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National identity theft

For certain types of products and services, national identity is a fundamental element of the brand - even when it has little or nothing to do with their true place of origin. Understanding how this factor can affect company fortunes is vital when entering overseas markets.

Take Lipton for instance, without doubt the world's number one brand of tea. In America, Lipton outsells all other tea brands three-to-one. Tea and Britain are almost synonymous and Unilever, the Anglo-Dutch owner of Lipton, proudly boasts its British heritage. Indeed, founder Sir Thomas Lipton, knighted by Queen Victoria in 1889, still features on its packaging. It's perhaps surprising then that you can't buy it anywhere in Britain. In fact, most people in the UK have never heard of it. (Recently Lipton iced-teas have been introduced to the UK, but have yet to make much impact on the market.)

There are other examples. Matsui is a brand of electrical goods produced by the UK's largest retailer of such products, Dixons Group plc. Intentionally Japanese in style, the name enables the British firm to benefit from the stereotype of that nation's electronics offering good quality at reasonable prices. Ask for it in Japan however, and you'll be met with blank expressions.

The UK's second biggest selling brand of cars, Vauxhall, are merely badge-engineered versions of what's known throughout continental Europe as Opel. The Vauxhall name has a long history in the UK and it's important for General Motors, the parent of both makes, to maintain a sense of this heritage and identity for success in the British market.

True brand translation then, is clearly about more than taking something that's well established in one country and making it acceptable to another. Shaping brand identity and messaging for new markets requires understanding and experience of both the home and overseas cultures. It could be effective to buy a local competitor and take on its brand heritage, or perhaps it makes sense to assume a different national identity altogether. To help its clients in this process, ALG utilises locally experienced consultants and practicioners who work together to unpick and recontruct brands as their owners seek to expand across the Atlantic.

Is your brand lost in translation?

Americans are Anglophiles, there's no doubt about it. Just think... James Bond, The Rolling Stones, Tony Blair, Princess Diana, The Avengers, Monty Python, Jaguar, Mini Cooper - you get the idea. Last week, I eagerly anticipated the first episode of The Office, a heavily promoted new sitcom based on a successful UK TV show.  If it was anything like other UK imports, it would be a hoot. Well, nothing could be further from reality with this poorly imported show. It had no British humor in it at all - no surprise since it is set in the US. But therein lies the point... perhaps it would be more successful as a direct import - exactly as aired in the UK, not unlike Monty Python. Just try to imagine Monty Python with American actors and scripts reworked in an attempt to be local... the thought makes me shudder.

How "British" should your brand be?

This is a great question - and the answer is, "it depends." Would the Mini Cooper be as successful if BMW built it in Germany? I doubt it.  A large part of its appeal is that it's a believable successor to the original. Is it OK that some Jermyn Street shirtmakers make their shirts in Eastern Europe? Maybe. I can tell you from personal experience that it's a bit disappointing, but feels much better than if the label said "Made in China."  The point is, you need to determine how integral the pedigree is to the brand promise - and if you can succeed with less "Britishness" in your product.

Lost Soul Case Study

Maclaren manufactures baby strollers (buggies in the UK) that are intended to compete as high end alternatives to US brands (all made in China), including Graco, Cosco and Safety1st. Its main European competitor is PEG Perego, which manufactures its beautiful strollers in Italy (think the Alfa Romeo of strollers).  Maclaren's heritage is that its strollers were made in the UK - and carried a Union Jack as part of its identity and proudly displayed on every stroller. Well, Maclaren now makes all its strollers in China and the Union Jack is nowhere to be seen - it sports a logo that is devoid of character (and British identity), as are all its marketing materials and promotions.

In my opinion, this fundamental change to the brand promise is a mortal wound to the product and company - it's lost its soul.  Its ability to differentiate itself from other "Made in China" products is rapidly dwindling - and with it - its ability to command a premium in the market. The caché of "Made in the UK" is gone - from the product and its marketing. When its strollers are compared with those from other China imports, they'll begin to blend in. Any proprietary advantages will soon disappear (you can bet that other Chinese-made products will begin to look and feel just like those from Maclaren - there's no intellectual property that's safe in China).  Meanwhile, PEG Perego continues to make beautiful products with its brand promise and premium pricing intact. If I had to bet on one of these buggies winning the contest for the high ground in this market, it would be PEG hands-down.

The opposing point of view

The argument from Maclaren's point of view is that it is too expensive to manufacture in the UK. Therefore, it's content to offshore production and become purely a design and marketing company. If you think that's not possible, think again.  Apple's iPod is "Designed by Apple in California." They are made in China. So, a possible strategy would be to market Maclaren heavily as a lifestyle brand, relying on British heritage, sensibility and character to transcend its manufacturing offshore. But, that's not happening. The brand is lightly promoted in the US (a total spend under $500,000). And as mentioned above, there's not a trace of Britishness in its marketing. A strong case study for Maclaren to learn from would be Dyson - America's number 1 vacuum cleaner brand. These are designed in the UK and made offshore (we've lauded their marketing enough in this blog). So, it can be done. Tune in a few years from now and we'll all see if Maclaren exists - my bet is that it won't.

Would you prefer a UK or US ATM machine?

Understanding cultural differences between markets and the expectations these give rise to is vital for effective marcoms. When I moved to New York several years ago and opened a bank account, I was shocked to find that I had to pay fees for things like writing a cheque and withdrawing cash. What seemed inconceivably unfair to me was completely normal for US consumers.

Hitting the headlines in the UK at the moment is the rise in the number of ATM machines that charge for withdrawals. Four out of every ten ATMs in the US makes a charge, but until relatively recently almost all in the UK were free. The fear is that, as with so many things, what happens in the US today happens in the UK tomorrow.

Perhaps this time things will be different. American consumers don't like ATM charges any more than British consumers. US pressure groups are aware that British consumers have things better, for example The New York Public Interest Research Group has launched a campaign to end ATM charges in the US and warns UK consumers not to accept the introduction of charges without complaint.

The British are traditionally not very good at complaining, but this something else from the US that's starting to take hold. UK consumers have become increasingly demanding in recent years, so any bank that wants to stick its head above the parapet and charge for ATM withdrawals had better watch out.

The point here is that culture, its values and expectations, are not fixed. Shifts in ideas don't always emerge as one might expect, so it's important gain local insight. Ask yourself the question, can you really understand how things are on the ground in a market with which you are unfamiliar. Transposing your home culture, and interpreting it through stereotypes and an outsiders take on trends and events, inevitably leads to mistakes. If you don't know, take a back seat for a moment and call on someone who does.

Britain fourth in European tech lifestyle

The most technologically sophisticated nations in Europe are still Scandinavian, says a new report from JupiterResearch, but Britain is the most tech savvy of the larger countries. Rapid adoption of digital television and broadband internet has pushed the UK ahead and while connection speeds are slow compared with many countries, faster broadband is now being tested and rolled out.

What does this mean then for transatlantic marketing? Basically that Britain is the most attractive European market US technology companies. It's the best place to offer the new products and services that feed our digital appetites. One point to note however - Jupiter found that across Europe the take up of different types of technology varies significantly. Assessing how a particular type of technology will appeal in different markets is critical to ensuring its success.

This is interesting and a factor often not taken into account with technology. Fons Trompenaars and Charles Hampden-Turner give an excellent example of how different cultures can feel about the same device in their book, Riding the Waves of Culture.

The chairman of Sony, Mr Morita, explained how he came to conceive of the Walkman. He loves classical music and wanted to have a way of listening to it on his way to work without bothering fellow commuters. The Walkman was a way of not imposing on the outside world, but of being in harmony with it. Contrast that to the way most westerners think about using the device. "I can listen to music without being disturbed by other people".

This book is highly recommended to anyone involved in cross-cultural business. You can buy a copy on Amazon via this link for the UK: http://www.amazon.co.uk/exec/obidos/ASIN/1857881761/qid=1111491299/sr=1-1/ref=sr_1_10_1/026-7687632-4177240

Or this one for the US: http://www.amazon.com/exec/obidos/tg/detail/-/1857881761/qid=1111491332/sr=8-2/ref=pd_csp_2/104-2502754-6523901?v=glance&s=books&n=507846

Do you speak English?

Get involved in anything transatlantic and differences in language, or more specifically semantics, come up so often they're almost a cliché. Indeed, I'll resist the temptation to quote George Bernard Shaw for this very reason.

Living in New York for a year I found the disruptions that word differences can cause to discourse to be one of the most enduring cultural revelations. Even today, despite having American relations and being part of a US company, transatlantic conversations still throw things up that either make no sense at all, or are just dissimilar enough in meaning for them to cause real confusion. Head the other way and I think the problem is even more pronounced. US culture and media is part of British life, so many semantic differences are well understood throughout the UK. This situation is not reversed, so the linguistic exchange can be somewhat one sided.

As this site is intended to help those involved in transatlantic business, however which way, in due course there will be a section devoted to understanding and managing cross-cultural communications. Undoubtedly, US/UK semantics will be in there somewhere. In the meantime, here's a couple of examples of how misunderstandings have entered my own experience...

When I first met Golda, a characterful middle-aged Jewish lady who's a good friend of my family in New York, she entered the house announcing that she'd sat on the sand at the beach during a particularly hot day and burned her fanny. Clearly this woman felt relaxed among friends, but not so much as I took her to be. In Britain, fanny is slang for the female genitalia. It's not a desperately rude word, but considerably less appropriate in conversation than bum or bottom, which is what fanny means in the US. Golda thought this was hilarious!

My teenaged American cousin almost fell out of his seat when he heard his British aunt complain that she wished her husband, his uncle, would give up his twenty-a-day fag habit. He was utterly dumbfounded as to why she would put up with this, until someone explained to him that in Britain a fag is a cigarette. Even so, he still seemed a little unsure of his uncle for a few days!

Do let me know if you have any examples of your own.

An excellent transatlantic initiative

If you're a British or American company either with or with intentions of transatlantic business, there's an organisation that I highly recommend. It's called BritishAmerican Business Inc. (BABi), and is the largest and best membership organisation promoting US/UK business links.

British and American companies are the world’s largest outward investors, and by far the largest investors in each other’s economies. The US/UK business relationship is the greatest between any two countries, with New York and London providing the main transatlantic business hub for European and American companies. BABi stands at the heart of this, with a membership of more than 700 companies and 4,500 executives in New York and London, and business networks covering 60 other European and American cities.

Forming connections with people who have experience and interest in transatlantic business is vital when branching out into new territories. Membership of BABi has put me in touch with companies that have been of genuine help.

There's more about BABi at its website: www.babinc.org.

Are trade shows worth it?

"CeBIT is clearly a show in decline," believes Ben Wood, analyst at Gartner.

With more that 6,000 exhibitors, the world's largest hi-tech trade show opens today in Hannover, Germany. It expects to receive around 500,000 visitors over the next week, but to many industry watchers it's apparent that the some of the biggest names are spending less on the event. Mobile giant Nokia has commented that it's hard to justify a big presence and there is speculation that Motorola may save the launch of its new ROKR handset - widely expected to be the first to carry Apple's iTunes music software - for CTIA, a wireless show in New Orleans next week.

It's not only CeBIT that's suffering. Globally, this is an industry in decline, with attendance falling almost everywhere. Some blame the bursting of the dot.com bubble, 9/11 and general sluggishness of the wider economy. It's hard to argue with these things, but you only have to talk to exhibitors and those staying away to know that attitudes have changed. It seems unlikely we'll see numbers flocking back to match the heady levels of the late 90's.

So, whether you attend or not, less people are going to see your stuff and hear your ideas. However, does this mean that you should write off trade shows altogether? Those who do make the effort to attend are often looking for more than delegates did in the past. They are more likely to be the key decision makers you're after. So, though you may get less traffic it doesn't really matter if you get to meet the people you want. The trade show is your market in miniature - prospects, suppliers, competitors and the media - all are there. Be choosy about which shows to attend, but don't make the mistake of ignoring those that matter.

Here's my advice:

Check out your audience.  If you're going to invest in a booth, make sure it works for its money. Take the time to properly understand your target audience and assess their likelihood of attending. This needn't be difficult - some quick calls to a few contacts and amiable prospects should tell you what you need to know. If they are going, ask what they're looking to gain from the event, then build this into your strategy.

Get a strategy.  You do have a strategy, don't you? Think: what are your objectives, what are your tactics, how will you gauge success? If use use a marketing consultancy, seek out their advice on what you should be doing. It's what they're paid for after all!

Grab publicity opportunities.  Show organisers offer a wide range of services to exhibitors, such as new product announcements and guest opinion pieces for the trade show magazine. This requires advance planning, but the payback is worth the effort. Unless you're a global giant, launching a new product at a trade will be a waste of time. With fewer media attending, and staying for shorter periods of time, it can be difficult to capture enough attention to make a press conference worthwhile. Instead, your product launch should take place several months before the show. This allows time for editors to put the news into show issues, which are sent out just prior to the event and gain extra distribution. Also, more prospects will visit your booth if they read that there's something worth seeing. And the busier your stand looks, the more people it will attract.

Plan some at-show activities.  Have your PR people liaise with journalists in advance to line up some at-booth interviews, or maybe over lunch if you need a quieter spot and more time. Editorial roundtables - co-hosted by your company and the editor of a top-tier publication - can also be worthwhile. Invite a small selection of those attending who fit your target audience to discuss a topic relevant to your business. The resulting coverage will help to reinforce your messages after the show has passed.

Take care of the press.  Events are still a major source of new information for journalists, so make sure they're catered for. "I realise the booth is for the attendees and potential customers, not editors from trade publications," says Chuck Bates, associate editor at American Machinist. "As long as they present information to me in a simple and straightforward manner, I'm happy. Press kits with useful information that I can take with me are a must and having a marketing or PR specialist on hand enhances the chances of getting a company's valuable information out to prospective customers via the press."

Follow-up is vital.  Your PR team or agency should be prompt in calling up journalists who attended to check they have all they need. This is the opportunity to offer more detailed information, additional case studies or a by-lined article. Even more importantly is getting in touch with those prospects who came by the stand. Make the call, then offer to go and meet them again. Nothing beats face-to-face.

Keep these things in mind, put in some effort, and unless the show turns out to be a dud, you'll have made the most of your investment.

Technology waits for every man in Britain

Each year, the World Economic Forum (WEF) publishes its Global IT Report  ranking national economies on their ability to make the best use of information and communication technology (ICT).

This time the US has been knocked off the top spot by Singapore and some of the Nordics, though this is more a factor of other nations improving rather than any decline on its own part. In the transatlantic marketing context of this blog, what's interesting is the the difference between the US and UK.

Essentially, the US still leads the pack, while the UK moves up three to twelfth position. Compared with other major European economies, i.e. Germany, France and Italy, Britain is high in the rankings. However, the gap between the US and UK reveales a difference in attitude when it comes to the use of ICT in society and its role in the wider economy.

Americans have long been quick to adapt to new ideas in all sorts of areas, so integrating technology into their lives seems natural. Though hugely innovative - the Internet itself was invented by a Brit - the British tend to follow in this area, taking their time over the decision and waiting until the time feels right. The UK's late ascendance of the WEF rankings bears this out.

As the first overseas territory US technology companies tend to expand to, managers looking for success in the UK market need to be aware of this cultural difference. They'll need to communicate ideas well in a way that's relevant to a British audience and must prepare to be patient as consumers and purchasers get used to new ideas.

What's noticable in the UK however is that when people like a new technology, they can't get enough of it. Three years ago, not many people owned a DVD player. Today, they're giving them away free with morning newspapers.

The 'breast' policy is never to assume!

US reaction to Janet Jackson's infamous "wardrobe malfunction" left we Brits rather bemused. Though most in the UK would agree that it was probably inappropriate, we giggled at the prudishness of our American cousins. Our own version of the incident, which happened last Saturday, has so far provoked fewer than 30 complaints.

It may seem immaterial, but the difference in response illustrates some fundamental differences in national character and sensibilities. What may seem pretty innocuous in one country can be offensive in another, so care must be taken to test out ideas before transferring them to new markets. By the same token, something that makes one group of people uncomfortable could be a selling point somewhere else. The lesson is not to assume others share your values. Check out your suppositons with someone who understands the markets in which you're selling.

For those interested, the UK's wardrobe malfunction took place during the BBC's show to choose the British entry into this year's Eurovision Song Contest (http://www.eurovision.tv/english). This is an event that pits songs and performers from across the continent. Naff, bizarre, yet somehow able to incite much excitement, Eurovision is a rare yet unnecessary example of true European collaboration.

Dyson shows other Brits the way to US hearts

The flow of brands across the Atlantic has long been strongest from west to east. So much so that James Dyson, inventor of the Dyson vacuum cleaner, compared his company's recent announcement of outstanding US sales to the achievements made by The Beatles.

Dyson may have knocked Hoover off the top spot, but conquering the US is one of the toughest goals for any British product. Though British consumers seem willing to try most things that arrive from the States, Americans don't seem to be so open minded.

There are some notable exceptions of course; Smirnoff, BP and Reuters are recognised throughout America. Yet none of these is ostensibly British. I remember some American friends being surprised when I told them that BP stands for British Petroleum. Those that make their British roots more obvious are few. Reebok is perhaps the most famous, with its Union Jack box lid, though its ownership is actually American. Others such as Liptons tea and Clarks shoes are less overt, but make a British connection to communicate their quality.

Similarities of language and culture can lead companies into a false sense of security as they try to take their products across the pond. Understanding what does and what doesn't make a British brand relevant to US consumers, and vice-versa, is essential to engendering appeal. Dyson has got the balance right, combining straightforward advertising, clever product placement and shrewd PR. James Dyson's personal explanation of his product's design superiority in TV commercials communicates a sense of no-nonsense British ingenuity and trustworthiness. Appearances in shows like Ellen and Friends make the vacuum cleaners seem a desirable part of American life. Public relations tactics, such as letting consumers know that Bill Clinton owns one, provide the tacit endorsement of US society.

Getting this stuff right requires an investment in experience and imagination. Breaking down and analysing brand messages is ALG's speciality, whether for major names like British Telecommunications, www.bt.com, or smaller ones like innovative PC manufacturer Pelham Sloane, www.pelhamsloane.com. We have helped each find US success by understanding the aspects of their brand that will turn US markets on and leaving out those that won't.