n often less-mentioned, and highly underestimated, aspect of succeeding in Asia is cross-cultural sensitivity and familiarity in managing people and marketing communications. This applies across the management and marketing spectrum, but particularly in negotiations and problem solving with local stakeholders, and in localizing communications for brands that are entering Asia or trying to improve their brands' impact.
AMA’s senior advisory personnel with decades of working in Asia with both local as well as expatriate country managers and brand managers have first-hand experience of what it takes to connect with the local market on multiple levels. Therefore AMA takes considerable pride in sharing these experiences and advising clients on how to manage across cultures and markets in Asia.
"AMA takes considerable pride in sharing these experiences and advising clients on how to manage across cultures and markets in Asia"
More specifically, we are good at training market managers and brand managers on critical topics such as handling the media, reputation management among internal staff as well as external influencers, cultural pitfalls and body language during negotiations in different markets in Asia, as well as sensitive matters such as managing legacy issues left behind by a predecessor.
At a more tangible level, localization of brand communications is something that is most critical for any brand trying to crack Asian markets, and international boutique brands do have a tendency to be centralized in terms of brand guidelines in the interest of maintaining quality and consistency of positioning across markets. This is where AMA can help bridge the gap by ensuring that the global positioning of the brand remains intact but the communication can still be localized to ensure that the messaging is on-point for Asia.
