SwissHansa?
Op-Ed: Global Brands Have Regional Roots. «Think global, brand local,» advises Jürgen Häusler.
Guest commentary Global brands have regional roots. "Think global, brand local", advises Jürgen Häusler.Swissair, Swiss, SwissHansa, Lufthansa? Brand issues are a hot topic among the general public. The fate of major national brands in global competition has consequences for the collective mood. Brand issues are a topic of discussion at the regulars' table as well as in the business lounge: what about the future of the nation when one brand icon after another passes into foreign ownership? when it comes to the internationalization of the economy and society, Switzerland's northern neighbor almost reflexively comes to mind. In the NZZ, for example, a literary scholar paints the horror picture of a "literary Lufthansa" for the future status of Swiss German studies. He is by no means engaged in intellectual national defense. Rather, he is committed to "entering the intercontinental business". He is concerned with the cultural studies insight that, especially in times of globalization, our interest should be directed towards local contexts in which things arise and to which they refer.
This can be seamlessly transferred to current brand strategy discussions: Are only global brands conceivable as so-called power brands? Do only global brands have a future? The first thing that stands out here is that these also always refer to their origin. Of course, Coca-Cola is omnipresent. But who doesn't this brand always remind them of the "American way of life"?
Mobile exclusivity in its simultaneously dynamic and cultivated variety is associated worldwide with the three letters BMW. Even if their regional significance is no longer present in the collective consciousness - who buys a world car with their BMW? Hardly anyone. "German engineering" ensures that I mutate into the master of the road. First-class sweets are called Lindt & Sprüngli worldwide. Their
The melt-in-the-mouth class of the masses is always due to the happy cows grazing on the Swiss Alpine meadows in the mind of the connoisseur.
Seen in this light, global brands are always also local brands. Cultural contexts are an integral part of the canon of values of major brands and therefore a central aspect of their appeal. And cultural contexts provide the differences that are known to be the sine qua non of any identification with brands.
Leveling out regional differences to develop global brands cannot therefore be a promising path. Accordingly, Swiss(air) might have a future as a premium brand in Lufthansa's portfolio if it actually lived and experienced Swissness. Even if some Swiss people regret that this is in the hands of their unloved northern neighbor.
> Jürgen Häusler is CEO of the Interbrand Zintzmeyer and Lux Group in Zurich.
This can be seamlessly transferred to current brand strategy discussions: Are only global brands conceivable as so-called power brands? Do only global brands have a future? The first thing that stands out here is that these also always refer to their origin. Of course, Coca-Cola is omnipresent. But who doesn't this brand always remind them of the "American way of life"?
Mobile exclusivity in its simultaneously dynamic and cultivated variety is associated worldwide with the three letters BMW. Even if their regional significance is no longer present in the collective consciousness - who buys a world car with their BMW? Hardly anyone. "German engineering" ensures that I mutate into the master of the road. First-class sweets are called Lindt & Sprüngli worldwide. Their
The melt-in-the-mouth class of the masses is always due to the happy cows grazing on the Swiss Alpine meadows in the mind of the connoisseur.
Seen in this light, global brands are always also local brands. Cultural contexts are an integral part of the canon of values of major brands and therefore a central aspect of their appeal. And cultural contexts provide the differences that are known to be the sine qua non of any identification with brands.
Leveling out regional differences to develop global brands cannot therefore be a promising path. Accordingly, Swiss(air) might have a future as a premium brand in Lufthansa's portfolio if it actually lived and experienced Swissness. Even if some Swiss people regret that this is in the hands of their unloved northern neighbor.
> Jürgen Häusler is CEO of the Interbrand Zintzmeyer and Lux Group in Zurich.
