How to Achieve Successful Localization for Businesses

Brands don’t scale globally They localize fast Cross-region growth isn’t about control—it’s about flexibility. Step 1: Localize messaging, not just translation Adapt tone, value props, and visuals. A health tech brand tripled conversions in LATAM by shifting ad creative from data-focused to family-driven. Step 2: Empower in-region operators Give local teams authority to test and execute. A consumer goods company unlocked 45% YoY growth in APAC after decentralizing campaign budgets. Step 3: Unify with a brand core Keep the mission and values tight, but let the wrapping shift. One food brand used the same brand archetype but modified taglines across 12 languages. Step 4: Adapt for channels that matter locally Don't assume the same playbook works. A SaaS firm moved from email to WhatsApp in Brazil—and saw a 3X lift in engagement. Global brands don’t copy-paste. They customize without compromising. P.S. Want the checklist I used to scale 12+ regions? #Leadership #Sales #Marketing

The hardest part of global expansion isn’t the technology.   It’s localizing your product so it truly resonates with new markets.   Let me explain...   Most SaaS founders think growing means:    - Launching everywhere at once   - Using the same strategy for all markets   - Ignoring cultural differences   - Relying on a one-size-fits-all approach   - Chasing quick wins over long-term fit   No thanks.   The real pain is when your product feels out-of-place.   If your users don’t feel understood, adoption suffers. (and that’s a costly mistake.)   Take Capillary Technologies as a deep-dive case study:   The challenge:    In 2016, entering the Chinese market was a huge risk.   Their Intelligent Loyalty Platform (designed for Western users) didn’t connect with Chinese customers who expected:   - Localized language, - Payment options, and - Features tailored to their habits.   The approach:    Capillary Technologies took a different route.   They:    - Collaborated with local experts to learn exactly what Chinese users needed.     - Customized their platform (adapting interfaces, payment methods, and even product design.)   - Invested in local market research to fine-tune their messaging and features.   The results?   - User adoption soared, with market penetration increasing by roughly 40%.     - Customer retention improved dramatically as users felt the product was built for them.     - This success paved the way for further expansion:   In 2019, they launched Capillary Arabia by partnering with Veda Holding, proving that a tailored strategy opens new revenue streams.   - With a $45M funding boost in 2023, Capillary now reaches customers in 14 countries—and they continue to thrive by listening to local data.   Because they learned one key truth:     Your product can only grow as much as it fits the local needs.   That’s not what every growth guru preaches online.   But it’s the reality for lasting global success.   New to solving localization challenges?   DM me for more information.   #SaaS #Localization #GlobalExpansion #EmergingMarkets #GrowthStrategy

🍟 McDonald’s stands as a beacon in the localization world. Apart from Coca-cola I think they are one of my favorite examples to showcase localization on. They’ve adapted menus and marketing strategies to local tastes and cultural preferences, significantly contributing to their global growth – something that all brands should strive to do. 💡 A prime example of “think global, act local,” McDonald’s understood cultural differences, and through this understanding, increased international sales and presence. And here are some of the fantastic examples of localized menus: 🇮🇳 India: ↳ Adaptations: Due to the majority Hindu population and a significant Muslim minority, McDonald’s in India does not serve beef or pork. Instead, the menu features vegetarian and chicken items. ↳ Key Items: - Maharaja Mac: A Big Mac variant made with chicken patties. - McVeggie: A vegetable patty with Indian spices. 🇨🇳 China: ↳ Adaptations: Emphasis on chicken over beef, inclusion of local flavors and items. ↳Key Items: - Big Mac and Cheese Burgers: Only beef options. - Chicken McNuggets and McWings: Served with chili spicy garlic sauce. - Taro Pie: A dessert made from a plant native to Southeast Asia. 🇯🇵 Japan: ↳Adaptations: Integration of local cuisine into the menu, focusing on unique Japanese flavors. ↳Key Items: - Ebi Filet-O: A shrimp patty sandwich. - Mega Teriyaki Burger: A pork sandwich with teriyaki sauce. - Tsukimi Burger: A seasonal item with a poached egg. - Green-tea flavored milkshake: Catering to local beverage preferences. 🇩🇪 Germany: ↳Adaptations: Inclusion of local flavors and traditional German foods. ↳Key Items: - Nuremburger: A mini bratwurst sandwich. - Shrimp Lemon Burger: With garlic-lemon sauce on a herbed wheat bun. - McBeer: Beer served in selected locations. 🇫🇷 France: ↳Adaptations: Focus on high-quality ingredients and local culinary practices. ↳Key Items: - CroqueMcDo: A sandwich with Emmental cheese and ham. - McBaguette: A burger served on a baguette with French cheese. - Les Deluxe Potatoes: Potato wedges instead of fries. 🇧🇷 Brazil: ↳Adaptations: Incorporation of traditional Brazilian foods and flavors. ↳Key Items: - Pao de queijo: Traditional cheese bun. - Cheddar McMelt: A burger with cheddar cheese and onion sauce. - McCalabresa: A sausage patty sandwich with vinaigrette sauce. Which ones are your favorite?

Entering the US market as an SMB: Lessons from the frontline Expanding to the US is a dream for many global SMBs — but the reality is tougher than most leaders expect. I’ve had the privilege of advising companies entering the US, and one theme stands out: What works at home rarely works here. The first leadership challenge is value proposition localization. What customers care about in the US can be wildly different from Europe, Asia, or South America. Leaders who assume their existing pitch will land flat. Success starts with deep market research — understanding customer pain points, pricing expectations, and even preferred sales channels. Next, leadership must embrace relationship-first sales. In many industries, US buyers want to know you before they buy from you. They expect social proof, credible introductions, and long-term relationship building. Leaders who only focus on transactions struggle. Finally, leaders need to understand that the US is not one market. Selling in California is different from Texas, New York, or the Midwest. Regional regulations, buying preferences, and competition vary dramatically. Successful leaders treat each region as its own mini-market. Entering the US is about leadership adaptability. Global success depends on local humility — learning fast, adjusting faster, and building the right local team to bridge the cultural gap. #USMarketEntry #InternationalBusiness #SMBExpansion #LeadershipTips #GlobalGrowth

Recently, I had the opportunity to share my learnings and insights from "Launching Products Globally" with an amazing audience at Plug and Play Tech Center with the presence of global audience including entrepreneurs from HKSTP - Hong Kong Science and Technology Parks Corporation. Here are a few learnings and insights from the evening: 1) You need to "localize" your product & go-to-market strategy: This doesn't only mean just translating or localizing your product. It's a lot more than that. You need to localize your "go-to-market" motion as well. You may have product-market-fit (PMF) locally, in the first country/region you launched, but that doesn't mean you can take the same product and go-to-market strategy to launch in a new country/region. As an example at Fitbit, we learned how the French think about fitness (they count walking to a restaurant to get a glass of wine as their "fitness") is very different than how Americans define workout and fitness. So all our marketing and go-to-market strategies had to align with the way locals will see benefits in our products. 2) Having boots on the ground is essential for successful global expansion: You need to have boots on the ground who truly understand the nuances of how to go-to-market, how to sell, and how to deliver your value proposition to customers in different regions. There are a lot of nuances of how to do business locally that will take outsiders to any market a long time to learn. At Cleo, where we had global customers like Salesforce, Redbull, Pepsi, and Uber, we had to have local health Guides to deliver our services with an intimate understanding of customers needs and approaches in that region. 3) Understanding local, cultural, and social aspects is critical to a global expansion success: Even though at the surface things may seem similar in each region, there are a lot of nuances that make your go-to-market strategy and the way you deliver your services resonate with the local customers or not. At Teladoc, we've learned that people in different countries think about their mental health and how to get support for that "very differently" than each other. Huge thank you to my hosts Rahim Amidi, Dr. Yahya Tabesh, Amir Amidi, Ahmadreza Masrour, and Akvile Gustaite, and HKSTP leaders, Albert Wong & Pheona Kan, who are interested in continuing these conversations. It was awesome to meet great entrepreneurs and see old friends: Reza Moghtaderi Esfahani, Daniel Lo, Houman Homayoun, Wayne Chang, Golnaz (Naz) Moeini. #product #gotomarket #globallaunch #globalbusiness

When expanding internationally, many companies go about it with the wrong mindset, and this often leads to poor international expansion results. Here are some of my insights from the 3 years I spent in London leading Tipalti's expansion into the UK and EU: - Go into the initiative with the mindset of building a start-up within a start-up: creating a local strategy and identity to optimize growth for the regional business, while integrating with the key values of the corporate organisation and building on top of its core assets and strengths -  Intentionally building out a strong local leadership team: Creating a regional team that is self-sufficient, positive and solution-focused, accountable, can attract and retain excellent talent, and that can guide, evolve and execute on that regional strategy, while also working with their partners from around the global business - Balancing short and long term: International expansion is a long term endeavor and commitment, so only optimising for the short term without an eye to the long term value can lead you off track. You can read more of my insights in this Management Today article on "What Leaders Get Wrong with Localisation". Link posted in the comments below.