Can You Really Go Global Without Going Local?

How do you win a market that doesn’t think like you?

Sherwin-Williams, the Cleveland-based paint giant, just completed its acquisition of BASF’s Brazilian architectural paints business, home to leading local brands Suvinil and Glasurit. Instead of launching a new American-branded product line in Brazil, Sherwin-Williams chose to buy the local loyalty that already existed.

By doing so, it didn’t just gain new customers — it gained cultural fluency, regional credibility, and immediate access to trusted distribution channels. The lesson? Sometimes, the fastest way to expand globally is to acquire context, not create competition.

Why does localization matter more than replication?

Because in both Brazil and the U.S., consumers buy what feels familiar — not just what’s available. The same mistake many international brands make when entering America is assuming one message will work everywhere. But the U.S. is a patchwork of sub-cultures and buying behaviors.

The West Coast values innovation and sustainability. The South responds to heritage and trust. The Midwest prizes practicality. The Northeast loves prestige. Each region buys differently — and brands that ignore these nuances often lose before they even start.

Sherwin-Williams understood that Brazil’s paint market wasn’t just about color — it was about connection. And connection can’t be imported; it has to be earned locally.

So how can international companies entering the U.S. apply this strategy?

Start by asking:

Buying or partnering with a U.S. company can shortcut years of learning. It provides built-in relationships, brand familiarity, and operational insight that cold entry can’t replicate. In the U.S., where markets are mature and competition fierce, integration often beats introduction.

Sherwin-Williams’ acquisition in Brazil is a textbook example of how to enter a market with respect rather than dominance. Instead of arriving to “show how it’s done,” the company approached with curiosity — acquiring a brand that already understood local preferences and customer behavior. It’s a reminder that humility can be a competitive advantage, and that entering through acquisition often bakes local insight into the foundation of future growth.

The companies that thrive here don’t force fit; they fit in first — and then lead with what makes them different.

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