The Process of Global Brand Strategy Development and Regional Implementation

Abstract

While it has long been recognised that standardisation-adaptation is a dynamic negotiation, less is known about the attendant processes within organisations. Accordingly, this study ‘pulls back the curtain’ on an innovative new global brand management strategy at Kimberly Clark (KC). An extended case method is employed, comprising three rounds of semi-structured interviews with senior regional and global marketing managers on six continents. Global brand strategy development at KC entails sharing information and best practices, implementing common brand planning processes, assigning responsibilities for global branding, and creating and implementing effective brand building strategies. Indeed, KC’s unique approach, predicated on accountable empowerment and capacity-building, is transforming the organisation by increasing marketing capability locally while instilling better processes and disciplines centrally. Unpacking these seemingly orthogonal objectives demonstrates how brand strategy cohesiveness is maintained in an unconventionally decentralised structure.

Keywords: Global brand strategy, standardization-adaptation, dynamic capabilities, Kimberly-Clark, extended case method

JEL Classification: M30, M31, M39