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Beyond Control: Crisis Strategies and Stakeholder Media in the Danone Boycott of 2001

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Parallel streams of theory hold that intangible factors such as reputation may account for a major share of a firm's market valuation, and that a dialogic relationship with a firm's environment in general and direct stakeholders in particular is increasingly essential. A consumer boycott of unprecedented scope which confronted Danone SA in 2001 as the firm sought to rationalize its biscuit division suggests that under certain conditions these streams are convergent: a firm's refusal to engage in dialog with adversaries and stakeholders may negatively impact management's reputation, and with it market valuation. The case further suggests that strategies of crisis communication aimed at controlling opinion carry growing risks in terms of conflict and credibility loss with key stakeholders. A further finding is that news media may be of less importance to the outcome of a crisis and to corporate reputation than stakeholder-controlled media. We conclude that crisis communication strategies must give greater attention to establishing and maintaining dialog both with direct stakeholders and adversaries, whose ability to inflict damage may paradoxically be amplified by a firm's attempts to establish control over public opinion.Corporate Reputation Review (2008) 11, 335–350. doi:10.1057/crr.2008.30

Document Type: Research Article


Affiliations: 1: 1INSEAD , Bd de Constance, Fontainebleau Cedex, France 2: 2Universitat Pompeu Fabra , Ramon Trias Fargas, Barcelona, Spain 3: 3INSEAD , Bd de Constance, Fontainebleau Cedex, France

Publication date: 2008-01-01

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