Understanding each market's cultural DNA is crucial for success in marketing

Hi, it's Lara here.

Ever heard the saying that Britain and America are two nations divided by a common language? Well, when it comes to marketing, that divide runs deeper than deciding whether to spell it 'color' or 'colour.'

Picture two cousins who grew up in different households - they might share DNA, but one charges ahead with bold statements about success, while the other prefers a subtle nod and a knowing wink. That's the US and UK marketing landscape in a nutshell.

It's about understanding the DNA of these markets, shaped by centuries of different experiences. Modern-day US, born in revolution, embraces disruption and self-determination like a tech startup in full stride. Meanwhile, the UK, with its centuries of monarchy and tradition, approaches change more like a careful curator at a prestigious museum.

As marketing guru Mark Ritson loves to point out, sharing a language doesn't mean sharing a mindset. It's like assuming two people will have the same taste in music just because they both speak English. The reality? These markets dance to very different tunes.

Let's talk numbers for a moment. According to Hofstede's Cultural Dimensions (researcher speak for "how different cultures tick"), there are two fascinating differences at play. First, Americans tend to think in shorter time frames than their British counterparts - imagine planning a dinner party - Americans might start planning a week ahead, while Brits are already thinking about next season's gatherings. This shows up in their scores: US comes in at 26 for long-term thinking, while the UK sits at a more forward-looking 51.

Take John Lewis and Macy's - two department store giants with very different approaches. John Lewis crafts emotional stories that build over years, rarely mentioning prices or pushing for immediate sales. It's like they're writing a novel, chapter by chapter. Macy's? They're more like a daily newspaper, focusing on the immediate - doorbusters, flash sales, "buy now before it's gone!"

But here's where it gets interesting: these cultures handle uncertainty very differently. The US scores 46 on uncertainty avoidance (meaning they prefer things clear and structured), while the UK scores 35 (suggesting they're more comfortable with ambiguity and reading between the lines). Think of it like giving directions – Americans might say, "turn left in 100 feet," while Brits would say, "take a left just past the pub."

This comfort with uncertainty shapes how brands speak to their audiences. Insurance advertising perfectly illustrates this cultural split. In the US, Geico's ads are like a well-organized PowerPoint presentation: "15 minutes could save you 15% or more" - boom, boom, boom. Cross the Atlantic, and comparethemarket.com's campaigns feel more like a casual chat at the pub, with meerkats discussing life over tea. Both sell insurance, but one gives you the facts straight up, while the other takes you on a more whimsical journey to the same destination.

Even McDonald's changes its tune across the pond. In the UK, they serve their marketing with a side of wit and subtle humor. In the US, it's all about the facts - here's what's in your burger, here's why it's good. Same golden arches, different story.

Geography plays its part too. Marketing in the UK is like playing on a small football pitch. The US? That's more like coordinating a cross-country marathon, with each region requiring its own playbook.

This extends to crisis communication too. When things go wrong, US brands typically respond with detailed action plans and commitments. UK brands often take a more nuanced approach, using humor or understated acknowledgment to navigate troubled waters.

Some brands have mastered this cultural tightrope walk. Burberry kept its British charm while speaking American marketing language. Ben & Jerry's adapts its message thoughtfully for each market – emphasizing sustainability initiatives in the UK, while celebrating moments of joy in the US. Others learned the hard way - poor Marks & Spencer stumbled in the US by assuming what works in Manchester would work in Manhattan.

Here's the thing about marketing across these two markets: it's not about choosing between long-term brand building and quick wins. It's about finding the right balance for each market. Think of it like cooking - same ingredients, different recipes.

The secret sauce? Understanding that success isn't just about translating words but truly comprehending each market's cultural DNA - the history that shaped it, the geography that defines it, and the social values that drive it. It's about knowing when to be bold and when to be subtle, when regional nuance matters and when national messaging works. These aren't just different markets - they're different mindsets formed by centuries of distinct experiences.

After all, it's not about speaking the same language - it's about understanding the mosaic of cultural perspectives shaping both markets.

Lara O’Shea
Founder of Strategy Latitudes & Member of the BeenThereDoneThat Expert network

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