weak uncertainty avoidance cultures, but may have complicated details for strong uncertainty avoidance cultures where people want to control the process.
Product and Market Development Across Cultures