钱包之战_改变消费者维权行动的格局（英文版）_13页_7mb

Summary of "Battle of the Wallets: The Changing Landscape of Consumer Activism"

Core Content

This report, conducted by Weber Shandwick in partnership with KRC Research, explores the evolving dynamics of consumer activism, focusing on the rise of BUYcotts compared to traditional boycotts. The survey involved 2,000 US and UK consumers who had previously engaged in some form of consumer activism, revealing a significant shift in how people express their support or disapproval of companies.

Main Findings

• 60% of US and UK consumers have taken some form of consumer activism in response to a company's actions.
• 90% of respondents have boycotted at least once, while 65% have BUYcotted.
• Boycotters and BUYcoters are not mutually exclusive, with 55% of respondents taking both actions.
• BUYcotts are on the rise, and may surpass boycotts in prevalence due to:
  • Support trumps protests: 83% of activists believe it is more important to show support for companies by buying from them than to participate in boycotts.
  • Younger demographics: BUYcoters are younger (median age 43 vs. 46 for boycotters), with 41% being Millennials or Gen Z.
  • Higher engagement: BUYcoters are more active in activism, with an average of 5.7 supportive actions over the past two years, compared to 4.5 boycott actions.
  • Future intent: A larger share of BUYcoters (37%) plan to take more actions in the next two years than boycotters (28%).

Key Consumer Activist Attitudes

• Reputation is a top priority: 48% of BUYcoters cited helping a company's reputation as their main goal, while boycotters were more focused on changing company behavior (36%) and harming reputation (35%).
• Social media plays a crucial role: 76% of respondents believe social media makes activism more effective. BUYcoters are more likely to use social media platforms (63% vs. 53% of boycotters) and share information online (39% vs. 32% of boycotters).
• CEO involvement is expected: US consumer activists are more likely to believe CEOs have a responsibility to speak on social issues (65% vs. 35% of the general population). Female activists are particularly vocal in this regard (69% vs. 59% of men).

Demographic Differences

• BUYcoters are more likely to be women (56% vs. 47% of boycotters).
• BUYcoters are more likely to be employed (58% vs. 42% of boycotters) and parents (36% vs. 32% of boycotters).
• In the UK, BUYcoters are more likely to have higher household incomes (54% with £26,000+ income vs. 46% of boycotters).
• Gender differences exist in familiarity with activist groups: UK males are more familiar with the Taxpayers' Alliance (33% vs. 21% of females).

Activist Groups

• In the US, the American Family Association is the most recognized activist group (36% familiarity).
• In the UK, National Trust, Which?, and Greenpeace are well-known among consumer activists.
• Newer groups like Color of Change and Grab Your Wallet are gaining more recognition, particularly among Democratic activists.

Regional Differences

• Boycotts are more common in both the US and UK (89% and 91% respectively), but BUYcotts are more prevalent in the US (72% vs. 58% in the UK).
• US consumers are more likely to publicly share their views (65%) and influence others (64% for BUYcotters, 58% for boycotters) compared to UK consumers (53% share views, 45% influence others).
• UK consumers have lower expectations for future activism (only 50% expect similar levels of involvement), while US consumers are more optimistic.

Recommendations for Companies

1. Reputation management: Recognize that both boycotts and BUYcotts can significantly affect company reputation.
2. Anticipate activism: Prepare for potential boycotts and BUYcotts by having clear communication strategies and identifying spokespeople.
3. Leverage BUYcotts: Engage with BUYcoters by providing tools for advocacy and encouraging positive sharing.
4. Activate cross-functional teams: Create a task force to manage consumer activism, including input from various departments and stakeholders.
5. Engage with NGOs: Communicate CSR efforts to NGOs through traditional and social media, and consider third-party advocacy for credibility.
6. Listen and respond thoughtfully: Monitor social media sentiment and prepare a measured response that aligns with company values and mission.

Conclusion

The study highlights a growing trend where BUYcotts are becoming more influential than boycotts, driven by younger generations, a desire to support companies, and the increasing role of social media. Companies must adapt their strategies to not only manage potential boycotts but also to leverage the power of BUYcotts in shaping and improving their public image.