For Shame!
“The insulating effects of strong brand relationships may not be as unequivocal as once thought.” – Daniel Villanova and Ted Matherly for the American Marketing Association
The American Marketing Association hosts an article highlighting a research study from University of Arkansas and Northeastern University diving into the often-unexplainable phenomenon of social disengagement. The study’s authors, Daniel Villanova and Ted Matherly, conclude that even the most loyal consumers of a brand will disengage when they observe socially unacceptable brand mentions. They call out that consumers who have integrated a brand into their self-concept are more likely to view these unacceptable comments by others as a reflection on their shared brand-related identity. Villanova and Matherly connect these experiences to vicarious shame, and a drive to disengage from a brand sometimes as drastically as unfollowing the brand on social media.
What do consumers view as socially unacceptable mentions?
As marketers, we’ve all likely seen or experienced socially unacceptable brand mentions—the provoking comments on brand posts, or brands being the victim of X (formerly Twitter) backlashes. Villanova and Matherly cite unacceptable mentions including profanity-laden posts or comments. These days, socially unacceptable mentions could realistically extend to any provoking, hateful, or contrarian comments that are misaligned with a brand’s values. And, as we race toward a significant election year, it’s also likely that brands who have worked to steer clear of political discourse may find themselves stuck in the middle of social mire resulting in unacceptable mentions that draw vicarious shame.
What are social marketers to do?
The American Marketing Association calls out key tips for Chief Marketing Officers, and while helpful, these more tactical tips are better introduced and executed by the working marketing or social media team.
At an executive level, a CMO can help mitigate the risks of disengagement by:
Supporting and reinforcing the integration of brand values in key brand messages across all marketing strategies and business units.
Shaping a company culture where it’s acceptable for the brand and its employees to stand on the “right side” of social or cultural discourse publicly.
Ensuring teams are adequately supported with individuals who have the skillset and expertise to execute brand reputation and community management work.
Taking the long view by understanding that day-to-day social metrics chart much like the S&P. Forcing cycles of short-term crises work can come at the expense of supporting great, successful marketing strategies or long-term content plans.
Now, what’s a social media marketer to do?
Build community management plans that support proactive moderating of potentially damaging comments or mentions, and leverage platform or third-party tools to carry some of the workload.
Interject with brand comments that align with shared brand-related values, show support for loyal consumers, or guide consumers in being productive contributors to branded conversation threads.
Publish high-quality, mindful content that supports brand values, integrates brand messages, and sticks to your content strategy.
Villanova and Matherly have provided evidence of loyal consumer disengagement, and meaningful insights into what drives that disengagement, which many social media marketers have long struggled to pinpoint and mitigate. And, as the researchers astutely stated, “The insulating effects of strong brand relationships may not be as unequivocal as once thought.”