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Message: <blockquote data-quote="ibnanv" data-source="post: 21423129" data-attributes="member: 218596">The drink Brits go to bed with and Indians wake up with<img src="https://ichef.bbci.co.uk/news/834/cpsprodpb/89D9/production/_95398253_emmamug.png" alt="" class="fr-fic fr-dii fr-draggable " style="" />In the UK, Horlicks has long been seen as a soothing bedtime drink "Comforting, warming, fortifying since 1906," is written on the promotional mug Horlicks launched in the UK last year. In Britain, the malted milk drink has long been linked to bedtime, a soothing aid to sleep.In India, it's an entirely different story. "Taller, stronger, sharper," is at the top of the <a href="https://www.horlicks.in/" target="_blank">Indian website</a>, which has lots of photos of energetic schoolchildren leaping about.In India, Horlicks is a breakfast drink, given to children as an energy boost to fortify them ahead of a long day of learning.Yet the drink's main ingredients are exactly the same: wheat, malted barley and milk.The fact that the same liquid can be perceived in two such different  ways is a great example of the "crazy nonsense and beauty of marketing",  says Andrew Welch.As London managing director for brand  consultancy Landor, Mr Welch's job is to help brands build and improve  their reputation, and ultimately create higher sales.<img src="https://ichef.bbci.co.uk/news/736/cpsprodpb/14D29/production/_95398258_indiahorlicks.png" alt="" class="fr-fic fr-dii fr-draggable " style="" />Horlicks has significantly boosted owner GlaxoSmithKline's non-pharmaceutical sales in India                                                    International expansion is often the only way for  firms to do this. When domestic growth has stalled, other countries can  provide a business with fresh customers potentially in an area with less  competition or where demand for a particular product or service is  higher.And of course, having a presence in more than one country  ensures a firm isn't reliant on the health of just one nation's economy  for its success.But how exactly do companies go from being a local firm based in one country to a global name?Mr  Welch says how Horlicks has been marketed is a great example of how to  do it, with the drink's attributes emphasised in different ways to  appeal to specific audiences. The drink has significantly boosted  non-pharmaceutical sales in India for its owner, drugs giant  GlaxoSmithKline."You can't cookie cutter your brand around the  world. This is an organisation which has gone beyond its home market and  managed to stay relevant," says Mr Welch.Or, to use the industry lingo, "global is out" and "multi-local" is in. <img src="https://ichef-1.bbci.co.uk/news/736/cpsprodpb/09B5/production/_95458420_ebay.jpg" alt="" class="fr-fic fr-dii fr-draggable " style="" /> A well-known brand in the West, eBay had to change its tactics to succeed in China                                                    But it's not easy. Online auction site eBay is one  of the world's best-known firms, boasting 167 million active buyers and  reporting just shy of $9bn (£7bn) in revenues last year.Yet when it first tried to launch in China <a href="http://www.nytimes.com/2006/12/19/technology/19ebay.html" target="_blank">it failed</a>.  The difficulty of competing with local rivals meant that in 2006, a  mere two years after entering China, it was forced to admit defeat and  shut down its main website in the country.Instead it formed a joint venture with a local partner to help operate an online auction business in the country.Critics say it failed to recognise that having a strong US brand would not automatically translate to success in China.<img src="https://ichef-1.bbci.co.uk/news/736/cpsprodpb/2953/production/_95397501_mediaitem95397500.jpg" alt="" class="fr-fic fr-dii fr-draggable " style="" />Airbnb boss Brian Chesky has rebranded itself in China in a bid to make the home rental firm more appealing                                                    Home rental site Airbnb is already trying to avoid that mistake, recently <a href="http://uk.businessinsider.com/airbnb-for-china-rentals-aibiying-2017-3?r=US&IR=T" target="_blank">rebranding itself as "Aibiying" in China</a>.  The name translates as "welcome each other with love", and the company  reportedly said it would be easier for Chinese people to pronounce.One  of the frequent criticisms of globalisation is that it is eroding  countries' distinctive differences, making cities everywhere look more  and more similar. From Germany to the United Arab Emirates to  China you can visit the same shops, buy the same furniture, eat the same  food, watch the same programmes and listen to the same music.Chris  Hirst, European and UK group chief executive of advertising agency  Havas, says firms expanding overseas have to overcome people's natural  antipathy to this."People don't like the idea of a global phenomenon. They want to feel close to a brand and want it to be relevant to them."<img src="https://ichef.bbci.co.uk/news/736/cpsprodpb/1173D/production/_95458417_mediaitem95458416.jpg" alt="" class="fr-fic fr-dii fr-draggable " style="" /> Part of the appeal of luxury firms such as Louis Vuitton is that they're foreign                                                    The one exception to this is luxury firms, such as  Louis Vuitton or Hermes, who can get away with less local  differentiation because their foreignness is part of what makes them  desirable, he says.At the other end of the scale, firms such as  fast-food chain McDonald's may appear the same in whichever country you  go to, but actually works hard to localise its branches, he says. He  notes the firm differentiates some menu items to fit in with the local  cuisine and tends to source ingredients from the host country.But  the number of potential countries a firm can now reach has made it  harder. In the 1990s, going global simply meant expanding into western  Europe and north America, now countries such as India, China and Russia  are all in play, says Mr Hirst.In fact, many of the areas that  will generate the most growth in future are currently unfamiliar in the  West, according to management consultancy McKinsey. It predicts about 400 midsize emerging-market cities will create nearly 40% of global growth over the next 15 years."Increasingly, global means global," says Mr Hirst.<img src="https://ichef-1.bbci.co.uk/news/736/cpsprodpb/13235/production/_95398387_applechina.jpg" alt="" class="fr-fic fr-dii fr-draggable " style="" />Tech firms such as Apple consistently are ranked amongst the world's most successful brands                                                    In some ways advances in technology have made this  easier, enabling firms to be present around the world, even in places  where they don't have a physical presence.The latest <a href="http://interbrand.com/best-brands/best-global-brands/2016/ranking/" target="_blank">annual ranking</a>  of the world's most valuable brands by consultancy Interbrand is  dominated by tech firms. Apple and Google came top for the fourth year  in a row.Simon Cotterrell, head of strategy at Interband, says  that as well as needing to invest less in infrastructure when they  expand, their success is also down to the simplicity of their business  models."The utility is staring customers in the face and doesn't need an explanation."In  the end, what determines global success for all firms is the same thing  that drives success in a company's home market, he says."You  have to have an offer that meets the needs of that audience. Your  relevance has to come back to that problem: are you solving a customer  problem in that market?"It's not brain surgery," he says.</blockquote>

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