Food Globalization: Localization of Products and Talent Is Not Always Necessary

People around the world use nearly identical smartphones, computers, and even drive similar cars. But when it comes to food, why do we emphasize localization so much?

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Globalization—whether in terms of products or talent—does not necessarily require “localization.” This perspective may differ from the conventional wisdom that insists on hiring local talent and developing products tailored to local preferences. However, my argument is not about rejecting localization but rather questioning whether it is always a necessity.

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Why? Tea originated in China and is now enjoyed worldwide. Coffee, which traces its roots to Ethiopia, is now consumed in nearly the same form across the globe. Coca-Cola, born in the U.S., has maintained its signature taste worldwide. Indian curry and Mesoamerican chocolate have not lost their authentic flavors despite being embraced globally. A recent personal experience reinforced this idea for me—I have gradually developed a fondness for Korean kimchi stew, once again proving the saying: What is deeply rooted in a culture can also be appreciated worldwide.

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That’s why I resonate with a perspective Bella once shared: if a food product has gained popularity in a specific region, it has already been validated by “big data.” In theory, any food that thrives locally has the potential to go global.

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Japan successfully introduced bottled tea and Calpis (originally from Mongolia) to the world, while Korea’s Bibigo has made dumplings a global favorite. These cases should give Chinese food brands confidence—if delicacies originating from China can win over global consumers, there is no reason they can’t succeed abroad.

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The ongoing expansion of Chinese tea brands such as CHAGEE and Heytea into overseas markets is a testament to this. They haven’t drastically altered their products to fit local preferences—at most, they have made minor adjustments.

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When it comes to localization, the most common adaptation is choosing a name that resonates with local consumers—such as Coca-Cola’s translation into the iconic “可口可乐” in Chinese. Packaging may also be redesigned to align with local cultural aesthetics, and flavors might be slightly adjusted to cater to regional tastes, but the core product remains unchanged. For example, Qiaqia has simply added a coconut-flavored variant of its sunflower seeds for the Thai market.

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As for talent, does a company have to rely on local hires? Not necessarily. When Huawei first expanded internationally, the majority of its overseas teams consisted of Chinese employees. Similarly, when Aice Ice Cream entered Indonesia, its entire initial team was composed of Chinese professionals. The reality is that talents nurtured in China can be just as competitive on the global stage. Chinese professionals should confidently take on leadership roles in international expansion.

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In short, localization is an option, not a requirement. Whether in products or talent, businesses should evaluate the necessity of localization based on their specific goals rather than assuming it as a default strategy.