This article is part two of a three-part CMA Café series based on a roundtable discussion with senior marketers on what it means to be Canadian, branding, and tariffs. Here is the link to the first article for your reference: Navigating Cost Pressures: Inaction is riskier than change | LinkedIn

We started off our discussion with a great ice breaker, asking participants to come armed with words they either do or don’t want to hear today. This exercise offers a great pulse check on language and phrases are gaining traction versus those that have become noise.

Participants shared fatigue with overused or performative language such as “proudly Canadian”, “contingency plans,” and “wait and see.” These terms, although once useful, are now seen as signals of indecision or reactive thinking. Others noted how positioning rooted in nationalism like “Canadianwashing” can feel opportunistic. possibly underhanded, if not substantiated through action and transparency. Which begs the question …

How can large brands be relevant around the world and around the corner?

The Fine Act of Balancing Global Presence with Local Positioning

The challenge for many businesses lies in maintaining a cohesive global identity while responding to highly localized market realities. Multinational brands operating in Canada or Canadian brands expanding internationally face a heightened need to localize without losing their core positioning. During our chat we dove into the competition between Canadian-owned companies and global competitors deeply embedded in the Canadian market and the fine line to walk.

While companies may not be Canadian-owned, they often employ Canadian workers and partner with Canadian franchises, further complicating the narrative of local versus global. After acquiring 122 leased Canadian Woolco locations, Walmart launched January 1994, instantly making them the second largest retail chain. Today they boost over 400 Canadian locations, selling many Canadian and international brands and employing over 100,000 Canadians. When you compare them to the failed Target launch and the sad recent news about the closing of Hudson’s Bay (good to see Canadian Tire pick up the HBC IP to keep the heritage alive) one comes to realize that homework is needed to enter and maintain in the market through embracing and celebrating what resonates with consumers.

According to Statista Canada, Multinational Enterprises (MNE) employ roughly 4.36 million Canadians, which is over 34% of Canada’s corporate sector work force. Ontario is above the average with just under 40% of corporate jobs tied to MNEs, furthering a clear unity of global companies and local employment. Take that a step further, Franchise Canada (CFA) cites over 1,300 franchise brands and 80,000 franchise locations operate in Canada, drawing roughly 20% of consumer spending.

This all folded in nicely with our discussion, we all agreed that the strongest strategies are those that adapt to the needs and expectations of each market, while remaining true to the brand’s purpose. Flexibility in tone, messaging, and even product naming can make a significant difference, particularly when expanding into or defending territory in foreign markets. Context is everything, and rigid branding can hinder growth when shifting consumer sentiment. MNEs that develop and integrate Canadian-focused initiatives into global campaigns, including partnerships with local charities and nonprofits that deliver essential services to Canadians will win the day.

Words you Want to Live By

Keeping this in mind and returning to our ice breaker exercise, the group galvanized around concepts like “authenticity,” “possibility,” “resilience,” and “value” as meaningful. The desire is clear: marketers want to move beyond the surface and into language that reflects confidence, forward motion, and practical optimism. The industry is tired of posturing and positioning and has an appetite for clarity, substance, and accountability.

Active International and the Canadian Marketing Association hosted an exclusive gathering of senior marketers to discuss tariffs, branding and what it means to be Canadian.  In our round table, we were joined by Marina Baric (Former VP Marketing, Ex-Osmow’s), Irene Daley (VP Marketing, Canadian Tire), Idan Driman (VP Marketing, Pet Valu), Adrian Fuoco (CMO, Pizza Pizza), Glenn Martin (President, Stratagem), Mark Wakefield (Former EVP Marketing, Ex-Ferrero) and Indresh Kohli (Dr. Oetker) as a contributor.

How have you successfully thought globally and resonated locally? Would love to hear just how you have done it: steve.muscat@activeinternational.com