Conservatives have recently scored surprise victories against left-wing corporate culture, with successful pressure campaigns against a trio of blue-chip companies—Disney, Target, and Bud Light—that have revealed the potential of a culture-war tactic once considered the Left’s stock-in-trade: the consumer boycott.
The campaigns are notable because they drew blood, figuratively speaking. Disney, which promised to embed radical gender theory in its children’s programming, watched its stock price plummet and signaled a retreat from the culture war. Target, which featured “breast binders” as part of its seasonal “Pride Collection,” saw a decline in sales and promised to “pause, adapt, and learn.” Bud Light featured a transgender “influencer” in an advertising campaign, sending its reputation and sales into freefall.
What lessons can be drawn from these examples? And how can conservatives use boycotts to fight left-wing cultural capture?
To answer these questions, let’s consult the academic literature on consumer boycotts. First, it’s important to understand the genesis—or, in narrative terms, the “inciting incident”—of a potential boycott. Research suggests that in successful boycotts, activists often highlight a firm’s “egregious act,” a transgression of some deeply held value among consumers, and channel the resulting “negative arousal” into a boycott. To expand participation, activists must create a sense that partaking in the boycott provides an opportunity to “make a difference,” change company behavior, and join in a widely shared cause. The research also suggests that boycotts must begin with a sense of optimism, as the “perceived efficacy“ of a campaign significantly determines its likelihood of success.
Next, the mechanics. Northwestern University professor Brayden King collected data from 133 boycott campaigns conducted between 1990 and 2005 and used statistical analysis to identify which tactics are most correlated with success. King argues that boycott campaigns succeed through “market disruption,” targeting a firm’s stock price, and “mediated disruption,” targeting a firm’s public reputation. These two strategies are mutually reinforcing, as economic damage can lead to greater media coverage, and greater media coverage of a company’s difficulties can lead to economic damage.