Localisation is an essential tool for consumer engagement as companies seek to go global. However, knowing this does not always translate into successful local adaptation.
Failures rarely stem from a deliberate choice to ignore local needs – they often result from structural misalignment, where leadership defines strategies that are difficult for local teams to execute effectively.
This can be avoided when leaders walk the ground – spending time in the ‘genba’ where operations and consumer interactions take place – to better appreciate the different needs of each market and how the firm’s entire value chain can respond to them.
“Staying curious about each market – not just the numbers, but the cultural nuances and consumer behaviours that shape how our brands are experienced day to day – is something I consider a core part of the job,” said Yukio Kimura, who became Chief Operating Officer (COO) of Glico Asia Pacific in January 2026.
“In my first 90 days with the team, I spent a significant amount of time in the ‘genba’ (the field) visiting each market. I was able to learn by listening and speaking directly to people and making observations at the source. Throughout my time at Glico, I have often gained clarity and unique insights in the field that I would not have found otherwise. I encourage my team to do the same whenever possible. Embracing ‘genba’ will continue to inspire us day-to-day in developing innovative solutions that effectively bridge our global strategies with local execution.”
What is ‘genba’?
“Genba” is a Japanese business concept referring to “the real place” where work, operations, or consumer interactions happen. In FMCG and manufacturing industries, it often refers to leaders observing conditions directly on the ground rather than relying solely on reports or data.
Avoiding localisation failures
Even the strongest global strategies depend on effective local execution.
It goes beyond knowing that healthy snacking, better-for-you products, and healthier indulgence are dominant trends that will appeal to consumers in global markets.
Understanding broad consumer trends alone is not enough to guarantee success in a fragmented FMCG landscape. While mega brands hold significant power, the market is heavily shared with regional leaders, local startups, and niche brands. Growth is dispersed because consumer tastes, functional needs, and cultural identities vary sharply across different regions.
“The most common mistake FMCG companies can make when entering the region is assuming that what works globally will work locally. The region is a mosaic of distinct cultures, taste preferences, and consumer behaviours. A global concept that resonates in one market can fall flat in another if it has not been conscientiously localised,” said Kimura.
He shared key insights on how to penetrate or stay relevant in each diverse market.
Be clear about your brand values
Kimura believes a global strategy begins with being clear about a brand’s core values, ensuring they are neither lost nor distorted. At the same time, those values must be understood from the perspective of local consumers – how they live, think, engage with the brand in their daily lives, and the cultural context that shapes those behaviours – and communicated accordingly.
In practice, this means maintaining global brand consistency while adapting execution to local market realities.
“It means being uncompromising in our global standards for quality, safety and brand stewardship, while ensuring product innovation, communications, and go-to-market strategies reflect the realities of each market we operate in,” Kimura said.
For Glico, he noted that the key snack brands like Pocky, Pretz, and Pejoy continue to perform strongly across markets.
The firm is also seeing increasing interest in its milk products – in Vietnam, ICREO is gaining traction in the country’s highly competitive domestic infant formula market, said Kimura.
Understand that food is a form of cultural expression
Ultimately, localisation should be driven by a consumer-centric understanding of the local context instead of simply exporting a fixed global model across the respective markets.
“Food is a form of cultural expression. Truly understanding that local food culture and adapting to it is the essence of localisation,” said Kimura.
He added that food is deeply rooted in daily life and culture, especially in Asia.
“While I sense a strong commonality in the way people attach meaning to what they eat, I also recognise the richness of cultural differences across countries and regions. I believe it is essential to understand and respect these cultural differences. Above all, what matters most is respect for the culture, which ultimately is the way to truly integrate into it,” Kimura said.
For Glico, each market drives culturally localised campaigns tailored to local trends and consumer preferences.
In 2025, Glico launched limited-edition Pocky Durian and Ondeh-Ondeh flavours in Singapore to commemorate SG60. The products featured Peranakan-inspired packaging designed to reflect Singapore’s cultural heritage. Given similar consumer taste preferences in neighbouring Malaysia, these flavours were also launched there.
Remember: Taste is always king
Health-minded snacking will only become more prevalent across this region, but taste remains king.
“Across the FMCG landscape, we have seen many instances where health credentials alone were insufficient to drive sustained consumer adoption. A product can have excellent nutritional value, but if the taste experience falls short, it will struggle to find a permanent place in a consumer’s routine. Ultimately, consumers will return to products they genuinely enjoy,” said Kimura.
This reinforces that successful health innovation requires discipline across the entire value chain, including how a product is formulated and communicated to consumers across different markets.
For Glico, this means adopting a balanced approach for the snack category, where health-focused formulation is built into products in ways that enhance rather than compromise the taste experience.
Recent examples include wholewheat Pocky variants and reduced-salt Pretz products.
“Consumers in the region, especially Gen Z consumers, continue to prioritise taste even as they start to see food and nutrition as a key factor in health management and disease prevention. To discerning consumers, the proactive move towards healthier options should not come at the expense of taste and texture.”
He also sees growing consumer interest in science-backed ingredients and functional benefits. As that curiosity deepens, it will continue to shape how the entire industry innovates.
Healthy indulgence is here to stay
Glico notes that the snacking landscape across Asia Pacific has changed significantly in recent years.
Consumers, particularly younger consumers, are increasingly seeking snacks that combine indulgence with health benefits.
According to an Innova Market Insights 2025 report on snack trends, 62% of Asian consumers now consume a healthy snack at least once a day, and more than one in four are actively seeking healthier options in treat categories like sweet biscuits and salty snacks.
This openness also extends to plant-based alternatives, particularly among Southeast Asian consumers.
According to Kimura, Almond Koka reflects Glico’s broader push into the health and wellness space across Asia Pacific. Positioned as Japan’s top-selling almond milk, the product has become a key offering in markets including Thailand, Malaysia, the Philippines, and Singapore.
He pointed to ASEAN’s moves towards greater nutrition labelling harmonisation as a sign of the region’s growing focus on healthier consumption.
“Governments are actively reshaping how consumers engage with food and beverage choices. ASEAN’s endorsement of unified nutrition labelling guidelines in 2025 is a strong signal of collective commitment to healthier consumption. These guidelines aim to harmonise nutrient declarations across member states, ensuring consumers have clear, consistent information about what they eat. This structural alignment across eleven markets moves the entire industry in the region forward,” Kimura said.