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How does a global company keep one voice across many cultures?

Cultural sensitivity, consistent messaging, and localization, used together inside and outside a multinational, build brand cohesion and the trust of employees, partners, and customers.

J.F., Mercy University

ActiveEngagement
Global communicationLocalizationCrisis communication

Hypotheses.

What the paper argues, written so it can be tested.

  1. H1

    Markets where a company uses cultural sensitivity, consistent messaging, and localization together show more brand cohesion and customer trust than markets where it uses only one or two of them.

  2. H2

    Offices where internal messages keep the company’s core values and are adapted to local culture by local teams report stronger employee alignment with the company’s purpose.

The model.

Three strategies used together: cultural sensitivity, consistent messaging, and localization. Applied inside and outside the company, they build brand cohesion and the trust of employees, partners, and customers, and feedback from both sides tunes the next message.

USED TOGETHERAPPLIEDWHAT IT BUILDSCulturalsensitivityConsistentmessagingLocalizationby local teamsInsideemployees and leadersOutsidecustomers and partnersBrand cohesionTrustMarket successFeedbackreviews, surveys, and sentiment in many languagesTHE FEEDBACK TUNES THE NEXT MESSAGEDashed: what the paper proposes the three strategies build.
USED TOGETHERCultural sensitivityConsistent messagingLocalizationApplied inside and outsideemployees, customers, and partnersWHAT IT BUILDSBrand cohesionTrustMarket successFeedbackreviews, surveys, and sentimentIT TUNES THE NEXT MESSAGEDashed: what the paper proposes.
Drawn from the paper. Dashed lines show what the model predicts.

Partial abstract.

A case study of Unilever’s internal and external communication across markets, from localization to employer brand to crisis response. The paper argues that cultural sensitivity, consistent messaging, and localization work best together.

Effective International Communication Strategies: A Case Study of Unilever

Key sources

  • Barrett, D. J. (2017). Leadership communication.
  • Hall, E. T. (1976). Beyond culture.
  • Keller, K. L. (2013). Strategic brand management: Building, measuring, and managing brand equity.

How we’ll test it.

No results yet. This is the plan: the data, the measure, and what would count as support.

Awaiting data

The data

Employee reviews, customer reviews, and campaign records from several of Unilever’s markets, each campaign and message coded for which of the three strategies it used.

The measure

Brand cohesion and trust per market, from review sentiment and survey scores, set against how many of the three strategies were in use there.

What would count as support

Trust and cohesion that rise with each strategy added and are highest where all three are used together.

How it connects to Pulp.

Thinkwell is built for teams that speak to many publics at once.

Doing work like this?

Students from any school or field, and mentors from academia or industry: get in touch.

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What are you trying to understand?

So we know who to write to.
An address we can reply to, like name@example.com.
A question, a dataset, an argument that keeps going in circles.

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