Rethinking consumer boycotts: recent events provide five key lessons for the post-9/11 era
Author: Ettenson, Richard ; Klein, Jill ; John, Andrew ; Smith, N. CraigINSEAD Area: MarketingIn: MIT Sloan Management Review, vol. 47, no. 4, summer 2006 Language: EnglishDescription: p. 6-7.Type of document: INSEAD ArticleNote: Please ask us for this itemAbstract: This article focuses on the boycott of Danish goods in the Middle East. We address the challenges for managers dealing with a "societal boycott", the boycott of a firm's goods due to international animosity. In societal boycotts, the company can be far removed from the root cause of the backlash. While a drastic effect on sales is usually short-lived, long-term harm to brands may persist because international animosity is rooted in deeply held beliefs. The article concludes with recommendations for managers whose firms are caught in a societal boycott.| Item type | Current location | Call number | Status | Date due | Barcode | Item holds |
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This article focuses on the boycott of Danish goods in the Middle East. We address the challenges for managers dealing with a "societal boycott", the boycott of a firm's goods due to international animosity. In societal boycotts, the company can be far removed from the root cause of the backlash. While a drastic effect on sales is usually short-lived, long-term harm to brands may persist because international animosity is rooted in deeply held beliefs. The article concludes with recommendations for managers whose firms are caught in a societal boycott.
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