order number_10381_ De-globalisation (1)

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DE-GLOBALISATION1 What is your own view on De-globalisation and its impact on international marketing? How likely is this scenario in the next decade? Name Course Tutor Institutional Affiliation Location Date

DE-GLOBALISATION2 What is your own view on De-globalisation and its impact on international marketing? How likely is this scenario in the next decade? The case study presents a case for a company’s marketing efforts from a fragmented regional-based strategy into a more organized global strategy. Nissan’s marketing efforts shifted from fragmented to more cooperative globalised efforts as the use of the common slogan “Shift” across regions with slight variations in the 2002 campaign shows. A major advantage with such globalised marketing efforts such as Nissan’s “shift” campaign is that it facilitates the global rolling out of new similar products. The shift Idea was very well suited to the globalisation message that Nissan wanted to put across. With better information flow through globalisation initiatives, lifestyles and consumer preferences are becoming increasingly similar and this makes it cost-effective for multinational companies to roll out significantly similar products and marketing campaigns such as the 2002 Nissan "shift" campaign. However, the globalized marketing idea that Nissan’s 2002 “shift “marketing campaign was based on is rapidly losing popularity. This trend is rapidly gaining pace and this calls for major changes in how companies such as Nissan approach marketing. De-globalisation can be defined as the process of diminishing integration or interdependence between related units around the world (Garg and Sushil, 2018). A good example of such units is Nissan’s regional subsidiaries that are featured in the Nissan case study. As these units lose interdependence and integration they can better align their marketing and production efforts to the needs and preferences of the markets that they serve. De-globalisation has been necessitated by the shortcomings of globalisation. As it is stated in the Nissan case study it is sometimes necessary to give subsidiaries some amount of control. One of the ways of achieving this is deglobalising marketing efforts.

DE-GLOBALISATION3 I am optimistic about de-globalisation. I believe de-globalisation will enhance the performance of regional subsidiaries of multinational companies such as Nissan. The trend will help multinationals overcome most of the challenges that they face. This will be by way of shielding these subsidiaries from some of the economic risks that come with globalisation. These include great vulnerability to external economic shocks, the undesirable impacts of inflation, and capital flow restrictions (Moyo, 2019). In the recent past, the globe has witnessed persistent geopolitical divisions and economic tensions such as the rising US-china trade tensions, the rise of populism and nationalism in Europe and the imminent risk of another global recession. Businesses need to shield themselves from these risks that are linked to globalisation. De- globalisation is the way to go for organisations that seeks trade protectionism from such risks. De-globalisation will have a great effect on marketing. On the positive side, it will enhance customer satisfaction by narrowing the gap between producers and consumers. A de- globalised economy is regional and companies can easily interact with customers during marketing drives to understand their needs and interests (Rogoff, 2020). In the current globalised economy marketing efforts have a global appeal as companies try to put customers on the same scale. Nissan for example assumed that it could develop and launch closely similar products and market these across the globe through its “shift” marketing strategy. On the flip side deglobalisation will make marketing more costly since various regional subsidiaries will be forced to develop customized marketing campaigns that target the regional markets they serve. De=globalisation is a likely scenario in the next decade considering the increasing restrictions in immigration and travel. Political tensions and regional security and global terrorism have necessitated travel restrictions over the past 2 decades, interfering with both global labor and capital flow. Interferences with labor and capital movement are a big blow to

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DE-GLOBALISATION4 globalisation (Moyo, 2019). The current Corona Virus epidemic has complicated the free movement of people which is major global to globalisation (Yaya, Otu and Labonté, 2020). De- globalisation is thus possible within the next one decade. The question is however whether most multinationals are ready for complete deglobalisation for this would call for major changes in administration and supply chains. De-globalisation will thus be expensive for these multinationals but there is little option for the companies.

DE-GLOBALISATION5 References Garg, S. and Sushil, N., 2018. Deglobalisation as a challenge: a case study of the USA. J. for Global Business Advancement , 11(6), p.753. Moyo, D., 2019. Are Businesses Ready For Deglobalization? . [online] Harvard Business Review. Available at: https://hbr.org/2019/12/are-businesses-ready-for-deglobalization [Accessed 5 January 2021]. Rogoff, K., 2020. Deglobalisation Will Hurt Growth Everywhere | Kenneth Rogoff . [online] the Guardian. Available at: <https://www.theguardian.com/business/2020/jun/04/deglobalisation-will-hurt-growth- everywhere> [Accessed 5 January 2021]. Yaya, S., Otu, A. and Labonté, R., 2020. Globalisation in the time of COVID-19: repositioning Africa to meet the immediate and remote challenges. Globalization and Health , 16(1), pp.1-7.

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