The increasingly globalized consumer reality places marketers against new tasks which call for new tools. Learn how insights into the cultural values of consumers worldwide can help growth and success of cross-border brands and campaigns.

1. .html?pv=1&stamp=2&imageid=F8C2873A-B75A-42B0-8A5D-
391663C4F64B&p=48763&n=0&orientation=0&pn=1&searchtype=0&IsFromSearch=1&srch=foo%3dbar%26st%3d0%26pn%
3d1%26ps%3d100%26sortby%3d2%26resultview%3dsortbyPopular%26npgs%3d0%26qt%3dX373WD%26qt_raw%3dX373W
D%26lic%3d3%26mr%3d0%26pr%3d0%26ot%3d0%26creative%3d%26ag%3d0%26hc%3d0%26pc%3d%26blackwhite%3d%2
6cutout%3d%26tbar%3d1%26et%3d0x000000000000000000000%26vp%3d0%26loc%3d0%26imgt%3d0%26dtfr%3d%26dtt
o%3d%26size%3d0xFF%26archive%3d1%26groupid%3d%26pseudoid%3d%26a%3d%26cdid%3d%26cdsrt%3d%26name%3d
%26qn%3d%26apalib%3d%26apalic%3d%26lightbox%3d%26gname%3d%26gtype%3d%26xstx%3d0%26simid%3d%26saveQ
ry%3d%26editorial%3d1%26nu%3d%26t%3d%26edoptin%3d%26customgeoip%3d%26cap%3d1%26cbstore%3d1%26vd%3d
0%26lb%3d%26fi%3d2%26edrf%3d%26ispremium%3d1%26flip%3d1%26pl%3d
CONSUMER CULTURE INTELLIGENCE
How Culture can unlock growth for global brands

2. .html?pv=1&stamp=2&imageid=F8C2873A-B75A-42B0-8A5D-
391663C4F64B&p=48763&n=0&orientation=0&pn=1&searchtype=0&IsFromSearch=1&srch=foo%3dbar%26st%3d0%26pn%
3d1%26ps%3d100%26sortby%3d2%26resultview%3dsortbyPopular%26npgs%3d0%26qt%3dX373WD%26qt_raw%3dX373W
D%26lic%3d3%26mr%3d0%26pr%3d0%26ot%3d0%26creative%3d%26ag%3d0%26hc%3d0%26pc%3d%26blackwhite%3d%2
6cutout%3d%26tbar%3d1%26et%3d0x000000000000000000000%26vp%3d0%26loc%3d0%26imgt%3d0%26dtfr%3d%26dtt
o%3d%26size%3d0xFF%26archive%3d1%26groupid%3d%26pseudoid%3d%26a%3d%26cdid%3d%26cdsrt%3d%26name%3d
%26qn%3d%26apalib%3d%26apalic%3d%26lightbox%3d%26gname%3d%26gtype%3d%26xstx%3d0%26simid%3d%26saveQ
ry%3d%26editorial%3d1%26nu%3d%26t%3d%26edoptin%3d%26customgeoip%3d%26cap%3d1%26cbstore%3d1%26vd%3d
0%26lb%3d%26fi%3d2%26edrf%3d%26ispremium%3d1%26flip%3d1%26pl%3d
1983
Theodore Levitt
Professor in Economics,
Harvard Business School
“The world’s needs and desires have been
irrevocably homogenized.
This makes the multinational corporation obsolete
and the global corporation absolute.”
“Cultures, especially national cultures, are extremely
stable over time.
The social game itself is not deeply changed by the
changes in society. The unwritten rules for success,
failure, belonging and other key attributes of our life
remain similar.”
1980
Geert Hofstede
Founder of the contemporary
understanding of Culture,
Tilburg University
Consumer forecast in the1980s – two viewpoints

3. What happened 40 years later
For forty years many argued that the world would
become a global village. But this did not happen
even with the arrival of the digital age.
Those with different values and beliefs have used
digital tools to build their own distinct cultural
communities. Language groups, local societies and
special interest groups thrive online. Digital media
have tribalized us more than even.
The world is not converging and people are not
becoming uniform. Quite the opposite, people use
new media to have an even stronger say about
the things they care about and to act according to
their preferred cultural code.

4. Globalization is only just starting
Culture ranks among the strongest influences on human
behavior. It drives our passions, our fears, our principles,
our image of ourselves — as Geert Hofstede wrote, Culture
is the Software of the Mind.
Brands, businesses, and organizations which work with
cultural forces, rather than against them, enjoy a
significant strategic edge.
For global brands, insight into Culture is the ultimate
growth hack.
Not just national culture, but the culture of age and youth;
of workers, students and managers, of men and women.
Where values are shared and wherever values differ,
cultural forces are at work.
Why Culture is powerful

5. The global marketing perspective
In an ecosystem where consumers are becoming
global, marketers need a change of perspective as:
Ø A single global consumer is not coming into
existence any time soon.
Ø The spread of technology and information means
markets and consumers become more, not less
segmented.
Ø Cultures and cultural differences are here to stay.
Ø Brands face diversity on an unprecedented scale
in their positioning and management.

6. CONSUMER CULTURE INTELLIGENCE
helps global brands engage with growing
consumer diversity
In the face of this new marketing reality, brands
face challenges.
How can brands meet increasingly fragmented
needs? How do brands engage with consumers
who react differently to standardized content?
How do brands overcome increasingly
unpredictable cultural barriers?
The answer is simple. Better insight. Better
knowledge of where consumers differ, and where
they share the same values and needs.
Consumer Culture Intelligence is designed for
global marketers to make better decisions.
CCI empowers them to balance global synergy
against local market demands. To weigh global
economies of scale against local opportunity cost.

7. CONSUMER CULTURE INTELLIGENCE
CCI quantifies the cultural differences between consumer
groups across countries, or within them.
is the most precise and practical tool of
managing consumer diversity
Based upon rigorous statistical methods, an extensive research
effort in 2016 identified for the first time the values of
Consumer Culture which determine tastes, choices and
behavior patterns.
The research covered over 300 consumer segments across 63
key world markets and produced two major findings:
Ø Purchase decisions differ hugely across the world
Ø The pathways for purchase decisions are the same all over
The study found out that as much as consumers differ
throughout cultures, they are motivated by nine drivers of
purchase behavior.

8. .html?pv=1&stamp=2&imageid=F8C2873A-B75A-42B0-8A5D-
391663C4F64B&p=48763&n=0&orientation=0&pn=1&searchtype=0&IsFromSearch=1&srch=foo%3dbar%26st%3d0%26pn%
3d1%26ps%3d100%26sortby%3d2%26resultview%3dsortbyPopular%26npgs%3d0%26qt%3dX373WD%26qt_raw%3dX373W
D%26lic%3d3%26mr%3d0%26pr%3d0%26ot%3d0%26creative%3d%26ag%3d0%26hc%3d0%26pc%3d%26blackwhite%3d%2
6cutout%3d%26tbar%3d1%26et%3d0x000000000000000000000%26vp%3d0%26loc%3d0%26imgt%3d0%26dtfr%3d%26dtt
o%3d%26size%3d0xFF%26archive%3d1%26groupid%3d%26pseudoid%3d%26a%3d%26cdid%3d%26cdsrt%3d%26name%3d
%26qn%3d%26apalib%3d%26apalic%3d%26lightbox%3d%26gname%3d%26gtype%3d%26xstx%3d0%26simid%3d%26saveQ
ry%3d%26editorial%3d1%26nu%3d%26t%3d%26edoptin%3d%26customgeoip%3d%26cap%3d1%26cbstore%3d1%26vd%3d
0%26lb%3d%26fi%3d2%26edrf%3d%26ispremium%3d1%26flip%3d1%26pl%3d
How Consumer Culture Intelligence works
xed or Flexible)
ength of a nation’s self-image.
or ‘Fixed’ societies have very
oted in tradition; they see no
e or evolve. Examples include
olombia. ‘Flexible’ countries,
lways looking to adapt and
might have traditional values,
erested in moving with the
s include Japan and Taiwan.
nt or Competitive)
e degree to which people
he social ladder. People in
s societies, such as China
rea, tend to put pressure
s and judge others by their
fessional successes. The
e in countries like the Chile
ere success is more about
y of life on one’s own terms.
(Me or We)
measures the extent to which people think
about themselves as ‘Me or We’. Australia
and Canada, for example, are ‘Me’ cultures,
where people think of themselves and their
immediate family first and let the state
take care of the welfare of everybody else.
Nigeria and Kenya are more collective; people
here put the welfare of their community
or group first, rather than the specific
wants or needs of individuals within it.
(Closed or Curious)
assesses the degree to which people follow
a prescribed way of life or actively pursue
new experiences and ideas. Indonesia and
Thailand, for instance, are typically more closed
cultures, while Portugal is more curious.
(Anchored or Anxious)
determines whether a culture is emotionally
stable or more anxious. Countries that score
highly (Anxious) tend to show their emotions
easily. One example is Italy. Emotionally
stable (Anchored) markets include Indonesia.
They tend to be more relaxed and calm.
(Secure or Insecure)
measures how much consumers are likely
to buy certain products to feel good about
themselves. A high score suggests insecurity;
people use products to reinforce a positive
self-image. A low score suggests security;
people already have a positive self-image so
this is not a motivator for buying a product.
Russia and Hong Kong score high on vanity,
while New Zealand and Peru score low.
To find out how Cultural Connections
can help your business, please contact;
Matthew.Mee@mediacom.com
Pinaki.Dutt@mediacom.com
How culture influences consumer decisions
nk
a
es,
eir
e.
ple
ow
e
nd
osed
(Anchored or Anxious)
determines whether a culture is emotionally
stable or more anxious. Countries that score
highly (Anxious) tend to show their emotions
easily. One example is Italy. Emotionally
stable (Anchored) markets include Indonesia.
They tend to be more relaxed and calm.
(Secure or Insecure)
measures how much consumers are likely
to buy certain products to feel good about
themselves. A high score suggests insecurity;
people use products to reinforce a positive
self-image. A low score suggests security;
;
decisions
(Fixed or Flexible)
measures the strength of a nation’s self-image.
Monumentalist or ‘Fixed’ societies have very
clear identities rooted in tradition; they see no
reason to change or evolve. Examples include
Venezuela and Colombia. ‘Flexible’ countries,
however, are always looking to adapt and
improve. They might have traditional values,
but they are interested in moving with the
times. Examples include Japan and Taiwan.
(Content or Competitive)
measures the degree to which people
want to climb the social ladder. People in
highly ambitious societies, such as China
and South Korea, tend to put pressure
on themselves and judge others by their
social and professional successes. The
converse is true in countries like the Chile
and Egypt, where success is more about
achieving quality of life on one’s own terms.
(Me or We)
measures the extent to which people think
about themselves as ‘Me or We’. Australia
and Canada, for example, are ‘Me’ cultures,
where people think of themselves and their
immediate family first and let the state
take care of the welfare of everybody else.
Nigeria and Kenya are more collective; people
here put the welfare of their community
or group first, rather than the specific
wants or needs of individuals within it.
(Closed or Curious)
assesses the degree to which people follow
a prescribed way of life or actively pursue
new experiences and ideas. Indonesia and
Thailand, for instance, are typically more closed
cultures, while Portugal is more curious.
(Anchored or Anxious)
determines whether a culture is emotionally
stable or more anxious. Countries that score
highly (Anxious) tend to show their emotions
easily. One example is Italy. Emotionally
stable (Anchored) markets include Indonesia.
They tend to be more relaxed and calm.
(Secure or Insecure)
measures how much consumers are likely
to buy certain products to feel good about
themselves. A high score suggests insecurity;
people use products to reinforce a positive
self-image. A low score suggests security;
people already have a positive self-image so
this is not a motivator for buying a product.
Russia and Hong Kong score high on vanity,
while New Zealand and Peru score low.
To find out how Cultural Connections
can help your business, please contact;
Matthew.Mee@mediacom.com
Pinaki.Dutt@mediacom.com
How culture influences consumer decisions
-image.
e very
see no
nclude
ntries,
and
alues,
h the
aiwan.
ple
le in
hina
ure
heir
The
Chile
bout
erms.
(Me or We)
measures the extent to which people think
about themselves as ‘Me or We’. Australia
and Canada, for example, are ‘Me’ cultures,
where people think of themselves and their
immediate family first and let the state
take care of the welfare of everybody else.
Nigeria and Kenya are more collective; people
here put the welfare of their community
or group first, rather than the specific
wants or needs of individuals within it.
(Closed or Curious)
assesses the degree to which people follow
a prescribed way of life or actively pursue
new experiences and ideas. Indonesia and
Thailand, for instance, are typically more closed
cultures, while Portugal is more curious.
(Anchored or Anxious)
determines whether a culture is emotionally
stable or more anxious. Countries that score
highly (Anxious) tend to show their emotions
easily. One example is Italy. Emotionally
stable (Anchored) markets include Indonesia.
They tend to be more relaxed and calm.
(Secure or Insecure)
measures how much consumers are likely
to buy certain products to feel good about
themselves. A high score suggests insecurity;
people use products to reinforce a positive
self-image. A low score suggests security;
people already have a positive self-image so
this is not a motivator for buying a product.
Russia and Hong Kong score high on vanity,
while New Zealand and Peru score low.
To find out how Cultural Connections
can help your business, please contact;
Matthew.Mee@mediacom.com
Pinaki.Dutt@mediacom.com
How culture influences consumer decisions
(Fixed or Flexible)
measures the strength of a nation’s self-image.
Monumentalist or ‘Fixed’ societies have very
clear identities rooted in tradition; they see no
reason to change or evolve. Examples include
Venezuela and Colombia. ‘Flexible’ countries,
however, are always looking to adapt and
improve. They might have traditional values,
but they are interested in moving with the
times. Examples include Japan and Taiwan.
(Content or Competitive)
measures the degree to which people
want to climb the social ladder. People in
highly ambitious societies, such as China
and South Korea, tend to put pressure
on themselves and judge others by their
social and professional successes. The
converse is true in countries like the Chile
and Egypt, where success is more about
achieving quality of life on one’s own terms.
(Concerned or Unconcerned)
assesses how conscious consumers are of the
impact their purchases have on themselves
or others. Do they buy products just to serve
their immediate needs or do they make more
considered choices? While Indonesia and the
Philippines tend to focus on immediate needs,
societies like Belgium and France consider a
range of factors (like health benefits, etc.).
(Me or We)
measures the extent to which people think
about themselves as ‘Me or We’. Australia
and Canada, for example, are ‘Me’ cultures,
where people think of themselves and their
immediate family first and let the state
take care of the welfare of everybody else.
Nigeria and Kenya are more collective; people
here put the welfare of their community
or group first, rather than the specific
wants or needs of individuals within it.
(Closed or Curious)
assesses the degree to which people follow
a prescribed way of life or actively pursue
new experiences and ideas. Indonesia and
Thailand, for instance, are typically more closed
cultures, while Portugal is more curious.
(Informed or Impulsive)
measures the extent to which consumers
research products. Impulsive cultures,
like the Philippines and Vietnam, prefer
to share opinions and act on anecdotal
recommendations. Informed cultures, like
Norway and Sweden, prefer more qualified
opinions. They like detail and want to know
everything about a product before buying.
(Anchored or Anxious)
determines whether a culture is emotionally
stable or more anxious. Countries that score
highly (Anxious) tend to show their emotions
easily. One example is Italy. Emotionally
stable (Anchored) markets include Indonesia.
They tend to be more relaxed and calm.
(Secure or Insecure)
measures how much consumers are likely
to buy certain products to feel good about
themselves. A high score suggests insecurity;
people use products to reinforce a positive
self-image. A low score suggests security;
people already have a positive self-image so
this is not a motivator for buying a product.
Russia and Hong Kong score high on vanity,
while New Zealand and Peru score low.
(Functional or Fashionable)
measures the extent to which consumers
are susceptible to the glamour or allure
of – often high-end – products. Do they
use designer labels as status symbols?
Turkey and Indonesia are big fans of
luxury goods and score highly for ‘Badge
appeal’. Consumers in Israel and Ukraine
care more about functional benefits.
reason to change or evolve. Examples include
Venezuela and Colombia. ‘Flexible’ countries,
however, are always looking to adapt and
improve. They might have traditional values,
but they are interested in moving with the
times. Examples include Japan and Taiwan.
(Content or Competitive)
measures the degree to which people
want to climb the social ladder. People in
highly ambitious societies, such as China
and South Korea, tend to put pressure
on themselves and judge others by their
social and professional successes. The
converse is true in countries like the Chile
and Egypt, where success is more about
achieving quality of life on one’s own terms.
(Concerned or Unconcerned)
assesses how conscious consumers are of the
impact their purchases have on themselves
or others. Do they buy products just to serve
their immediate needs or do they make more
considered choices? While Indonesia and the
Philippines tend to focus on immediate needs,
societies like Belgium and France consider a
range of factors (like health benefits, etc.).
where people think of themselves and their
immediate family first and let the state
take care of the welfare of everybody else.
Nigeria and Kenya are more collective; people
here put the welfare of their community
or group first, rather than the specific
wants or needs of individuals within it.
(Closed or Curious)
assesses the degree to which people follow
a prescribed way of life or actively pursue
new experiences and ideas. Indonesia and
Thailand, for instance, are typically more closed
cultures, while Portugal is more curious.
(Informed or Impulsive)
measures the extent to which consumers
research products. Impulsive cultures,
like the Philippines and Vietnam, prefer
to share opinions and act on anecdotal
recommendations. Informed cultures, like
Norway and Sweden, prefer more qualified
opinions. They like detail and want to know
everything about a product before buying.
easily. One example
stable (Anchored) mar
They tend to be mo
(Secure o
measures how much
to buy certain produc
themselves. A high sco
people use products
self-image. A low sco
people already have a
this is not a motivato
Russia and Hong Kon
while New Zealand
(Functional o
measures the exten
are susceptible to t
of – often high-end
use designer labels
Turkey and Indone
luxury goods and sc
appeal’. Consumers
care more about f
(Fixed or Flexible)
measures the strength of a nation’s self-image.
Monumentalist or ‘Fixed’ societies have very
clear identities rooted in tradition; they see no
reason to change or evolve. Examples include
Venezuela and Colombia. ‘Flexible’ countries,
however, are always looking to adapt and
improve. They might have traditional values,
but they are interested in moving with the
times. Examples include Japan and Taiwan.
(Content or Competitive)
measures the degree to which people
want to climb the social ladder. People in
highly ambitious societies, such as China
and South Korea, tend to put pressure
on themselves and judge others by their
social and professional successes. The
converse is true in countries like the Chile
and Egypt, where success is more about
achieving quality of life on one’s own terms.
(Concerned or Unconcerned)
assesses how conscious consumers are of the
impact their purchases have on themselves
or others. Do they buy products just to serve
their immediate needs or do they make more
considered choices? While Indonesia and the
Philippines tend to focus on immediate needs,
societies like Belgium and France consider a
range of factors (like health benefits, etc.).
(Me or We)
measures the extent to which people think
about themselves as ‘Me or We’. Australia
and Canada, for example, are ‘Me’ cultures,
where people think of themselves and their
immediate family first and let the state
take care of the welfare of everybody else.
Nigeria and Kenya are more collective; people
here put the welfare of their community
or group first, rather than the specific
wants or needs of individuals within it.
(Closed or Curious)
assesses the degree to which people follow
a prescribed way of life or actively pursue
new experiences and ideas. Indonesia and
Thailand, for instance, are typically more closed
cultures, while Portugal is more curious.
(Informed or Impulsive)
measures the extent to which consumers
research products. Impulsive cultures,
like the Philippines and Vietnam, prefer
to share opinions and act on anecdotal
recommendations. Informed cultures, like
Norway and Sweden, prefer more qualified
opinions. They like detail and want to know
everything about a product before buying.
(Anchored or Anxious)
determines whether a culture is emotionally
stable or more anxious. Countries that score
highly (Anxious) tend to show their emotions
easily. One example is Italy. Emotionally
stable (Anchored) markets include Indonesia.
They tend to be more relaxed and calm.
(Secure or Insecure)
measures how much consumers are likely
to buy certain products to feel good about
themselves. A high score suggests insecurity;
people use products to reinforce a positive
self-image. A low score suggests security;
people already have a positive self-image so
this is not a motivator for buying a product.
Russia and Hong Kong score high on vanity,
while New Zealand and Peru score low.
(Functional or Fashionable)
measures the extent to which consumers
are susceptible to the glamour or allure
of – often high-end – products. Do they
use designer labels as status symbols?
Turkey and Indonesia are big fans of
luxury goods and score highly for ‘Badge
appeal’. Consumers in Israel and Ukraine
care more about functional benefits.
(Fixed or Flexible)
measures the strength of a nation’s self-image.
Monumentalist or ‘Fixed’ societies have very
clear identities rooted in tradition; they see no
reason to change or evolve. Examples include
Venezuela and Colombia. ‘Flexible’ countries,
however, are always looking to adapt and
improve. They might have traditional values,
but they are interested in moving with the
times. Examples include Japan and Taiwan.
(Content or Competitive)
measures the degree to which people
want to climb the social ladder. People in
highly ambitious societies, such as China
and South Korea, tend to put pressure
on themselves and judge others by their
social and professional successes. The
converse is true in countries like the Chile
and Egypt, where success is more about
achieving quality of life on one’s own terms.
(Concerned or Unconcerned)
assesses how conscious consumers are of the
impact their purchases have on themselves
or others. Do they buy products just to serve
their immediate needs or do they make more
considered choices? While Indonesia and the
Philippines tend to focus on immediate needs,
societies like Belgium and France consider a
range of factors (like health benefits, etc.).
(Me or We)
measures the extent to which people think
about themselves as ‘Me or We’. Australia
and Canada, for example, are ‘Me’ cultures,
where people think of themselves and their
immediate family first and let the state
take care of the welfare of everybody else.
Nigeria and Kenya are more collective; people
here put the welfare of their community
or group first, rather than the specific
wants or needs of individuals within it.
(Closed or Curious)
assesses the degree to which people follow
a prescribed way of life or actively pursue
new experiences and ideas. Indonesia and
Thailand, for instance, are typically more closed
cultures, while Portugal is more curious.
(Informed or Impulsive)
measures the extent to which consumers
research products. Impulsive cultures,
like the Philippines and Vietnam, prefer
to share opinions and act on anecdotal
recommendations. Informed cultures, like
Norway and Sweden, prefer more qualified
opinions. They like detail and want to know
everything about a product before buying.
(Anchored or Anxious)
determines whether a culture is emotionally
stable or more anxious. Countries that score
highly (Anxious) tend to show their emotions
easily. One example is Italy. Emotionally
stable (Anchored) markets include Indonesia.
They tend to be more relaxed and calm.
(Secure or Insecure)
measures how much consumers are likely
to buy certain products to feel good about
themselves. A high score suggests insecurity;
people use products to reinforce a positive
self-image. A low score suggests security;
people already have a positive self-image so
this is not a motivator for buying a product.
Russia and Hong Kong score high on vanity,
while New Zealand and Peru score low.
(Functional or Fashionable)
measures the extent to which consumers
are susceptible to the glamour or allure
of – often high-end – products. Do they
use designer labels as status symbols?
Turkey and Indonesia are big fans of
luxury goods and score highly for ‘Badge
appeal’. Consumers in Israel and Ukraine
care more about functional benefits.
To find out how Cultural Connections
can help your business, please contact;
Matthew.Mee@mediacom.com
Pinaki.Dutt@mediacom.com
How culture influences consumer decisions
Individualism - Me or We
is about decision-making
shows whether consumers make decisions
for themselves or are guided by authority
and rely on approval from others
Identity - Fixed or Flexible
is about how consumers build self-image
whether consumers take pride in who they are and
do not want to change or whether they dream of
who they might become and embrace flexibility
and change
Emotional State - Anchored or Anxious
is about consumer priorities
shows if in a certain culture consumers are
relaxed and enjoy life, or if their priority is seeking
solutions to problems which trouble them
Curiosity - Curious or Comfort
is about openness to new ideas
measures if consumers like to be challenged by
new experiences and ideas or prefer to stick to a
prescribed way of life
Ambition - Content or Competitive
is about status-seeking
reveals if consumers emphasize power
and achievement or if they are less status-
conscious
Vanity - Secure or Insecure
is about emotional response to purchases
measures whether consumers feel good about
themselves and do not need to buy products to support
that, or if they buy products to reinforce their self-image
Impact - Concerned or Unconcerned
is consumers’ social consciousness
assesses to what extent consumers consider
the social consequences of their consumer
behavior, or whether they buy to satisfy their
immediate needs and rely on government to
take care of social or environmental impact
Information - Informed or Impulsive
is about the way consumers research products
shows whether consumers demand precise
information for their purchase decisions, or if they
take a more casual approach to buying
Badge Appeal - Functional or Fashionable
is about how consumers perceive the power of the
brand
measures the extent to which consumers engage
with the brand emotionally, or if they are interested
mostly in product functionality
There are 9 drivers of behavior which are universally applicable to consumer patterns. Using these 9 drivers,
you can create a precise profile of your target segment worldwide to help your campaign decisions.

9. Globalization is only just starting
Cultural Connections is a powerful tool for
evaluation and planning of multi-market
campaigns. It gives marketers ability to
identify and even more importantly - to
quantify - cultural differences or similarities
across markets.
Its incredible granularity covers age,
gender, education, profession, income,
ethnicity, languages etc. – all ready in the
database.
How Consumer Culture Intelligence delivers
Consumer Culture Intelligence is a
powerful tool for multi-market
campaigns. It gives marketers ability
to identify and even more importantly
- to quantify cultural differences or
similarities across markets.
Its incredible granularity covers age,
gender, education, profession,
income, ethnicity, languages etc., all
ready entries in a database.
9 dimensions mean a set of 9 numbers
for each segment of interest which
provide at a glance the set of culture
values that guide consumer choices.
9 numbers make for a simple,
validated marketing framework of an
exceptional predictive power.

10. Learn to play
In a short and intensive training workshop we help you learn
the basic categories of Culture as the Software of the Social
Mind.
This training provides understanding about how cultural
diversity is reflected in the different perceptions of reality
and prepares you for the differences in cultural perceptions
across borders.
How Consumer Culture Intelligence delivers
What you get out of it
- Knowledge of a common language which enables you to
compare and evaluate Culture differences around the
world
- Awareness of culturally diverse interpretations of
material
- Foundations for further insights into the drivers which
translate culture values into consumer behavior
Consumer Culture Intensive – basic training

11. Problem solving
Our diagnostic process analyzes existing or proposed
campaign materials for cultural compatibility with target
segments.
We help marketing materials travel better, lowering
production costs and increasing strategic consistency.
Message diagnostics brings insights into cultural
communication problems and reveals hidden factors which
determine success, or failure of campaigns.
How Consumer Culture Intelligence delivers
What you get out of it
- Identify which markets are most culturally receptive to your
creative ideas
- Provide in-depth understanding of barriers to cultural acceptance
- Assess your material against the storytelling styles of local culture
- Pinpoint executional elements that would derail otherwise
effective campaigns
Conceptual Culture Check – message diagnostic

12. Identify opportunities
Strong brands have fans. These are the fans that believe in
your brand values and advocate for them. Oftentimes, they
form part of distinct cultural groups - in short, they become a
brand tribe.
CCI-Find Your Tribe uses original research from your fans to
discover the beliefs that unite them and the values that bond
them to your brand.
In the current ‘tribalized’ consumer mass,
culture planning is the key to global campaign management.
How Consumer Culture Intelligence delivers
What you get out of it
- Identify the markets where potential fans are found in greatest
number
- Direct resources to markets with the greatest cultural fit
- Craft relationship-marketing plans that are persistently effective
- Manage social-media communities effectively
- Expand the fan base with tailored messages that make your
brand culturally relevant
Find Your Tribe – strategy planning

13. Design a global implementation plan
Global brands want consistency across markets but that is hard to
achieve. Cultural incompatibility of messages is often the cause
for failed global campaigns
Every brand story translates in a cultural context. In this workshop
we help identify stories that have cultural resonance worldwide.
This workshop is ideal for a global brainstorming of marketing or
creative agency leaving your staff empowered with an inspiring
creative plan bound to work across borders.
How Consumer Culture Intelligence delivers
What you get out of it
- Maximize buy-ins from global stakeholders
- Minimize material variation
- Tailor the production of materials to fit the cultural realities
where they will appear
- Reveal consumer profiles in various segments and which
prompts, keywords and visuals will carry specific cultural
meanings triggering desired response
Culture Creative Brief workshop – the next level of global briefing

14. About us

15. Who we are
What we do
Hofstede Insights was founded more than
30 years ago inspired by the research of
Geert Hofstede. We translated his
academic work into applicable business
solutions.
https://www.hofstede-insights.com
@HofstedeInsight
#theculturefactor
We have
We manage the impact of Culture on work,
life and commerce by aligning Culture and
strategy.
nearly 100 associate partners in 40
countries.

16. THE CULTURE FACTOR ™
Cultural diversity makes an
organization stronger. Using
the renowned Hofstede 6D
model, we can show you how
to manage international
diversity for more productive
global co-operation and better
virtual teamwork across
national borders.
The corporate culture of your
organization is one of its
greatest strategic assets.
We use a six dimension multi-
focus model to help you
manage your culture for
greater productivity,
innovation and agility.
If a global brand is to thrive, it
must succeed among enormously
diverse cultures. Hofstede
Insights Consumer Culture
Intelligence empowers marketers
to make decisions on
transcreation, brand story, brand
values, social communities, and
more.
THE CULTURE FACTOR ™
FOR ORGANIZATIONS
THE CULTURE FACTOR ™
FOR INTERNATIONAL TEAMS
THE CULTURE FACTOR ™
FOR BRANDS
This service is offered to product
and service marketers in
partnership with

17. We provide services to over 5000 organizations

18. Daniela Kaneva
Associate Partner
Daniela is Associate Partner at Hofstede Insights, senior
consultant for California, USA, based in Los Angeles.
Daniela’s lifelong career in international sales and
marketing has brought her expert and hands-on
experience with more than 25 nations in Europe, across the
Russian Federation, Western Balkans, Middle East, United
States and Mexico.
Working with clients on national or global business
operations, Daniela designs solutions in the areas of
organizational culture for performance, managing
multicultural diversity and international marketing.
Daniela works with business applications of Culture on its
three levels – national culture differences, organizational
culture optimization and value-based consumer marketing.
https://www.linkedin.com/in/daniela-kaneva/
https://www.hofstede.us
daniela.kaneva@hofstede-insights.com
+1.626.429.0513