MARKETING STRATEGIES OF GLOBAL BRANDS IN INDIAN MARKETS
sumber:search.proquest.com
Author: Taneja, Girish; Girdhar, Rajan; Gupta,
Neeraj
Publication info: Researchers World 3.3 (Jul
2012): 71-78.
ABSRACT:
With increasing globalization and
international trade, a number of international brands are entering into India
which is one of the fastest growing and highly competitive markets in the
world. Though, most of the global firms failed to understand the needs of
Indian consumers as well as the market characteristics but there are a few of
them who have been successful in positioning their brands into the Indian
market because they attempt to understand well the needs of target group before
introducing a brand into the market. Even some of the most successful brands in
today's time had committed several blunders or mistake while initially entering
into Indian market. For instance, Kellogg's, McDonald's, LG, Reebok and
Coca-Cola are among such global brands who initially introduced standard
products by following standardized global strategies but later realized their
mistakes and thus modified their product or services according to the needs of
Indian consumers and became successful. This research is an attempt to
investigate why some international brands, that are successful globally, fail
to attract significant market share in India.
INTRODUCTION:
When the Indian markets were opened to the
world after the complete overhaul of the policies related to the
entry of Multi National Corporations (MNCs) in
India, most of the global brands started entering into the Indian markets.
India is among the largest markets of the world in terms of its sheer size
along with China which together account for 37 percent of the overall world
population [1]. Having the huge potential, India is one of the most promising
and progressively growing economies in the world. Followed by China, it has a
large consumer base backed by the huge populations having a considerable amount
of spending power. Though, a large number of Global brands have entered Indian
markets, but not all were able to crack the success mantra for the mysterious,
complex and a diversified market where the tastes and preferences of customers
change after a few kilometers to the either side of the market. Indian market
is so complex because of the large number of cultures, religions, diverse
levels of income of the people. Moreover, a wide rural and urban divide creates
another challenge in front of companies while establishing effective
distribution network. Given the huge diversity of people and challenges related
to distribution, the Global firms need to adapt to the local market conditions
in order to attract the customers towards their brands.
Despite huge potential, a number of MNCs have
not been able to reach the levels of success that they have either enjoyed in
their home markets or the markets world over. These global brands upon their
entry in the Indian markets used the most successful of their companies' strategies
the world over, but these strategies failed in the Indian market because of
which these MNC's sometimes incur huge losses. According to Choudhary et al.
(2012), the MNCs can try and use a three steps approach to succeed in the
Indian market - (a) organize its business structure for Indian market; (b)
customize their offerings for Indian markets; and (c) form partnerships with
Indian companies [2]. In this paper, the cases of such selected Global brands
are discussed who initially could not understand the dynamics of Indian market
and needs of consumers and suffered huge losses. They repositioned their brands
only when adapted to the local market needs and became successful.
METHODOLOGY:
This research paper is an attempt to explore
how some global brands have been making inroads to the hearts of Indian
consumers after committing some initial blunders. The relevant information
using secondary data is collected from
various sources such as websites, case studies, newspapers, academic journals,
and business magazines in order to
understand the marketing strategies adopted by selected global brands including
Kellogg's, McDonald's, LG, Reebok, and
Coca-cola in the India. The marketing strategies of these Global brands have been critically analyzed to present
the view of how they encountered with initial failures and were able to
overcome the enormous amount of challenges due to diverse nature of the Indian
markets.
CASES OF SELECTED GLOBAL BRANDS IN
INDIA:
KELLOGG'S: FROM TASTELESS TO
TASTEFUL:
Kellogg's is one of the most successful Global
brands from U.S. which was world's leading producer of cereal and convenience
foods. It is hugely popular breakfast cereal brand that is being sold in 160
countries with sales turnover of over $9 billion. On its initial entry into the
Indian market, it used similar marketing mix which it had been using in other
Global markets [3]. When Kellogg's first entered India in 1994, it heavily bet
on transforming the Indian breakfast cereal market through switching breakfast
habits of Indian consumers who were used to hot breakfast foods. The company
wanted the Indian consumer to change its traditional habits of having either
Idli Dosas or Paranthas in their breakfast and these habits too varied from
region to region with the northern region preferring Paranthas and southern
region preferring Idlis, and Vadas etc. and the western region preferred
alternatives like Poha. They wanted them to make an instant switch from their
own traditional habits to start having the healthier breakfast cereals which
was a huge challenge for the company. India became extraordinarily tough market
for Kellogg's because it had to change ingrained eating habits of consumers. It
passed through different though difficult phases of life-cycle before it has
become the strongest player in breakfast cereal category in India. Presently,
Kellogg's is estimated to hold about 60-65 percent of India's Rs. 400 crore
worth of breakfast cereal market. While introducing a new product category, it
was not easy for Kellogg's to establish a foreign brand into Indian market
where food habits of people change after a few kilometers [4]. The snapshot of
Kellogg's journey from failure to success is briefly discussed in the following
section:
INITIAL BLUNDERS:
In its initial advertisements, Kellogg's
showed that what Indian public was having in their breakfast was not at all
healthy which hurt the sentiment of the typical India ladies who had been
serving traditional breakfast for ages to their families. The advertisement negatively
affected the mindset of major influencers and initiator groups in the Indian
families. Also the kind of breakfast which Indians were having was available in
many varieties at cheaper prices than Kellogg's modern breakfast of corn
flakes. It was enormously difficult for the company to convince them to leave
their traditional food or breakfast options and replace it with cereals. In
addition to this, the company could not understand another cultural aspect that
Indian consumers have had warm milk in their breakfast whereas; the corn flakes
(cereals) were preferably used with cold milk. Even when they consumed it, they
found that crispiness of flakes were completely eroded as soon as they were
dipped into the warm milk, there by losing the points of positioning which
promised the flakes to remain crispy when it is to be consumed. Due to all the
problems that Kellogg's was suffering from, its sales declined by 25 percent in
April, 1995 as compared to the sales of previous month March, 1995 [5].
INDIA SPECIFIC STRATEGIES:
A TURNAROUND:
After learning several lessons from the
initial mistakes, Kellogg's completely revamped its marketing initiatives as well as brand building programs and made it
India-specific. First of all, to overcome the price sensitivity of Indian
consumers, it launched small sized pack at Rs. 10 only for Indian market. Then,
they decided to tap the Indian public's love for Hollywood superstars by
launching a limited edition Kellogg's Chocos Spider Man 2 "web-designed
cereal". The use of few specific words taken from Indian language - Hindi,
such as Corn Flakes with Iron Shakti and Calcium Shakti in the launch of new
variants gave it a local feel which was a good initiative taken by the
management. Packaging was used as an effective tool for brand communication
with consumers which gave the brand an on-shelf differentiation from, though a
handful number of, its competitors. It also started some other brand building
initiatives by portraying itself as a socially responsible citizen, whereby it
started recycling and reusing materials, improving the access to health and
human services in the local communities [3].
These moves have shown that the brand was
customized specifically for the Indian market, and new variants were introduced for the Indian consumers. It
also launched the sugar coated Froasties as Indians wanted to have food that was good in taste. Moreover, it
launched Chocos Wheat Loops coated with chocolates to widen the product
choices. The company reduced its costs to be able to make its offerings
affordable for the price sensitive Indian customers by localizing the whole raw
material and packaging material requirements. Also the company decided to
appeal to the larger masses in order to increase its presence in the Indian
market. It set up its manufacturing facilities in India in Taloja near Mumbai,
to reduce the overall transportation costs and undertook many other steps to be
able to succeed in Indian market. To make the brand more acceptable among the
female consumers the brand launched a new product Kellogg's Special K for women
who want to regain their fitness levels and chose Lara Dutta (a famous
Bollywood actress) as their brand ambassador for this variant, whom female
consumers could identify with as women aspired to be fit like her. All these
initiatives taken by the Kellogg's for repositioning of its brand helped it in
gaining around 60-65 percent of the market share of the breakfast cereals
market and hence became a market leader. To expand its business further, the
company has decided to promote the brand as an evening snack as well.
MCDONALD'S:
McDonald's made an entry into the Indian
market at a very appropriate time as soon as the Indian government opened up
its market to the Global brands. It made entry in the Indian market in the year
1996 by forming two 50:50 joint ventures, one with Hardcastle Restaurants
Private Ltd. in Western India and another with Connaught Plaza Restaurants
Private Ltd. in Northern India, with the first outlet opening in Mumbai.
Though, McDonald's had got clearance from the Foreign Investment Promotions
Board1 (FIPB) in 1991 itself, but it made the final entry in the year 1996
which clearly suggests that company was not going to be caught unprepared in
the market. It took so much of time to study the market that is so diverse in
terms of geographical make-up, the consumer diversity as well as in the variety
of food items the Indians had.
INITIAL BLUNDERS:
When McDonald's made entry into the Indian
market, it faced several challenges which it needed to manage so that it could
be successful in such a diverse market. They entered with price points that
were too high for the Indian consumers to be affordable. Few other challenges
included - (a) majority of the Indian population was vegetarian and even in
non-vegetarian category the people did not eat beef which was an important
component of McDonald's menu worldwide. (b) the people in India worship cows as
motherly figures and it had to face a lot of resistance in the Indian market
with political parties like Shiv Sena (an independent political party in India)
making demands for the company to leave the Indian market for using beef in
preparations of its French fries in US market. But, McDonald's clarified the
situation by presenting the true facts that though it used beef in preparation
of French fries in U.S. market, it had never used it as a component for making
French fries for Indian market. In addition to all these, McDonald's faced
competition from the lots of local food retailers who had been in the market
for years and had an edge over McDonald's in terms of prices, and knowledge of
the local tastes [7].
INDIA SPECIFIC STRATEGIES: A NEED OF THE HOUR:
To address all issues stated above as well as
the price sensitivity of Indian consumers, first of all it introduced the Value Meal it its menu, making it
affordable for Indian masses [7]. To make sure that the company succeeded in Indian market, it followed the
approach of being "Glocal brand". Under this approach, it segregated the kitchen areas and cooks for the
vegetarian and non-vegetarian menus as Indians in some areas did not even like
to have the vegetarian food if it is touched by some non-vegeterian food item.
They Indianized their menu by adding Aloo Tikki, McSpicy, and special range
Cheese burgers. To cater to the price sensitive of consumers, they launched the
happy price menu, which along with affordable prices also focused on the family
fun element. The pricing strategy used by McDonalds was value based with the
price points even at entry level reaching the levels of Rs. 20. This point was
very beautifully conveyed through the advertisement campaign - with the tag
line -"Aap Ke Zamaane Mein Baap Ke Zamaane Ke Daam". They also used
open kitchen system where the customers could see with their eyes the levels of
hygiene and safety conditions in the kitchen for the preparation of food and
other items being served, which was not usually followed by the local
restaurants that it was competing with. It continued with a philosophy of
Quality, Service, Cleanliness, and Value (QSCV) in the Indian market. [8]. By
ensuring that it catered to the local tastes and preferences by changing its
marketing mix for the Indian consumers, the brand has been very successful in
the Indian market. Now, it has geared up with respect to its expansion plan of
launching 50 new stores with an investment of Rs.150 crore by 2013 [9].
LG IN INDIA: A JOURNEY FROM HAVING NO LIFE TO
LIFE'S GOOD:
LG Electronics India Limited (LGEIL) is a
wholly owned subsidiary of Seoul based parent company. The company's focus on growth in Indian market has
been inch perfect and that is why it has been able to get the share of Indian market (by volume) equivalent
to 29.4 percent in refrigerators, 26.5 percent in color TVs, 35.8 percent in
Washing Machines, and a crushing 38 percent in Microwave ovens. LG's Indian
market share in GSM handsets is now 6 percent and rising [10]. As per the
Managing Director of LG the Indian consumers are complex, so to force long term
relationships with them the companies must make long term commitments and
investments to understand them to be successful.
REASONS OF INITIAL FAILURE:
LG's first attempted to enter India during
early 1990s floundered as a result of difficulties encountered mainly working
with the local importers. Initially it was known as 'Lucky Goldstar' and it
faced two major challenges including the
failure of joint ventures and de-licensing of the consumer electronics industry
leading to the discontinuation of its operations in Indian market. Moreover, as
Lucky Goldstar, the company's biggest fault was that it did precisely what
other white goods brands of the 1990s were doing such as some half-hearted advertising and pushing the products only when
the consumer entered the store [19]. But, it again entered the market in January, 1997 after the Indian
Government's light for establishing state-of-the-art white goods factory in Greater
Noida and it was named as LG Electronics India Private Ltd. a 100 percent
subsidiary of Korean chaebol. During that time, there was such an intense
competition in the Indian markets with the Japanese players dominating the
Indian consumer electronics market. Low brand awareness among consumers was
another challenge for LG in India. It was one of the last consumers electronic
MNCs to enter Indian markets and its competitors had a two years jump start
over it. Secondly, it had to take care of high levels of import duty, the high
levels of competition from the local players and other MNCs, and the
sensitivity of Indian consumers towards pricing issues.
STRATEGIES THAT MADE LG'S LIFE GOOD IN INDIA:
The company overcame all challenges by using
innovative marketing strategies, specifically planned for Indian markets, with
the introduction of innovative technologies in consumer electronics and home
appliance segment. In order to develop a stronger connect with the Indian
audience it initiated a close tie-up with cricket that included signing on
leading Indian cricketers and launching cricket games on its television models
[11]. It was recognized as the first major MNC that forged very strong tie-ups
with cricket by sponsoring the World Cups in the year 1999 and 2003. It focused
on products which took care of the health of the Indian consumers only with
launches like "Golden Eye" colour television, ACs using the
"Health Air System" and the microwave ovens with "Health Wave
system" etc. To avoid the reasons for its failure during the first time,
it entered the Indian market it shifted the manufacturing base for many of its
products like PC monitors and refrigerators and used the technique of contract
manufacturing for production of color televisions (CTVs). This also helped the
company to reduce its costs. They also came up with localized products like
CTVs which had Hindi and regional language menus as options. For the price
conscious customers it introduced low priced "Cineplus" and
"Sampoorna" range for the rural markets [12]. It had a distribution
network in which the distributors work directly with the company. This shows
that how LG was also able to turn around its fortunes and be a successful
global brand in the Indian market the second time around by learning from the
mistakes it had made for the first time.
REEBOK:
Reebok India is the subsidiary of Adidas group
from Germany and it had for the first time entered in the Indian market in the
early 1990s.
INITIAL BLUNDERS:
When it entered for the first time in Indian,
made certain assumptions which were totally wrong such as every car owner of
India must have a Reebok sneaker. This assumption which may have been correct
in other markets totally failed in India
because here the car owners had either bought their cars in installments or the
cars provided to them were of their employers
and not owned by them. This problem coupled with another one related to its
research which produced inappropriate results when it hired an agency to
measure the market potential for Indian markets. The agency advised the company
to divide the market according to the postal codes which looked good on paper
but and later the company realized that this would also not work because for
some areas such as Greater Kailash post office in New Delhi is a high profile
locality including a number of mid income families near locality of Zamroodpur
under it. This practice was inappropriately followed to decide where to open
the stores in those chosen areas.
STRATEGIES FOR BECOMING LEADER IN INDIA'S
FOOTWEAR MARKET:
Despite all these setbacks faced by company,
it eventually came out as a winner in the Indian market with a 53 percent
market share of the branded sportswear market with an estimated size of Rs. 3500
crore per annum . Reebok as a brand enjoys total brand recall in Indian market
and it is available at the lowest price point starting from Rs. 990 per pair
which helped to establish the brand as a mass market brand for the Indian
market. The brand has got more than 300 stores to cater to the lower end of the
market offering close to 80 SKU's for under Rs. 2590. The 80 percent of the
manufacturing for the brand is done in India to keep the manufacturing costs
down. The company to grow further added a lot more of product lines and SKU's
for adults, kids, teenagers and even females so that it could grow its market
as much as it could and to ensure that the brand is able to cater to the
requirements of its consumers it comes up with around 42 new units every month
in the Indian market. It has launched a lot of sub brands in the Indian market
named - Easytone, Fish Fry, and separate range for kids, women and senior
citizens keeping in mind the different requirements of these different kinds of
consumers [13]. To reach out to a larger segment of market it decided to keep a
focus on the Tier II cities in the Indian markets and to expand further and
attract more and more customers in Indian markets the brand decided to rope in
top cricketers of the Indian cricket team. It also sponsored the KKR outfit in
the IPL to appeal to masses. Reebok understood the importance of localizing its
brand and positioned itself as a fitness brand and went out of its way to
develop close affinity with cricket. Reebok's marketing strategy to associate
itself with the cricket frenzy Indians, instead of banking on the aura of
international sports stars to push its wares - which Nike, Adidas and Puma
tried doing unsuccessfully in India - proved to be a resounding success. Thanks
to its association with cricket, Reebok enjoys total brand recall and
stickiness in the minds of consumers. Already, the brand's association with the
ICC Cricket World Cup 2011 and its endorsement deals with the likes of M. S.
Dhoni and
Yuvraj Singh (players of Indian Cricket Team)
are paying rich dividends. Reebok saw same store sales increase by 20% in April
2011 over April 2010. The sale of merchandise too shot up after India's World
Cup victory across its 1,000-plus franchisee outlets [14]. It also entered into
a marketing tie-up agreement with UTV Motion pictures for supplying the
wardrobe for both Bipasha Basu and John Abraham (famous Bollywood stars) in the
soccer based movie 'Goal'. Reebok set a blistering pace in the Indian sports
good market, far outpacing its formidable rivals, Adidas and Nike riding on the
strategies mentioned above [15].
COCA-COLA INDIA:
Coca-Cola is a leading player in the Indian
beverage market with a 60 per cent share in the carbonated softdrinks segment,
36 per cent share in fruit drinks segment and 33 per cent share in the packaged
water segment [16].
INITIAL BLUNDERS AND SUFFERINGS:
Coca-Cola Initially entered the Indian market
during the late 1970s and the Government's order had forced the company to
leave the Indian market. The company again made an entry into the India in the
year 1993 after the government decided to liberalize the market again. This
time the entry into the market was more dramatic for the company as it bought
out all the leading Indian softdrink brands like Thums-up, Limca, and Gold Spot
leading to a situation where it was accused of killing its competition by using
its financial strength. But, even after years had passed in the Indian market,
the company was not able to realize profits because of its very aggressive
strategies of huge amounts of promotions and very aggressive pricing strategy
to try and beat the competition. It also suffered in the Indian market because
of the pesticides controversy took place in 2003 that resulted in 11 percent
decline in the sales during that time. It had a very negative impact on
Coca-Cola's brand image in the minds of the Indian consumers [16].
STRATEGIES TO OVERCOME CHALLENGES:
To be successful, the company decided invested
more than US$ 1bn to build overall infrastructure required for succeeding in
India. The company invested in setting-up 25 wholly owned bottling plants in
India. All these steps taken by the company ensured that the company was able
to ensure a deeper level of penetration in the Indian market - even in the
rural areas. (Mukherjee, et al. 2008). While re-launched the Coca-Cola brand in
India, it went ahead with global communications only, but sooner it realized
its mistake and the company quickly adapted its communication to ensure proper
appeal to Indian consumers. The company rode on two of the strongest pillars, a
brand can use in Indian advertisement and communication industry to succeed
i.e. Bollywood and Cricket. It roped in multiple filmstars and cricketers so as
to promote its brand in the Indian market. Its campaign with the tag line
"Thanda matlab Coca-Cola" was able to create the mass appeal for the
brand in the market. This campaign was very well thought out, as Indians used
to refer to anything that was chilled as "Thanda". For positioning the
brand Coca-Cola for rural consumers, the company roped in Aamir Khan (a famous
Bollywood filmstar) who helped in popularizing the use of cold drinks in rural
areas. To increase penetration in rural market, the brand also reduced the
entry level price point to Rs. 5.only [16]. The company was also able to
successfully overcome the biggest challenge it faced in the year 2003 of the
pesticide controversy. They hired Aamir Khan and Smriti Irani - a very popular
TV actor at that time to ensure that customers retain the faith they had in the
market and they showed commercial where Aamir is given a tour of the Coca-Cola
factory and is briefed about the 400 quality control tests that are a part of
the production process to convince the customers that the brand they are
consuming is totally safe for them. After overcoming all these challenges,
Coca-Cola was again set to expand India as a market further and took it from
number 7 in the global pecking order to a market that is number 5 for Coca-Cola
globally and for achieving this objective the company has earmarked US$ 5
billion for ensuring that the company is not letting go its focus on developing
the Indian market further successfully [17].
CONCLUSION:
After discussing cases of some specific
brands, we can argue that the Global brands failed initially mainly because
they failed to understand the dynamics of the Indian consumers as well as the
markets they were going to serve. Therefore, they had to reframe their
strategies and then enter the market with a completely changed mindset as per the market dynamics.
This mostly happened because what they had done for them was either guided by their parent markets or
in the markets world over where they were successful. This mantra had never
been successful in India because of the complex structure of Indian markets and
diversity among people of the country that have ever changing tastes and
demands. In today's scenario, for any Global brand to succeed in Indian
markets, the companies need to shifttheir focus from forming global strategies
for the overall market, to the strategies that adapt to the local market
conditions in the India. The Global firms operating in India must try to be as
local as they can be, by converting themselves into Glocal brands i.e. being
global at heart. The companies can achieve these objective, either by using
local manufacturing, producing Indianised variants of their products to take
care of local consumers tastes, to use local celebrities as brand ambassadors,
and tackle the issue of price sensitivity of the Indian consumers by launching
value for money products which are affordable for the masses and forming long
term relationships with intermediaries in the market and instill in them a
sense of confidence that they are your brand's partners in your journey towards
success and they too will benefit if you as a company will succeed and if your
brands succeed in Indian market. It was beautifully illustrated in an article
titled "Made In India, Only For India" recently published in 'The
Strategist' stated that "Now for most of the successful MNCs operating in
India, exclusively for India has become an integral part of their overall
product development strategy". Through this paper, it is attempted to
highlight that MNCs must introduce the products or services matching to the
needs of Indian markets in order to be successful. For instance, Honda
Motorcycles recently launched bike "Dream Yuga" to tap the entry
level segment to take on its competitor and erstwhile joint venture partner 'Hero
Moto Corps' that holds leading market share in this segment. Similarly, GE
Healthcare launched an lectrocardiogram(ECG) machine especially to be used by
rural markets where the clinics do not have much space to operate those complex
ECG machines which also runs on battery to overcome the electricity problem
caused by the frequent powercuts in Indian rural markets. Even Korean
automobile company launched Hyundai Eon in the Indian market after conducting a
research which revealed to them a slight change in preferences of Indian
consumers i.e. they now valued mileage, then styling, space, interiors and then
finally pricing while purchasing a care, while it earlier used to be mileage,
price, styling and interior space, and it was based on this research only that
Hyundai Eon was launched in the Indian markets. So this new mantra of being
global but acting locally is being adopted by most of the MNCs to succeed in
the Indian market [18]. The MNCs' and their brands that are successful in
Indian markets are switching to this strategy of presenting themselves as a
local company so that people can identify themselves with these firms as their
own and this is the reason that why most of the global firms are now focusing
on local promotions, local products, pricing strategies as per local
requirements and local distribution for Indian markets instead of using their
global marketing communications mix to attract the Indian consumers to their
brands. The growth for these brands in Indian markets has been increasing
throughout depending on how they are tapping the markets by offering more and
more regional flavours and tastes which are pushing these brands forward.
RESUME
Dengan meningkatnya globalisasi dan perdagangan internasional
, sejumlah merek internasional masuk ke India yang merupakan salah satu yang
paling cepat berkembang dan sangat kompetitif pasar di dunia . Padahal,
sebagian besar perusahaan global yang gagal untuk memahami kebutuhan konsumen
India serta karakteristik pasar tetapi ada beberapa dari mereka yang telah
berhasil memposisikan merek mereka ke pasar India karena mereka berusaha untuk
memahami dengan baik kebutuhan target kelompok sebelum memperkenalkan merek ke
pasar . Bahkan beberapa merek yang paling sukses dalam waktu hari ini telah
melakukan beberapa kesalahan atau kesalahan sementara awalnya memasuki pasar
India.
Dengan meningkatnya globalisasi dan perdagangan internasional
, sejumlah merek internasional masuk ke India yang merupakan salah satu yang
paling cepat berkembang dan sangat kompetitif pasar di dunia . Padahal ,
sebagian besar perusahaan global yang gagal untuk memahami kebutuhan konsumen
India serta karakteristik pasar tetapi ada beberapa dari mereka yang telah
berhasil memposisikan merek mereka ke pasar India karena mereka berusaha untuk
memahami dengan baik kebutuhan target kelompok sebelum memperkenalkan merek ke
pasar . Bahkan beberapa merek yang paling sukses dalam waktu hari ini telah
melakukan beberapa kesalahan atau kesalahan sementara awalnya memasuki pasar
India.
Merek global gagal awalnya terutama karena mereka gagal untuk
memahami dinamika konsumen India serta pasar mereka akan melayani. Oleh karena
itu, mereka harus membingkai ulang strategi mereka dan kemudian memasuki pasar
dengan pola pikir benar-benar berubah sesuai dinamika pasar . Hal ini terutama
terjadi karena apa yang telah mereka lakukan untuk mereka adalah baik dipandu
oleh pasar induk atau dalam dunia pasar atas mana mereka berhasil . Mantra ini
tak pernah sukses di India karena struktur kompleks pasar India dan perbedaan
di antara orang-orang dari negara yang pernah perubahan selera dan tuntutan .
Dalam skenario hari ini , untuk setiap merek global untuk
berhasil di pasar India, perusahaan perlu shifttheir fokus dari pembentukan
strategi global untuk pasar secara keseluruhan , dengan strategi yang
beradaptasi dengan kondisi pasar lokal di India . Perusahaan-perusahaan global
yang beroperasi di India harus mencoba untuk menjadi sebagai lokal mereka dapat
, dengan mengubah diri menjadi merek Glocal yaitu menjadi global pada jantung.
Perusahaan-perusahaan dapat mencapai tujuan tersebut , baik dengan menggunakan
manufaktur lokal , memproduksi varian Indianised produk mereka untuk mengurus
konsumen selera lokal , menggunakan selebriti lokal sebagai brand ambassador ,
dan mengatasi masalah sensitivitas harga konsumen India dengan meluncurkan
nilai produk uang yang terjangkau untuk massa dan membentuk hubungan jangka
panjang dengan perantara di pasar dan menanamkan dalam diri mereka rasa percaya
diri bahwa mereka adalah mitra merek Anda dalam perjalanan Anda menuju sukses
dan mereka juga akan mendapatkan keuntungan jika Anda sebagai sebuah perusahaan
akan berhasil dan jika merek Anda berhasil dalam pasar India .
Itu indah digambarkan dalam sebuah artikel berjudul "
Made In India , Hanya untuk India " baru-baru ini diterbitkan dalam '
Strategist The' menyatakan bahwa " Sekarang untuk sebagian besar sukses
perusahaan multinasional yang beroperasi di India , khusus untuk India telah
menjadi bagian integral dari produk mereka secara keseluruhan strategi
pembangunan " . Melalui makalah ini, dicoba untuk menyoroti bahwa
perusahaan multinasional harus memperkenalkan produk atau jasa sesuai dengan
kebutuhan pasar India untuk menjadi sukses . Misalnya , sepeda motor Honda baru
saja meluncurkan sepeda " Mimpi Yuga " untuk memanfaatkan segmen
entry level untuk mengambil pesaing dan mantan partner joint venture ' pahlawan
Moto Corps yang memegang pangsa pasar terkemuka di segmen ini . Demikian pula ,
GE Healthcare meluncurkan Elektrokardiogram ( EKG ) mesin terutama untuk
digunakan oleh pasar pedesaan di mana klinik tidak memiliki banyak ruang untuk
mengoperasikan mesin EKG yang kompleks yang juga berjalan pada baterai untuk
mengatasi masalah listrik yang disebabkan oleh sering pemotongan kekuasaan di
pasar pedesaan India. Bahkan perusahaan mobil Korea Hyundai meluncurkan Eon di
pasar India setelah melakukan penelitian yang mengungkapkan kepada mereka
sedikit perubahan dalam preferensi konsumen India yaitu mereka sekarang dinilai
jarak tempuh , maka styling , ruang, interior dan akhirnya harga saat membeli
perawatan , sementara itu sebelumnya digunakan untuk menjadi jarak tempuh,
harga, styling dan ruang interior , dan itu didasarkan pada penelitian ini
hanya itu Hyundai Eon diluncurkan di pasar India .
Jadi ini mantra baru menjadi global tetapi bertindak secara
lokal sedang diadopsi oleh sebagian besar perusahaan multinasional untuk
berhasil di pasar India [ 18 ] . Perusahaan multinasional dan merek mereka yang
sukses di pasar India yang beralih ke strategi ini menampilkan diri sebagai
sebuah perusahaan lokal sehingga orang dapat mengidentifikasi diri mereka
dengan perusahaan-perusahaan sebagai milik mereka sendiri dan ini adalah alasan
mengapa sebagian besar perusahaan global sekarang berfokus pada promosi lokal ,
produk lokal , strategi penetapan harga sebagai kebutuhan lokal per dan
distribusi lokal untuk pasar India daripada menggunakan komunikasi pemasaran
global mereka campuran untuk menarik konsumen India untuk merek mereka .
Pertumbuhan untuk merek ini di pasar India telah meningkat sepanjang tergantung
pada bagaimana mereka menekan pasar dengan menawarkan lebih banyak dan lebih
regional rasa dan selera yang mendorong merek ini ke depan .
