US Brands Confront 'New Normal' of Global Hostility, Study Finds

NEW YORK, NY – January 12, 2026 – A rising tide of anti-American sentiment is no longer a temporary storm for U.S. brands to weather but a persistent and damaging “new normal,” according to a landmark study released today by the American Marketing Association – New York (AMA-NEW YORK). The report, “Building Bridges: Global Marketing in An Era of Anti-Americanism,” reveals that 62% of global marketers at American firms believe this hostility is actively harming their foreign sales prospects, a reality they expect to continue for years to come.

The comprehensive research, conducted by Charney Research and Toluna, paints a stark picture of the challenges facing American companies. It suggests, however, that a strategic pivot away from nationalistic branding and toward “respectful partnership” can blunt consumer anger and rebuild crucial international relationships.

A Surge in Hostility and its Business Cost

The study documents a dramatic shift in global public opinion. In 2025, social media conversations expressing anti-American sentiment surged five to ten-fold in key markets like Canada, Mexico, and France. This wave of negativity was a direct reaction to the tariffs, policies, and rhetoric emanating from the new U.S. administration. The sentiment is not merely digital chatter; it reflects deep-seated frustration. In consumer focus groups, participants from these nations described America in stark terms, calling it a “former friend” and an “abusive neighbor.”

This hostility is translating directly into economic consequences. Many U.S. firms reported being hit by anti-American boycotts, with marketers citing notable drops in brand equity, sales volumes, and achievable prices. The damage is not expected to be short-lived. A concerning 63% of marketers surveyed believe this sentiment will still be harming their foreign sales in three years. The share of those who see the situation as “very harmful” is projected to rise from 12% today to 17% in that timeframe.

“Anti-Americanism in foreign markets is not a blip – it's the new normal,” said Craig Charney, the research director for the study. “Iconic American exporters who don't pay attention to what their customers are thinking will pay in losses at the bottom line.”

Consumer backlash has become organized and sophisticated. The report notes the emergence of new labels and mobile applications designed specifically to help consumers identify and avoid U.S.-made products, feeding a growing thicket of restrictions on their sale and use.

The Paradox of Iconic Brands

Ironically, the study’s social media analysis found that the brands most frequently targeted are not necessarily those with the largest export volumes, but rather the “hallmark” brands that have come to symbolize American identity, technology, or lifestyle. Global giants like Apple, Amazon, and Starbucks are the most common targets of boycotts precisely because they are the most loved and recognized symbols of America abroad.

This paradox places these companies at a difficult intersection of culture and geopolitics. Their very success and cultural penetration make them lightning rods for political discontent. When foreign consumers feel frustrated with U.S. policy, they are lashing out at the most visible and accessible representatives of the country—the brands on their high streets and in their online shopping carts. This dynamic forces a strategic reckoning, compelling marketers to consider decoupling their brand identity from a national one and instead embrace more universal values.

The Path Forward: 'Respectful Partnership' and Localization

While the outlook is challenging, the study identifies a clear and powerful strategy for mitigation: “respectful partnership.” Focus groups overwhelmingly rated this approach—defined by messaging and actions that emphasize listening and community contributions—as the most persuasive way for U.S. brands to rebuild trust.

This requires a fundamental shift in how American companies engage with foreign markets. Consumers in the focus groups reported feeling ignored, citing grievances like high pricing, “product discrimination”—the perception that they receive inferior or delayed products compared to American customers—and a general lack of cultural commitment or social engagement from U.S. firms.

Jessie Higgins of Toluna, who oversaw the focus groups, noted the importance of changing the conversation. “The play involves bringing back humanity to the relationship and talking about something other than U.S. policy,” she commented. “Despite current political frustration and confusion, they still like U.S. brands.”

The study offers concrete tactical advice for implementing this strategy. Brands are urged to replace overt American symbols like flags and eagles in their advertising with more universal values like family, community, and connection. This must be paired with genuine product and marketing localization that addresses local pricing, product needs, and cultural nuances.

The Untapped Power of Social Responsibility

The research also uncovered a critical disconnect between the values of foreign consumers and the communication strategies of U.S. corporations. When asked about their top social priorities for companies, focus group participants and social media commenters consistently ranked environmental sustainability first. This was followed by support for local community organizations, diversity, equity, and inclusion (DEI), and fair labor practices.

This presents a massive, yet largely missed, opportunity. The study found that while 99% of U.S. firms selling overseas do support social causes abroad—often the very ones consumers care about most—these efforts are “virtually unknown to foreign publics.” This “awareness gap” means that brands are failing to get credit for their positive contributions, leaving a vacuum filled by political negativity.

Bridging this gap is a key component of building respectful partnerships. By effectively publicizing their social and environmental initiatives, companies can connect with consumers on a level of shared values, demonstrating a commitment that transcends transactional business and national politics. This shows that the power of the global consumer is forcing corporate change, making authentic social responsibility a core business imperative rather than an optional add-on.

To navigate this new global landscape, the study's long-term recommendations urge a deeper transformation. American companies are advised to localize supply chains, decentralize marketing decisions to empower local teams, and, above all, create robust systems for listening to foreign customers and acting on their concerns. The era of taking global goodwill for granted is over; for American brands, the future of international success will be built not on flags, but on authentic, respectful, and localized engagement.