Why The Trump Tariffs Boosted Interest In ‘Make It In America’

When President Donald Trump appeared on NBC’s Meet the Press earlier this spring, he said, “There are no tariffs if you build your product here.”

His declaration was more than political posturing. For many global entrepreneurs, Trump was sending a signal—a loud, unmistakable prompt to reconsider the United States not just as a lucrative sales market, but also as a manufacturing base.

That moment has triggered renewed interest in Make It In America: How International Companies and Entrepreneurs Can Successfully Enter and Scale in U.S. Markets, a book authored by Matthew Lee Sawyer, adjunct professor at NYU and Columbia University, and founder of U.S. Accelerated Ventures. Initially published in December 2022 after the COVID-19 pandemic slowdown, the book serves as a roadmap for international entrepreneurs navigating the complexities of U.S. expansion. Today, with protectionist trade policies looming, the book has taken on fresh urgency.

“I’m actually a beneficiary of the crazy tariff policies,” Sawyer admits with a chuckle, acknowledging the unintended boost Trump-era rhetoric has given his work. “We’re seeing an acceleration in interest from European, Asian and even African entrepreneurs who are looking to set up shop in the U.S. because they want to avoid tariffs and build closer to their market.”

From Niche Manual to Must-Read

Sawyer’s book, part practical guide and part cultural critique, began as a response to patterns he observed while consulting for foreign companies entering the U.S. market.

“I didn’t set out to specialize in international expansion,” he explains. “But time and again, we were working with clients from France, India, Germany—and I realized they all struggled with the same unique challenges.”

During the pandemic, as teaching slowed and Zoom calls multiplied, Sawyer took the opportunity to distill his knowledge. Encouraged by a mentor at NYU to “own a niche,” Sawyer leaned into his growing expertise in international market entry. The result was Make It In America, a text originally aimed at a modest audience of foreign entrepreneurs, now being embraced by corporate boards, chambers of commerce and accelerator groups across the globe.

For Christina Rebuffet-Broadus, founder of TransAtlantia, a consulting firm that helps French firms navigate U.S. expansion, the book has become a go-to resource.

“What companies really appreciate is that it’s very concrete,” she says. “It’s not just theory—it’s real-world examples they can relate to. And they can cherry-pick the most relevant parts for their business.”

Filip Sasic, CEO and founder of Entrepreneurs for Global Change, which supports underrepresented startup founders from the Western Balkans, North Africa and Eastern Europe, sees the book as essential reading.

“The book’s relevance lies in its clarity and pragmatism,” he says. “Matthew breaks things down without jargon or hype—offering frameworks for positioning, messaging and strategy that are culturally attuned and directly applicable.”

One such reader is Zimbabwe-based entrepreneur George Hove, founder of Cloud Baby Ltd., a startup developing early childhood wellness solutions.

“As someone without a background in American business culture, Making It In America gave me structure,” Hove says. “It’s not just about expanding; it’s about doing it right. The book helped me understand everything from customer expectations to U.S. regional differences. It’s now my launch manual.”

The Trump Effect—and What It Accelerates

Although Sawyer sidesteps partisan commentary, he’s candid about the practical effects of Trump-era protectionism.

“What we’re seeing isn’t just renewed interest—it’s acceleration,” he emphasizes. “The pandemic exposed how vulnerable our supply chains are, so it makes sense to produce more here. Now, tariffs are encouraging international companies to move operations here.”

Sawyer’s book also provides guidance on mistakes to avoid. For example, he tells of Menck Fenster GmbH, a 120-year-old German manufacturer of windows that built a U.S. factory only to shut it down two years later.

“They tried to build a ‘better’ product—highly energy efficient, European tilt-and-turn windows—but didn’t realize that Americans prefer double-hung windows and had much lower energy costs than Europe,” Sawyer recalls. “It’s a classic example of failing to grasp the market dynamics and local preferences.”

It’s a mistake he’s seen too often—international companies assuming the U.S. is a monolithic market.

“The biggest misconception is thinking the U.S. is one big, homogenous country. It’s more like 50 different markets with varying laws, climates, customer behaviors and cultural norms,” he says.

Rebuffet-Broadus has seen that reality play out among her own clients.

“For companies with significant U.S. revenue, especially in manufacturing, tariffs are pushing them to consider setting up a site in the U.S.,” she explains. “But for others—like food and wine producers—it’s not so simple. You can’t just move a champagne vineyard to California. For them, the challenge is the uncertainty. They just don’t know what the rules will be.”

Sasic adds that while protectionist rhetoric may raise flags, it hasn’t dulled enthusiasm among founders.

“Despite geopolitical shifts, interest in the U.S. market remains strong. Founders are more curious about B2B entry points, strategic partnerships and building dual-market presences rather than full relocations,” Sasic explains.

Marketing—Not Business Operations—is the Hard Part

Sawyer believes marketing remains the biggest challenge. “You can hire lawyers and accountants to get through regulatory hurdles,” he says. “But establishing a real market presence—building trust, earning visibility—that’s the hard part.”

His book includes more than 15 case studies of companies from different industries and of various sizes.

“It’s not just big companies,” Sawyer explains. “Entrepreneurs in emerging markets are also thinking strategically about how to succeed in America.”

Hove agrees.

“Marketing in the U.S. means really understanding your customer’s mindset. It’s about cultural fluency,” he says. “The book’s emphasis on localization and storytelling changed how I frame everything—from our pitch deck to our social media.”

Culture Clash: Power Distance and Individualism

While regulatory strategy and marketing often get top billing, cultural adaptation can quietly determine whether an international expansion succeeds or stalls. Misunderstanding workplace expectations, communication norms or leadership styles can create friction that no legal compliance or product innovation can fix. For companies used to more hierarchical or collectivist systems, navigating American values—like informality, individualism and employee empowerment—requires a mindset shift.

“In France, there’s a high ‘power distance’—executives give orders, and employees carry them out,” Sawyer explains. “But in the U.S., employees expect to be consulted. We’re far more individualistic.”

Hove echoes this insight.

“The book helped me understand that you can’t treat the U.S. like a single market. The cultures, demographics and even parenting styles differ across states. That insight is shaping our decision about where to launch.” His company is beta testing Nuumilyf, a social networking and safe space for moms, in preparation for the upcoming U.S. launch.

“We’re looking at Texas and D.C. as key hubs,” he adds. “Not just because of demographics, but because of how the communities function.”

What’s Next

Sawyer is now fielding interest in his book and speaking engagements from universities, trade groups and even government agencies.

“We’re seeing companies not just trying to sell to the U.S. but trying to become part of the U.S. economy. That’s a big difference. It’s not transactional—it’s transformational.”

And for those businesspeople bold enough to make the leap during the Trump tariff era, Making It In America is more than just a title.

It’s a playbook for future success.