Demands from the global Muslim community, depending on the industry, are coming from all corners of the globe. Halal & Sharia-compliance would be necessary processes (and components) for companies as “must-haves” in order to market to this segment.
But how can a business manage fulfilling the immensely complex socio-cultural requirement of this segment?
Depending on where the Muslim consumer is, his age and income, his needs are very different than that of a fellow brother in another corner of the world.
This can be a perplexing issue for a business operating in the traditional, centralized HQ, operating model. In-fact, it would be next to impossible to obtain customisation as per the local markets’ consumers’ needs.
The way around this is:
- to take into account the strengths the end market offers,
- the possible extent of decentralisation and
- undertake cost-benefit analysis
Whilst doing this the organisation has to clearly evaluate to what extent can they be decentralised. They need to answer the question: “do we want to be a centrally operated business or do we want to have specific hubs that cater to a group of countries and operate independently?”
Operating on a hub strategy would enable a business to decentralise efficiently and enable customisation of products and services in line with the market needs (whilst still retaining a global brand identity).