Table 1 COVID-19 pandemic shifts and... | Emerald Publishing

Table 1

COVID-19 pandemic shifts and international marketing implications

	COVID-19 shifts		International marketing [strategic] implications
1	Shifts in global consumer behavior	• Shift from in-store to online shopping • Lower consumer expenditure • Favor of more health-conscious products • Reduced demand for personal luxury goods • Increased demand for fast-moving consumer goods	• Shift to online channels to sell goods and keep customer contact • Investments in digital and social media marketing • Collaborative b2b international marketing strategies	Ahmadi et al. (2022), Alber and Dabour (2020), Crick and Crick (2020), Griffith and Yalcinkaya (2023), Jeong et al. (2023), Nikbin et al. (2022), Riefler et al. (2023), Wood (2022)
2	Digitalization and AI	• Value chains and business models go digital • Remote work • Online consumer purchases • E-commerce firms and digital platforms enhance their sales • Use of digitalization in internationalization • Enhanced cybersecurity measures	• Reliance on online channels to reach global consumers • Enhanced digital channels for customer support • Investments in AI and Machine Learning (ML) • Personalized marketing campaigns • Investment in mobile marketing • Engaging in social media content	Behl et al. (2023), Brough et al. (2023), Chatterjee et al. (2023), Chopdar et al. (2022), Dirsehan and Cankat (2021), Lee et al. (2022), Wei et al. (2023), Zahoor and Lew (2023)
3	Disruptions in supply chains	• Bottlenecks and disruptions of global supply chains • Disruptions in manufacturing of commodities – plant closures • Trade was significantly affected • Challenges in sourcing raw materials, components and products	• Diversification, onshoring and regionalization of supply chains • Switch to hybrid offerings • Increased servitization by global manufacturers • Satiation marketing strategies	Behl et al. (2023), Bonadio et al. (2021), Finkenstadt et al. (2022), Niros et al. (2023), Shih and Lin (2022), Zahoor et al. (2023)
4	Communication and CSR	• Consumers use multiple sources to get informed on COVID-19 • Fake news” pose a threat • Social media emerge as a core crisis information channel • Global consumer sensitivity toward social media content • Global consumers place a high value on CSR from firms • Firms’ misleading CSR communication (e.g. greenwashing)	• Adaptation of social media content to demonstrate solidarity; offer support; gain credibility • Global communication campaigns centered on CSR. • Use of tactics to communicate “honest” CSR engagement	Ahmad et al. (2023), Attig et al. (2023), Edelman (2020), Farmaki et al. (2023), Hesse et al. (2021), Iveson et al. (2023), Özturan and Grinstein (2022)
5	Dynamic capabilities	• Need for firms to develop dynamic capabilities to survive the pandemic • Organizations need to amend their marketing practices rapidly to cope with COVID-19	• MNEs/global brands should invest in developing international dynamic marketing capabilities [IDMCs] • IDMCs help international firms adapt products overseas • IDMCs require enhancing international marketing. Operations and dynamic routines • IDMCs can facilitate. Entrepreneurial bricolage by INVs and international SMEs	Buccieri et al. (2020), Ciszewska-Mlinarič et al. (2024), Ding et al. (2022), Donbesuur et al. (2023), Ozanne et al. (2022), Pfajfar et al. (2024a, b), Zahoor and Lew (2023)

	COVID-19 shifts		International marketing [strategic] implications
1	Shifts in global consumer behavior	• Shift from in-store to online shopping • Lower consumer expenditure • Favor of more health-conscious products • Reduced demand for personal luxury goods • Increased demand for fast-moving consumer goods	• Shift to online channels to sell goods and keep customer contact • Investments in digital and social media marketing • Collaborative b2b international marketing strategies	Ahmadi et al. (2022), Alber and Dabour (2020), Crick and Crick (2020), Griffith and Yalcinkaya (2023), Jeong et al. (2023), Nikbin et al. (2022), Riefler et al. (2023), Wood (2022)
2	Digitalization and AI	• Value chains and business models go digital • Remote work • Online consumer purchases • E-commerce firms and digital platforms enhance their sales • Use of digitalization in internationalization • Enhanced cybersecurity measures	• Reliance on online channels to reach global consumers • Enhanced digital channels for customer support • Investments in AI and Machine Learning (ML) • Personalized marketing campaigns • Investment in mobile marketing • Engaging in social media content	Behl et al. (2023), Brough et al. (2023), Chatterjee et al. (2023), Chopdar et al. (2022), Dirsehan and Cankat (2021), Lee et al. (2022), Wei et al. (2023), Zahoor and Lew (2023)
3	Disruptions in supply chains	• Bottlenecks and disruptions of global supply chains • Disruptions in manufacturing of commodities – plant closures • Trade was significantly affected • Challenges in sourcing raw materials, components and products	• Diversification, onshoring and regionalization of supply chains • Switch to hybrid offerings • Increased servitization by global manufacturers • Satiation marketing strategies	Behl et al. (2023), Bonadio et al. (2021), Finkenstadt et al. (2022), Niros et al. (2023), Shih and Lin (2022), Zahoor et al. (2023)
4	Communication and CSR	• Consumers use multiple sources to get informed on COVID-19 • Fake news” pose a threat • Social media emerge as a core crisis information channel • Global consumer sensitivity toward social media content • Global consumers place a high value on CSR from firms • Firms’ misleading CSR communication (e.g. greenwashing)	• Adaptation of social media content to demonstrate solidarity; offer support; gain credibility • Global communication campaigns centered on CSR. • Use of tactics to communicate “honest” CSR engagement	Ahmad et al. (2023), Attig et al. (2023), Edelman (2020), Farmaki et al. (2023), Hesse et al. (2021), Iveson et al. (2023), Özturan and Grinstein (2022)
5	Dynamic capabilities	• Need for firms to develop dynamic capabilities to survive the pandemic • Organizations need to amend their marketing practices rapidly to cope with COVID-19	• MNEs/global brands should invest in developing international dynamic marketing capabilities [IDMCs] • IDMCs help international firms adapt products overseas • IDMCs require enhancing international marketing. Operations and dynamic routines • IDMCs can facilitate. Entrepreneurial bricolage by INVs and international SMEs	Buccieri et al. (2020), Ciszewska-Mlinarič et al. (2024), Ding et al. (2022), Donbesuur et al. (2023), Ozanne et al. (2022), Pfajfar et al. (2024a, b), Zahoor and Lew (2023)

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