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© 2016 Langoor | www.langoor.com | CONFIDENTIAL1
Marketing in Emerging v/s
Developed Markets
By Venugopal Ganganna
© 2016 Langoor | www.langoor.com | CONFIDENTIAL2
Who we are
We are an agency of
CREATIVE TECHNOLOGISTS
with a team of 180+ across APAC
Sydney
Melbourne
Singapore
Hong Kong
Bangalore
Dubai
We help build and grow
organisations
Strategy, Creative, User Experience
Websites & Applications,
Digital Marketing &
Internet of Things
© 2016 Langoor | www.langoor.com | CONFIDENTIAL3
Emerging v/s Developed
Considerations
© 2016 Langoor | www.langoor.com | CONFIDENTIAL4
Key Considerations
You can consider the primary differences between the two
sets of markets in three key buckets
Operational Cultural Reach
 Regulatory
 Affordability
 Distribution
 Innovation
 Homogeneity
 Language
 Education
 Scarcity & Utility
 Social Proof
 Service Oriented
 Leading Channels
 Emerging
Technologies
 Word of Mouth
 Impact Measurement
© 2016 Langoor | www.langoor.com | CONFIDENTIAL5
Operational Considerations
© 2016 Langoor | www.langoor.com | CONFIDENTIAL6
Regulatory
Depending on the industry you are in, regulatory considerations in marketing has
opportunities and limitations
Opportunities Limitations
• Different legal systems in emerging markets treat
laws differently compared to developed markets
• For example, where cigarette ads in Australia are
banned and enforced from an ‘intent’
perspective, alcohol advertising on TV is banned
in India but not enforced in the same manner.
The alcohol ban is literal. Alcohol brands in India,
as a result have been advertising using symbolic
products (which actually exist with their own
P&L) such as Music CDs, Bottled Water, etc
with small writing at the end ‘Available as Music
CDs’ and the brand plastered on screen
• Often emerging markets are not as
mature and tend to blow up a small
downside of an industry and heavily
regulate it on the whole
• For example, the requirements for
financial transaction firms in China are
more onerous for marketing on Baidu than
most other markets in the world
• You have to be mindful of such limitations
and restrictions
© 2016 Langoor | www.langoor.com | CONFIDENTIAL7
Affordability
• Fortune at the bottom of the
pyramid is a real opportunity in
emerging markets
• A well known example is re-
packaging of shampoo by
Unilever in India where instead of
>300ml bottles they introduced
7.5ml sachets for 2 Rupees
(~$0.03)
• Affordability and volume (as
opposed to margin) based pricing
are key considerations for a
business model in emerging
markets
© 2016 Langoor | www.langoor.com | CONFIDENTIAL8
Distribution & Unorganised Marketplaces
• Emerging markets very often have two key types of distribution
channels:
• Old school giants (government or business-family owned) with
not much competition
• Unorganised small shops everywhere
• This sort of an ecosystem requires a strong emphasis to be placed
on channel and relationship building
• Marketing in both these instances is about listening to relevant
people in the channels. Products may be sold in tens of thousands of
retail outlets after going through two or three layers of distributors.
Building visibility at the moment of purchase is crucial - instore
merchandising and packaging are often really important
© 2016 Langoor | www.langoor.com | CONFIDENTIAL9
Innovation
• Limitations and competition in Emerging markets lead to the most
interesting innovation
• It requires going beyond making a ”good” product “average” for the
price. It requires an organisation to re-imagine the product for the
audience
• The cost of X-ray machines forced Siemens to do local R&D in
India
• Their new machines created in conjunction with local feedback
and parts sourced locally cost one-third of their competitors’
products
• The machine is now also part of their new product line globally
© 2016 Langoor | www.langoor.com | CONFIDENTIAL10
Culture Considerations
© 2016 Langoor | www.langoor.com | CONFIDENTIAL11
Cultural Homogeneity
• Unlike the developed markets, emerging markets are not
homogenous at all
• For example, even if you merely account for income and location,
one cannot easily classify India into less than a 1,000 cell matrix.
India offers an incredibly large group of ‘target markets’
• A well know coffee and café (mid-level) company entered India and
focused only on a 3 million people target audience (as opposed to
1.25 Billion) in India when trying to build a base there for its first three
years of operation
• Unlike countries like the UK or Australia, countries such as
Indonesia, Brazil, etc marketing and products require substantial
localisation and targeting
© 2016 Langoor | www.langoor.com | CONFIDENTIAL12
Language & Localisation
• Language and localisation are crucial aspects to
any marketing in emerging markets
• Although some markets offer flexibility to use
English – 100% English literacy is rare and seldom
does it carry the same cultural cues and
connotations
• Research has shown, creating vernacular content
and branding creates a greater connection for a
customer with a brand
• Even incorporating local, cultural cues and humor is
important to any marketing in emerging markets
© 2016 Langoor | www.langoor.com | CONFIDENTIAL13
Education
• Often emerging markets don’t have the level of sophistication in
products
• The market may not be as developed and as a result educating the
audience is a crucial aspect of marketing
• Such education is not necessarily about building sophisticated
content hubs. Although such hubs can help, education in the form of
simple messaging on packages highlighting key benefits from a
cultural standpoint can be game changing
© 2016 Langoor | www.langoor.com | CONFIDENTIAL14
Scarcity & Utility
• Once you embrace the scarcity in emerging markets, the importance
of ‘utility’ of products to a consumer becomes a primary lever
• Developed markets often have brands that position ‘aspiration’;
conversely it is crucial for brands in the emerging world to embrace
and push ‘utility’ to a consumer more than any other feature
• An example is YouTube Go – now released for the world, was
invented for India so that users could download YouTube videos over
WiFi as opposed to using low-quality bandwidth
© 2016 Langoor | www.langoor.com | CONFIDENTIAL15
Social Proof
• A range of emerging markets rely heavily on cultural norms and
social proof
• Seeing “others” in a community embrace a product or a service is
crucial to adoption. This is passive adoption of products as opposed
to active ‘word-of-mouth’
• Incorporating cultural norms of a ‘target’ group is important and can
only happen at a local level
© 2016 Langoor | www.langoor.com | CONFIDENTIAL16
Service Oriented
• Ikea offers a ‘do-it-for-me’ option in the middle east where workers
can come to your home and set up your furniture
• Emerging economies offer a labor arbitrage and cost that developed
economies don’t
• As a result, emerging economies are often incredibly service oriented
• Especially for white goods or other services, ‘do-it-for-me’ is an
important part to account for
© 2016 Langoor | www.langoor.com | CONFIDENTIAL17
Tools & Reach
© 2016 Langoor | www.langoor.com | CONFIDENTIAL18
Leading Channels across Emerging Markets
Market Places
(Physical &
Online)
Facebook Google
Print,
Banners,
Radio & TV
Also account for regional leaders e.g. Yandex, Baidu, etc; Channels can change shape
over time – e.g. SMS is a very different, expensive medium today in India than it was
Mobile
Phones
(SMS /
Mobile-first
content)
YouTube
© 2016 Langoor | www.langoor.com | CONFIDENTIAL19
Channel Effectiveness – Emerging Markets
Low ROI
High ROI
Low Exposure High Exposure
Paid & Owned
Media Combined
Mostly Paid Media Earned Media
More Owned, Less
Paid
© 2016 Langoor | www.langoor.com | CONFIDENTIAL20
Emerging Technologies
• There are technologies and reach methodologies that are often
incredibly unique to emerging markets
• For example, adoption of mobile phones in China and India is faster
than most markets in the world – however, more importantly:
• China uses mobile payments more commonly than anywhere
else in the world
• India has bandwidth issues on the phones and hence use of
‘SMS’ and ‘missed calls’ is more prevalent than mobile
advertising
© 2016 Langoor | www.langoor.com | CONFIDENTIAL21
Word of Mouth
• The trust factor through word of mouth from people you know is
incomparable to the developed world
• There is research available that suggests that word of mouth or even
in-store sales/recommendations that have a far greater impact in the
emerging markets than they do in the developed ones
• While brand marketing is useful, targeted marketing and building a
strong ‘word-of-mouth’ referral network is key over the long-term for
any organisation
• Alternatively often you need to appeal to a ”family” or a “community”
beyond an individual
© 2016 Langoor | www.langoor.com | CONFIDENTIAL22
Measuring Impact
• While attribution is a challenge as-is in marketing, it is even a greater
challenge in emerging markets
• Digital channels have enabled measurements all the way to
transactions, however for physical channels this can be a strain to do
• Building reporting, and systems that collect data over the long-term
can be a real strength and a differentiator for businesses in emerging
markets
© 2016 Langoor | www.langoor.com | CONFIDENTIAL23
Recommended Roll Out in
Emerging Markets
© 2016 Langoor | www.langoor.com | CONFIDENTIAL24
Roll Out for Emerging Market
Phase 1
Test Content &
Campagins
Phase 2
Define
Marketing
Strategy
Phase 3
Enable
Localisation
Framework
Phase 4
Review &
Refine
• Build Plan for 1-2
Markets
• Setup a base
campaign
repository
• Enable localisation
• Test & Learn
• Define KPIs & ROI
• Prioritise Campaigns & Content Across the Customer
Journey
• Build Guidelines on Localisation
• Provide a framework for Local engagement & campaigns
• Consider new Channels
• Review and Refine model ongoing
© 2016 Langoor | www.langoor.com | CONFIDENTIAL25
Thank You!
Sources include:
• Langoor Experience
• http://www.strategy-business.com/article/16583?gko=68e98
• http://www.mckinsey.com/business-functions/marketing-and-
sales/our-insights/building-brands-in-emerging-markets
• A couple of other sources we may have missed, mainly for
images

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Langoor thoughts on Emerging v/s Developed Markets

  • 1. © 2016 Langoor | www.langoor.com | CONFIDENTIAL1 Marketing in Emerging v/s Developed Markets By Venugopal Ganganna
  • 2. © 2016 Langoor | www.langoor.com | CONFIDENTIAL2 Who we are We are an agency of CREATIVE TECHNOLOGISTS with a team of 180+ across APAC Sydney Melbourne Singapore Hong Kong Bangalore Dubai We help build and grow organisations Strategy, Creative, User Experience Websites & Applications, Digital Marketing & Internet of Things
  • 3. © 2016 Langoor | www.langoor.com | CONFIDENTIAL3 Emerging v/s Developed Considerations
  • 4. © 2016 Langoor | www.langoor.com | CONFIDENTIAL4 Key Considerations You can consider the primary differences between the two sets of markets in three key buckets Operational Cultural Reach  Regulatory  Affordability  Distribution  Innovation  Homogeneity  Language  Education  Scarcity & Utility  Social Proof  Service Oriented  Leading Channels  Emerging Technologies  Word of Mouth  Impact Measurement
  • 5. © 2016 Langoor | www.langoor.com | CONFIDENTIAL5 Operational Considerations
  • 6. © 2016 Langoor | www.langoor.com | CONFIDENTIAL6 Regulatory Depending on the industry you are in, regulatory considerations in marketing has opportunities and limitations Opportunities Limitations • Different legal systems in emerging markets treat laws differently compared to developed markets • For example, where cigarette ads in Australia are banned and enforced from an ‘intent’ perspective, alcohol advertising on TV is banned in India but not enforced in the same manner. The alcohol ban is literal. Alcohol brands in India, as a result have been advertising using symbolic products (which actually exist with their own P&L) such as Music CDs, Bottled Water, etc with small writing at the end ‘Available as Music CDs’ and the brand plastered on screen • Often emerging markets are not as mature and tend to blow up a small downside of an industry and heavily regulate it on the whole • For example, the requirements for financial transaction firms in China are more onerous for marketing on Baidu than most other markets in the world • You have to be mindful of such limitations and restrictions
  • 7. © 2016 Langoor | www.langoor.com | CONFIDENTIAL7 Affordability • Fortune at the bottom of the pyramid is a real opportunity in emerging markets • A well known example is re- packaging of shampoo by Unilever in India where instead of >300ml bottles they introduced 7.5ml sachets for 2 Rupees (~$0.03) • Affordability and volume (as opposed to margin) based pricing are key considerations for a business model in emerging markets
  • 8. © 2016 Langoor | www.langoor.com | CONFIDENTIAL8 Distribution & Unorganised Marketplaces • Emerging markets very often have two key types of distribution channels: • Old school giants (government or business-family owned) with not much competition • Unorganised small shops everywhere • This sort of an ecosystem requires a strong emphasis to be placed on channel and relationship building • Marketing in both these instances is about listening to relevant people in the channels. Products may be sold in tens of thousands of retail outlets after going through two or three layers of distributors. Building visibility at the moment of purchase is crucial - instore merchandising and packaging are often really important
  • 9. © 2016 Langoor | www.langoor.com | CONFIDENTIAL9 Innovation • Limitations and competition in Emerging markets lead to the most interesting innovation • It requires going beyond making a ”good” product “average” for the price. It requires an organisation to re-imagine the product for the audience • The cost of X-ray machines forced Siemens to do local R&D in India • Their new machines created in conjunction with local feedback and parts sourced locally cost one-third of their competitors’ products • The machine is now also part of their new product line globally
  • 10. © 2016 Langoor | www.langoor.com | CONFIDENTIAL10 Culture Considerations
  • 11. © 2016 Langoor | www.langoor.com | CONFIDENTIAL11 Cultural Homogeneity • Unlike the developed markets, emerging markets are not homogenous at all • For example, even if you merely account for income and location, one cannot easily classify India into less than a 1,000 cell matrix. India offers an incredibly large group of ‘target markets’ • A well know coffee and café (mid-level) company entered India and focused only on a 3 million people target audience (as opposed to 1.25 Billion) in India when trying to build a base there for its first three years of operation • Unlike countries like the UK or Australia, countries such as Indonesia, Brazil, etc marketing and products require substantial localisation and targeting
  • 12. © 2016 Langoor | www.langoor.com | CONFIDENTIAL12 Language & Localisation • Language and localisation are crucial aspects to any marketing in emerging markets • Although some markets offer flexibility to use English – 100% English literacy is rare and seldom does it carry the same cultural cues and connotations • Research has shown, creating vernacular content and branding creates a greater connection for a customer with a brand • Even incorporating local, cultural cues and humor is important to any marketing in emerging markets
  • 13. © 2016 Langoor | www.langoor.com | CONFIDENTIAL13 Education • Often emerging markets don’t have the level of sophistication in products • The market may not be as developed and as a result educating the audience is a crucial aspect of marketing • Such education is not necessarily about building sophisticated content hubs. Although such hubs can help, education in the form of simple messaging on packages highlighting key benefits from a cultural standpoint can be game changing
  • 14. © 2016 Langoor | www.langoor.com | CONFIDENTIAL14 Scarcity & Utility • Once you embrace the scarcity in emerging markets, the importance of ‘utility’ of products to a consumer becomes a primary lever • Developed markets often have brands that position ‘aspiration’; conversely it is crucial for brands in the emerging world to embrace and push ‘utility’ to a consumer more than any other feature • An example is YouTube Go – now released for the world, was invented for India so that users could download YouTube videos over WiFi as opposed to using low-quality bandwidth
  • 15. © 2016 Langoor | www.langoor.com | CONFIDENTIAL15 Social Proof • A range of emerging markets rely heavily on cultural norms and social proof • Seeing “others” in a community embrace a product or a service is crucial to adoption. This is passive adoption of products as opposed to active ‘word-of-mouth’ • Incorporating cultural norms of a ‘target’ group is important and can only happen at a local level
  • 16. © 2016 Langoor | www.langoor.com | CONFIDENTIAL16 Service Oriented • Ikea offers a ‘do-it-for-me’ option in the middle east where workers can come to your home and set up your furniture • Emerging economies offer a labor arbitrage and cost that developed economies don’t • As a result, emerging economies are often incredibly service oriented • Especially for white goods or other services, ‘do-it-for-me’ is an important part to account for
  • 17. © 2016 Langoor | www.langoor.com | CONFIDENTIAL17 Tools & Reach
  • 18. © 2016 Langoor | www.langoor.com | CONFIDENTIAL18 Leading Channels across Emerging Markets Market Places (Physical & Online) Facebook Google Print, Banners, Radio & TV Also account for regional leaders e.g. Yandex, Baidu, etc; Channels can change shape over time – e.g. SMS is a very different, expensive medium today in India than it was Mobile Phones (SMS / Mobile-first content) YouTube
  • 19. © 2016 Langoor | www.langoor.com | CONFIDENTIAL19 Channel Effectiveness – Emerging Markets Low ROI High ROI Low Exposure High Exposure Paid & Owned Media Combined Mostly Paid Media Earned Media More Owned, Less Paid
  • 20. © 2016 Langoor | www.langoor.com | CONFIDENTIAL20 Emerging Technologies • There are technologies and reach methodologies that are often incredibly unique to emerging markets • For example, adoption of mobile phones in China and India is faster than most markets in the world – however, more importantly: • China uses mobile payments more commonly than anywhere else in the world • India has bandwidth issues on the phones and hence use of ‘SMS’ and ‘missed calls’ is more prevalent than mobile advertising
  • 21. © 2016 Langoor | www.langoor.com | CONFIDENTIAL21 Word of Mouth • The trust factor through word of mouth from people you know is incomparable to the developed world • There is research available that suggests that word of mouth or even in-store sales/recommendations that have a far greater impact in the emerging markets than they do in the developed ones • While brand marketing is useful, targeted marketing and building a strong ‘word-of-mouth’ referral network is key over the long-term for any organisation • Alternatively often you need to appeal to a ”family” or a “community” beyond an individual
  • 22. © 2016 Langoor | www.langoor.com | CONFIDENTIAL22 Measuring Impact • While attribution is a challenge as-is in marketing, it is even a greater challenge in emerging markets • Digital channels have enabled measurements all the way to transactions, however for physical channels this can be a strain to do • Building reporting, and systems that collect data over the long-term can be a real strength and a differentiator for businesses in emerging markets
  • 23. © 2016 Langoor | www.langoor.com | CONFIDENTIAL23 Recommended Roll Out in Emerging Markets
  • 24. © 2016 Langoor | www.langoor.com | CONFIDENTIAL24 Roll Out for Emerging Market Phase 1 Test Content & Campagins Phase 2 Define Marketing Strategy Phase 3 Enable Localisation Framework Phase 4 Review & Refine • Build Plan for 1-2 Markets • Setup a base campaign repository • Enable localisation • Test & Learn • Define KPIs & ROI • Prioritise Campaigns & Content Across the Customer Journey • Build Guidelines on Localisation • Provide a framework for Local engagement & campaigns • Consider new Channels • Review and Refine model ongoing
  • 25. © 2016 Langoor | www.langoor.com | CONFIDENTIAL25 Thank You! Sources include: • Langoor Experience • http://www.strategy-business.com/article/16583?gko=68e98 • http://www.mckinsey.com/business-functions/marketing-and- sales/our-insights/building-brands-in-emerging-markets • A couple of other sources we may have missed, mainly for images