Cracking the Code of “BIGO Speed”: A Globalization Strategy with Local Sensitivity
Building a successful social product is challenging. Building one for the global market is even harder. Yet by 2019, BIGO had already expanded into more than 150 countries and regions, with nearly 400 million monthly active users (MAU). For most companies, entering emerging markets often means cautious, incremental moves—conquering one city or one region at a time. BIGO, however, disrupted that conventional wisdom with what many call “BIGO speed.”
Three aspects of BIGO’s globalization strategy stand out.
First is its perspective on globalization. For many Chinese tech companies, “going global” was once a way to extend growth after domestic markets reached saturation—often relying on a playbook of scale and cost advantage. This worked for tool-based apps but rarely applies in social networking. The social media landscape abroad is already dominated by entrenched giants, and user cultures differ too sharply for simple replication.
BIGO approached globalization differently. Instead of treating international markets as mere outlets for traffic monetization, BIGO treated them as extensions of its “home market.” It built localized teams in six major regions—Americas, Europe, East Pacific, Middle East, Southeast Asia, and South Asia—ensuring that cultural, linguistic, and even religious nuances were respected. Teams were required to be on the ground full time, not managing markets remotely. This “global equals local” mindset allowed BIGO to navigate cultural landmines that algorithms alone could not resolve, from ethnic tensions to social taboos.
Cultural understanding then translated into operational strength. In Thailand, BIGO partnered with international schools to reach students. In Vietnam, it tapped into youth curiosity with playful, trend-driven content. BIGO Live lowered participation barriers by offering features such as microphone interactions, dance tools, and animated icons—enabling even users with limited literacy to fully engage. For Indonesia and India, where group rituals and communal activities are central, BIGO developed multi-user room functions.
With this localization-first model, BIGO has shown that speed does not have to mean superficial expansion. Instead, it means embedding deeply and respectfully into each market while scaling globally.
Decentralized Social Models: Strengthening Community Value
Although live streaming and short video form BIGO’s core businesses, the company clearly has larger ambitions.
Traditional social platforms rely on centralized, top-heavy models where traffic funnels toward celebrities and influencers. Ordinary users are often reduced to passive spectators. BIGO took a different path. Its platform emphasizes long-tail and mid-tier creators, ensuring inclusivity and grassroots engagement. This decentralization allows communities to flourish independently without being overshadowed by a handful of “superstars.”
On BIGO Live, nearly 20% of users actively choose to become streamers. That means one in five users are not just consuming but producing content. This participation rate highlights BIGO’s ability to empower self-expression on a global scale.
Equally significant is BIGO’s “family culture.” Families on BIGO are groups of users bonded by common interests and goals, collaborating to achieve recognition and rewards. This structure transforms BIGO from a mere content platform into a decentralized social network where identity, belonging, and shared purpose matter. In culturally diverse markets, this model resonates deeply, offering users both social connection and cultural recognition.
By decentralizing both visibility and opportunity, BIGO has built a value base that is not only innovative but also resilient.
From Social Engine to Entertainment Ecosystem: BIGO’s Three-Stage Rocket
Social networking generates traffic, but true business potential lies in transforming that traffic into sustainable ecosystems. BIGO, with hundreds of millions of global users spending an average of 40 minutes daily on its platforms, is now at a crossroads similar to Tencent’s early years.
The company has already begun laying the foundation for a broader entertainment ecosystem. In January last year, BIGO hosted its first annual global gala in Singapore, attracting thousands of representatives and millions of online viewers. Performers from North America, South America, Europe, the Middle East, and Asia showcased local talent, turning the event into a window of cultural exchange as well as a celebration of digital creativity.
BIGO has also made headway in gaming. Its live gaming content is gaining traction in Brazil and Southeast Asia, while casual social games are booming in South Asia and the Middle East. Partnerships with global brands like Razer and regional esports sponsorships highlight its ambitions to integrate deeper into the gaming economy.
Meanwhile, BIGO’s growing influence has attracted mainstream entertainment. Japanese celebrities like Ryo Nishikido and Jin Akanishi chose BIGO Live for their debut global livestreams. Earlier this year, BIGO hosted a 24-hour global charity concert that drew nearly 4 million viewers and earned recognition from the United Nations Foundation.
This is the foundation of what can be called BIGO’s “three-stage rocket.” Stage one: mass-scale social platforms that generate traffic. Stage two: vertical expansion into gaming, entertainment, and talent monetization. Stage three: integration of these ecosystems into a full-fledged entertainment network.
Financially, this potential is underappreciated. While companies like Meta trade at price-to-earnings ratios of around 28 and Match Group at over 30, BIGO’s parent company, JOYY, trades at far lower multiples. Yet the global opportunity—estimated in the tens of billions—suggests strong upside if BIGO continues executing its vision.
Conclusion: BIGO’s Next Chapter
BIGO’s globalization strategy has never been about cloning existing models or relying solely on algorithms. It is about treating every market as unique, empowering ordinary users through decentralized participation, and building a cultural ecosystem that extends far beyond social networking.
As BIGO ventures deeper into gaming and entertainment, it is positioned not just as a social media platform but as a global entertainment powerhouse. The future battles will not be about scale alone—they will test BIGO’s ultimate strength: local adaptability in a world that is anything but uniform.
In this sense, BIGO is not just keeping pace with globalization. It is redefining what globalization can look like.
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