Glocalisation as a concept is nothing new, especially for Indians. Be it our food, clothing, language or culture, we have adopted global trends as well as practices and ‘Indianised’ them to suit our tastes and preferences.
Take the Indian Chinese cuisine for instance. Also known as ‘Hakka Chinese’ or ‘Desi Chinese’, it is an "adaptation of Chinese seasoning and cooking techniques to Indian tastes". Today, it has become an integral part of the Indian culinary culture.
Let’s not forget the Indo-western dresses, a very popular fashion, both in India and abroad. As a very interesting amalgamation of Indian and Western design sensibilities, this fusion is considered one of the most versatile fashion trends and it continues to evolve.
- Glocalisation strategies
- Encouraging localisation
- Giving a fillip to local economies and interests
- Use of IT and communication technology
- Mobilising local communities
But, now glocalisation has evolved into a noteworthy business strategy which underlines the significance of adopting a local approach while upholding brand values. It has emerged as a recognised approach with proven benefits in terms of business growth on a global playing field.
McDonald’s Chatpata Naan or Phirni McFlurry, KFC’s vegetarian thali and Chana Snacker, HLL’s strategy to launch shampoo sachets priced at a rupee, MTV India are some good examples of this strategy in the Indian context. These global brands have entered India and transformed themselves into household names while retaining their brand identity, key messages and central philosophy.
Glocalisation and India Pharma Inc
India Pharma Inc too has experimented/ adopted this strategy, as it expands its footprint and presence in global markets. It is all the more relevant for this industry as it navigates its path to progress through the regulatory maze of different geographies and countries.
Evolution of Glocalisation
The term "Glocalisation" can be traced to a word "dochakuka" in Japanese culture which means global localisation. It initially referred to Japanese practices of adapting farming techniques to local conditions. Since then it has evolved into an important business strategy. The concept was later popularised by a number of sociologists, in the 1990s, namely Roland Robertson, Keith Hampton, Barry Wellman and Zygmunt Bauman. They refer to people who are actively involved in both local and global activities of commerce.
Experience across sectors have taught us that the effect of local forces cannot be ignored. A thorough knowledge of these forces and strategic application of it will help the company gain acceptance within its target customer base, build brand loyalty, effectively navigate through market
Utkarsh Palnitkar, Partner, National Head – Infrastructure, Government & Healthcare, National Head – Life Sciences, KPMG, speaking in his individual capacity, clearly outlines the prerequisites for a glocal strategy and states, "A clearly defined product portfolio which addresses the therapeutic class in which the company operates is vital. Gaps in the bouquet of products which a company deals in could be augmented through in-licensing, alliances. Regulatory challenges are a given and one can’t wish them way. Success will lie in navigating these through nimble strategies rather than fighting them."
Dr Fabrice Egros, President of Asia Pacific and Japan, Lupin also points out, "In an increasingly interconnected and competitive global environment, it is the ability of an organisation to think globally and act locally that sets them apart. This becomes all the more critical for companies in sectors like pharma and lifesciences because of the impact our products can have on a large segment of the population."
Here are a few of the most significant advantages offered by a glocal strategy:
Leverage local market advantages: A thorough unders...
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