Uganda: The Ugandan Paradox - Why Global Strategies Fail and How to Truly Launch a Brand

30 October 2024
opinion

When multinational companies set their sights on Uganda, they often fall into a familiar trap. Their approach?

Replicating the very blueprint that brought them success elsewhere and attempting to install it in the Ugandan market. On the surface, this seems logical. After all, if it worked at home, why wouldn't it work in Uganda? But this assumption is like taking an award-winning Ugandan chef to Nigeria and expecting them to prepare rice the same way locals enjoy it.

Sure, it's still rice, but how it's consumed, appreciated, and prepared is entirely different. Now, what often happens is that these companies -- knowing they are in foreign territory -- hire a local marketing agency. It is a good move. Local agencies understand the landscape, the culture, the people.

They craft strategies specifically for Ugandan consumers. But then, something curious happens. The company's global team steps in and overrides that local expertise. They dictate how things should be done, often bringing in a campaign that worked in another market and assuming it will resonate just as well in Uganda. This top-down approach is where things begin to unravel.

Take, for instance, the 'Buy Uganda, Build Uganda' slogan that companies love to rally behind when launching locally-made products. It is a patriotic message, right? But here is the catch: Ugandans aren't necessarily sold on the idea that 'made in Uganda' equals better. In fact, over time, many Ugandans have learned to be wary of this slogan.

To them, it often signals inflated prices or compromised quality. So, pushing this narrative too hard might backfire. Unlike other markets where local pride drives sales, in Uganda, it is a bit more complicated.

Another misstep is involving government officials in product launches. Picture this: you have got a flashy event with a high-ranking minister giving a speech, cutting ribbons, and posing for photos.

But while this may seem like a win from a PR perspective, it often invites skepticism from Ugandan consumers. Government involvement doesn't necessarily inspire confidence here -- it raises questions. And yet, so many businesses make this mistake, thinking they are following a tried-and-true formula.

So, how should a brand approach Uganda? The answer is simple, but it requires a shift in thinking. Bring your blueprint, your systems, your processes -- but before you do anything else, Ugandanize the message. You need to understand how Ugandans like to be spoken to, how they perceive products, and what resonates with them culturally.

The product may be universal, but the communication needs to be tailored. When you Ugandanize your message, you make the product feel like it belongs here, not just imported from elsewhere. And here is where things often go sideways: micromanagement. Companies bring in local talent -- copywriters, designers, marketers -- only to second- guess them at every turn.

If you have hired an agency to localize your brand, trust them to do their job. Yes, you can guide the overall direction, but dictating every word, every image, defeats the purpose. After all, if you are going to write the copy yourself, why hire them in the first place?

There is also a tendency to go big right out of the gate -- flooding TV screens, billboards, and social media feeds with glossy, high-budget ads. But here's the thing: Uganda is not waiting for your brand with bated breath. When you are new to the market, you don't have the luxury of being clever or cryptic.

Start simple. Your message should be clear, direct, and easy to understand. Once you are certain Ugandans know what your product is and why they need it, then you can ramp up the advertising.

And how do you know when they have understood? This is where the real work begins. Don't just rely on research reports from your agency. Leave the boardroom, get out there, and talk to people. Walk through Kampala, visit the smaller towns, and ask locals what they think about your product.

Their feedback will tell you far more than any presentation deck ever could. In the end, launching in Uganda isn't just about executing a well-planned campaign; it's about adapting. It is about understanding that what worked in New York, London, or Johannesburg won't automatically work here.

Uganda is a different breed. So, before you dive headfirst into the market, pause. Ask yourself not how you can replicate success but how you can create success specifically for Ugandans.

Because if you don't, six months down the line, after you have burned through millions in advertising and your key performance indications remain unmet, the blame game will begin. The agency didn't deliver. The market wasn't ready. But the truth is, the real issue will be that you tried to transplant a foreign strategy into Ugandan soil without first tilling the land.

Uganda doesn't need a copy-paste blueprint. It needs a thoughtful, local-first approach that respects its unique cultural and commercial landscape.

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