Consider the different markets perceived needs for camera. In United States excellent pictures with easy, foolproof operation are expected by most of the market. In Germany and Japan a camera must take excellent pictures but the camera must also be state of the art in design. In Africa were penetration of cameras is less than 20 percent of the households the concept of picture taking must be sold. In all these markets, excellent pictures are expected (i.e. primary function of a camera is demanded). But the additional utility or satisfaction derived from a camera differs among cultures. Many products produce expectations beyond the common benefit sought by all.
Dannon’s brand of yogurt itself as the brand that understands the relationships between health and food but it communicates the message differently, depending on the market. In United States where Dannon yogurt is seen is a healthy vibrant food, the brand celebrates its indulgent side. In France, however Dannon was seen as too pleasure oriented. Therefore Dannon created the institute of health, a real research to food and education. The end result is the same message but communicated differently.
The blue Diamond Growers association’s advertising of almonds is an excellent example of the fact that some products are best advertised only on a local basis. Blue diamond has a very successful and campaign in the United States showing almond growers knee deep in almonds while pleading with the audience, A can a week, that’s all we ask. The objective of the campaign was to change the perception of almonds as a special occasion treat to an everyday snack food. The campaign was to success in addition to helping change the perception of almonds as snack food, it received millions of dollars worth of free publicity for publicity for Blue Diamond from regional and national news media. The successful US ad was tested in Canada for possible use outside the United States. The Canadian reaction was vastly different; to them, the whole idea was just too silly. And further Canadians prefer to buy products from Canadian farmers, not American farmers. This led to the decision to study each market closely and design an advertisement for each country market. The only similarity between commercials airing in markets in New York, Tokyo, Moscow, Toronto, or Stockholm is the Blue diamond logo.
In Japan, the Blue Diamond brand of almonds was unknown commodity until Blue Diamond launched its campaign of exotic new almond – based products that catered to local tastes. Such thing as almond tofu, almond miso soup, and Clamond – a nutritional snack concocted forma mixture of dried small sardines and silvered almonds – were featured in magazine ads and in promotional cooking demonstrations. Television ads featured educational messages on how to use almonds in cooking, their nutritional value, and the versatility of almonds as a snack ad the California mystique and health benefits of almonds. As a result, Japan is now the Association’s largest importer of almonds.
In Korea the emphasis was on almonds and the West. Commercial featured swaying palms, beach scenes and a guitar playing crooner singing Blue Diamond to the tune of Blue Hawaii. And so it goes in the 94 countries where Blue Diamond sells its almonds. Blue Diamond assumes that no two markets will react the same, that each has its own set of differences – be they cultural religious ethnic dietary or otherwise – and that each will require a different marketing approach, a different strategy. The wisdom of adapting its product advertising for each market is difficult to question since two thirds of all Blue Diamond’ sales are outside the United States.