Solving strategy for unintended criticism in online space

Chung, Sunghun

doi:10.1108/intr-01-2014-0005

Cited by 3 publications

(1 citation statement)

References 46 publications

(53 reference statements)

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“…Today's sellers are facing challenges in implementing customer-oriented marketing strategies to meet customer demand and create customer value (Hubber et al, 2001). With the emergence of social media, virtual business opportunities have gradually transformed from internet-based trading platforms into a social commerce (SC) platform (Hoffman and Fodor, 2010;Chung, 2015). SC is a business model that uses social media, such as Facebook, to support not only business-to-consumer (B2C) but also consumer-to-consumer (C2C) electronic-commerce transactions.…”

Section: Introductionmentioning

confidence: 99%

Marketing mix, customer value, and customer loyalty in social commerce

2018

INTR

217

152

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Emerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services. Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

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Section: Introductionmentioning

confidence: 99%

Marketing mix, customer value, and customer loyalty in social commerce

2018

INTR

217

152

View full text Add to dashboard Cite

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Corporate conflict management on social media brand fan pages

Dineva

Breitsohl

Garrod

2017

Journal of Marketing Management

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A recent development in the literature on social-media brand fan pages is the investigation of hostile consumer-to-consumer interactions. Existing research has thus far concentrated on the reasons why consumers engage in such online conflicts. In comparison, this study focuses on how online conflicts can be best managed. Based on direct observations of six brand fan pages on Facebook, we offer a first conceptualisation of corporate conflict management strategies. Our results reveal five main conflict-management strategies: non-engaging, censoring, bolstering, informing and pacifying. By drawing on existing suggestions from the marketing literature, we provide managerial implications and suggest avenues for future research.

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“Silence” as a strategy during a corporate crisis – the case of Volkswagen’s “Dieselgate”

Stieglitz

Mirbabaie

Kroll

et al. 2019

INTR

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Purpose The purpose of this paper is to investigate the communication behaviour on Twitter during the rise of a preventable corporate crisis. It aims to contribute to situational crisis response strategies, and to broaden the authors’ understanding of legitimacy management. In September 2015, Volkswagen’s (VW) emission scandal became public and caused debates also in social media. By applying complementing tools of data analysis to the Twitter communication around the “Dieselgate” crisis, this study unfolds a field of tension between corporate strategy and public perception. Design/methodology/approach The authors collected Twitter data and analysed approximately 2.1m tweets relevant to the VW crisis. The authors approached the data by separating the overall communication in peak and quiet phases; analysing the peaks with social network analysis techniques; studying sentiments and the differences in each phase; and specifically examining tweets from VW’s corporate accounts with regard to the situational crisis communication theory (SCCT) and legitimacy. Findings VW’s very few tweets were not able to reduce the emotionality and sentiment of the ongoing Twitter discussion. Instead, even during quiet phases, the communication remained rather negative. The analysis suggests that VW followed a strategy not covered by SCCT, i.e. keeping silent. Practical implications The discovered strategy of keeping silent extends the SCCT and is linked to legitimacy management. Learnings from this study help decision makers to put social media response strategies into practice to swiftly recover from crises or refrain from certain strategies to avoid further reputational damage. Social implications Examining the underlying communication patterns of a crisis case with societal magnitude such as “Dieselgate” helps sensitising customers and executives to utilise social media channels more comprehensible in future crises. Originality/value The study uncovers the unconventional and yet barely addressed crisis response strategy of a global enterprise while devising unique realisations for practitioners and communication researchers. It contributes to existing knowledge about situational crisis response strategies, and broadens the authors’ understanding of legitimacy management in times of social media ubiquity.

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Solving strategy for unintended criticism in online space

Cited by 3 publications

References 46 publications

Marketing mix, customer value, and customer loyalty in social commerce

Marketing mix, customer value, and customer loyalty in social commerce

Corporate conflict management on social media brand fan pages

“Silence” as a strategy during a corporate crisis – the case of Volkswagen’s “Dieselgate”

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