Nokia's Matt Rothschild has worked in Asia and the Middle East for the Finnish company, before coming to Miami

Nokia marketing chief Rothschild walks fine line between gobal and local control

In marketing a brand around the world, the best way to keep a consistent global image but also adapt to the special needs of individual local markets is a balancing act?

Matt Rothschild, director of Marketing for phone maker Nokia in Latin America, explored that question at WorldCity’s Marketing Connections on March 19, seeking ways to strike the right balance between headquarters’ top-down push for global efficiency and local office calls for bottom-up innovation.

“I’m in the middle of a sandwich — in a regional role,” said Rothschild, drawing nods and helpful insights from fellow Latin American regional chiefs and other participants at the March forum.

Rothschild knows first-hand how much markets differ. He started with Nokia in his native Australia, ran an Asia-Pacific unit from Singapore and a Middle East-Africa division from Dubai before moving to Miami for the company that, he said, sells 13 to 15 phones a second, or 432 million phones a year.

In India, Nokia succeeded in adapting a global campaign to the local market, convincing corporate headquarters and sending sales sky-rocketing, Rothschild said. Global campaigns all mention three features on a low-end phone: the rubber key-mat, flashlight and long-life battery.

But campaigns in India touted the rubber key mat as not slippery when you’re dusty and sweaty; the flashlight as useful during the frequent power outages; and the long-life battery vital in a market where charging options are not always available.

HP’s Fernando Cimato is accustomed to hearing the local cry that “we’re different.”

But size matters. Not all markets are as large as India and can command the attention of corporate headquarters, said Fernando Cimato, marketing and communications manager for Hewlett-Packard’s imaging and printing group in Latin America and a member of its global team for that product group.

“All countries say, ‘This is good, but we’re different.’ Where do you draw the line to say, ‘This is worth the effort’ ?’ Cimato asked.

Hewlett-Packard tries to ease the tug-of-war between global and local forces by requiring research, Cimato said. Local markets seeking to change global campaigns must back up their ideas with studies.

How much corporate headquarters is willing to adapt also depends on how much international experience the top executives have. Companies led by people who have worked in multiple countries are more likely to understand how much markets differ and more likely to adapt, said Roberto Ricossa, channel marketing leader for telecom equipment-maker Avaya in the United States and previously with Nortel in Latin America, before the acquistion.

Avaya’s Roberto Ricossa says international experience at the top of the corporation helps greatly

“It really starts at the top,” said Ricossa, who has worked for divisions in Canada, the United States and Latin America. “With international experience, people will ask: How do I apply this here versus there?”

Nokia aims to keep its global image consistent by educating staff worldwide on the “big idea” — the company’s core values and its core message, Rothschild said. Local staff can adapt from there.

For restaurant chain Burger King, the “big idea” includes reliable product quality and empowering the consumer to “Have it your way.” But the image of the smiling king is not essential. When the company found the king’s picture flopped in Germany, it dropped that image there, said Carlos Ribas, Burger King’s vice president for Marketing for the Latin American and Caribbean region.

How much companies need to adapt depends partly on their customer base. Those selling retail typically require more flexibility in their message than those selling wholesale or to fewer buyers, said Connie Lacroes, senior marketing manager for the premium portfolio for hoteliers Sol Group.

Medtronic’s Urs Brunner said his company must pay attention to artwork and language in company literature

But even companies that don’t sell directly to end-users of their products must modify brochures in markets with different social values. Medical device maker Medtronic found the “diversity” brochure needed for the U.S. market won’t work for clients in Latin America and requires different photos and wording, said Urs Brunner, Medtronic’s director of strategic market access for Latin America.

Who controls the marketing budget also matters in delivering the message. Corporate headquarters has more control over campaigns when it pays and less when local partners pay, participants agreed.

Still, decisions on adapting campaigns depend partly on global and regional managers building trust and relationships with their local partners, said Guillermo de Solar, marketing manager in Latin America for the restaurant company Wendy’s/Arby’s Group.

De Solar suggests involving local franchisees or other local partners as early as possible in planning and decisions, letting them know the company’s goals and seeking their input jointly as a group.

Rothschild summed up the conclusions this way: Spell out the brand values. Set clear guidelines for local adaptation. Involve local partners as early as possible. And make clear who controls the budget.

Marketing Connections, sponsored by HP, is one of six events series hosted by WorldCity that bring together executives to discuss international business. The next Marketing Connections meeting is set for May 21.