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Global Branding

A way of spreading a brand on a global scale

In recent years, Japanese companies have been speeding up their globalization. Behind this trend, there has been a shrinkage of the Japanese market as a result of its aging population and a decline in its birth rate, which have led to a decrease in business opportunities. The shifting of the expansion of production bases overseas accelerated in the 1990s, and the time has come for Japanese companies to start to make a full-scale effort towards branding in overseas markets.

This trend is seen not only among large companies; it is also remarkable among medium-sized firms. We support ambitious entrepreneurs seeking success in overseas markets.
For instance, the Gramco Group launched a local subsidiary in the Chinese market in 2004 to offer assistance not only in branding but also in marketing research to Japanese companies.
We have a strong network of partners around the world. Staff members familiar with local conditions provide support to clients from our Japan headquarters.
Global branding has three key points:

  1. Gain sufficient insight into customers’ needs in the market where the business is operating and work on branding from both global and local perspectives (Glocal branding)
  2. Meanwhile, secure consistency in the brand style (brand style control).
  3. Work not only to attract customers at individual locations but to develop brand visions and values that gain empathy among local employees to get their involvement (global internal branding).

What is to be noted with regard to the first point above is that the brand cannot gain any strong position if the concept it uses in Japan alone is carelessly advertised elsewhere. No understanding can be obtained without clearly having an attitude of seeking benefits from the standpoint of customers in the local market. For example, one company created a brand concept that differs from the one it had in Japan and boldly repositioned itself in the industry.
The second point mentioned above means to send out messages as a major global brand, not only from the perspective of brand localization. It also means to communicate the values of a brand in a unified global standard.
The third point is particularly significant. It is vital to build internal awareness to infuse a sense of ownership in local staff and to boost their attachment to their company even though they tend to feel less attached than Japanese staff do. It is effective to prepare a brand book and a brand video accurately translated to local languages (with the original meaning being correct) and to involve human resources departments in the creation of e-learning tools.

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