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Key Takeaways Market resistance is usually a positioning problem, not an execution problem. The issue is typically that they communicate as if they already belong, while the market is still deciding whether to grant legitimacy.
Silence in many markets is assessment, not rejection. Audiences observe behavior long before they interpret messaging.
Companies that slow down and understand local stakeholder expectations before scaling communication outperform those that rush in with confidence-driven narratives.
Global brands rarely fail loudly. I have watched this happen from the inside. Companies enter new markets with momentum. Press coverage looks promising. Campaigns launch on schedule. Local teams are hired. Early dashboards suggest traction.
Then progress slows.
Customer interest plateaus. Partnerships take longer than expected. Internally, the conversation almost always turns to execution. Messaging must not be clear enough. The market probably needs more education.
What I have learned is that this conclusion is usually wrong.
What looks like market resistance is more often a signal that the brand is communicating from the wrong position.
When confidence turns into friction
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