Customer relationship management(CRM) comprises of practices, strategies, and technologies that firms use in managing and analyzing how customers interact with data along customer lifecycle. The aim is improving relations in consumer service, help retain customers and drive growth of sales (Woodcock et al., 2011). The systems employed in CRM compile multiple data sources in different channels, or at contact points, between a company and its customers, including websites, telephone, chats, marketing materials, mails, and social media networks. Successful global brand management balances local-level aspirations with global strategic visions. Global brand management complexity has grown and proved dynamic in a world where businesses have been globalized, multinationals firms and growing online enterprises and social interactions.
It is challenging to manage brands in the modern world which is highly interconnected and has complex business environments. Brands tend to be affected by rising competition, government regulations, issues in supply chain and distribution, and costs in manufacturing while at the same time advocating and managing reputation (Woodcock et al. 2011). For firms to tackle factors internally and externally across different geographical zones, worldwide brand management practices must have resilience, be futuristic, respond to change, and have an orientation towards growth. In ensuring intended effects of growth and profitability in the long-run, international practices must have some defining characteristics.
Successful brand management entails balancing traditional guardrails with the freedom of adapting to capitalize on opportunities for growth available locally. Without such freedom to leverage on arising opportunities, brands are at risk of being obsolete and immaterial. Brand adaptability, including variants, extensions, and diversification, should not water down the brand’s values and lead to loss of profits (Cambra-Fierroet al 2017). Frequent evaluation of a brand’s strategy helps ensure uniformity in international brand assurance across different countries and geographical regions.
Emerging technology-based solutions have altered how brand management is done. Future-minded businesses have established potential benefits on technology in managing their brands and have adopted such technologies in their business operations (Cambra-Fierro et al 2017). Percolate is a marketing software that Unilever is using in support of its international brand management. CRM, identity, licensing, and activation systems have rapidly advanced in technological innovation and world scalability.
CRM applications in mobile phones and tablets are becoming a basic need for sales teams and marketing experts who need access of customer-related information which help perform tasks while out of office (Woodcock et al. 2011). These applications use unique features in mobile devices that include voice recognition and GPS, which help marketing and sales staff access to client information at any location.
In B2B environments, CRM assists monitor sales in the sales funnel, facilitating a firm to tackle issues arising during the process. These applications in a B2B market help create visibility of more prospects, thus improve efficiency in the process of sales.
Use of Custodians
One individual in an organization should ensure consistency in strategy, brand identity, marketing, and activations (Woodcock et al., 2011). These individuals are the brand custodians and act as strategic guides and mentors. They also advise local teams in brand marketing on strategy matters, including management of brand guidelines, maintaining uniformity in brand setting, localizing or adapting brand communications, integration of strategies in the local market in international brand strategy, the facilitation of knowledge sharing and best practices among the local and international brand teams.
Organizational structures, when designed and aligned, ensure people work to their level best. Local, regional, and global brand management roles should be fully integrated into companies. International against local issues of regional in what works or does not over issues on strategy should be properly documented and observed through management practices (Soler-Labajos & Jiménez-Zarco 2016). Clear definitions of roles and responsibilities and reduction of overlaps should be made in brand management.
Global brand management requires proactive. Changes in technology, social media platforms, CRM tools, analysis in culture and trends, co-creation, social listening platforms, crowd-funding, and disruptive innovations make it easier for brand marketers to be close to customers and get accurate on spotting, predicting, and leveraging (Khlif & Jallouli 2014). Brand management practices should have alignment to emerging technologies and tools and integrate them into key functions.
The benefits of new technologies can be reaped when technology is integrated and not acting as an input in processes. If a firm’s short and long-term strategies are drive innovation in brand building, therefore, techniques such as co-creation need to be integrated in brand management practices from the start (Woodcock et al., 2011). Brands become international through efficiency in implementation and brand building. Globalizing brands is a complex cycle and demands regular adaptability and scalability. Management of global brands must improve adaptability, innovation, and growth. They must be done by leveraging local aspirations to the brand’s international vision or strategy.
Cambra-Fierro, J. J., Centeno, E., Olavarria, A., & Vazquez-Carrasco, R. (2017). Success factors in a CRM strategy: technology is not all. Journal of Strategic Marketing, 25(4), 316-333.
Khlif, H., & Jallouli, R. (2014). The success factors of CRM systems: An explanatory analysis. Journal of Global Business & Technology, 10(2), 25-42.
Soler-Labajos, N., & Jiménez-Zarco, A. I. (2016). Social CRM.
Woodcock, N., Green, A., & Starkey, M. (2011). Social CRM as a business strategy. Journal of Database Marketing & Customer Strategy Management, 18(1), 50-64.