"Companies enter new markets with momentum. Press coverage looks promising. Campaigns launch on schedule. Local teams are hired. Early dashboards suggest traction. Then progress slows. Customer interest plateaus. Partnerships take longer than expected. Internally, the conversation almost always turns to execution. Messaging must not be clear enough. The market probably needs more education. What I have learned is that this conclusion is usually wrong. What looks like market resistance is more often a signal that the brand is communicating from the wrong position."
"When confidence turns into friction Many global brands are built on confidence. Clear narratives. Strong positioning. A belief that what worked at home will travel. I have seen leadership teams double down at this stage, convinced that clarity would solve the problem. According to McKinsey, more than 70% of global transformations fail to achieve their stated objectives, often because leadership assumptions do not align with local realities. In practice, the market is rarely asking for more explanation. It is asking for credibility."
Global brands often enter new markets with momentum but then experience slowed progress as customer interest plateaus and partnerships take longer than expected. Market hesitation frequently signals a positioning and credibility gap rather than poor execution. Silence in many markets is assessment, not rejection, and audiences observe behavior before interpreting messaging. Leadership teams that assume clarity alone will fix adoption misread local realities and may double down on the wrong levers. Slowing down to understand local stakeholder expectations, earn legitimacy, and adapt narratives to local cues leads to stronger outcomes than pushing standardized, confidence-driven campaigns.
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