How new brands gain a foothold in international markets

How can companies successfully launch new brands and products in different countries? Manoella Antonieta Ramos at Halmstad University, has in her thesis mapped the tricky challenges that life science companies face when they want to expand internationally.

“Right now, I’m excited to see how my research can contribute to real changes in how companies think about international launches. My research shows that there is no one-size-fits-all solution – each market requires its own strategy.”

Manoella Antonieta Ramos, Doctoral Student

Two people looking at a world map on smart screen. One of them is explaining something to the other. Both are women. Photo.

Launching a new brand or product internationally is a challenge. It’s not enough to have a good pitch – companies also need to gain legitimacy and acceptance from different stakeholders. Manoella Antonieta Ramos has delved into the complex mechanisms that determine the success of international launches, with a particular focus on the life sciences industry.

“My goal has been to build bridges between academic research and practical industrial applications”, says Manoella Antonieta Ramos.

A woman with brown hair looking out of a window, smiling slightly. Photo.

Different challenges in different parts of the world

One of the most surprising findings is how the launch of new brands differs in developed and emerging countries. In developed countries, the challenges are mainly about internal legitimacy – getting your own employees to accept the change.

“In developed markets, the biggest challenge is often internal employee resistance and emotional attachment to existing brands”, says Manoella Antonieta Ramos.

This internal resistance can manifest itself in different ways. Employees may feel a strong loyalty to established brands and be sceptical about change. New initiatives can be perceived as a threat to the known and trusted. Therefore, inclusive efforts are required to create understanding and support for the new strategic choices.

In emerging countries, the situation is different. Here, external legitimacy is the big challenge, with problems such as unregulated markets, regulatory barriers and lack of brand awareness. Companies need to use strategies such as leveraging local narratives and involving experts.

Tailored strategies are key

The research also shows that different stakeholders have different perspectives. While strategic-level stakeholders focus more on functional aspects such as brand awareness and product utility, operational-level stakeholders value symbolic elements such as brand image and emotional resonance.

This means that companies must develop tailored strategies that appeal to different groups in different ways. A strategy that works in the boardroom may not be suitable at all on the production floor.

International research initiative

Manoella Antonieta Ramos’ research was carried out as part of the LNETN project, an international research initiative funded by the Marie Skłodowska-Curie grant. The project supported 15 PhD students at four universities and involved several companies. As part of this initiative, Manoella Antonieta Ramos also spent time in Scotland and Finland.

“It was an amazing project that provided us with many opportunities for collaboration and professional development”, says Manoella Antonieta Ramos.

The international exchange gave Manoella Antonieta Ramos unique insights into different market contexts and research strategies in several countries.

“Right now, I’m excited to see how my research can contribute to real changes in how companies think about international launches. My research shows that there is no one-size-fits-all solution – each market requires its own strategy.”

Text: Lovisa Essunger

Top photo: iStock

Portrait photo: Katarina Tran