Chocolate is a multi-billion dollar industry, with global sales projected to reach approximately $127.9 billion in 2024​. Our team at Kadence International researched the diverse preferences for chocolate across the APAC region, focusing on countries like Singapore, Thailand, India, Indonesia, Malaysia, Japan, Taiwan, China, and Australia.

Taste: The Universal Priority

Unsurprisingly, taste is the top factor for consumers in all surveyed countries when purchasing chocolate. In Thailand, an overwhelming 78% of respondents cited taste as their primary consideration, significantly higher than the regional average of 46%. However, what constitutes “taste” varies: Singaporeans and Indonesians prefer sweeter chocolates, while Taiwanese consumers favor less sweetness, and Thais prioritize chocolate aroma.

Texture: A Close Contender

Texture is the second most important attribute in several markets, including Singapore (27%), Australia (24%), India (26%), and Malaysia (25%). Preferences for texture also vary widely: Australians prefer a silky, smooth texture, whereas Malaysians and Singaporeans enjoy a bit of crunch, often favoring chocolates with nuts or cookie fillings​​.

Unique Preferences by Country

  • China: Consumers in China value the energy boost from chocolate (16%), reflecting a practical approach to chocolate consumption.
  • Japan: Health is a significant concern, with calorie content being the second most important factor. This aligns with broader cultural trends in Japan, where maintaining a healthy diet is paramount.
  • Taiwan: Emotional satisfaction is crucial, with 14% of consumers seeking the feel-good factor that chocolate provides.

Price Sensitivity

Price is a significant factor in countries like Japan (75%), Taiwan (68%), and Indonesia (62%). In contrast, consumers in China and India focus more on the quality of chocolate than the price​.

Market Trends and Opportunities

The APAC chocolate market is evolving with trends such as increasing demand for organic and health-focused products. For instance, organic chocolate products are gaining popularity in China as consumers become more health-conscious. Additionally, companies like Nestle and Barry Callebaut are innovating to meet these preferences, introducing products catering to health, texture, and premium taste demands​.

Leading Chocolate Brands in the World

Below is a table of leading chocolate brands globally and specifically in Asian markets, highlighting their market presence and annual sales:

BrandHeadquartersAnnual Sales (USD)Market Presence
Mars, Inc.USA$18 billionGlobal
Ferrero GroupItaly$12 billionGlobal
Mondelez InternationalUSA$11 billionGlobal
Nestlé S.A.Switzerland$10 billionGlobal
Hershey’sUSA$8 billionNorth America, Asia, Europe
Lindt & SprüngliSwitzerland$4 billionGlobal
Barry CallebautSwitzerland$3.5 billionGlobal (focus on B2B market)
Meiji HoldingsJapan$2 billionJapan, Asia
Lotte ConfectionerySouth Korea$1.5 billionSouth Korea, Asia
Godiva ChocolatierBelgium$1 billionGlobal
Fuji Oil Company, Ltd.JapanN/AJapan, Asia
Orion Corp.South KoreaN/ASouth Korea, Asia

History of Chocolate in Asia

Chocolate was introduced to Asia relatively late compared to Europe and the Americas. It wasn’t until the early 20th century that chocolate began to gain popularity in countries like Japan and China. Japanese companies such as Meiji and Lotte played a significant role in popularizing chocolate by introducing it as a luxurious treat. In recent decades, the rising middle class and increased urbanization have driven chocolate consumption across Asia, making it one of the fastest-growing markets for chocolate globally.

Flavor Profiles: East vs. West

The flavor profiles preferred by consumers in the East and the West can be quite different. Western consumers often favor decadent, creamy, and sweet chocolates. In contrast, Asian consumers have a more diverse palette, appreciating flavors like matcha, red bean, and even wasabi in their chocolates. This diversity requires international chocolate brands to adapt their recipes to local tastes. For example, KitKat offers a wide range of unique flavors in Japan, including green tea and sake, which are unavailable in Western markets​​.

Adapting Recipes for Asian Palates

Several international chocolate brands have had to modify their recipes to appeal to Asian consumers. For instance, Hershey’s has reduced the sweetness of its chocolates for the Chinese market, while Cadbury introduced chocolates with local flavors like mango and chili for the Indian market. These adaptations are crucial for maintaining market relevance and meeting consumer expectations​​.

Image credit: Cadbury 

Milk, Dark, and White Chocolate Sales

Globally, milk chocolate is the most popular, accounting for about 50% of chocolate sales. However, preferences vary significantly by region. Dark chocolate is gaining popularity in Asia due to its perceived health benefits. In Japan, for example, dark chocolate sales have increased by 20% over the past five years. While less popular, white chocolate enjoys a niche market in countries like Malaysia and Indonesia, where its sweet, creamy taste is well-received​​.

Ethically Sourced Chocolate

Asian consumers are increasingly aware of the ethical implications of their chocolate purchases. There is a growing demand for ethically sourced chocolate, which ensures fair wages and working conditions for cocoa farmers. Brands like Tony’s Chocolonely and Alter Eco are gaining traction in Asian markets by promoting ethical sourcing practices. This trend will continue as consumers become more conscious of sustainability and ethical production methods.

The Appeal of Imported Chocolate

Imported chocolate has a strong appeal in Asia and is often perceived as a premium product. European chocolates, in particular, are highly sought after for their quality and craftsmanship. Swiss and Belgian chocolates are considered the gold standard and are often given as gifts during festivals and special occasions. This preference for imported chocolates underscores the importance of quality and brand reputation in the Asian market​​.

Consumer Behavior and Trends

  • Shifts Over the Years

Consumer behavior in the APAC region has shifted significantly over the past decade. Increased disposable income and urbanization have increased the demand for luxury and premium chocolates. Health-conscious consumers are also driving demand for dark and sugar-free chocolates.

  • Influence of Younger Generations

Younger generations influence chocolate consumption trends by favoring healthier, ethically sourced options. Millennials and Gen Z consumers are likelier to choose chocolates that align with their values, such as sustainability and fair trade. This demographic is also open to experimenting with unique flavors and premium products.

Cultural Significance

Chocolate holds cultural significance in various APAC countries and is often used in festivals and celebrations. In China, chocolates are popular gifts during the Chinese New Year. In Japan, Valentine’s Day is celebrated with women giving chocolates to men, followed by White Day, when men reciprocate with gifts, often chocolates. Understanding these cultural nuances is essential for brands aiming to succeed in these markets​​.

Innovations in Chocolate

Recent innovations in the chocolate industry include introducing ruby chocolate, vegan chocolate, and chocolates infused with superfoods like quinoa and chia seeds. In the APAC region, unique regional flavors such as matcha, yuzu, and red bean are incorporated into chocolate products, catering to local tastes and preferences.

Challenges and Opportunities

Challenges

Chocolate brands in the APAC market face several challenges, including supply chain issues, competition from local brands, and rapidly changing consumer preferences. Additionally, concerns about health and the environmental impact of cocoa production can affect consumer choices​.

Opportunities

Despite these challenges, there are significant opportunities for growth. Expanding into rural markets, developing new product lines tailored to regional tastes, and emphasizing health benefits and ethical sourcing can help brands capture a larger market share.

Case Studies

Several chocolate brands have successfully entered and thrived in the APAC market. For instance, Meiji in Japan has gained a loyal customer base by focusing on high-quality ingredients and innovative products. Similarly, Cadbury has adapted its product offerings to include local flavors, such as the popular Dairy Milk Silk with roasted almonds in India​​.

Image credit: Meiji

International Success

International brands like Ferrero Rocher have also found success by emphasizing their premium quality and associating their products with celebrations and special occasions. Their strategic marketing and adaptation to local tastes have helped them build a strong regional presence​.

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Chocolate Consumption Per Capita

Below is a table detailing the per capita chocolate consumption per year in selected countries:

CountryPer Capita Consumption (kg/year)
Switzerland9.1
Germany8.2
Austria8.0
UK7.5
Sweden6.4
USA5.5
Australia5.1
Japan2.2
China1.2
India0.7
Indonesia0.4

Strategic Implications for Brands

For chocolate brands targeting the APAC market, it’s essential to understand these nuanced preferences and tailor marketing strategies accordingly. Emphasizing different product attributes, such as texture, health benefits, or emotional satisfaction, can resonate better with specific national markets. Treating the APAC region as a homogenous market could lead to missed opportunities and reduced market penetration.

Final Thoughts

While chocolate is universally loved, the reasons for its appeal vary significantly across countries. Companies must adapt their strategies to align with local tastes and preferences, ensuring they cater to the diverse chocolate consumers in the APAC region. By doing so, they can strengthen their market presence and cater effectively to the growing demand for chocolate in this dynamic region.

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It’s not every day that a nation undergoes an evolution as profound and meteoric as China has over the last few decades. The Middle Kingdom, once renowned for its ancient silk routes and intoxicating teas, has transformed into a powerhouse of modern commerce, technology, and consumerism, making the world sit up and take notice.

Rewind a few decades, and China presented a picture starkly different from the neon-lit skylines of its megacities today. Emerging from the shadows of the Cultural Revolution, China was, economically speaking, a sleeping giant. But as Deng Xiaoping famously quipped, “It doesn’t matter if a cat is black or white, as long as it catches mice.” And catch mice, it did. 

With market reforms in the late 20th century, China catapulted itself from an agrarian society to the world’s second-largest economy. Its GDP growth rates became the envy of economic pundits worldwide, and its manufacturing prowess earned it the title of the “World’s Factory.”

Yet, in focusing on these monumental achievements, one would be remiss to overlook another profound transformation – the Chinese consumer. Once characterized by frugality and basic needs, today’s Chinese consumers are discerning, aspirational, and incredibly diverse. They sip on lattes, queue up for the latest tech gadgets, and travel the world, yet deeply cherish their cultural festivals and traditions. 

This duality of modernity interspersed with tradition makes the Chinese consumer landscape a labyrinth that brands must navigate with care. The sheer size of China’s population, coupled with its regional disparities and rapidly evolving urban centers, makes it a market of multiple facets. From the tech-savvy denizens of Beijing and Shanghai to the rural consumers whose buying patterns are influenced by community and tradition, the spectrum is vast and varied. This is not a market where a one-size-fits-all strategy will suffice.

Brands that overlook the complexities of this landscape do so at their peril. To make inroads into China’s market is to understand its pulse, nuances, and soul. And that requires more than just economic analysis—it demands cultural immersion, empathy, and, above all, respect for a nation that has, against many odds, redefined its destiny. To truly succeed in China, one must do more than sell to its consumers; one must understand them. And in this understanding lies the path to genuine, lasting success.

The Many Faces of China: A Mosaic of Regional Identities and Ambitions

When we think of China, it’s easy to fall into the trap of seeing it as a monolithic entity, a singular colossus. But in reality, China is a tapestry of regions, each with its distinct flavor, ambition, and allure. These regions stand as a testament to the rich tapestry of China’s historical legacy and its bold aspirations for the future.

Eastern China: Here lies the beating heart of modern China’s luxury and cosmopolitanism. Cities like Shanghai aren’t just urban centers; they are living, breathing entities that encapsulate the global aspirations of the Chinese populace. To walk along the Bund is to take a journey through time – from colonial architecture to glinting skyscrapers. The consumers here? They’re a blend of global and local, seeking the finest in international luxury yet never quite letting go of their quintessential Chinese identity. Brands eyeing this region need to realize that it’s not just about luxury; it’s about luxury with a touch of the local.

Northern China: The tech hubs of Beijing and Shenzhen aren’t just cities; they’re symbols of China’s indomitable spirit. A blend of millennia-old traditions and cutting-edge innovations, these regions exemplify the paradox that is modern China. One can’t help but be amazed at the juxtaposition – ancient hutongs co-existing with sprawling tech campuses. The consumers here are not just tech-savvy; they’re at the vanguard of defining modern Chinese culture. Any brand seeking to make a mark here should understand this intricate dance between the past and the hyper-futuristic present.

Western China: Often overlooked, but what a grave oversight that is! There’s a raw, untamed energy in places like Chengdu and Kunming, a sense of potential just waiting to be harnessed. The West represents China’s frontier spirit, a region on the cusp of explosive growth. Yes, there are challenges, from infrastructure to nascent markets. But challenges, as the Chinese have shown time and again, are but stepping stones to grander visions. For the astute marketer, Western China isn’t a challenge; it’s an opportunity.

Southern China: This region is a testament to China’s manufacturing might and global aspirations. Guangzhou and Shenzhen are not just manufacturing hubs but gateways to the world. It’s here that China’s global ambitions take root, heavily influenced by its proximity to international epicenters like Hong Kong. Yet, amidst this global outlook, there’s an unmistakably local pulse. Consumers here are savvy, globally-minded, yet deeply rooted in their Southern heritage. They exemplify the best of both worlds, and to succeed here, brands must strike that delicate balance between the global and the unmistakably local.

Each of these regions is a chapter in China’s unfolding story. It is a story of ambition, heritage, and, above all, of a nation’s unyielding spirit. The real question for brands isn’t just how to tap into these markets but how to become a part of this grand narrative.

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Between Skylines and Countrysides: The Duality of China’s Landscape

In the shadows of China’s soaring skyscrapers and amidst the bustling cacophony of its urban sprawl, there’s an untold narrative of stark contrasts yet interconnected destinies. The interplay between China’s urban centers and its sprawling rural landscape offers a unique lens through which to understand this nation’s ever-evolving heartbeat.

Urban Centers:

  • The Metamorphosis of Megacities: Shanghai, Beijing, and Shenzhen aren’t just cities; they’re phenomena. Their evolution from historic centers to sprawling metropolises is nothing short of astounding. Wandering through their streets, one witnesses an intricate ballet of tradition and modernity. Ancient temples stand proudly alongside towering skyscrapers, each narrating tales of a city that refuses to forget its past while sprinting toward the future.
  • The Ascendancy of the Urban Middle Class: This demographic isn’t just burgeoning in numbers; it’s redefining the essence of the ‘Chinese Dream.’ Aspirational, globally aware, yet deeply rooted in their cultural moorings, the urban middle class is a testament to China’s success story. And with this rise comes a paradigm shift in values, aspirations, and, most crucially, purchasing power.
  • Shifting Sands of Consumption: Gone are the days when luxury was the sole purview of the elite. Today’s urban Chinese consumers are recalibrating the scales, weighing luxury’s allure against the essentials’ comfort. It’s a fascinating dance, watching a population that once prioritized saving now unhesitatingly splurging on brands, experiences, and indulgences.

Rural Areas:

  • The Uncharted Frontier: Beyond the neon lights and bustling urban centers lies a China that’s often overshadowed yet pulsating with potential. The vast rural landscape, with its undulating fields and tranquil hamlets, is not just picturesque; it’s a goldmine of opportunities waiting to be tapped.
  • When Brands Pen Success Stories: It’s a misnomer to assume that global brands only resonate within city walls. Numerous brands have cracked the rural code, weaving themselves into the very fabric of countryside life. These success tales are not just about sales figures but chronicles of understanding, adaptation, and cultural symbiosis.
  • Culture at the Heart of Strategy: Rural China isn’t just geographically distinct; it’s a world that thrives on community, traditions, and age-old values. Marketing here isn’t about broadcasting; it’s about conversing, understanding, and, most crucially, respecting. Brands that have prospered have done so by immersing themselves in these cultural nuances, crafting strategies that resonate at a community level.

The dance between urban and rural, modern and traditional, is the essence of China’s dynamism. For those watching from the sidelines, it offers invaluable lessons in adaptability, resilience, and the age-old art of storytelling. And for brands? It’s a call to action, a challenge to weave themselves into this intricate tapestry called China.

Decoding the Dragon: The Crucial Role of Market Research in China’s Complex Landscape

For many, China is an enigma – a vast expanse of mysteries and opportunities, myths and realities. But for brands aiming to etch their mark in this sprawling market, relying on assumptions is a game of Russian roulette. The path to success? Market research. Meticulous, insightful, and culturally attuned research.

Unraveling the Chinese Enigma:

At its core, market research isn’t just about numbers and data. It’s about decoding behaviors, understanding motivations, and getting to the heart of what makes the Chinese consumer tick. In a land as diverse as China, with its vast regional disparities and cultural tapestry, market research is the compass that guides brands through the maze.

Quantitative vs. Qualitative Insights:

Numbers tell a story, but not the complete tale. While surveys and data analytics offer a bird’s-eye view of patterns and trends, the focus groups, the one-on-one interviews, and the immersive ethnographic studies bring to life the emotions, aspirations, and nuances. A blend of quantitative and qualitative insights is the elixir for true understanding.

Leveraging Local Expertise:

It’s one thing to study China from the outside and entirely another to delve deep with the aid of local experts. Partnering with local agencies isn’t just smart; it’s indispensable. They bring a depth of understanding, cultural sensitivity, and on-ground insights that are goldmines for brands.

Digital Insights and Social Listening:

In a country where platforms like Weibo, WeChat, and Baidu reign supreme, online market research is not optional; it’s imperative. These platforms offer a treasure trove of consumer sentiments, real-time feedback, and insights on the latest trends. Brands that aren’t tuning in are missing out and in a big way.

Cultural Considerations in Research:

In China, not all questions are created equal. The art of framing questions that resonate with Chinese values, ethos, and worldviews is paramount. Missteps and cultural faux pas in research can lead to skewed insights or, worse, alienate the very consumers brands are trying to understand.

Applications of Research:

True value from research isn’t just in gathering insights but in how they’re applied. Whether it’s tweaking a product to align with local tastes or crafting marketing strategies tailored to different regions, research is the foundation upon which successful brand stories are built in China.

Unraveling the Mystique: Navigating the Labyrinth of Chinese Consumerism

When one speaks of China, one often envisions a nation rooted in traditions, bursting with vibrant festivals and age-old customs. Yet, it is also a nation at the forefront of technological revolutions and burgeoning modern consumerism. To understand China is to understand these dualities and the unique tapestry they weave.

Family Units:

Dynasties to Digital Age: The Chinese family has evolved, but its essence remains. While the archetypal large family structure might be waning, the influence of family on consumption choices remains profound. Brands that acknowledge and cater to these multi-generational dynamics find themselves embraced with warmth.

Spotlighting Success: Delve into the stories of brands that ingeniously navigated the Chinese family ethos. These brands didn’t just market products; they marketed memories, emotions, and generational bonds.

Demographics and the Middle Class:

The Rising Dragon: The Chinese middle class isn’t just growing; it’s transforming. As they climb the socioeconomic ladder, their aspirations evolve, and so do their consumption patterns. Brands keen on success would do well to keep an eye on this demographic’s dreams and desires.

The Pendulum of Consumption: The age-old Chinese ethos of saving is now interspersed with bouts of indulgent spending. And as the urban middle class dives deeper into the ‘experience’ economy, sectors like travel, leisure, and entertainment are witnessing unprecedented booms.

Digital Landscape:

Beyond the Great Firewall: China’s digital arena, with its unique ecosystem, stands apart from the rest of the world. Brands must comprehend the implications of this digital realm, where global giants are often absent, replaced by homegrown titans.

Digital Dynasties: Platforms like WeChat, Tmall, and Douyin aren’t just apps; they are empires. They dictate trends, shape opinions, and can make or break brand stories. A deep dive into these platforms reveals the pulse of modern Chinese consumerism.

Values and Traditions:

Calendar of Opulence: From the Lunar New Year to the Mid-Autumn Festival, Chinese festivals aren’t just cultural events; they’re consumption extravaganzas. Brands that align their sales cycles with these festivals ride waves of unparalleled consumer enthusiasm.

Cultural Compass: In a land steeped in traditions, even minor missteps in branding can lead to major misfires. Navigating this landscape requires brands to be culturally astute, respectful, and authentic.

Blending Eras: Modern marketing in China is a dance of dualities – where traditional values waltz seamlessly with modern aspirations. Brands that strike this balance create legacies, not just campaigns.

Sailing the Winds of Change: China’s Emerging Consumer Behavior Trends

In the grand mosaic of China’s consumer landscape, there’s a perpetual dynamism, an ever-evolving dance of tastes, preferences, and behaviors. To the uninitiated, it may seem like a whirlwind of unpredictability, but for those with an astute eye, patterns emerge. Let’s delve deep into the waves of transformation and the trends setting the course for the future.

Health and Wellness:

The Rebirth of the Holistic Lifestyle: As the land that gifted the world with ancient wellness practices, it’s no surprise that modern China gravitates back towards health and holistic well-being. Whether it’s the rise of yoga studios in urban centers, the surge in demand for organic products, or an increased focus on mental tranquility, China is on a quest for a more balanced life.

Harmonizing Body and Soul: Brands that recognize this shift towards a healthier lifestyle are not just riding a trend but becoming part of a profound societal transformation.

The Green Movement:

Echoes of a Sustainable Future: The land of dragons is now championing another noble beast: the green phoenix. As awareness about the planet’s fragility grows, a palpable shift towards sustainable living exists. From eco-friendly products that fly off the shelves to the increasing demand for sustainable practices, the Chinese consumer echoes a global sentiment of environmental responsibility.

Green Gold: For brands, sustainability isn’t just an ethical choice; it’s becoming a business imperative. Those who embrace the green wave find themselves in sync with the heartbeats of millions.

Local vs. Global:

The Rise of the Home Phoenix: Amidst the bustling aisles of global brands, there’s a resurgence of pride in local offerings. The trend of ‘guochao’ isn’t just a fad. It’s a testament to China’s confidence in its indigenous brands, a celebration of local ingenuity, and a statement of self-reliance.

Rooted Yet Soaring: This growing favor for domestic brands offers a rich tapestry of opportunities and challenges for both local and global players.

Evolving Gender Roles:

The Fluid Tapestry of Modern China: Gone are the days of rigidly defined roles and stereotypes. Today’s China is embracing a more fluid understanding of gender. This evolution reshapes markets, from beauty products breaking traditional boundaries to marketing campaigns celebrating diversity.

Reshaping Narratives: Brands attuned to these shifting sands are crafting narratives that resonate with a progressive audience, ensuring their messages are not just heard but cherished.

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Case Studies: Navigating the Dragon’s Realm with Mastery

Tales of triumph in the Chinese market are both cautionary and inspirational for every brand that soars – several others falter. Here, we delve into a few brands — both homegrown and international — that have artfully navigated the intricate tapestry of the Chinese consumer landscape.

Huawei: Championing the ‘Guochao’ Movement

Overview: Founded in 1987, Huawei began as a telecom solutions provider and evolved into one of the world’s leading tech giants. Their meteoric rise in the smartphone market is a testament to the power of domestic appeal and innovation.

Key Insight: By focusing on high-quality products with a keen sense of national pride, Huawei captured the hearts of millions of Chinese consumers.

Notable Numbers: As of 2023, Huawei held a staggering 36% market share in China’s smartphone market, surpassing international competitors.

Starbucks: Brewing Success with Localization

Overview: Entering China in 1999, Starbucks faced skepticism. Coffee was not a staple, and the market was largely untapped. Yet, by 2021, Starbucks had over 4,700 stores in China.

Key Insight: Starbucks brilliantly melded its brand with localized experiences, such as offering traditional teas and mooncakes during the Mid-Autumn Festival or designing stores with Chinese architectural elements.

Quote: Howard Schultz, Starbucks’ CEO, once remarked, “We remain humbled by the Chinese consumer’s embrace of Starbucks as a part of their daily ritual over the past 20 years.”

BYD Auto: Driving the Green Revolution

Overview: BYD, initially a rechargeable battery enterprise, morphed into a global electric vehicle powerhouse.

Key Insight: Aligning with China’s push towards sustainability and reducing carbon emissions, BYD positioned itself at the forefront of the green vehicle movement, resonating with eco-conscious consumers.

Notable Numbers: In 2023, BYD accounted for a commendable 11% of China’s new energy vehicle market, with hopes to expand further in the international domain.

L’Oréal: Beauty Beyond Borders

Overview: As an international beauty brand, L’Oréal faced the challenge of resonating with Chinese consumers, who held distinct beauty standards.

Key Insight: L’Oréal invested heavily in market research, resulting in products tailored to Chinese skin types and beauty preferences, such as cushion foundations and whitening creams.

Quote: Jean-Paul Agon, L’Oréal’s Chairman, highlighted, “China will soon be the number one beauty market in the world. The sky is the limit.”

These case studies underscore a singular truth: Success in China isn’t solely about market dominance or capital muscle. It’s about understanding, respect, and a genuine effort to integrate brand and Chinese consumers’ values. Brands that heed these tales will find themselves better equipped to tread the rich, rewarding, yet challenging paths of the Middle Kingdom.

Challenges and Opportunities: Dancing with the Dragon

In the vibrant tapestry of the Chinese market, opportunities and challenges are interwoven with remarkable intricacy. Brands aspiring to conquer this landscape must recognize both the pitfalls and the potential. Here’s a detailed exploration of the current trials and tribulations and the tantalizing prospects that beckon.

Regulatory Hurdles and the Changing Political Landscape:

The Moving Goalposts: China, in its endeavor to protect its economy, often adjusts its regulatory framework. Whether it’s the tech sector facing anti-trust scrutiny or foreign firms navigating intricate licensing requirements, regulatory agility is crucial.

Politics Meets Business: The intertwining of political decisions and business strategies in China is palpable. Brands must not only market their products but also understand and align with the country’s socio-political sentiments.

The Competitive Landscape: Local Giants vs. International Entrants:

The Home Ground Advantage: Companies like Alibaba, Tencent, and Baidu are not merely businesses but institutions. Their deep understanding of local nuances and formidable market presence poses significant challenges for new entrants.

International Titans on Chinese Shores: While local giants dominate, international brands like Apple, BMW, and Starbucks have made significant inroads. Their success formula? A combination of global brand appeal and local market adaptability.

Opportunities in Untapped Markets and Sectors:

The Rural Goldmine: While urban centers like Beijing and Shanghai are saturated with brands, rural China offers an expanse of untapped potential. The rise in rural internet penetration and increased purchasing power means brands have a vast new audience to cater to.

Emerging Sectors to Watch: New avenues are continually emerging from the burgeoning health and wellness industry to the explosion of the experiential tourism sector. Brands that stay ahead of the curve identifying and capitalizing on these nascent sectors, will reap significant rewards.

Final Thoughts: Gazing into the Dragon’s Crystal Ball

The labyrinthine streets of China’s market landscape, echoing the cacophony of countless transactions, narratives, and aspirations, are heading toward a horizon dazzling with promise. This isn’t merely the trajectory of an economy; it’s the pulse of a civilization in rapid evolution.

China’s consumer market is poised at an inflection point, one that melds tradition with transformation. As we gaze into the future, it isn’t about predicting the exact path but understanding the essence of its direction. A country steeped in millennia of history is embracing the future with both caution and enthusiasm. This juxtaposition of the old and new isn’t a contradiction but a harmonious symphony that will define China’s next chapter.

For the astute executive, let this not be a tale of mere market penetration or brand establishment. Instead, perceive it as an invitation to be part of a story, a journey, and perhaps, a legacy. The Middle Kingdom doesn’t just offer market shares; it provides a chance to be interwoven into its rich tapestry of progress.

But remember, while numbers, strategies, and analytics form the cornerstone of any business endeavor, in China, it’s equally about sentiment, respect, and understanding. It’s not merely about what you sell but how you align with the dreams and aspirations of a billion souls.

So, as you plot your course in this vast expanse, let your compass be empathy, your map be cultural appreciation, and your beacon, a genuine desire to contribute to China’s enthralling journey. The dragon doesn’t just welcome those who ride on its back but cherishes those who fly beside it, sharing its dreams and embracing its future.

Navigate China with Confidence. Connect with Kadence International.

Embarking on market research in China? Let’s ensure your brand’s story is told with precision, empathy, and insight. With a strategic foothold in China, Kadence International isn’t just an agency; we’re your on-ground partners, your cultural interpreters, and your strategic advisors.

Together, we won’t just enter the market; we’ll make waves, build connections, and etch your brand into the Chinese narrative.

Your voyage into the heart of the dragon begins with a conversation. Connect with us today.

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In the game of global expansion, one economic behemoth stands above all – China. With a staggering GDP growth rate that averaged 9.52% from 1989 until 2021, the Middle Kingdom has transformed itself into a labyrinth of opportunity. The sheer scale of China’s market has made it a tempting prospect for brands worldwide. Recent success stories like Tesla’s explosive growth, with China accounting for nearly 30% of its global sales in 2020, highlight the immense potential of this market.

But for all its allure, the Chinese market is not a terrain for the faint-hearted. A complex cocktail of regulatory minefields, a unique digital ecosystem, and ever-shifting consumer preferences can turn a promising venture into a cautionary tale. Cultural nuances often translate into unforeseen challenges, making market entry a multidimensional puzzle requiring precision, insight, and agility.

With an intricate understanding of the challenges brands face looking to make their mark in China, this blog will unfurl a roadmap. By diving into the intricacies of the Chinese market, laying out the blueprint for strategic planning, and delving into the nuts and bolts of execution and implementation, it aims to offer a comprehensive guide to those poised on the cusp of the Chinese frontier. 

Understanding the Chinese Market

Cultural Insights:

Navigating the Chinese market isn’t merely a matter of logistics and economics; it’s an exploration into a rich tapestry of culture, tradition, and evolving social norms. China’s 5,000-year history has shaped a unique consumer psyche that Western paradigms often find enigmatic.

From the Confucian values that underscore collective welfare to the Millennial embrace of digital-first lifestyles, understanding consumer behavior in China is a study in contrasts and convergence. Face (Mianzi), relationships (Guanxi), and a burgeoning sense of nationalism are more than mere cultural anecdotes; they are the keys to unlocking consumer trust and loyalty.

Collaborating with seasoned market research firms like Kadence International can offer an in-depth analysis of local tastes and preferences. Tailored research delves into the hidden nuances of consumer behavior, providing a pathway through the cultural labyrinth that awaits foreign brands.

Regulatory Landscape:

China’s regulatory terrain is both intricate and dynamic. From trademark laws that follow a first-to-file principle to the notorious Great Firewall that governs the digital space, compliance isn’t a mere tick-box exercise; it’s a strategic imperative.

The playing field changes frequently in areas such as data protection, advertising standards, and import regulations. A thorough understanding of local laws and a partnership with a research firm well-versed in Chinese regulations can navigate the legal complexities. Insights from local firms can provide a lay of the land and real-time updates on the shifting sands of Chinese legislation.

Market Trends & Dynamics:

China’s market isn’t a monolith; it’s a mosaic of trends, segments, and opportunities. The landscape is diverse, from the luxury boom in tier-one cities like Shanghai and Beijing to the digital embrace in lower-tier cities.

E-commerce giants like Alibaba and JD.com have revolutionized retail, while local competitors are always on the rise, often with state backing. Health and wellness, sustainability, and the integration of technology and tradition represent current trends driving consumption.

Staying ahead of the curve in such a dynamic market requires more than casual observation. It mandates a research-driven approach. Consulting with market experts can provide actionable insights and localized strategies to capitalize on emerging opportunities and prevent unforeseen challenges.

Strategic Planning

Target Audience Identification:

The vibrancy of China’s market landscape is mirrored in its populace. A monolithic approach to audience segmentation here is not just imprudent; it’s untenable. The sprawling urban landscapes and the burgeoning middle class contrast sharply with rural realities. Demographics tell only a part of the story.

Understanding psychographics – aspirations, attitudes, and lifestyle preferences – is pivotal in constructing an empathetic and resonant brand narrative. Millennials in Shenzhen might be driven by technology and innovation, while the older generation in Hangzhou finds solace in tradition. Collaboration with a market research agency like Kadence International can offer a granular view, enabling brands to craft messages that echo in the hearts and minds of diverse Chinese consumers.

Product/Service Localization:

If globalization was the buzzword of yesteryears, ‘glocalization’ reigns supreme today, especially in China. KFC’s congee or Disney’s Mulan are not mere marketing stunts but testaments to a deep understanding of local tastes, language, and culture.

From package designs bearing auspicious symbols to products aligned with Traditional Chinese Medicine (TCM), localization is not an option; it’s a mandate. 

Engaging with research and consultancy experts allows brands to infuse local sensibilities without losing the global essence. 

Channel Selection:

In the land where cash is passé, and QR codes are king, selecting the proper sales channels is a strategic endeavor. E-commerce platforms like Taobao are only the tip of the iceberg. Live-streaming sales, social commerce on platforms like WeChat, and even new retail concepts that merge online and offline experiences are part of China’s complex retail ecosystem.

Traditional brick-and-mortar stores also hold sway in certain segments. The balance between online and offline channels must be meticulously planned. Collaborating with research firms can provide insights into channel preferences across consumer segments. By aligning with experts, brands can select channels that don’t just reach the audience but resonate with them.

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Execution & Implementation

Partnerships & Collaboration:

In the Chinese market, success is often spelled with a ‘P’ – Partnerships. The local business environment is a maze best navigated with guidance from those who call it home. From technology giants to local distributors, forging strong alliances can be the cornerstone of successful market entry.

Collaborating with a joint venture partner can grant access to local know-how, governmental goodwill, and coveted distribution channels. But this road is fraught with risks and must be tread with caution. Engaging with firms with a profound understanding of the landscape can match foreign brands with the most synergistic local partners, ensuring a harmonious and profitable alliance.

Marketing & Advertising Strategy:

Marketing in China is a world in itself. Gone are the days when simple translations sufficed; today, brands must converse in a language that resonates with the Chinese soul. Digital platforms like Weibo, WeChat, and Douyin (TikTok in China) command vast audiences, each with its unique characteristics and user behaviors.

Influencer marketing, known as KOL (Key Opinion Leaders) marketing in China, is a potent tool for turning public figures into brand ambassadors. The Chinese consumer’s trust in peer recommendations and KOLs offers a rich marketing vein to tap.

A nuanced strategy tailored to the local digital ecosystem is not a mere advantage; it’s a necessity. Collaborating with market researchers and local agencies can craft campaigns that sing the brand’s song in a distinctly Chinese melody.

Supply Chain & Logistics Management:

China’s logistical landscape is as vast as it is varied. From sprawling mega-cities to remote rural areas, warehousing, distribution, and shipping must be orchestrated precisely. Tariff barriers, regulatory compliance, and even packaging norms vary across regions.

An efficient supply chain isn’t just about moving products; it’s about ensuring that the brand’s promise is delivered intact, every time, everywhere. This requires a harmony of technology, local expertise, and strategic foresight.

Connecting with experts can create a seamless transition from global procedures to localized supply chain mastery. It’s about delivering not just products but trust and reliability – commodities prized in the Chinese market.

Risks and Challenges

Competition Analysis:

In the crowded Chinese marketplace, competition is fierce and multifaceted. The titans of local industry stand tall, backed by vast resources and a deep understanding of local nuances. Brands like Alibaba, Tencent, and Baidu are not just businesses but phenomena shaping the market landscape.

International competitors are equally formidable, often armed with significant resources and aggressive strategies. Understanding local and international adversaries is a complex task requiring more than surface-level analysis. 

Collaboration with local and knowledgeable research firms can help unveil competitors’ strategies, strengths, and vulnerabilities, forming the backbone of a resilient market entry strategy in China.

Intellectual Property Considerations:

The terrain of intellectual property (IP) in China is precarious. Trademarks, patents, copyrights – all are governed by a legal framework that’s both unique and exacting. The first-to-file system for trademarks is notorious for causing headaches for unsuspecting foreign brands.

IP protection isn’t just a legal necessity; it’s a strategic imperative in a market where counterfeiting and imitation are prevalent. Engaging with trademark experts can provide a shield against potential infringements and craft a strategy that respects local laws while safeguarding the brand’s essence.

Potential Pitfalls & Solutions:

The road to success in China is strewn with potential pitfalls. Common mistakes range from inadequate localization to misunderstanding local regulations and misalignment with local digital platforms.

  • Inadequate Localization: Superficial adaptations can lead to cultural blunders. Working closely with cultural consultants and market researchers ensures the brand resonates with the local audience.
  • Regulatory Missteps: Compliances are complex and ever-changing. Collaborative efforts with legal experts and research firms can keep brands abreast of regulatory changes.
  • Digital Misalignment: Choosing the wrong platforms or incorrect digital strategies can lead to wasted resources. Local digital experts can align strategies with platforms that reach and resonate with the target audience.

Mitigating these risks requires an approach grounded in deep market understanding, local expertise, and continuous monitoring. Partnering with experts with local knowledge ensures that brands are not just reactive to these challenges but proactively strategizing to avoid them.

Case Studies

Success Stories:

Tesco’s Joint Venture Success: The UK-based retail giant Tesco entered China’s market by forming a joint venture with China Resources Enterprise. This strategic partnership allowed Tesco to leverage local knowledge while introducing its global retail expertise. The synergy led to a win-win scenario, enabling Tesco to carve a niche in the hyper-competitive retail space.

Singapore’s CapitaLand’s Real Estate Triumph: Singapore’s CapitaLand recognized the potential of China’s real estate market early on. Through strategic investments and an understanding of local real estate dynamics, CapitaLand has become a prominent player in China’s burgeoning real estate sector. Its success demonstrates the value of in-depth market analysis and strategic risk-taking.

Lessons Learned:

Marks & Spencer’s Market Misstep: British retailer, Marks & Spencer’s foray into China, was plagued by a lack of local understanding—misjudging consumer preferences and failing to localize offerings led to their eventual exit from the market. The lesson is clear: superficial understanding and insufficient localization can lead to failure, even for a well-established global brand.

Japan’s Rakuten’s E-Commerce Challenge: Japanese e-commerce giant Rakuten entered China with high hopes but faced immense challenges due to fierce local competition and an inability to align with Chinese online shopping behavior. Ultimately, Rakuten had to withdraw from the Chinese market. The takeaway is the importance of understanding local digital landscapes and recognizing that what works in one market may not translate directly to success in another.

The Chinese market’s dynamism offers both opportunities and challenges. Success here requires a blend of local insights, strategic planning, and agile execution. Collaborative efforts with local experts provide a comprehensive understanding of the market, consumer behaviors, competitive landscape, and regulatory compliances.

These case studies illustrate that no matter how big or small, brands must approach the Chinese market with humility, curiosity, and a willingness to learn and adapt. These stories tell us that the path to success in China is rarely a straight line. It’s a winding road that requires navigation with care, expertise, and an eye on the ever-changing landscape.

Final Thoughts

With its vast potential and intricate nuances, the Chinese market is more than a mere economic frontier; it is a complex tapestry woven with culture, innovation, tradition, and ambition. For the brave, it offers a dance with dynamism, a symphony of opportunities that, if orchestrated with finesse, can lead to monumental success.

Critics often argue about the pitfalls, the regulatory minefields, and the cutthroat competition. While these challenges are real, they don’t overshadow China’s tremendous potential. It’s not just about the sheer numbers or the meteoric economic growth; it’s about being part of a market redefining global commerce’s future.

The journey into the Middle Kingdom is neither for the faint-hearted nor for those seeking quick wins. It demands respect for its uniqueness, empathy towards its culture, and strategic acumen that marries global visions with local insights. It’s about playing a long-term game where the rules are continuously evolving.

Is the Chinese market worth the effort? Unequivocally, yes. The brands that have tasted success here have not just expanded their reach; they have enriched their global identity by intertwining with a civilization that’s as ancient as it is futuristic.

In this labyrinth of opportunities and challenges, the role of a seasoned navigator becomes paramount. Kadence International, with its blend of local expertise and global perspectives, offers a compass to brands aiming to explore the Chinese market. Our research, insights, and strategic guidance have been the wind beneath the wings of brands that have soared in China. Are you ready to embark on this journey? Connect with us at Kadence International, and let’s write your success story in the world’s most fascinating marketplace.

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The world has long predicted the massive potential of Asia’s rise, but it’s time for the rest of the world to adjust its outlook. The reality is that the future has arrived even sooner than anticipated.

According to the Asian Development Bank (ADB), developing economies in Asia and the Pacific are expected to experience faster growth this year, fueled by the easing of pandemic restrictions and boosting consumption, tourism, and investment. The region’s growth prospects are particularly brightened by the reopening of the People’s Republic of China (PRC), which has shifted away from its zero-COVID strategy.

The ADB’s Asian Development Outlook (ADO) April 2023 report projects that economies in Asia and the Pacific will grow by 4.8% this year and the next, representing an improvement over the 4.2% growth rate in 2022. While developed countries are facing a growth slowdown, the emerging economies in Asia are set to thrive, with projections suggesting excluding the PRC; developing Asia is forecasted to grow 4.6% this year and 5.1% in 2024. Meanwhile, the region’s inflation is expected to gradually moderate towards pre-pandemic levels, although there may be considerable variation across different economies.

What’s fueling this growth? Favorable demographic trends with a young population, a growing middle class, and high-tech adoption rates are just a few factors responsible for this upward trend. With such impressive growth rates, it’s no surprise that more and more companies are expanding their operations and eyeing entry into these markets. 

Exciting factors like a burgeoning middle class, ongoing urbanization, and high technology adoption in countries like India, Vietnam, and the Philippines contribute to this explosive growth. But, hold on, there are risks involved too.

Cultural and language barriers and the need for more information and data make market research in these markets more challenging. Are you ready to take the plunge and seize the opportunities offered by these emerging economies?

With an impressive growth rate, it’s no wonder businesses worldwide are turning their attention to these emerging economies, eager to tap into their enormous potential. But, to successfully penetrate these markets, comprehensive market research is crucial. In this blog post, we’ll explore how to conduct market research in emerging markets in Asia and identify the key factors to consider with real-world examples of global brands and how they entered these markets.

  • Understand the Market.

The first step in conducting market research in emerging markets is understanding the market. This includes understanding the economic, political, and cultural environment, as well as the needs and preferences of the target audience. Companies must conduct thorough research to understand the local market, including the competitive landscape, regulatory environment, and consumer behavior.

  • Identify the Target Audience.

The next step is to identify the target audience. This includes understanding the target audience’s demographics, psychographics, and buying habits. Companies need to research to understand the needs and preferences of the local population and how they differ from other markets.

  • Use Local Research Partners.

Companies should consider partnering with local research partners to overcome language and cultural barriers. At Kadence International, we have a breadth of coverage worldwide, with offices in ten countries.

Local research partners can provide valuable insights into the local market and help companies understand the target audience’s cultural nuances. 

  • Consider Online Research Methods.

Online research methods can be an effective way to conduct market research in emerging markets. Online research methods can gather data from a large and diverse population sample and can be completed quickly and cost-effectively.

  • Pay Attention to Cultural Nuances.

Cultural nuances are essential to consider when conducting market research in emerging markets. Companies need to understand the cultural norms and values of the local population and adjust their research methods accordingly.

When Coca-Cola entered the Myanmar market, it conducted online surveys to understand the local market. Coca-Cola used online surveys to gather data on the local population’s beverage preferences and habits.

When US-based fast food giant KFC entered the Chinese market, it had to adapt its menu to appeal to the local population. KFC introduced menu items that catered to local taste preferences, such as rice dishes and egg tarts. Similarly, when McDonald’s entered the Indian market, it conducted extensive research to understand the local market. The brand has no beef or pork products on its menu and adopted certain items and their names for the Indian market, like the Maharaja Mac.

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Ownership structures 

Asian companies have emerged as global leaders in traditional industries such as industrial and automotive sectors and in areas such as technology, finance, and logistics. The last two decades have seen a shift in the industry mix of the region’s largest companies, with a decline in the manufacturing of capital goods and growth in infrastructure and financial services.

When it comes to ownership structures, growth strategies, and operating styles, Asian corporate giants differ significantly from publicly owned Western multinationals. About two-thirds of the 110 Chinese companies listed in the Fortune 500 are state-owned, and the region also boasts several large conglomerates. 

In Japan, the “big six” keiretsu also have significant weight in the country’s equity market, with each owning numerous companies across multiple industries. For instance, all major Japanese car manufacturers can be traced back to a keiretsu. 

And India’s top six conglomerates alone employ more than two million people.

Emerging Markets in Asia

Here are some examples of emerging markets in Asia:

  • China: A large, fast-growing economy with a massive population and a rapidly expanding middle class, supported by a government policy of reform and opening up to the world.
  • India: Boasting a young and growing population, a rising middle class, and a government focused on reform, India is poised to be one of the fastest-growing economies in the world
  • Indonesia: With a young population, a rapidly urbanizing society, and a large consumer market, Indonesia is a thriving economy and an attractive destination for foreign investment.
  • Vietnam: An economy that has transformed rapidly in recent years, Vietnam is home to a young and growing population, low labor costs, and an expanding manufacturing sector.
  • Philippines: A country with a young and educated workforce, a large consumer market, and a rapidly expanding services sector, the Philippines is a popular destination for foreign investment and outsourcing.
  • Malaysia: An economy that has diversified beyond its traditional focus on commodities, Malaysia is home to a well-educated workforce, a thriving manufacturing sector, and a growing services sector.
  • Thailand: A popular tourist destination and manufacturing hub, Thailand is home to a large and growing consumer market, a robust agricultural sector, and a thriving services sector.
  • Bangladesh: With a large and growing population, a low-cost labor force, and a government committed to reform and development, Bangladesh is one of the fastest-growing economies in the world.
  • Pakistan: A country with a large and young population, a thriving agricultural sector, and a rapidly growing services sector, Pakistan has enormous economic potential.
  • Myanmar: With over 50 million people and an economy opening up to the world, Myanmar is poised for rapid growth in the coming years.

Cultural Aspects Brands Need to Know

When conducting market research in emerging markets in Asia, companies need to understand the cultural aspects of the local population. Here are some cultural elements that brands need to know:

Collectivism vs. Individualism. 

Some cultures are more collectivistic, where the needs of the group are prioritized over the needs of the individual. Other cultures are more individualistic, where the needs of the individual are prioritized over the needs of the group.

High vs. Low Context. 

Some cultures are high-context, which means they rely heavily on non-verbal communication and indirect language to convey meaning. Other cultures are low-context, where people rely more on direct communication and explicit language.

Power Distance. 

Some cultures have a high power distance, with a significant distance between those in authority and those who are not. Other cultures have a low power distance.

Masculinity vs. Femininity. 

According to Geert Hofstede, “masculine” and “feminine” are often used to describe society’s cultural dimensions. These dimensions are based on various cultural variables, such as values, beliefs, and attitudes.

In a “masculine” culture, competitiveness, assertiveness, and material success are highly valued. This may lead to a focus on achievement and advancement in the workplace, emphasizing individual success over group cohesion. There is also a tendency to prioritize ambition and competition over collaboration and empathy.

In a “feminine” culture, on the other hand, collaboration, empathy, and social harmony are emphasized. There may be less focus on material success and more on the quality of life, work-life balance, and social responsibility. In the workplace, there may be more emphasis on collaboration and teamwork, with less emphasis on hierarchical structures or individual achievement.

It’s worth noting that these cultural dimensions are not binary or mutually exclusive, and different cultures may exhibit varying degrees of masculine and feminine characteristics. Additionally, individuals within a culture may have unique values and beliefs that don’t necessarily conform to cultural norms.

Religion.

Religion can also play a significant role in shaping cultural values and norms in emerging markets. Companies need to understand the religious beliefs and practices of the local population and how they may impact consumer behavior. For instance, in Indonesia, where most of the population follows the Islamic faith, even non-food companies must consider “halal” concepts.

Case Study: Coca-Cola in India

Coca-Cola is a global brand that has successfully entered emerging markets in Asia. One example is India. Coca-Cola entered the Indian market in 1993 and initially faced challenges due to cultural and political barriers. The company had to adjust its marketing strategy and product offerings to appeal to the local population.

Coca-Cola conducted extensive market research in India to understand the local market. The company discovered that the local population preferred sweeter beverages and was concerned about water quality. Coca-Cola adjusted its product offerings to include sweeter beverages and invested in local water treatment facilities to ensure the quality of its products.

Coca-Cola also adjusted its marketing strategy to appeal to the local population. The company used local celebrities and cultural events in its advertising campaigns to create a solid emotional connection with the local audience.

Due to language and cultural barriers, conducting market research in emerging markets in Asia can take time and effort. 

However, with the right approach, companies can enter these markets and create successful branding strategies. Understanding the local market, identifying the target audience, using local research partners, considering online research methods, and paying attention to cultural nuances are all critical factors to consider when conducting market research in emerging markets. 

Companies that take the time to conduct thorough market research and adjust their branding strategy to meet the needs of the local population can create a strong and lasting impression with their target audience.

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Challenges brands face in emerging markets and strategies for overcoming them.

While emerging markets in Asia offer significant growth opportunities for brands, they also present unique challenges that brands must overcome. These challenges include language and cultural barriers, limited infrastructure, and the need for more data and information. 

Language and Cultural Barriers.

One of the primary challenges brands face in emerging markets is language and cultural barriers. Companies must understand the local language and cultural nuances to develop a successful branding strategy that resonates with the target audience.

To overcome language and cultural barriers, brands should consider partnering with local marketing agencies and research firms. These firms can provide valuable insights into the local culture and language, help develop messaging that resonates with the target audience, and ensure that the brand’s message is culturally sensitive and appropriate.

When Nike entered the Chinese market, the company partnered with a local marketing agency to develop a branding strategy that resonated with the local population. The agency provided insights into the local culture and language, which helped Nike develop messaging that resonated with the target audience.

Limited Infrastructure.

Another challenge brands face in emerging markets is limited infrastructure. Emerging markets may need more access to transportation, communication, and other essential infrastructure, making it difficult for brands to distribute products and conduct market research.

To overcome limited infrastructure, brands should consider developing innovative distribution strategies that leverage local infrastructure. For example, when Coca-Cola entered the Myanmar market, the company partnered with local distributors to establish a distribution network that leveraged local transportation infrastructure.

Lack of Data and Information.

Another challenge brands face in emerging markets is a need for more data and information. Emerging markets may need more access to data and information, making it difficult for brands to conduct market research and develop a successful branding strategy.

To overcome the lack of data and information, brands should consider investing in primary research methods, such as surveys, focus groups, and interviews. These research methods can help brands gather data and information directly from the target audience and provide valuable insights into consumer behavior.

Regulatory Challenges.

Another challenge brands face in emerging markets is regulatory challenges. Emerging markets may have different regulatory frameworks, making it difficult for brands to navigate the local market and establish a presence.

To overcome regulatory challenges, brands should consider partnering with local experts who understand the local regulatory environment. These experts can provide valuable insights into local regulations and help brands navigate the local market.

Market research methodologies brands use to enter emerging markets in Asia.

Market research methodologies are diverse and should be tailored to the specific needs of each market. Surveys, focus groups, ethnographic research, in-depth interviews, social media monitoring, and big data analytics are some of the most commonly used market research methodologies in emerging markets in Asia. 

Using these methodologies, brands can collect accurate and relevant data and develop successful branding strategies that resonate with the target audience.

As brands look to enter emerging markets in Asia, they must use market research methodologies tailored to each market’s specific needs. Market research methodologies in Asia are diverse, and brands must choose a suitable method to collect accurate and relevant data.

Surveys and Questionnaires.

Surveys and questionnaires are the most commonly used market research methodology in emerging markets. Surveys are typically used to gather data on consumer behavior, preferences, and attitudes. They can be conducted face-to-face, online, or by phone.

In India, brands often use surveys to understand the local market. For example, when Coca-Cola entered the Indian market, it surveyed the local population’s beverage preferences and habits.

Focus Groups.

Focus groups are another popular market research methodology involving a small group discussing a specific product or service. 

These groups can provide valuable insights into consumer behavior, attitudes, and preferences.

Apple conducted focus groups to understand the local population’s needs and preferences when it entered the Chinese market.

Ethnographic Research.

Ethnographic research involves observing and studying people in their natural environment. This methodology helps understand consumer behavior and preferences in a specific cultural context.

In Thailand, brands often use ethnographic research to understand the local market. For example, when Unilever entered the Thai market, it used ethnographic research to understand the local population’s skincare habits and preferences.

In-Depth Interviews.

In-depth interviews involve one-on-one interviews with participants to gather detailed information about their behavior, attitudes, and preferences. In-depth interviews can provide valuable insights into consumer behavior and preferences.

In Vietnam, brands often use in-depth interviews to understand the local market. For example, when Nike entered the Vietnamese market, it conducted in-depth interviews with local consumers to understand their needs and preferences.

Social Media Monitoring.

Social media listening and monitoring involves monitoring and analyzing social media platforms to gather consumer behavior and preferences data. Social media monitoring can provide real-time insights into consumer behavior and preferences.

In Indonesia, brands often use social media listening and monitoring to understand the local market. When McDonald’s entered the Indonesian market, it monitored social media to understand the local population’s reaction to its menu items and marketing campaigns.

Big Data Analytics.

Big data analytics involves analyzing large volumes of data to identify patterns and trends. This methodology helps understand consumer behavior and preferences at a large scale.

In the Philippines, brands often use big data analytics to understand the local market. For example, when Nestle entered the Philippine market, it used big data analytics to understand the local population’s food preferences and habits.

Emerging markets in Asia offer significant growth opportunities for brands but also present unique challenges. To establish a successful presence in these markets, brands must overcome language and cultural barriers, limited infrastructure, lack of data and information, and regulatory challenges. By partnering with local experts, investing in primary research methods, and developing innovative distribution strategies, brands can overcome these challenges and grow a successful branding strategy that resonates with the target audience.

When looking to conduct panel research, consider partnering with Kadence International, a multi-award-winning global market research agency with extensive experience and expertise in panel research. Contact us today to learn more about our panel research services and how we can help you gather the insights you need to drive business success.

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The phrase “Never judge a book by its cover” does not apply to product packaging design. When package design is the only reference a consumer has, he is bound to go for the most appealing option. Years of market research have established that what’s outside the package is as important as what’s inside it. How else will a product stand out in a sea of competing brands? Yes, brand loyalty, ingredients, and other factors can make a difference, but in the end, most of it comes down to consumer psychology. 

In a store, the package design is the gateway to the product. Successful brands use psychology in their product design and packaging, driving sales and brand loyalty. Consumers often perceive a product’s function and worth based on its packaging and design.

Product packaging is primarily dictated by the target audience and what they want. For brands targeting a younger demographic, for instance, it is essential to add personalization and brighter colors and fonts that appeal to the youth. 

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This can change when catering to the same demographic in different countries. For instance, the environmental impact of packaging is a relatively less critical purchase factor for Japanese consumers, yet 80 percent of the respondents in India factor the environmental impact of packaging into their purchase decisions.

Understanding Consumer Psychology

Any buying decision involves consumers going through several cognitive stages when looking for a product actively. Their perceptions and opinions are based on what they see during this stage. After they select and purchase a product, they continue to evaluate their decision based on the product’s performance and experience. 

When a product’s perceived value is high, consumers are less impulsive than when the value is lower. This explains why over 70 percent of supermarket purchases are not planned. Shoppers in supermarkets and grocery stores rely primarily on the instinctive cues they get from package design as they browse stores. These help them make quick judgments about the product’s quality and value and can be why they add it to their carts (or not). 

Choosing the right colors

Research shows that color is one of the first things our brains see when they come across a brand and is often the first thing that pulls consumers in. 

Do you feel calm in a blue room, and does yellow make you anxious?

Pablo Picasso once said, “Colors like features, follow the changes of the emotions.” Colour is known to change emotions, moods, and feelings dramatically. Colors can have different meanings from culture to culture, as the idea of color is deeply rooted in our experiences. 

Color psychology is a hot topic in marketing, branding, and graphic design because colors play a huge role in brand perception and image. 

When selecting colors, it is imperative to look into the cultural significance of each color. This becomes necessary for brands planning international market entry, as different cultures have different connotations and emotions attached to specific colors. For instance, while green is a color of prosperity in many Muslim nations, it is a color associated with illness and death in some South American cultures. 

It is also essential to consider how your brand colors align with your brand and its identity. Other considerations are whether these colors stand out in a crowded marketplace and how they would work for those who are colorblind. 

Format and materials

The format or shape of the packaging is often based on whether the package will be used or discarded. In case it’s part of the product, like a milk carton, the quality, materials, and function are important considerations. For instance, a square or rectangular base is better so it can fit in the refrigerator more efficiently, and an easy-to-pour spout enhances convenience and functionality.

Packaging design depends on many other factors as well. For instance, a luxury product needs to be packaged in a way that reflects the high price of the product. In recent years, sustainability has also become a huge factor in selecting packaging materials, and an exciting product design may encourage consumers to post the packaging or unboxing online.

Typography and labels 

Typography is the art of placing text to make the copy clear, legible, and visually attractive. It utilizes font style, size, and structure to evoke feelings and emotions and convey a message. It also helps balance the graphics on a package. 

The font styles and sizes you use on your packaging play a huge role in the overall design and how consumers perceive your brand. The logo, typography, and fonts allow your brand to stand out from the competition. The typography helps catch your target audience’s attention and conveys the brand’s message. It also helps establish consistency, a vital aspect of brand identity. 

For a successful packaging design that quickly moves the product off the shelves, brands need to know their target audience and stay abreast with the latest trends. The typesetting, fonts, and styles you use, just like the graphic and color choices, are based on your target market —factors such as age, gender, language, culture, and preferences influence the typography of a product’s package design. 

By providing invaluable information regarding current market trends and the unique wants and needs of a brand’s consumer base, market research helps a brand develop its business and marketing strategy. Market research benefits many different facets of business, including product design and packaging. 

Brands need to have complete knowledge of consumer desires and the effect of specific product packaging on purchasing patterns and preferences. In market research, there are many different means for gathering this data, each with its own set of advantages. In most cases, it is best to use a combination of methodologies to understand the effectiveness of your packaging design and labels. 

Market research allows brands to tap into the psyche of their target markets to gain a deeper understanding of how a package design impacts purchasing decisions. 

This can be done in many ways by gathering data, each method with distinct advantages. 

Some common forms of gathering data:

1. Focus groups 

Market researchers often use focus groups and show them labels and packages to gauge their first reactions to the design, colors, typography, offers, and form. The focus group participants sample the product and look at the packaging and label to provide insights into what part of the packaging would influence their purchase decision. 

2. Interviews and discussions

Many brands conduct interviews with consumers as they browse competing products in a store setting. Questions like, “what made you add a product to your cart?” can uncover purchase decisions and the effectiveness of your product packaging. You may also interview employees from different departments who know the product well.

3. Surveys

Online surveys are a quick and easy way to conduct a survey. These can be carried out for in-store and online purchases on eCommerce sites and allow for anonymity, providing information and insights into purchase decisions and behavior. A well-designed survey employs a rating scale and asks open-ended questions. 

4. Observation 

Market researchers often use direct observation by visiting the store and observing how the products on the shelf move. In this manner, it is possible to see how the placement of items in a store affects sales. It also allows brands to look closely at the competition to see what graphics, colors, and other visual elements affect purchase decisions. How would your product look in comparison to competing brands? Does it blend in or stand out? Does it stand out in a good way? Making frequent visits to stores can provide a window of opportunity and is a powerful way to conduct market research. 

Market research provides invaluable insights into market trends, consumer psychology, and behavior. It can help formulate the right business and marketing strategy for businesses, including package design. 

Package design research is more critical now than ever. In many cases, the retail package design is the only advertisement for the brand. The brand’s packaging has a few seconds to draw consumers to the product and evoke purchase intent. 

While brands use many quantitative and tried and tested package designs, they often tend to overlook the subjective side of research, which requires qualitative research methods and tools—knowing the “why” behind purchase decisions and consumer motivations can provide the essential piece in understanding the effectiveness of a new package design or redesign. 

Global manufacturing leaders are carefully considering the pros and cons of both.

China still leads the world in manufacturing, with close to 30% of the country’s economic output coming from this sector. Many industry experts and leading economists believe that China will no longer be the manufacturing powerhouse it once was within the next five years.

How the pandemic changed the manufacturing industry

The global pandemic caused a notable decrease in manufacturing production in 2020 due to containment strategies in economic and social lockdowns. Both had a significant impact on both supply and demand. 

Consumer demand declined overall due to uncertainties triggered by travel restrictions, remote working, business cessations, and job losses. At the same time, the production of many goods came to a halt worldwide for many months. 

A shift away from Made in China

For some major manufacturing companies, the pandemic spurred a sea-change in where they manufactured their product. The American Chamber of Commerce in Shenzhen, China, surveyed its manufacturing membership and learned that over 30 percent were in the process of moving some of its manufacturing out of China.

In July 2020, Apple announced it was shifting the assembly of its iPhone 11, the most advanced model in its product line, from China to India.

A couple of weeks later, Samsung and several other Apple suppliers applied for the Indian government’s incentive program targeted towards large-scale manufacturers of electronic products, which would see a significant part of these companies’ manufacturing transferred to India.

In recent years, China has attempted to replace the term “Made in China” with “Engineered in China”: the country would no longer be known as the world’s factory, a cheap place for countries to outsource manufacturing. Chinese manufacturers have increased automation and switched to using robots instead. In these instances, up to 80 percent of workers were sent home and replaced with specialized production line workers — typically experts in machine maintenance and machine learning. Mechanized factories boast much higher output with fewer errors and accidents, and a higher dependence on technology and automation meant wage costs were no longer critical.

With these changes, China is slowly losing its foothold in the global manufacturing sector for reasons with nothing to do with costs and output.

Other factors affecting this shift also include; trade tensions between China and the US (along with its western allies), the realization by global manufacturers during the pandemic of the flaw in the supply chain delivery due to over-reliance on one country for production, increased costs, and tariffs, and consumer sentiment of products made in China.

Even so, manufacturing in China is expected to recover in 2021, growing by 9 percent.

The growth in manufacturing in India

By comparison, India is expected to grow by 10 percent, recovering from significant economic strain during the pandemic.

The average age of a citizen in India is 28 years versus 38 years in China. This country has a massive population, and the demand for technology is high. Manufacturing overseas is not always about importing; it is also about global supply. If you have a product that appeals to 20 somethings or 30 somethings, manufacturing locally in India makes sense.

India is a lot less controversial geopolitically, and the Indian government is poised to capitalize on that notion.  

The government of India has launched several policies over the past few years to create a favorable environment and attract investment in manufacturing, with a focus on electronics manufacturing, including mobile phones, industrial electronics, consumer electronics, electronic components, computer hardware, and LED products.

Due to these commercially favorable initiatives, India’s electronics production has more than doubled in the last five years (2015-2020). According to the Indian Ministry of Electronics and Information technology, India’s electronics market is expected to reach US$132 billion by the end of 2021.

In China, manufacturing labor wages by location (in USD per hour) is $3.80 compared to India’s 0.70. Even with China’s focus on automation and robotics, labor in India is five times less than in China.

While the shift from solely or wholly manufacturing in China has seemingly begun, China will still be a global manufacturing hub. 

Perception of manufacturing locale 

Supply is synonymous with manufacturing. In economics, the rule of supply and demand states that if all other factors remain equal, the higher the price of a good, the fewer people will demand that good. For most, regardless of generation, price and availability are essential, if not the most important, in buying decisions. 

However, in economics, “movements” and “shifts” represent different market phenomena concerning supply and demand. 

In the past, companies chose to manufacture from an outside country due to price. Now other factors could negatively affect demand and brand perception.

Price, or cost of goods sold, is an easy measurement to evaluate in manufacturing. However, more and more companies see that consumer sentiment is a factor contributing to growth and demand.

Consumer sentiment is becoming an essential factor in manufacturing. After all, it does not matter how cheaply you can manufacture a product, whether that is in China or India, if the demand is not there or if consumers will choose a different, competitively priced product based on the manufacturer’s location.

A key question a company should ask is whether consumers would feel differently and ultimately decide to buy a product based on a “Made in India” label versus “Made in China.” 

For Gen Z and millennials, these two generations are much more brand conscious. In one study, 62% of millennials surveyed said buying from brands that support their own political and social beliefs is essential. In another study, Gen Z consumers are more likely to switch brands that meet specific values like sustainability. 

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The role of research in manufacturing 

Moving the manufacture of parts or components to multiple countries is a huge undertaking. Deciding to enter a new market, along with evaluating manufacturers, can be incredibly daunting if “on the ground” knowledge is limited or non-existent. Commissioning a research agency to find out where to direct your attention is a crucial first step. Selecting a research company with direct market knowledge can save time and capital investment.

Understanding how your target audience perceives where your product is manufactured, alongside any impacts on demand, should be researched and evaluated. 

Read case studies from the Manufacturing sector here

Entering the Chinese market is a strategic priority for many brands. But like any market entry project, whilst the rewards are great, so are the risks. Success relies on conducting nuanced research so you’re able to develop a comprehensive Chinese market entry strategy. In this article, we’ll share our top tips for getting this right based on our experience helping brands across categories break into the Chinese market. You can also conduct our ultimate guide for market entry for further information.

The pros and cons of getting into China

Potential market entry benefits and barriers in China

Benefits to exploreBarriers to consider
There’s money to be made there. It’s a huge and growing economy.China is incredibly competitive – with both domestic and foreign brands in play.
Consumer appetite is evolving all the time, creating openings for new brands, products and services.It’s dangerous to make assumptions about the state of the market – and long-term planning can be tough.
Wealth is spreading, creating evolving demand and growth in most categories.There are still huge differences between the top-tier cities and the rest; and between urban and rural markets.
Chinese consumers tend to like branded goods and seek out quality where they can.Domestic Chinese brands have upped their game into premium spaces.
“If you can make it there…” Learn the lessons from breaking into China, and you’ll have valuable insights for other international expansion.China has some unique attributes – including tough regulation of key industries and some long-standing consumer attitudes that might never shift.

All that being said, China is obviously a vast market, with 1,394,000,000 people. That means even capturing a small niche or focusing on one region or even city can result in big revenues.

China has more than 600 cities often broken down into four tiers. First-tier cities including Beijing, Shanghai, Guangzhou, Tianjin and Chongqing are usually classified as having a GDP over $300bn (about the size of the entire South African economy). In these, and the tier-two cities, there is widespread demand for products and services that aren’t being catered for domestically.

And despite the fast development of homegrown brands, for many consumers, overseas brands retain an allure. So although the execution of any brand proposition needs to adjust to the needs of the market – and in a country as diverse as this, market research proves itself invaluable in this respect – a look at China must be a consideration for any growth-minded business.

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When to consider developing a China market entry strategy

We see a few different prompts for brands wanting to explore the Chinese market. One is where similar products or services are performing well there, with attributes that might be replicable. For example, we’ve seen strong demand for premium Korean cosmetics recently – it’s a sign similar propositions might fly. In niche areas such as luxury handbags and cars these is a persistent strong demand for foreign brands.

Those buying patterns are highly visible. But we can also pick up less obvious trends in consumer behavior that give clues as to potential in China. For example, we’ve seen a growing love among the Chinese middle classes for avocados. (It’s not just 2016-vintage millennial hipsters!) That suggests possibilities for brands that take the time to probe shifting attitudes.

In the first case, then, we’re looking for product features and brand offering. In the second, we’re exploring new consumer behaviors – although in each case we need to evaluate whether this is a fundamental change in consumer mindsets, or just a fad.

Underlying all that needs to be the economic rationale for entering the Chinese market. We might be able to detect strong potential demand. But will the costs of entering and sustaining this vast market – especially given its competitive nature – make sense? Remember that has a China has a number of regulations on commerce and media. We’ll come back to that later, but it has a bearing on the risks, and therefore the economics, of market entry.

Don’t be arrogant – success in China isn’t guaranteed

It should be obvious by now that one of the biggest opportunities is bringing in a premium, overseas brand to woo and wow the expanding Chinese middle class. But don’t be fooled by that stereotype – and don’t assume that you can just transplant existing brand approaches and expect to deliver results.

For a start, the way you deploy advertising and tailor packaging will be crucial. Chinese consumers will often be swayed by the way brands are presented, so understanding exactly how people are responding to the brand image and packaging can’t be ignored.

Then don’t assume just because you’re a foreign brand that you’ll attain a ‘premium’ differentiation. Fifteen years ago, there was almost an automatic patina of exoticism attached to non-domestic brands; they were more likely to be seen as classy and rare, helping maintain margins. Today, local brands in many categories are considered to be delivering a premium, too. And for many consumers, reliable quality and attractive features are the acid test, not the brand image.

Categories are not universal

Market research can reveal exactly how your brand might be received, and whether or not it’s going to attract any kind of premium. It’s also extremely useful at understanding which parts of any given category represent an opportunity in China – and which might be duds.

At a recent industry conference, we heard how a extremely well-known global drinks brand approached this problem. Ideally it would have rolled out its full slate of premium-branded alcoholic beverages, creating leverage around ad spend, logistics and exploiting halo effects. But while whisky is a strong segment in China, for example, wine is a much smaller niche.

At that point, another decision comes into play: research might show you which sub-categories are worth pursuing. But you also think how to enter these sub-categories. For that luxury drinks brand, for example, do they pitch the quality of the alcohol? Is it trying to project ‘conviviality’ for consumers? Is it the product heritage – seeking that ‘foreign premium’ angle? Or is it the look and feel of the products on the shelf?

The same rule applies the other way around. Yes, there are categories that are highly unlikely to be fertile ground for overseas brands – such as food, for example. It’s intensely competitive, demands a sensitivity to local tastes … but yet there might be openings in the right niche.

Or take transport. In electric vehicles, China is some way ahead of most non-Chinese manufacturers. But outside that sub-category, partnerships with local auto-makers and dealers could yield good results. Research can help uncover where these niches might be.

Cars at night, China

Learn from others – analyzing the China market entry strategy adopted by others can set you up for success

The Chinese market has been growing at pace for 40 years, so at this point there are few areas where someone else in your sector hasn’t had a go at joining the fray. Indeed, many big global businesses will have in-house experience of breaking China – and making sure the lessons from one brand, product, category or local market entry are learned for subsequent attempts is obviously crucial.

Then look at the history of the category – there will almost certainly be rival brands that have tried and failed to launch in China before you (and some that have succeeded). Analyzing what they did right and wrong can reveal all kinds of lessons.

Marrying those insights with up-to-date and well-briefed market research is a recipe for success. The phasing goes something like this:

  • Work out where the existing opportunities lie – what can we see from published market data, the level of competition, and products or services doing well in similar markets (especially in South East Asia – countries such as Indonesia and the Philippines are also fast-evolving, diverse, vibrant and digital)?
  • Evaluate local competition, emerging players, and regulatory and economic risks. These will include local rules on product specifications, or potential requirements to partner locally.
  • Work out why there’s a gap – and why you’re well placed to exploit it. Landscape studies should also highlight consumer appetites that will help or hinder progress.
  • Look at who’s failed doing something similar and why; and who’s made their inroads work, and why.
  • Research the evolution of the market – things change fast. Who’s up-and-coming? What are the evolving consumer habits? How will you stay on top of changes?

“Can my brand expand in China?”

Regardless of what you want to test, brand is a key issue in Chinese markets. Food, for instance, is a crowded market, so launching a new product to stretch the brand is always tricky. Research can tell you whether halo effects will work in China – and how to exploit (and not devalue) existing brand equity.

For example, we recently worked with a confectionery company on the possible launch of a newly acquired brand in China. We ran taste tests, but also explored what the new brand might mean to Chinese consumers versus how it would be perceived under the umbrella brand of the parent company. 

China is a fairly mature market, and there were a similar products in the market. So was it worth bringing in the new brand? Should they use the parent company’s branding to muscle into the segment? A big issue was how the new product might alter the existing overarching brand story if that was the case. Should it be a standalone brand?

We focused on one tier one city to establish the opportunity. In tier three or four cities, responses might have called into question the brand strategy – but the top-tier cities where a particular strategy might work are a very sizeable market on their own. But it’s still worth developing insights to frame that brand strategy, not just tailor a product.

The product’s premium taste and lavish packaging made its core product a hit for gift-giving Chinese, even at premium prices. But this project showed there are important areas for research to test what powers a brand has in new spaces in a market as sophisticated as China.

Shopping mall in China

Research – set a baseline, monitor change

China’s rapid evolution means ‘the future’ is much nearer than many people think, however. We can assess the probable changes over the short term; the plausible over the medium term; and the possible in the long term. But when we research Chinese markets and opportunities, it’s extremely wise to keep an eye on what looks ‘long term’ because it can arrive quicker than in many other markets.

That’s one reason for entering the market with as detailed an understanding as possible is important: yes, it might change quickly – but you need a solid framework for local conditions and consumer attitudes to ensure you can monitor what’s changing, how fast and in which direction.

The good news is that Chinese consumers, very broadly, tend to be very tech-savvy. (The WeChat platform, for example, is more widespread than Facebook – with about a billion active monthly users, it’s near-universal – and has many more practical applications.) This tech-savviness is particularly useful for conducting online research, allowing for fast-turnaround methodologies and investigating consumers outside the big tier one cities. In short, it’s ideal to capture rapid changes from the baseline. And unlike some Western markets, China’s older population seems determined to be digital, narrowing the gap we see in some other countries’ research approaches.

But we would rarely suggest only conducting research online. In the huge markets of the big cities, face-to-face research is still the best way to test behavioral and experiential aspects of consumers’ lives and tailor your approach to their unique expectations and requirements.

Top tips for market research in China

  • Be open about what you want to achieve in China and be realistic about who the product or service might appeal to. China is huge and diverse, so pace yourself and target realistically.
  • Calibrate your results. It can feel daunting competing in a crowded marketplace with strong domestic rivals. But it’s a long game: what look like tiny positives from research compared to other markets can be valuable toe-holds, establishing your brand for more serious revenue growth later; or guiding your focus on high-potential niches.
  • Tailor your questions. You can’t be too assumptive about what people might be prepared to pay for a product or service and asking standard questions in surveys and focus groups might not help. Get your research team to develop a China-specific (and even city-specific) research plan to get into the nuances.
  • If it’s online, think mobile first. Not everyone has a laptop but due to encountering a “technological leapfrog” most people have a smartphone. You can conduct extensive studies very flexibly with mobile methodologies.
  • Test the tech. China does have more controls on internet activity than most. Test that the research platform functions properly, especially if running a study from outside its borders.
  • Work with local experts. Research teams with local knowledge and experience will be invaluable. These tips come as second nature and on-the-ground teams or those in the region with an intimate knowledge of China. They will provide essential depth to research – and frame insights more meaningfully.
  • Think about the media. Consumers love to use their phones to research brands and products, and especially influencers and social media users. Willingness to try brands often stems from these forms of media.

In most other markets – that are less fast-moving or exciting as China – your traditional strategies can secure your traditional wins. In China, research can tell you how and where you might chip away at competitors to help you target your offering more effectively – winning a slice of this lucrative market. It can also help you create a China strategy where the wins look entirely different – and deliver results that make a real difference.

If you’re considering entering the Chinese market, get in touch to discuss how we might be able to help you to build your China market entry strategy. 

How do you enter a new potential market?

Expanding your business to new markets allows you to reach potentially vast numbers of new customers and grow your revenue massively. However, the process can be difficult and filled with complications.

A market entry strategy maximizes your chances of success when moving into a new market. In this article, we’ll look at some reasons to consider when expanding your company, the differences between domestic and international markets, and some strategies you can use.

Why move to a new market?

Now, let’s delve into the reasons why entering a new market is a strategic move worth considering. Although it can be demanding and entail significant expenses, the following factors make it a worthwhile endeavor:

  1. Expanding customer base and boosting revenue: The primary motivation behind entering new markets is to expand your customer reach and increase profitability. By accessing untapped customer segments, you can sell more products or services and achieve higher revenue streams.
  2. Exhausting growth opportunities in the domestic market: If your business has reached its maximum revenue potential in the local market, exploring new markets becomes imperative for sustained growth. Expanding into new territories allows you to tap into fresh customer segments and unlock additional sources of revenue.
  3. Diversifying business and reducing risk: When you venture into multiple markets, you decrease the risk associated with relying solely on one market. By diversifying your operations across different markets, you can mitigate the impact of market fluctuations, economic downturns, or unforeseen circumstances that may adversely affect one market but not others.
  4. Leveraging competitive advantages: Entering new markets provides an opportunity to capitalize on your competitive advantages. These advantages can include unique product features, technological expertise, brand recognition, or operational efficiencies that give you an edge over competitors. Expanding into new markets allows you to showcase and leverage these strengths to attract customers and gain market share.
  5. Accessing new resources and talent: Expanding into new markets can grant you access to valuable resources, such as raw materials, production facilities, or distribution networks that may not be readily available in your current market. Additionally, entering new markets may enable you to tap into a diverse pool of talent, fostering innovation and driving business growth.

What are the signs that it might be time for your brand to enter a new market?

Timing is everything when it comes to expanding your brand’s reach into a new market. But how do you know if the time is right to expand? The list below is just some signs that your brand might be ready for this move:

  1. Strong demand: The brand has received positive feedback from customers in other markets and has a solid reputation.
  2. Market saturation: The brand has reached its maximum potential in its current market and is looking for new growth opportunities.
  3. Positive market trends: The market you are considering is experiencing growth and presents a favorable economic environment for the brand.
  4. Competitive advantage: The brand has a unique selling proposition or advantage over competitors in this market.
  5. Resource availability: The brand has the financial and human resources needed to enter and succeed in the new market.
  6. Market fit: The brand’s products and services align well with the needs and preferences of the target audience in this market.
  7. Appropriate market entry strategy: The brand has a clear plan for entering the market, including a tailored marketing strategy and an established network of partners and suppliers.

What are the different frameworks for entering a new market?

  1. Market development: This involves expanding the brand’s presence in existing markets by offering new products or services. Pros include leveraging existing customer relationships and brand recognition and being less risky than entering completely new markets. Cons include potentially limited growth potential in existing markets and increased competition.
  2. Market penetration: This involves increasing the brand’s market share in existing markets through promotions, advertising, and other marketing efforts. Pros include leveraging existing infrastructure and relationships and being relatively low risk. Cons include limited growth potential and increased competition.
  3. Market diversification: This involves entering markets with existing products or services or developing new products to meet the demands of the new market. Pros include reducing dependence on a single market and product line and increasing growth potential. Cons include increased risk and the need for significant investment in product development and market research.
  4. Product development: This involves introducing new products into existing markets to replace existing products or meet new customer demands. Pros include the potential for increased sales and revenue and the ability to remain competitive in existing markets. Cons include the need for significant investment in product development and the potential for failure if the new product does not meet customer demands.
  5. Geographic expansion: This involves expanding the brand’s presence into new geographic regions through exports or new operations in the target market. Pros include access to new customers, increased market share, and the ability to diversify revenue streams. Cons include increased cultural and regulatory challenges and the need for significant investment in infrastructure and relationships.
  6. Mergers and acquisitions: This involves acquiring or merging with another brand or company to gain a foothold in the new market. Pros include the ability to enter quickly and access to established customer relationships and market share. Cons include potential cultural and operational challenges and the risk of overpaying for the acquisition.
  7. Joint ventures: This involves partnering with a local company or brand to enter and succeed. Pros include access to local expertise and resources and reduced risk and investment compared to going it alone. Cons include potential disputes over control and revenue sharing and the need to find a compatible partner.

Each framework has its advantages and disadvantages, and the choice of which one to use depends on the brand’s goals, resources, and the characteristics of the market you are entering.

The choice of the framework will depend on various factors, such as:

  1. Company goals and resources: The brand’s overall goals and the resources it has available, such as financial resources and human capital, will play a significant role in determining the best framework.
  2. Market characteristics: The size, growth potential, competition, and regulatory environment of this market will also be important considerations.
  3. Industry factors: The state of the industry, including trends and technological advancements, will also play a role in determining the best framework.
  4. Company strengths and weaknesses: The brand’s strengths and weaknesses, including its existing infrastructure, brand recognition, and reputation, will be important factors in choosing the most appropriate framework.
  5. Customer preferences and needs: Understanding the target audience and their preferences and needs will help the brand determine which framework best suits them.

By considering these factors, a brand can determine which framework best suits its goals, resources, and the characteristics of the new market. It is also necessary to adjust the framework over time as the brand gains more experience and insight.

Questions to ask when considering entering a new market?

  1. Is there a strong demand for the brand’s products or services in the target market?
  2. Is the target market growing and presenting a favorable economic environment for the brand?
  3. Does the brand have a competitive advantage over other brands in the target market?
  4. Does the brand have the financial and human resources needed to enter and succeed in the desired market?
  5. Is the brand’s product or service offering a good fit for the target market and its customers’ needs and preferences?
  6. Does the brand have a clear and well-defined market entry strategy?
  7. Has the brand conducted thorough market research and competitor analysis in the target market?
  8. Does the brand have the necessary local partners and suppliers to succeed?
  9. Does the brand have the necessary infrastructure, including distribution and customer support, to support its entry into this market?
  10. Does the brand need support from key stakeholders, including employees, investors, and board members?

10 questions a brand should ask itself when considering the feasibility of entering a new market or “can I enter?”

  1. Are there any regulatory barriers to entry in the target market?
  2. What is the level of competition in the target market, and does the brand have a competitive advantage?
  3. What is the cost of entry into the target market, including setting up operations, marketing and advertising expenses, and distribution costs?
  4. Does the brand have the financial resources and funding to enter and succeed?
  5. Does the brand have the necessary human resources and expertise to support its entry into the new market?
  6. Does the brand have the necessary distribution channels and partnerships to reach customers in the target market effectively?
  7. Does the brand have the necessary marketing and advertising capabilities to promote its products or services in the target market effectively?
  8. Is the brand’s product or service a good fit for the target market and its customers’ needs and preferences?
  9. Does the brand clearly understand the target market’s cultural and language differences, and is it prepared to accommodate these differences?
  10. Does the brand clearly understand the target market’s economic and political landscape, and is it prepared to navigate any potential challenges?

Domestic markets vs. international markets

Are you planning to enter a new domestic market or take your products overseas to sell in a foreign country? The approach for each of these will be very different.

Domestic markets

Typically, this will be much easier than entering an overseas market. The culture will be the same, everything will probably be geographically closer, and things will likely be very similar to your existing markets.

International markets

This is where things become more complicated. You’ll have to factor in a number of differences compared to how you currently run your business. These include:

  • Cultural differences
  • Administrative differences
  • Economic differences
  • Logistical challenges involved in transporting goods abroad

Things to consider

Before you enter any market, it’s crucial to take some time to confirm whether you can afford the move. Can you afford the costs of exporting, working with intermediaries, tax, and all the other expenses involved? And what proportion of the market can you realistically expect to be able to serve? 

You must also consider if the product or service will work in your intended market. Market research (both online and offline) plays an important role here — ensuring demand for your product justifies the export cost.

Steps to consider when entering a new market

  1. Conduct market research: Determine the size and growth potential of the market, as well as the cultural and legal factors that may affect the brand’s success.
  2. Identify target customers: Define the demographic and psychographic characteristics of the target audience.
  3. Analyze the competition: Evaluate the strengths and weaknesses of competitors in the market and determine how to differentiate the brand.
  4. Develop a tailored marketing strategy: Based on the research findings, create a marketing strategy specific to this market and addresses the target audience’s unique needs.
  5. Establish partnerships and networks: Build relationships with local suppliers, distributors, and other partners to help the brand enter and succeed.
  6. Plan for cultural adaptation: Take into account cultural differences in the market you are considering and make necessary adjustments to products, marketing materials, and other business practices.
  7. Prepare for any regulatory requirements: Research and understand any legal or regulatory requirements that may impact the brand’s operations.

Risks of entering new markets

There are also numerous risks involved in expanding, including:

  • Country risks, like the possibility of political unrest, sudden changes, or financial issues that could impact your business
  • Foreign exchange, such as the possibility of currency exchange rates changing drastically, could seriously affect your bottom line
  • Cultural risk, which essentially means the possibility of your new business venture running into challenges due to major differences in culture and customs
  • Weather unpredictability. Are you moving into a market where natural disasters and weather conditions could cause damage to your facilities and cost money?

Once you have carefully researched your desired market and weighed the potential risks, you may decide it’s worth entering. If so, there are a number of different strategies you can employ, each with its own pros and cons.

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Different market entry strategies

Direct exporting

This is where you export your products into the new market directly. You’ll have to handle all the aspects of the process independently, from transport to payments to operations.

This method requires more resources and time compared to working with an intermediary. You’ll need to create an exporting infrastructure, train employees, and make and receive international payments among many other challenging tasks.

On the plus side, this approach maximizes your profits as you don’t need to pay any third parties. You’ll also have complete control over your sales and marketing processes.

Indirect exporting

Indirectly exporting involves working with an intermediary. It has a number of advantages, such as:

  • Much lower risk. An experienced third party will take care of the exportation process, minimizing the risk of failure.
  • You can focus on your own business and domestic markets without being occupied by your new ones.
  • Fewer resources are required on your part

On the other hand…

  • Profits are lower since you have to pay your intermediary
  • You’ll be disconnected from your customer base, so you’ll miss out on important insights and lessons
  • You’ll lose full control over sales and marketing abroad

There are a number of different options when it comes to indirect exporting. Here are some of the most common ones.

Indirect exporting with buying agents

Buying agents are representatives of foreign companies that want to buy your products. You’ll work through them when selling your products.

They’re usually paid by commission and will try to negotiate the lowest possible price. Sometimes, buying agents are government agencies.

Indirect exporting using distributors

You can sell your product directly to distributors or wholesalers, who will then take care of distributing the product to retailers.

Indirect exporting through management and trading companies

Export Management Companies (EMCs) exist to take care of all your export and sales processes in your desired market.

It’s worth taking some time to research and find the right EMC, as most specialize in a particular market and region. They’ll help you identify markets, find customers, handle all shipping and logistics, and much more.

Indirect exporting through piggybacking

Piggybacking is where you allow another, non-competing company to sell your product. This can work extremely well if your target market already has an existing customer base and distribution infrastructure.

You’ll get immediate access to your market but for a fee.

Producing products in the target market

Another option is to manufacture your products in the target market. This saves you the cost of transport and the many logistical challenges involved in exporting your product abroad.

However, you’ll also need to consider the many challenges in manufacturing your product abroad, legal issues, costs, possible risks, and more. Depending on your situation, this could be a good option.

(For more information on the most effective strategies for entering an unexplored market, check out our top four marketing strategies article).

Entering an unknown market can be extremely rewarding and can allow your business to move to the next level and achieve new growth. It’s important to research all the options and ensure the export strategy you deploy is the safest and most effective for you. You’ll also need to thoroughly research the market to understand its potential and position your product for success, something we cover in our Ultimate Guide To Market Entry.


Kadence can help you do that. We have extensive experience helping businesses carry out research and create effective strategies for market entry. To find out more, learn about our market entry services or get in touch.

Many global economies are defined by stagnant growth, falling populations and saturated markets, making growth for brands a tricky proposition. In many ‘emerging markets’ there are still big opportunities grow… if you keep your eyes open.

Many businesses are looking to fast-growth, high-energy markets outside the so-called ‘developed’ economies to fuel their expansion. Unlike congested and sometimes shrinking economies in ‘the west’, many parts of the world are seeing rapid population growth, fast-rising incomes and are adopting transformative technologies without the burden of legacy investments. The result? Vibrant new opportunities for businesses.

But while entering any new market is a challenge for brands, moving into these more dynamic economies – often with very different cultures, business practices and consumer expectations – can be particularly tricky. Berlin isn’t the same as Birmingham, but many of the norms in both markets are recognizably similar. Head to Beijing or Bamako, and the assumptions you make about brand, product and business practices will be challenged.

Take a phased approach to understanding the opportunity afforded by new markets

The best way to understand your opportunity in different markets is to take the traditional phased approach to research. This involves the following considerations.

  1. Which markets might we look at? Consider the number of consumers, the country’s income levels and the stability of its economic and political structures. You can also examine the maturity of business practices and think about geographic location, transport links and accessibility in-market.
  2. What’s the macro environment like in a market we want to enter? Revisit all the above, in more detail. Focus on specifics – such as the transport and tech infrastructure; and business support networks (such as accounting firms or legal protections on IP) – and how the trends are evolving in those areas.
  3. How does the competitive landscape affect its attractiveness? Pay attention to other outsider brands and how they’re doing; but also domestic rivals and potential competitors poised to move into adjacent markets.
  4. What are the practical issues for market entry? In new markets further afield, transport links, language barriers, different cultural norms and local regulations can throw up roadblocks.
  5. How do we adjust our product, service or messaging to optimize our offer there? As above, but remember that very different cultures and climates can challenge even the most basic assumptions about how a product will perform.

Step away from the generalizations

It’s vital to acknowledge that ‘emerging markets’ aren’t as uniform as the term suggests. Far from it. There are so many variations by region or category that talking about common features of ‘emerging markets’ is a dangerous over-simplification. And there are as many differences within countries as between them. This particularly true in countries where rapid urbanization has seen a break with traditional cultures outside cities.

(That’s true for any generalization, of course. Alcohol brands, for example, can’t even treat the US and Canada the same. North of the border, there are drinking-age laws set province-by-province, massively complicating online alcohol sales. They might look the same in terms of development and even geography and demographics. But they’re not.)

That’s not to say there are no rules that apply to entering markets that share particular attributes. The pace of economic or population growth, or the expansion of middle-class consumers with disposable income, might always be a feature of your selection process for target markets.

But in many categories, consumption is growing so quickly that only the real beneficiary of a ‘toe in the water’ market entry is likely to be knock-off brands and domestic substitutes able to adjust output more responsively to local conditions, especially where legal protections for intellectual property are less secure for global players.

All these caveats mean that in-depth research into new-market consumer appetites, infrastructure and competition is just as important in growth areas as it is in more mature markets.

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Assessing new markets – 5 key considerations

All that being said, knowing the likely biggest points of difference when entering markets with strikingly different fundamentals is still important. Five things to consider:

1. Affordability 

In many emerging markets, disposable income may be much lower for large parts of the population. For global products, that means understanding the more affluent segments better and targeting marketing appropriately. For localized or commodity products, the question is cost. Can you use local manufacturing, logistics and even branding to deliver your product to a mass market?

2. Distribution 

Getting product to consumers might be more challenging. For brands that rely on developed economy logistics partners, understanding infrastructure constraints, developing local contacts and ensuring quality of service is crucial. When Haagen-Dazs first entered China, it set up its own warehouse and delivery network to ensure the product reached consumers correctly.

3. Localized branding and marketing 

What works well in Boston, may not succeed in Beijing. Cultural understanding is key to ensuring that your marketing and branding hit the spot further afield. Caveat: remember the urban/rural split. Many urban consumers are ‘world citizens’ and expect to be treated as such.

4. Watch for local rivals

The cachet of being a global brand can help enter emerging markets. But cost, customization and the risk of ‘brand colonialism’ can make more assumptive Western brands seem out of touch and vulnerable to local alternatives.

5. Native teams

As a global market research agency, we benefit from having local teams in the markets we evaluate for clients. This means we understand the cultural context, consumer trends and broader macro situation. It is possible to enter emerging markets at arms’ length. But having local people in decision-making positions is the surest way to avoid clumsy cultural or operational missteps.

Look for leapfrog opportunities

There are plenty of upsides to emerging markets, too, beyond simply vast numbers of new customers. In some cases, our research will throw up opportunities that just aren’t available in mature markets at all.

Look at the way different platforms have developed to cater to the nuances of local markets, for example. In many fast-developing economies, traditional channels have been leap-frogged by the adoption of newer technologies. This often happens where older tech infrastructure has attained much less penetration, allowing a newer tech to fill a void.

In many African countries, for example, low population density and long distances between conurbations means traditional copper or fiber telecoms can be limited. But mobile telecoms are more practical and affordable. They offer a plethora of additional over-the-top services that have led to an e-finance and e-commerce boom. Entering those markets will require different thinking about distribution – as well as marketing and payments using creative local solutions.

Remember, e-commerce is not the same everywhere

The Philippines is another good example. In other countries, Facebook might be just part of your online marketing toolbox. But there, Facebook has attained an absolutely dominant position in e-commerce – for one simple reason. With lower average incomes, Facebook and local mobile companies realized their penetration was constrained by the cost of network data. So almost every plan has free Facebook data regardless of contract status. For market entry success in the Philippines, Facebook is going to play a big role.

But we need to distinguish between being available on those platforms on the one hand; and entering a market on the other – which involves boots on the ground. Yes, that’s more investment. But you’re also surrendering less of your margin to platform owners and logistics providers.

A staged approach to entering less well-understood markets, starting with the more popular local social networks or e-commerce platforms, allows you to refine the consumer profile. Companies also get time to get to grips with the legal and financial frameworks that might shape future involvement; and see how local fulfilment clarifies their operational options.

Don’t assume that tried and tested e-commerce strategies from the US and Europe will work everywhere in the world, however. Amazon, for example, simply doesn’t have a presence in some markets. In others, consumers can use the site, but limitations on distribution and other logistics mean delivery times, cost and availability are prohibitive. Local research about the best platforms for reach and fulfilment is a must.

Lazada, Shopee, Zalora and Carousel, are some of the top e-commerce sites in South East Asia. These names may not be familiar to firms outside the region. But they can play a crucial role for testing in these markets. Again, it’s worth working with people who understand how to optimize those platforms, as well as interpret the effectiveness of marketing on them; and what the results say about the potential for deeper market entry.

Understand the technicalities of new markets

Even online entry into a very unfamiliar market can be daunting. Moving in for formal distribution, licensing or agent agreements or even setting up locally or buying into a native business brings with it additional issues that need to be researched.

European companies with experience of entering new markets in the EU can find the regulatory and legal considerations in countries farther afield a challenge. Even in the US there are federal laws and individual state regulations over companies and property to contend with. This can make establishing a new business relatively tough. And that’s considered a ‘developed’ market.

In parts of South East Asia, many European companies report lengthy delays in registering businesses. Others discover that in some markets domestic firms have particular benefits. This could be a form of protected status, or reserved access to certain kinds of contract. This is worth exploring in due diligence especially if you plan to sell to government agencies that are often required to ‘buy local’.

Don’t make any assumptions

Most of the key factors for market entry will depend on exactly which market you’re looking to enter. There are very few hard and fast rules that apply across the generalization ‘emerging markets’.

But there is a common theme from this guide that should frame your thinking: these markets change – fast. Before committing to entering any market – and especially ones evolving so rapidly – it really pays to research the opportunity fully. This is something that Kadence has helped many clients with, allowing companies to succeed in lucrative emerging markets. Find out more about our market entry services, or get in touch to discuss a project.

How you enter a market often dictates whether you’ll be successful there. Different approaches have pros and cons – deciding which to choose is as much about market insight as financial logic. So what are the four market entry strategies?

Export? Licensing? Franchising? Partnering? Joint Venture? Merger or Acquisition? There are many ways to get into a new market. What situations typically suit each variety? What do you need to know about the market to select the most appropriate options? How do we assess the strengths and weaknesses – and their long-term effect on your business? Here’s our brief overview of your options for an entry strategy into a new market.

Early exposure: the passive way in

E-commerce and social media mean brand exposure in new markets has become relatively easy. Social media shopping, for instance, is becoming an increasingly popular entry point for brands into new markets, particularly if social media influencers jump on board. 

(Caveat: many global influencers, and those within markets, may need an inducement to feature products or services. While ‘accidental’ market exposure is possible, you’ll still need some strategy for this introduction).

Early exposure could also be by traditional media outlets (like fashionable magazines) or web-based trendsetters (such as popular tech review channels on YouTube). Most markets have local versions of social media channels, with popular global channels like Instagram, Twitter, or Facebook being prominent.

But online retail can be a double-edged sword. Yes, consumers might get exposure to your brand online. But they might buy the next best thing available if it’s unavailable locally. Your brand could be doing an excellent job building the category for local rivals.

It’s also worth looking out for platforms that are not global. In many markets, local e-commerce platforms have emerged. Any attempt to exploit the market will rely on having access to it. (We take a closer look in our guide to entering emerging markets).

In addition to working with local platforms, brands must carefully consider how to fulfill orders and handle customer relations. Managing all these elements through third parties in a commercial relationship can work well. 

That said, there’s a massive gulf between entering a market virtually via e-commerce with third-party fulfillment services and having ‘boots on the ground’. This is not only about visibility and commitment. Each third party you work with is taking a chunk of your profit margin. And in some cases – particularly with perishable or heavyweight products, and especially with services – the arm’s length approach won’t work. 

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To access that pool of consumers, you will need a local presence. Here are some main routes.

Direct exporting

Direct exporting is often considered the default choice for new market entry. Direct exporters often sell directly to a consumer (B2C), a business (B2B), or a distributor in a foreign country. Direct exporting allows consumers or businesses in new markets to easily buy your products wholesale, where you handle the shipping logistics. Or if using a distributor in a foreign country, they will typically take care of fulfillment and local marketing. 

International shipping has become increasingly easy for most products, allowing brands a passive market entry strategy. But assigning a local trusted distributor to conduct transactions with your buyers, and better still, partnering directly with major wholesalers or retailers, is an equally promising strategy to capture new markets.

Working with the right partners can be a make-or-break decision. So thoroughly researching the key players, their terms of trade, and their local reputations is vital. Even seemingly innocuous business practices can greatly affect how products are handled, sold, and supported.

Having local agents doesn’t mean you can ignore the nuances of the local market. It still pays to get under the skin of local retail, for example, understanding consumption patterns and thinking about local tastes and behaviors that might shift how a product is presented. Even in an arms-length distribution agreement, it pays to tailor a product to local preferences. Chocolate brands, for example, must cater to local preferences on their product’s flavor and texture – and the local climate. We’ve supported many businesses with getting under the skin of target consumers in new markets as they’ve entered new territories.

Licensing and franchising

Licensing gives in-market parties legal rights to use your company’s name and other intellectual property. Any licensee can produce and sell products under your name or offer services using your brand. In exchange, you get royalties or other payments. It can be an effective light-touch way of entering a market, especially if you’re a service business that needs a local workforce; or your products would benefit from local manufacturing.

Franchising is similar to licensing but requires much more heavy lifting upfront. In addition to researching any new market before entry, brands looking to franchise should think about how they will structure their franchise agreement. This will require additional research into legal structures, potential franchisee audiences, competitor brands, and franchise fee structures. Working out what the franchisee gets for their investment (for some business models, it’s little more than a license; for others, it’s a suite of processes, marketing support, and even hardware that come with the deal).

But it’s not all plain sailing. How a licensee or franchisee behaves towards customers, the quality of their output, and the local spin they put on your product can affect the brand. That means thorough due diligence on potential partners and brands with detailed research on their new market are much more likely to tie down any important factors affecting those decisions into a contract.

Direct investment

For many companies, setting up a fully-fledged operation in a new market is a big commitment – but it also brings enormous advantages. This kind of ‘greenfield’ investment – ‘greenfield’ meaning the establishment of new facilities – means complete control over the operations in the new market. Many countries welcome and incentivize foreign investment of this kind.

Some companies will choose only to enter new markets where this kind of investment is possible – for a variety of reasons. Direct investment provides a reassuring level of control if the product is sensitive to different handling or needs to be manufactured to particular tolerances or standards.

If a direct investment is the preferred method for new market entry, the legal and regulatory burden of different potential markets should be a factor in the due diligence process right at the outset. In addition to in-market research expertise, local legal and financial advice is essential.

Buying a business

Buying an existing business is a genuine fast track for foreign companies to enter a new market. According to Statista, in 2021, global Mergers and Acquisitions (M&A) deal value reached approximately 5.9 trillion U.S. dollars, with over 63,000 deals completed.

Market research is even more critical in the due diligence required when buying a business in unfamiliar territory. Due diligence is challenging on domestic M&A deals; it’s much tougher abroad. The traditional metrics you might assess – and even the gut feel of key decision-makers – must be translated through entirely different cultural and market norms lenses. 

There can also be a benefit in setting up a joint venture­ (J.V.) – a new partnership between your company and one or more parties where the ownership is shared. You get the benefits of a greenfield start-up; a lower investment than M&A or setting up on your own; local expertise baked in; and legal status as a native in the new market. Many businesses see a J.V. as a turnkey project: each party brings existing knowledge and capabilities for fast deployment.

But be warned: joint ventures only thrive when the contractual commitments of each partner and the beneficial ownership structures are crystal clear. And some big brands have come unstuck in joint ventures where the local partner’s vision for the product or service deviates from their own. Conflict resolution mechanisms are a must. Unsurprisingly, joint ventures are more common in time-limited projects where several contractors need a legal entity to collaborate on a specific mission – and have precise terms for the joint venture’s dissolution.

Building your intelligence network

The choice of entry route will be dictated by many factors, including consumer habits, culture, legal status, taxes and tariffs, local business practices, the transparency you can attain around potential partners, and more. As a rule of thumb, the less exposure you have to cost and risk, the less control and margin you can secure.

Arms-length surveys and analysis can only tell you so much, however. Working with international agencies who have their own people on the ground in a new market not only means better access to the nuances of consumer behaviors and local trading rules – it also means dealing with people who have first-hand experience of running a business in that market. This approach has enabled us to successfully support clients entering new and lucrative markets.

You can learn more about our market entry expertise, or get in touch to discuss a potential project.