This paper addresses the issues arising from an objective review of a dozen years observing and participating in brand building exercises in the Asia Pacific region. An examination of the way in which available budgets are deployed led to questioning the objectives of the researches conducted. A recognition that even fully globalised brands performed differently in different environments led to an examination of what really drives brand success. Two conclusions were reached: 1) that robustness of a brand - a measure of its likelihood of realising its potential - is a vital and easily measured aspect of brand management. 2) that whilst global brands and hence global positions can be achieved, the elements of the actual marketing mix will have to be adapted to achieve those positions in different socio-marketing environments. This process is referred to as glocalisation.