When I ran a global World Bank Initiative, merging ICT in education, back in 2006 - 2010, we faced community resistance against training female teachers. We sought support from within the community, so that we selected a project leader from within that spoke their language and their culture which was more convincing, we also took other measures such as availing female-only transportation buses and changing training hours. During the cascade training, 50% of the Master Trainers were women, who trained other women in their own villages. Eventually, the program spread in more than 38 countries in Africa, MENA and some Asian countries.

When you're trying to enter a new market, it all comes down to building genuine relationships with the local community. Involving local leaders and influencers who already have the community’s confidence. They can help open doors and create a sense of legitimacy for you. Next, make sure you adapt what you’re offering to suit the local preferences. You might need to tweak your product or service slightly, but it's worth it. People are more likely to connect with something that feels familiar and useful to them. I was working on a waste management initiative, we faced resistance at first. It wasn’t until we partnered with local RWA leaders and adjusted our approach to fit the area’s specific needs that we saw a shift in attitude.

Initially it quite challenging but as you adapt the situation, it becomes a routine for you. To start expand in new region you need to first understand 3Cs i.e. - Community Behaviour - Correlation with Initiative - Cost involve Because these factors play a vital role in defining a project. Once you are done with these 3Cs, move forward to 3As i.e. - Alignment - Adjustment - Action With above you can expand in any region in world with finding a win-win situation for all. Communities are always supportive, just we need to understand their perspective too and clearly communicate your point of view.

Envolver-se com a liderança local é fundamental, eles conhecem as demandas da comunidade, conhecem a raiz dos problemas, e por isso conseguirão auxiliar no planejamento e adequações necessárias em projeto de CRS para a comunidade. Adicionalmente essas lideranças estão proximos aos moradoras e exercem uma influência positiva, o que favorece os diálogos e por consequência contribuem na superação dos conflitos.

A very seminal paper written by Yang: "Dealing with Institutional Distances in International Marketing Channels: Governance Strategies That Engender Legitimacy and Efficiency" (2012) has a very good contribution: This resistance called "market ambiguity/legitimace pressure" can be handled with governance strategies (contract customization annd relational goveranance). It means, you can not act as local, consider your adaptation in terms of Yang.