Nowadays, an increasing number of Chinese companies are actively expanding into overseas markets. In the process of going global, these enterprises have found that the environment they face is becoming increasingly complex and challenging due to factors such as geopolitics, trade protectionism, market differences, and cultural conflicts. A single misstep could lead to operational difficulties. To address these challenges, companies venturing abroad often adopt “localized operations” to mitigate business risks in foreign markets—a strategy known as glocalization.
What Is a Global Localization Strategy
A global localization strategy (often called “glocalization”) is the combination of a broad globalization plan with deep local adaptation. In other words, a company sets a global roadmap (markets to enter, investment scale, brand positioning) but then localizes its offerings for each market. Globalization opens access to new customers and supply chains worldwide, while localization ensures products and messaging “work across cultures and languages” in those markets. As EC Innovations explains, a localization strategy involves adapting a company’s message to local language and culture, modifying tone, imagery, and content so it resonates with local consumers. In sum, a global strategy without localization risks irrelevance; OPPO’s strong growth in Europe “demonstrates that the ‘global plus localization’ strategy is beginning to pay off.” OPPO combines global R&D and branding with local product features and marketing channels, embodying this glocal approach.
The Evolution of OPPO’s Global Strategy
OPPO’s globalization can be divided into four main phases. The first phase, from 2009 to 2014, saw OPPO focusing on the Southeast Asian market with a strategy of “adapting Chinese experience.”
The second phase, spanning 2014 to 2018, marked OPPO’s entry into markets in the Middle East and Africa, guided by the strategy of “key markets, key breakthroughs.”
The third phase began in 2018 when OPPO expanded into Europe’s high-end market.
The fourth phase started in 2020, with OPPO entering emerging markets in Latin America.
In both the third and fourth phases, the company adopted a “globalized operations” strategy.
Behind this global footprint is a pragmatic, staged approach. OPPO initially targeted “simple” markets – those culturally and economically close to China – to minimize risk. It then used those successes to push into more distant markets.
Expanding into the Middle East and Africa Markets
OPPO chose Thailand as the first country for its overseas expansion. With a population of over 70 million, Thailand had significant potential for mobile phone consumption. After analyzing the Thai market, OPPO found many similarities with China’s mobile phone market, allowing it to “adapt” its accumulated Chinese experience to the Thai market. In terms of product pricing, OPPO positioned its mid-range R-series as the flagship product. For marketing, it replicated its Chinese strategy by enlisting popular celebrities as brand ambassadors. On the product front, OPPO discovered that Thai youth, much like their Chinese counterparts, loved taking selfies, so the R-series’ “fast charging” and “high-quality selfie” features perfectly catered to their needs. A key lesson OPPO learned in Thailand was to avoid merely “copying” Chinese strategies overseas but instead to “adapt” them to local markets.
In 2012, OPPO entered the Vietnamese market by partnering with Mobile World (Vietnam’s largest mobile phone retailer and one of its top publicly listed companies). OPPO secured prime marketing resources, including storefront branding, advertising spaces, and posters, while rapidly recruiting and training 600 sales promoters to promote its phones across Mobile World’s 300+ stores. The combination of heavy advertising, affordable yet high-quality phones, and an extensive salesforce allowed OPPO to quickly penetrate the Vietnamese market.
In 2013, OPPO, together with its domestic agency partners, entered the Indonesian market. Its strategy there was to establish a premium brand image, focus on hit products, and rapidly build brand awareness. Since over 90% of mobile phones in Indonesia were sold through distributors, OPPO made them a key focus. While strengthening distributor partnerships, OPPO also rapidly expanded its local sales team. By the second year, its Indonesian team had grown to over 2,000 employees, most of whom were sales and marketing staff. This “mass salesforce strategy” proved highly effective—after extensive grassroots promotions, OPPO built a vast distribution network with over 20,000 dealer partners.
After gaining experience in Thailand, Vietnam, Indonesia, and other markets, OPPO accelerated its expansion across Southeast and South Asia. Starting in 2014, it entered the Philippines, Singapore, Pakistan, India, and other countries.
Expanding into the European Market
In 2018, OPPO entered the European market, a highly attractive region with annual smartphone sales exceeding 100 million units. However, this expansion also posed significant challenges to OPPO’s capabilities.
The European market is characterized by mature consumers, stringent quality and compliance requirements, and fierce competition from established brands like Apple and Samsung. To succeed, OPPO had to elevate its brand positioning, enhance product innovation, and build strong partnerships with local carriers and retailers.
OPPO adopted a premiumization strategy, launching flagship models such as the Find X series to compete in the high-end segment. It also invested heavily in localized marketing, collaborating with European designers and football clubs to strengthen brand appeal. Additionally, OPPO focused on complying with strict EU regulations, including data privacy and environmental standards, to ensure long-term sustainability in the region.
Despite the challenges, OPPO’s entry into Europe marked a crucial step in its globalization journey, reinforcing its ambition to become a leading global smartphone brand.
However, Europe has also been a challenging market. In late 2022, OPPO was forced to halt sales in Germany and withdraw from France after a patent lawsuit loss to Nokia. This contributed to a dramatic drop in shipments in late 2023: Counterpoint Research found OPPO’s Q4 2023 European shipments plunged 59% YoY, though OPPO has since signed a 5G licensing agreement with Nokia, which should ease matters. Meanwhile, OPPO leveraged strengths in Italy (where it had ~11% market share in H1 2023) and turned to operator partnerships to regain traction. By early 2025, the overall picture was healthier: Europe’s market edged back up, and OPPO’s targeted push helped it recover volume after two tough years.
OPPO’s European experience shows its globalization approach in action: a mix of global branding and local tactics. It invested heavily in Europe (R&D centers, HQ, sponsorships), while also tailoring its entry mode. For example, Canalys notes that in Europe, OPPO adopted strategies suited to carrier-driven sales (partnering with mobile network operators), unlike its earlier reliance on open retail channels in Asia. This willingness to reorganize its distribution and marketing model by region is a hallmark of OPPO’s globalization.
OPPO’s Globalization Approach
Stepping back, OPPO’s overall globalization approach is systematic and adaptable. It follows the “CAGE” principle of market selection: choosing markets close to China culturally and economically first, then moving to more distant or different markets. As one analysis puts it, OPPO’s expansion has been “pragmatic and progressive, from simple markets to difficult markets.” This is reflected in its entry sequence (Asia → Europe → Latin America) and its cautious, phased rollouts (“eat rice bite by bite,” in the company’s words).
Within each market, OPPO invests in local infrastructure. It often brings Chinese managers or experienced local teams (“vendors”) to run operations, but it also adapts to each region’s norms. In Europe, for instance, OPPO rebuilt its carrier relationships; in the Middle East and Africa, it leaned on strong local operator partnerships (e.g., inclusion on major telecom plans). OPPO’s product strategy illustrates localization: it offers a broad lineup (entry-level A series up through premium Find and Reno series) so it can compete in both price-sensitive and high-end segments. In Africa, the budget A60/A3 series spurred OPPO’s 22% growth; in Europe and the Middle East, it pushes camera and charging features on its high-end models to attract style-conscious consumers.
OPPO also localizes its brand touchpoints. It sponsors global sports events (UEFA Champions League, ICC cricket, Wimbledon tennis) to build worldwide recognition, but it also forges local ties: sponsoring South African sports teams or engaging in community programs. In 2024, OPPO launched initiatives like “Culture in a Shot,” highlighting intangible cultural heritage across 15 countries, and donated tablets to African and Asian schools via UNESCO. These activities serve its global mission (“Technology for Mankind”) while resonating locally. Internally, OPPO divides its business regionally with dedicated leaders, promoting cross-country coordination – an example of how it has built a global organizational structure around localized markets.
Finally, OPPO’s global R&D and sustainability efforts underpin its strategy. It continues to innovate in core technologies (fast-charging, AI imaging) that it then markets globally, but it also ensures compliance and eco-design in new regions (e.g., preparing products to meet the EU’s new USB-C and software support rules). In sum, OPPO’s globalization strategy is a carefully managed blend of global vision and local execution: strong central R&D and brand messaging, combined with decentralized adaptation of products, channels, and community engagement in each market.
Insights for Companies Going Global
OPPO’s experience offers several lessons for businesses aiming to expand internationally:
- Start Close, Then Go Far: OPPO first entered markets “close” to China (culturally, economically, or in business structure), reducing risk. It succeeded in Southeast Asia before tackling Europe or Latin America. Companies should similarly target culturally or operationally similar markets early, then leverage those experiences to enter more distant ones.
- Scale Gradually, Steadily: OPPO’s mantra is to “eat rice bite by bite”, it didn’t over-extend. It consolidated its position in one market before moving to the next. New entrants should avoid spreading too thin and build a strong base (distribution, brand recognition, support) locally before expanding.
- Adapt to Local Channels: OPPO tailors its distribution for each market: in Asia, it relied on open retail channels, but in Europe, it pivoted to carrier partnerships. Likewise, a global strategy must adjust to local business norms, whether that means partnering with local retailers, e-commerce platforms, telecom operators, or other networks.
- Localize Products and Marketing: Tailor products to local preferences (features, price points) and localize marketing content. OPPO releases different models or feature sets depending on region (e.g., battery-focused vs camera-focused phones). It also hires local teams and adopts cultural symbols (sports teams, language) to connect. A one-size-fits-all product rarely succeeds everywhere.
- Invest in Local Resources: OPPO built manufacturing plants and R&D centers abroad, and set up local customer service (thousands of service shops). Such investments reduce costs, improve supply flexibility, and signal commitment. Companies should consider local talent, factories, or partnerships to anchor their global presence.
- Build on Global Strengths: OPPO leveraged global branding (e.g., Champions League sponsorship) and technology (like fast charging) to differentiate itself, but always linked back to local benefits. Globalization works best when a brand combines world-class innovation with genuine local relevance.
By following a glocal strategy – integrating a coherent global vision with detailed local adaptation – OPPO has achieved broad international growth. Its journey reinforces that going global is not just about shipping products abroad, but about thoughtfully embedding a company in each local market. The key takeaway is clear: a successful global expansion strategy must be built on strong localization.
In conclusion, OPPO’s global success rests on its ability to think and invest globally while acting and competing locally. Business leaders aiming for international expansion can learn from OPPO’s model of combining an ambitious globalization strategy with meticulous localization, ensuring global growth is grounded in local market realities.
If your business is planning to go global, our team at EC Innovations can help you localize effectively. Contact us to explore global solutions tailored to your local markets.
