Levi's has always tried to minimize the impact of culture on its ability to produce standardized products and campaigns. This is done to achieve economies of scale and higher quality, but cultural differences can be very significant in global and national markets. The characteristics of a particular cultural group will affect the type of products they desire and how they purchase and use them. From the 1950s to the 1980s, Lévis was the image of rebellion and counterculture with public icons such as Elvis and Marlon Brando seen publicly wearing the brand. This helped give the brand an image of originality and authenticity. But what Lévis failed to understand is that culture evolves over time and consumer behavior and choices evolve at the same time. The rap culture that began in 1992 gave rise to new trends in baggy, baggy clothing. Levi's, which sold straight and tapered jeans, failed to meet the needs of its consumer market which demanded baggy, baggy jeans, considered "cool" at the time. This demand was met by competing brands such as JNCO, Kickwear and Boss, etc., who were quick to grab Levi's market share with products more suited to the younger generation. Even Lévis' rebellious image has been taken up by other brands like Diesel and Pepe. The diversification of factors determines whether the marketing mix of the respective company can be standardized for all customers or whether it must be adapted to the different needs of each individual. These include socio/cultural, physical environment, demographic, technological, legal/political and economic factors. Socio-cultural factors: Socio-cultural factors include language, ethics, religion, values ​​and perceptions of customers. This profoundly affects middle of paper ......d while going global. The aim should be to implement an emergency approach also known as adaptation; it is an appropriate balance between the two approaches by appropriately balancing between maximizing gains from standardization and competitive advantage through adequate adaptation to local market conditions (Terpstra & Sarathy, 1994).References :• Vronti, P. & Vrontis, D. (2004 ). Levi Strauss: An international marketing survey. Journal of Fashion Marketing and Management, 8(4), Pp. 389-398. • Terpstra, V. and Sarathy, R. (1994), International Marketing, The Dryden Press. • Lehone, K. (1995), Business Review , Flight. 2 No. 2.• Jeannet, J. and Hennesey, H. (1998), Global Marketing Strategies, 3rd ed., Houghton Mifflin Company, Boston, MA.• Czinkota, MR and Ronkainen, IA (1995), International Marketing, 4th ed., The Dryden Press, Hinsdale, IL.