Purpose -This research seeks to explore 3-5-year-old children's relationships with US commercial logos. Design/methodology/approach -The case study included a walk through a local store with ten preschool children and their mothers, interviews with the children, and a two-week diary completed by their mothers.Findings -Results indicate that, while preschoolers may not know brand names, they often know the product associated with a logo. When shopping, children often reached and pointed toward products at their level. As they recognized brands or products, children often commented on their associations or experiences with them. The diaries revealed a variety of television and film viewing choices for preschoolers and the daily occurrence of logo recognition throughout the environment.Research limitations/implications -Because this is an in-depth case study of ten children, the results cannot be generalized. Further study could focus on particular products or brands. The combination of examples set through shopping experiences and media viewing seems to point to social cognitive theory as support for how children are trained to become consumers.Originality/value -This research effort fills several gaps in the literature. It is a qualitative examination of a question that has previously only been examined quantitatively and, unlike in previous research, logos were selected systematically by using the top ten products advertised in the USA in addition to others that surfaced during research. This study also combines methods that have only been used individually before (i.e. flashcards, in-store observation and diary).

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Nonprofit organizations are as susceptible to crisis as any organization as exemplified by Livestrong's attempts to outlive Lance Armstrong's downfall and Planned Parenthood (PP) overcoming Susan G. Komen for the Cure's (SGK) policy to defund organizations under investigation. The public battles held on social media during crises such as these have forced organizations onto new battlegrounds. Supporters for each of these nonprofits proudly shared their thoughts via tweets (e.g. #IstandwithPP) and status updates, as the organizations raced to control the situation. PP had tweeted SGK's policy change creating a bevy of support while sending SGK into a reversal that is still costing racers. Surveys were distributed following Armstrong's performance‐enhancing drug use confession and SGK's funding policy announcement to determine attitudes toward giving after organizational crisis. The Theory of Planned Behavior (TPB) was used to assess the strength of attitude, social norms, and perceived behavioral control on the intent to donate to these organizations. The use of TPB expands nonprofit marketing horizons by helping better understand stakeholder intentions and their causes. On the basis of the findings, best practices for nonprofits handling crisis were identified. In particular, organizations need to know their target audiences, know what will make supporters remain, look at crises as opportunities for renewal, be honest, and apologize when appropriate.Copyright © 2014 John Wiley & Sons, Ltd.

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