In this contribution, Shyam Vasudevan, Director and COO of IdeaWorks and one of TPBO’s Insight Partners, draws on two decades of practice across 89 countries and direct experience shaping several Indian state brand strategies to examine one of nation branding’s most consequential questions: should a country speak with one voice, or many?
When One Voice Is Not Enough
Should nation branding pursue a unified (‘branded house’) strategy or promote distinct regional identities (‘house of brands’), and what are the consequences for national growth?
A nation is defined by people united by a common vision and a shared geographic boundary. This bond forms a psychological contract that reinforces identity and a sense of belonging. Nations adopted branding to promote tourism, trade, talent migration, and boost their global reputation. For example, the US dollar retained international status even after President Nixon ended its convertibility into gold in 1971. In recent years, nation branding has evolved from public diplomacy and relations to more strategic, focused brand narratives, showing a shift in how countries approach their international image.
As nations embrace branding, modern societies face growing anthropological, cultural, linguistic, and identity challenges. In branding terminology, a ‘branded house’ is a strategy in which a single overarching brand represents the entire nation, with various regions or sectors adopting a unified identity under that brand. By contrast, a ‘house of brands’ approach recognises and promotes multiple distinct brands within the same nation, allowing each region, state, or sector to highlight its own unique identity and strengths. As a result, nation brand managers have increasingly shifted from a branded house model to a house of brands approach that accommodates political realities. Today, nations often consist of diverse ethnic and linguistic groups unified by a federal structure.
This evolution underscores the need for national branding to navigate complex realities. Drawing from my experience managing India’s place brand, the country exemplifies the complexities of national branding. India is home to 1.4 billion people, over 19,500 languages, and more than 705 tribes. The constitution protects the religious identities of all groups. India’s cultural roots span thousands of years across South Asia. Geographically, it is divided into 36 states and union territories, primarily along linguistic lines. How can such a diverse nation be effectively branded?
From Incredible India to a Federation of Brands
The ‘Incredible India’ tourism brand highlighted the country’s diversity and vibrant imagery. Internationally, India was often seen as a land of snake charmers and mystics, a perception that initially attracted tourists and helped India establish itself on the global tourism map. Following independence, the government viewed tourism as a valuable source of foreign exchange.
Later, as India industrialised in the 1980s, a conflict emerged between this brand image and the country-of-origin effect. Indian products were not taken seriously because the prevailing image did not align with the nation’s growing expertise in various fields. In 2006, the government introduced a business brand for India to drive trade, investment, and technology transfer. Managed by the India Brand Equity Foundation, a public-private initiative, the brand highlighted India’s scientific and business accomplishments. India gained recognition for its vast pool of tertiary-educated scientific talent and expanding presence in world commerce. Nonetheless, economic development remained concentrated in urban centres with established infrastructure.
In 2014, the brand stewardship model shifted again. The new organisation, Invest India, was formed as a partnership between the federal government of India and the states. Each state created its own investment and trade promotion body to independently market its advantages internationally. Invest India empowered these agencies to develop unique brand identities and leverage their respective strengths.
India’s recent transition from a branded house to a house of brands has sharpened its economic and social gains. Official measures such as India’s Gini index and poverty rates improved alongside robust GDP growth. This correlation highlights the power of a branding approach that leverages and respects diversity to achieve more. It is essential to recognise that these positive results reflect a combination of policy, economic, and social measures, with branding playing a supportive role in fostering change. By adopting a more inclusive, regionally nuanced branding approach, states and regions attracted targeted investments, boosted stakeholder engagement, and effectively communicated their value propositions to citizens, investors, and global partners.
Branding thus acted as an enabler, amplifying the impact of broader initiatives by aligning perceptions with the strengths and opportunities of various parts of the country. Nevertheless, branding was not the primary catalyst for progress. Advancements in social equity and economic growth resulted from coordinated initiatives in governance, infrastructure, social programs, and investment promotion. The evolved branding strategy complemented these efforts by providing consistency and visibility, increasing their influence both domestically and internationally.
Seven Indian states have adopted trillion-dollar growth strategies for 2030 to 2040. I contributed to the brand identities of several, guiding them through a SWOT-based process to identify strengths and address weaknesses. They prioritised win-win partnerships, policy consistency, low taxes, competitiveness, education, infrastructure, and the four pillars of investment branding: growth, market, talent, and opportunity.
Reflecting these shifts, today every Indian state has a startup hub. India is now the world’s third-largest startup ecosystem, with over 159,000 startups employing more than 1.6 million people. This democratisation of enterprise serves as a valuable model for other countries.
Diversity as Strategic Advantage
How does India’s brand strategy contribute to its growth? A brand creates a relationship between an entity and its audience, personalising interactions. While products or services may falter, a strong brand sustains these relationships, helping a nation navigate challenges and adapt to change. It creates opportunities for citizens. By moving from a branded house to a house of brands, India has become more resilient.
Today, its states and regions are recognised for their unique identities and strengths, and citizens benefit from more democratic development. This approach fosters pride and participation in a shared vision. However, the house-of-brands strategy is not without downsides. Greater emphasis on regional identities can sometimes lead to fragmentation, increased interregional competition, or inconsistent messaging. It requires careful coordination to ensure that regional brands complement, rather than compete with, the nation’s overarching image. A thoughtful nation brand strategy that anticipates and manages these challenges can achieve great success.
Shyam Vasudevan is Director and COO of IdeaWorks, a communication design and brand strategy firm that has partnered with 22 place brands across 89 countries since 2006. Based in India, he has contributed directly to the brand strategies of several Indian states and brings a practitioner’s perspective to how the world’s most complex nation brand is evolving.
