Entering emerging markets with brands consumers already trust

01 · Context

Specialist pain brands that had worked in mature markets were planned for fifteen emerging ones.

The markets spanned Latin America, the Middle East and Africa, China and South-East Asia. Consumers knew and trusted local pain brands, price points sat far below those of mature markets, and the specialist positioning had not been tested outside its home markets.

02 · Key conclusion

The specialist positioning did not travel, and product costs sat well above what local price points allowed. In most markets the faster route was to strengthen existing local brands rather than introduce new ones.

03 · Actions

Market-by-market entry decisions.

1. Step 1

   Test the specialist concept with consumers in each region.

2. Step 2

   Compare product costs with local price points, market by market.

3. Step 3

   Recommend one route per market: launch, test, or build on a local brand.

4. Step 4

   Set the cost conditions a launch had to meet before going ahead.

04 · Transformation

Fifteen markets, three routes.

Only three markets justified a new launch. Most were better served by brands consumers already knew.

05 · Result

Where local brands were kept and funded, they outperformed a global launch.

Markets that built on existing local brands grew on equity consumers already trusted. A global brand later introduced alongside them did not displace them, confirming that in these markets local recognition carried more weight than global scale.