Impact of Local Cultural Norms on Marketing Strategies of Indian FMCG MNCS in South Africa

Abstract

This paper investigates the impact of local cultural norms on the marketing strategies of Indian Fast-Moving Consumer Goods (FMCG) multinational corporations (MNCs) operating in South Africa. In a multicultural society defined by linguistic diversity, collectivist values like Ubuntu, and strong informal trade systems, Indian brands face both opportunity and challenge. The study utilizes a multi-method analytical approach, including literature review, industry data, and detailed case studies of Dabur, Tata Consumer Products, and Godrej Consumer Products. Findings indicate that Indian MNCs that align their marketing strategies with South African cultural nuances through language adaptation, inclusive visual representation, value-based messaging, and informal retail integration experience significantly improved consumer engagement and sales growth. Key behavioural patterns were identified, such as price sensitivity, shared household consumption, and the influential role of women in purchasing decisions. Marketing success was highest when companies localized campaigns to reflect township values, partnered with community influencers, and synchronized promotions with local events. Conversely, ethnocentric branding and failure to engage with informal economies led to underperformance. A five-step Cultural Marketing Framework is proposed to guide Indian firms in culturally responsive strategy development. The paper concludes by emphasizing that cultural understanding is not peripheral but central to business success in emerging markets. Future research can expand the model across other African economies and deepen it through field-based consumer studies.