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The Trump-Era Corporate Boycott
By James Surowiecki
Boycotts are not just futile griping; they often work... A study by Brayden King, a professor at (aptly) the Kellogg School of Management, found that, during high-profile boycotts between 1990 and 2005, a company’s stock price fell, on average, every day that the boycott was in the news. King also found that more than a third of the boycotted companies ended up changing their behavior in response to the protest. Perhaps his most striking finding was that boycotts usually had only a small impact on sales. Bad publicity and worried stockholders were enough to bring a company to heel.
Like dueling swords, effectiveness depends on who wields the weapon.
You can't hold up a sword and claim success depends on it and ignore who wields the sword.
Sorry, I'm not sure I'm following you. If a company appears to have lost 20% of its business, do you think it really matters to them exactly who the people are?
Sorry, I'm not sure I'm following you. If a company appears to have lost 20% of its business, do you think it really matters to them exactly who the people are?
It depends on where the customer existed on the company's Pareto scale. That is 20% of your customer base brings you 80% of your sales volume. If it is on the fringe who only buys when they have great deals once a year or so, then likely no. If it is from the 20% of your customers who give you 80% of your, business than you should really listen to them.
I'll use myself as an example, if I was to not buy Papa John's pizza due to the former owner's comments, it wouldn't mean anything since I haven't gotten their ****ty pizzas since college. However, if I were to stop buying WWE merchandise, attending shows, watching television, buying WWE Network subscription gift cards, maybe just maybe they might listen.
The Trump-Era Corporate Boycott
By James Surowiecki
Boycotts are not just futile griping; they often work... A study by Brayden King, a professor at (aptly) the Kellogg School of Management, found that, during high-profile boycotts between 1990 and 2005, a company’s stock price fell, on average, every day that the boycott was in the news. King also found that more than a third of the boycotted companies ended up changing their behavior in response to the protest. Perhaps his most striking finding was that boycotts usually had only a small impact on sales. Bad publicity and worried stockholders were enough to bring a company to heel.
Like dueling swords, effectiveness depends on who wields the weapon.
You can't hold up a sword and claim success depends on it and ignore who wields the sword.
Exactly another thing I mentioned is how prolonged the boycotts are or boycotts being on front of an issue. With the companies that stopped NRA deals, did MORE members continue it for a sustained amount of time or did they eventually forget after an initial bluster? When it comes the NFL ratings, I'm sure the kneeling didn't help ratings but also closer games and more meaningful games would help ratings. Thursday Night Football went from late season games that either have playoff implications or were skipable but now that is an every week thing there are a few feuds but most are skipable until later in the season. The ratings seem more of multiple issues than it is just boycotting.
The Trump-Era Corporate Boycott
By James Surowiecki
Boycotts are not just futile griping; they often work... A study by Brayden King, a professor at (aptly) the Kellogg School of Management, found that, during high-profile boycotts between 1990 and 2005, a company’s stock price fell, on average, every day that the boycott was in the news. King also found that more than a third of the boycotted companies ended up changing their behavior in response to the protest. Perhaps his most striking finding was that boycotts usually had only a small impact on sales. Bad publicity and worried stockholders were enough to bring a company to heel.
Companies do not like bad press or negative customer comments. They will do anything to avoid any situation where they are cast in a bad light.
We have seen it with Starbucks, where those two black men were asked to leave. Starbucks immediately held sensitivity training sessions to stop the bleeding. I have even seen it with companies I have worked for, if they thought they were going to be called out for doing something wrong, they rolled over and gave the customer anything they wanted to make it go away.
This is one area where we do have power. If we see an issue and stand up together to make our voices heard, companies will rethink their actions.
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