Brazil is one of the largest consumer markets in Latin America. With a nominal GDP of around US$2.28 trillion, the country was the region’s largest economy in 2025, according to the World Bank, ahead of Mexico and Argentina, and accounts for roughly 30% of Latin America and the Caribbean’s total value. Add to that a population of more than 210 million people and a highly connected public, and it is clear why the country is often cited as an expansion priority for foreign companies.
But problems can arise when HQ takes a plan that worked in the United States, Europe, or even Mexico and tries to apply it in Brazil without adjusting it.
Brazil is not “just another Latin American country”
Coordinating the Brazilian region from hubs like Miami or Mexico City, as if LATAM were a single bloc, is an approach that tends to create noise. Brazilians speak Portuguese, and consumption, shopping, and the way people look for information all have their own dynamics. The country’s history also differs from that of the other countries in the region: Brazil remained unified under Portuguese rule, while many of its neighbours emerged as republics formed after Spanish colonisation.
In practice, a campaign designed in Spanish and merely “adapted” into Portuguese, without the involvement of local professionals, tends to signal superficial market research. Automated content or direct translations that lack cultural nuance struggle to create a real connection, and both audiences and media outlets notice the difference.
How media consumption is organised
In Brazil, two “worlds” coexist and complement each other.
On one side is digital consumption, driven by platforms such as Instagram, WhatsApp, and TikTok, which are part of the daily routine of a large share of the population. A study on online consumption habits shows that Brazil tops a list of the average time (in years) people spend connected on social media, and a large part of the conversations about brands happens in these spaces.
On the other side are traditional outlets, which continue to play a strategic role in building reputations. Appearing in a top-of-mind outlet – that is, one of the first outlets recalled as a reference by the target audience – gives a brand a seal of credibility that paid advertising alone does not always deliver. For this reason, media presence is typically one of the pillars of a press relations strategy for newcomers.
Also of note is the growth of retail media: marketplaces and retail chains increasingly function as advertising channels, and it is there that many purchase decisions are made. Therefore, press, paid media, and points of sale should be thought of in an integrated way, rather than as separate fronts.
What changes in practice for international brands
Adapting to the Brazilian market goes beyond translating materials. In practice, it involves three main decisions:
Choice of channels and outlets. Instead of replicating HQ’s’ media mix, start with the path which consumers take towards purchases. In Brazil, this journey usually combines social media, conversations in messaging apps, marketplaces, and retail chains, while leading press outlets help to build credibility. A technology brand, for example, may prioritize business and technology outlets to boost its reputation, while also adapting its marketplace pages to convert sales. To define this mix of channels, it pays to map which outlets target audiences actually consume, rather than starting from the list of those which are best-known.
Adapting a global story angle. A global launch or study will rarely earn coverage in Brazil without a local angle. Journalists will always look for what the story means for Brazilian readers: country-specific data, a local spokesperson, the impact on prices or regulation. For example, a global study on digital payment habits can gain relevance when accompanied by Brazilian data, and a local executive to provide comment. The same goes for sustainability: a global commitment only holds up if it leads to concrete actions in Brazil.
Approaching different audiences. Tone and channels can change depending on the goal. For consumers, familiar and – in many segments – humourous language tends to work better than formal corporate speech. For investors, partners, and specialized press, the focus shifts to data, market context, and clarity about the operation in the country. A single news item usually calls for different versions, depending on the audience.
Content creators: Niche before reach
The biggest names don’t always bring the best results. Niche creators and regional leaders, with smaller but highly engaged audiences, tend to generate more trust and conversion.
In practice, it is worth choosing influencers based on their affinity with the category and the quality of their audience, not just their follower count. Smart influencer management starts with this criterion, and defines in advance what the brand expects from the partnership, whether it’s awareness, product reviews or sales.
Press relations: A gradual build
Earned coverage in leading outlets rarely happens overnight. It usually depends on a relationship with journalists that is built little by little, through conversation and familiarity.
Reporters receive dozens of pitches every day, so it helps to know each professional’s beat, preferred means of contact, and the best time to approach them. With long-standing contacts, a quick WhatsApp message may do the trick; other journalists prefer a formal email.
The pace of newsrooms is also worth considering, since a story can emerge and change perceptions of a brand within a matter of hours. For newcomers, following the day’s news agenda makes it possible to join relevant conversations, as long as the content is adjusted to each outlet and each journalist. Speed helps, when combined with strategy.
Where to start
To enter the Brazilian market, make sure to rely on professionals who know the local market, define which channels and outlets make sense for each brand’s audience, and adapt each global story using data, spokespeople, and examples that are relevant to the country. This plan should be revisited over time, as the brand learns how its audience gets informed and makes purchase decisions.