Publishers Must Think Locally When Expanding Globally

The Sell Sider” is a column written by the sell side of the digital media community. Today’s column is written by Kumaran Ramanathan, chief executive at IDG Global Services.

Global media companies – or any global company, for that matter – face a complex set of challenges when they try to equitably invest at the local, regional and global levels. The best chance of success is when all company decision-makers around the world are in sync, which requires a concerted effort that is easier said than done.

The most common pitfall is when a global headquarters pushes strategic direction and messaging across regions with a top-down, one-size-fits-all approach and no nuance between regional and local markets. Centralization efforts should not resemble children playing soccer, where every kid chases after the ball no matter what direction it’s kicked in, with zero strategy behind the play. That kind of dysfunction is far less amusing in a global corporation.

Without good alignment between headquarters and regional marketing and sales, business becomes inefficient and success becomes difficult. There needs to be a balance that encourages local flavor but complements global strategy.

When a publisher is trying to ensure that  its global marketing efforts are as highly functional and representative of its different regional markets as possible, it must consider a range of factors, including currency and metrics differences, its partners, Deal IDs and messaging.

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