Microsoft's .NET programming languages have localization built in to their function libraries. These are limited though to number separators for large numbers, alphabet characters and so on. Even a small nod in the direction of cultural variation can increase the usability of an application and reduce the learning curve for the user.
In most cases, the regional aspect within the country is addressed by an Application layer. Hardware is customized for a country or emerging markets mainly due to address price point differentials. Another case requiring customization for local needs is differences in standards. Usually standard differentials are taken care off at the software level. However, at times hardware customization may be needed.
@ FlyingScot: The strategy of localization (rather than total re-engineering) works well if the cost and feature dimensioning of the problem are not very drastic. For instance, an ultra low cost car (an equivalent to Tata Nano) would require total re-engineering rather than localization of an existing platform.
The telecom players are able to work with very low customization on Hardware but with different sets of applications to monetize the requirement.
"A deep understanding of the local market to adapt to market differences"
Prasad,
What is the best way to understand the local markets ? For example companies find it tough to understand and do business with China. Do you think its advisable to make tie up with local companies so that you get expertise who understands local market better ?
Based on your experience, what do you define as local, for a global company? Do you mean regionally with a country, or a larger scope than that? Does the definition change based on the industry in question?
It is a good question Flyingscot; it is not my aim to overtake Prasad, I leave him maybe a deep reply and more details. Anyway, from my point of view, mobile telecom could be a good example and an answer to your question. For major providers in fact, we are assisting to a global brand but a market strategy focused on customized needs raised locally; in general also assistance is arranged tipically by employment of local resources, to fit better end users mindset or basically local language.
Apart from giving the local flavour to the product, using the global brand imgae of the procduct also helps in a major way.
The fact that a global company is specially tailoring their popular product as per your local style and fashion itself attracts the consumers to this prodcut because it enhances thier self-esteem.
One advt by the mobile company MAX comes to my mind. They advertise the loud sound of their mobile as the plus point in Indian market because the Indian consumers like it loud.
Another strategy by Mac-donalds to have local flavour to their burgers while keeping the original quality french fries and the original look and feel of thier shop layouts throughout the world is in my opinion a good mix of Originality+ Global brand imgae + the local flavour.
I read your article with interest. Would you be able to share with our readers any examples of where this strategy worked and where it did not go so well?
Truly a great article. And this is what major global companies are trying to do by establishing their development with in the local markets. This may not be applicable to all markets like aviation, telecom etc. But surely applies to any product that touches the human like energy, medical and consumer electronics.
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Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
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Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
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Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.
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