Advertising Strategy and Effectiveness towards company
Advertising Strategy and Effectiveness towards company
Abstract
Product liability crises, which are defined as crises caused by false or malicious rum ours spread by consumers or competing firms, can also pose significant challenges to firms. In contrast to typical product-harm crises, defamation product-harm crises often reveal the truth only after the victim firm has suffered substantial damage. Consequently, the crisis management strategies in these two situations may be different from one another.
Discussion of these issues is part of the paper's purpose. This paper examines how two competing firms changed their advertising strategies in response to a product-harm crisis, and how those changes affected consumers' online search behavior about the two firms. As a result of these analyses, it was determined that the offending firm reacted sensitively after the crisis to both its own and the victim firm's advertising levels, but that the victim firm did not react as sensitively.
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Introduction
Product-harm crises are discrete events in which a product is found to be defective and, therefore, dangerous to at least part of the product's customer base (Cleeren et al., 2017). (Ackman, 2001; Clifford, 2009; Consumer Reports, 2016; Goldman and Rickards, 2007;van Heerde et al., 2007; USA Today, 2004). Increasing complexity of products, increased scrutiny by business monitoring organizations and government regulators, and increased customer demand for high-quality and safe products have all contributed to an apparent increase in the frequency of such crises (Ahluwalia et al., 2000; Berman, 1999;Dawar and Pillutla, 2000).
Customer safety and company value are at risk when a product-harm crisis occurs (Dawar and Pillutla, 2000; van Heerde et al., 2007); sales, advertising effectiveness and firm value are negatively affected (Chen et al., 2009;Cleeren et al., 2013;van Heerde et al., 2007;Zhao and colleagues 2011, for instance).
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Conclusion
As a result of a false product claim, defaming product-harm crisis requires a unique response strategy. We were able to determine after eight days who the real victim and offender were. Sales in the bakery industry fell dramatically during this time, and public opinion was overwhelmingly negative. People's opinions and responses changed when it became clear that the other company was actually in charge of the situation. These two firms' competitive reactions to the defamation-product-harm crisis were examined, as were their advertising and consumer online search behavior.
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