As any worldly traveler already knows, global brands take
on different shapes and forms across markets.
The aspects of a product or service that resonate in one region may fall short in another or expose some nuance that forces a brand to rethink how
it messages to and services that audience.
The most digestible example of this is, well, food. The menu at McDonald’s looks very different in Tokyo vs. Paris vs. Sheboygan, Wisconsin.
It’s the same golden arches but tailored to local preferences.
The examples are countless and they extend beyond simple matters of taste and preference, reaching into functions of
society and economy. Consider this: How might a global travel brand have to readjust its positioning and approach for markets like the U.S., where PTO comes in short supply?
This is the
challenge facing Intrepid Travel, the world’s largest B Corp certified travel company. Having built a global identity around robust adventure—traversing Patagonia over 15 days, cycling
Southeast Asia in a 27-day whirlwind tour, or circumnavigating Iceland in 12—how can it reach markets where time is of the essence?
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How does it adapt its offerings, services, and
marketing, while protecting the core brand identity that led to its original success?
This week we sit down with Mikey Sadowski, Vice President of Global Communications at Intrepid Travel, to
talk about the launch of their new condensed travel offering, Short Breaks, and how he’s navigating the complexities of bridging a global brand into regional markets.
You can listen to
the entire podcast at this link.