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With increasing globalization more Asian brands are venturing into new markets and attempting to entice customers from a wide range of cultures.

A successful global brand needs to present strong and differentiated characteristics to stay relevant and competitive. Given the diversity of markets, the different profiles of customers and the ever-changing business landscape, there are several issues to look out for.

Brands should create superior value. An Asian brand can command a price premium if it offers superior quality and value for money or if it offers some type of value proposition that non-brands cannot offer.

Asia has not traditionally been known to produce many global brands, barring a handful of brands originating from Japan — such as Sony, Toyota, and Honda — and South Korea — Samsung and LG. There are probably less than 10 truly global Asian brands.

This is surprising given the cost advantages that Asian economies have long enjoyed. To correct this situation, Asian brands will need to outperform their western counterparts.

Asian brands also need to offer a memorable consumption experience. One of the hallmarks of any global brand is its competence in engaging the customer and creating a unique consumption experience. This is no different for an Asian brand that aspires to go global.

But branding itself is an alien concept in many Asian countries. Given that many Asian countries are still developing, paying higher prices for branded products has not hitherto been a part of the culture. So brands will have to shake off the low-cost mindset and learn novel strategies to engage the customer and offer memorable experiences.

Brands also need to weave into the cultural fabric. One of the trademarks of an Asian brand will be its cultural heritage. Not many Westerners know much about Asian cultures. However, they do see Asia as a different and mysterious place. Asian brands should leverage these perceptions in their branding strategies.

Asian brands such as Singapore Airlines, HSBC and Banyan Tree have successfully leveraged excellent service, one of Asia’s traditional strengths, to offer customers an unparalleled brand experience.

More brands from Asia will have to figure out their unique Asian strengths when they venture into global markets instead of just replicating what successful Western brands have already done. Furthermore, many Asian brands will have to customize their offerings to suit the market so that the brand becomes woven into the local culture and becomes part of local folklore. Such a strong and wide buy-in by customers would be a strategic win for the brand in newer markets.

Asian brands also need to provide avenues for self-expression. Brands signify a wide range of lifestyle choices from being cool, successful and trendy to sophisticated, exclusive and elite. As such, more and more customers around the world are drawn toward those brands that can offer this symbolic value. Asian brands that aspire to go global will have to consciously cultivate these brand characteristics to attract and retain customers. It is easier said than done.

In today’s increasingly interconnected world, Asian brands will also need to enable global recognition. Major global brands like Nike, Starbucks, IKEA and Apple offer customers a sense of connectedness with the rest of the world. Asian brands that aspire to go global will have to create this global recognition.

Martin Roll is a Singapore-based brand consultant. His Web site is www.martinroll.com.