In the high-stakes world of global expansion, many companies treat a new market like a math problem – plug in the numbers, solve for “profit” and wait for the results. However, as many Business School case studies reveal, the most successful market creators don’t just look at spreadsheets; they look at people.
The First Part of this article summarize that; markets are not created by products alone. They are created when companies deeply understand how people think, live, consume and assign meaning to value. Many global firms have learned (sometimes painfully) that strategies successful in one country often fail elsewhere unless they are culturally translated.
The most successful market creators are those that treat culture not as a constraint, but as strategic intelligence. Nestlé’s transformation in Japan stands as one of the most powerful examples of how cultural insight, when paired with strategic adaptation, can create an entirely new market. This part intended to take a deeper look on market creation through cultural insight and strategic adaptation by studying few global cases.
Case Study 1: Nestlé Coffee in Japan – Creating a Coffee Market by Educating the Palate Early
The Initial Challenge
Japan has a deep-rooted tea culture. Coffee, especially with its bitterness, was not naturally appealing—particularly to first-time drinkers. Traditional coffee marketing struggled to create emotional or habitual attachment.
Nestlé recognized a critical truth: Coffee rejection wasn’t ideological – it was sensory.
The Cultural Insight
Taste preferences are learned, not innate. In Japan, where subtlety and balance in flavor are prized, the sharp bitterness of coffee created resistance—especially among younger consumers.
Nestlé realized that adult coffee consumption would remain limited unless familiarity with coffee flavor began much earlier.
Strategic Adaptation
Instead of forcing coffee consumption, Nestlé took an unconventional route:
- Introduced coffee-flavored chocolates and confectionery
- Targeted children and adolescents, using sweetness to soften bitterness
- Embedded coffee flavor into positive, enjoyable experiences
This was not about immediate coffee sales. It was about training the palate.
Market Created
As those children grew into adults, coffee no longer felt foreign or unpleasant. The flavor was familiar, comforting, and accepted.
Case Study 2: Bata in Africa – Building a Footwear Market by Creating Shoe-Wearing Habits in Schools
The Initial Challenge
In many African regions, footwear was not a daily necessity for children. Shoes were often seen as occasional items rather than essential wear. This limited long-term demand and made premium positioning irrelevant.
Bata understood that habit precedes market size.
The Cultural Insight
Footwear behavior is learned early. Children who grow up barefoot are less likely to prioritize shoes as adults—unless the habit is formed during childhood.
Schools, not retail outlets, were the most influential cultural institutions shaping daily routines.
Strategic Adaptation
Bata partnered with schools and communities to:
- Introduce affordable, durable school shoes
- Position shoes as part of education, discipline, and progress
- Normalize daily shoe-wearing among children
This strategy was not profit-maximizing in the short term. It was behavior-shaping.
Market Created
As these children grew up:
- Shoe usage became habitual
- Footwear shifted from optional to essential
- Adult demand for work shoes, casual shoes, and family footwear expanded organically
Bata didn’t just sell shoes—it created a generational footwear culture, turning millions of children into future adult consumers.
Case Study 3: Unilever (India) – Redefining Affordability and Access
The Cultural Insight
In rural India, consumers were price-sensitive but value-conscious, purchasing in small quantities aligned with daily cash flow.
Strategic Adaptation
Unilever introduced:
- Sachet-based packaging at ultra-low price points
- Distribution through informal village networks
- Products tailored to local hygiene and climate needs
Market Created
Unilever expanded consumption by making products accessible without compromising dignity, unlocking mass demand across low-income segments.
Case Study 4: IKEA (Japan & China) – Designing for Space and Lifestyle
The Cultural Insight
Urban Asian homes are smaller, multifunctional, and deeply organized. Western furniture dimensions and layouts felt impractical.
Strategic Adaptation
IKEA responded by:
- Offering compact, modular furniture
- Designing showroom layouts reflecting local living conditions
- Educating consumers on space optimization
Market Created
IKEA did not simply sell furniture—it helped shape a modern urban living mindset, especially among younger households.
Case Study 5: Uber vs. Grab (Southeast Asia) – Culture Over Code
The Cultural Insight
Trust, cash usage, and two-wheeler mobility dominated Southeast Asian transport behavior.
Strategic Adaptation (Grab)
Grab succeeded where Uber struggled by:
- Accepting cash payments
- Introducing motorbike taxis
- Emphasizing local partnerships and driver welfare
Market Created
Grab evolved into a super-app ecosystem, proving that local cultural alignment often outperforms global technical superiority.
What These Cases Reveal: A Market Creation Blueprint
Across these global examples, a consistent pattern emerges:
- Cultural insight precedes strategy
- Adaptation extends beyond products into business models
- Localization is structural, not cosmetic
- Trust and meaning unlock demand before scale does
Market creation is not about convincing people to buy more—it is about making the offering feel naturally relevant.
Leadership Takeaway: Strategy Is Cultural Translation
The leaders behind these successes acted less like exporters and more like anthropologists. They observed, listened, experimented, and adapted—often challenging global headquarters assumptions.
In a world of slowing growth and saturated markets, the next wave of competitive advantage will belong to organizations that can decode culture and execute with empathy.
Closing Thought
Markets do not emerge where products are pushed.
They emerge where culture is understood.
iammoulude 
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