Can We Still Be Together? How Consumers Interpret Corporate Responses After a Boycott : A Qualitative Exploration of Consumer-Brand Relationships Through Corporate Response

This study explores how consumers interpret corporate responses following a boycott and the subsequent implications for consumer-brand relationships (CBR). Using a qualitative approach and semi-structured interviews, it examines how the dimensions of self-brand identity (SBI), trust, and commitment influence consumer perceptions and their ongoing relationships with brands. The findings reveal that corporate responses, in isolation, often hold limited meaning for consumers, especially when perceived as insincere, delayed, or reactive. These perceptions were deeply influenced by consumers’ interpretations of corporate intent and perceived authenticity. Instead, factors such as emotional investment, prior attachment, and utility-based trade-offs played a more significant role in shaping post-boycott relationships. Participants described relational outcomes, including complete disengagement, reluctant transactional interactions, retaliation, and conditional re-engagement. Such outcomes ranged depending on how aligned they felt the brand was with their personal values. The study emphasizes the fragile brand loyalty in boycott contexts and the importance of timely, value-driven, and transparent communication. For companies, this implies that successful post-crisis relationship restoration requires more than surface-level apologies — consumers want genuine accountability and a demonstrated commitment to ethical alignment.