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Brands beware! Even loyal customers distance themselves after socially unacceptable mentions of brand on social media

When consumers observe socially unacceptable brand mentions, such as profanity-laden tweets, they become motivated to distance themselves from the brand. This motivation to distance manifests on social media in heightened disengagement intentions (i.e., a desire to reduce posting) and even unfollowing the brand on social media.

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Researchers from University of Arkansas and Northeastern University published a Journal of Marketing article that examines social media disengagement—the psychological motivation to distance oneself from a brand on social media.

The study, forthcoming in Journal of Marketing, is titled “For Shame! Socially Unacceptable Brand Mentions on Social Media Motivate Consumer Disengagement” and is authored by Daniel Villanova and Ted Matherly.

Photo by Karsten Winegeart from Unsplash.com

Companies know that driving consumer engagement with their brands on social media is an important part of the modern marketing toolkit. They also know that it is easier to keep existing users than to acquire new ones. And while consumers can both increase their engagement with a brand or disengage, less is known about the drivers of disengagement.

This new Journal of Marketing article investigates social media disengagement, which is the manifestation on social media of the psychological motivation to distance oneself from a brand. Understanding social media disengagement is critical because it can undermine the reach of future marketing content. For example, when someone unfollows a brand on Twitter, that consumer is no longer directly reachable by the brand’s Twitter presence, nor are that consumer’s followers, who will no longer see the brand’s content via the consumer’s interactions.

Just as customer retention is understood to have drivers that are distinct from customer acquisition, the reasons why consumers engage with brands on social media may not completely overlap with why those same consumers disengage. The researchers study one potential driver of why consumers who are highly connected to a brand may choose to disengage from it: their observation of socially unacceptable mentions of the brand on social media. They propose these behaviors threaten the identity of highly connected consumers, leading to consequences for the brand.

The study finds that when consumers observe socially unacceptable brand mentions, such as profanity-laden tweets, they become motivated to distance themselves from the brand. This motivation to distance manifests on social media in heightened disengagement intentions (i.e., a desire to reduce posting) and even unfollowing the brand on social media.

The Dangers of Vicarious Shame

Socially unacceptable brand mentions do not affect all consumers equally. Villanova explains that “these problematic posts have a greater impact on people who are more connected to the brand. They threaten a part of these consumers’ identities and generate vicarious shame. Unlike guilt, which involves a personal sense of wrongdoing and a motivation to atone for the wrongdoing, shame leads to weakness and incompetence and a desire to withdraw and distance from the situation.”

Consumers who have integrated the brand into their concept of themselves are more likely to view other people’s socially unacceptable brand mentions as reflecting poorly on their shared brand-related identity. Whereas consumers with weaker self-brand connections can view socially unacceptable brand mentions and move on, consumers with stronger self-brand connections experience vicarious shame when seeing these behaviors, driving their desire to disengage from the brand.

One of the researchers’ studies looks at fans of ten Major League Baseball teams that competed in the 2018 postseason and finds that fans who were strongly connected to the brand were more likely to unfollow it in the face of socially unacceptable brand mentions on Twitter. Separately, in a lab experiment, they show that a more socially unacceptable tweet led fans of National Football League teams to feel a greater sense of shame, which drove their intentions to disengage from the brand on social media.

What Brands Can Do

Matherly says that “brands can take action to mitigate the risks of disengagement for highly connected consumers. For example, consumers who were strongly connected to various apparel brands saw a socially unacceptable Reddit post. With no additional information, the consumers indicated they wanted to disengage from the brand, but when they were told about the brand moderating and removing such posts, the desire to disengage was reduced, suggesting that active management of the brand’s social media environment is important.”

The study offers vital lessons for chief marketing officers:

  • Be proactive in mitigating the potential damage of social unacceptable content.
  • Actively moderate posts with socially unacceptable brand mentions to stop consumers who identify with the brand wanting to disengage from it.
  • Educate consumers by explaining why certain social media content was removed.
  • Help consumers become productive members of the community when these clarifications are provided.
  • Produce high quality content to crowd out socially unacceptable brand mentions.

Social media disengagement is costly to brands and is important for both researchers and practitioners to understand its drivers. While prior research suggests more highly connected consumers are able to maintain positive attitudes towards a brand when they are exposed to negative brand information, these results suggest that socially unacceptable brand mentions may lead to vicarious shame and subsequent disengagement. The insulating effects of strong brand relationships may not be as unequivocal as once thought.

Strategies

Renting out your place? Human connection key to a successful holiday rental

Warmth, friendliness and a sense of belonging, or the “homely” side of the experience, strengthen guest loyalty, making them more likely to return to the same host. However, these feelings alone didn’t necessarily make guests more likely to recommend the property to others.

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Striking up a connection with the property host is the factor that drives repeat bookings on holiday accommodation platforms such as Airbnb.

This is according to a new study, carried out by universities in the UK and Iran and published in the February 2026 edition of International Journal of Hospitality Management, that suggested that quality and value of accommodation also play a part in guest satisfaction, but personal connection is key to people deciding to stay again.

The research analyzed hundreds of online guest reviews and conducted in-depth interviews to understand what shapes guests’ evaluations of their stays in what is known as “peer-to-peer accommodation”.

Conducted over six years, the study shows that guests assess their stays using emotional cues such as warmth, atmosphere, and aesthetics; and cognitive cues such as cleanliness, safety, and convenience.

The study found that warmth, friendliness and a sense of belonging, or the “homely” side of the experience, strengthen guest loyalty, making them more likely to return to the same host. However, these feelings alone didn’t necessarily make guests more likely to recommend the property to others.

In contrast, affective and intellectual experiences – the enjoyment and perceived value of the stay – were stronger predictors of recommendations and positive reviews.

The research also examined how the quality of booking websites, such as Airbnb’s platform, influences guest behaviour. Although the website didn’t change how guests felt about the property itself, a well-designed and trustworthy site directly boosted guest loyalty and word-of-mouth.

Co-author Nektarios Tzempelikos, Professor of Marketing at Anglia Ruskin University (ARU), said: “Guests think carefully about both emotional and practical aspects before booking. Hosts who focus only on one side – either charm or functionality – may be missing the bigger picture.

“Platforms like Airbnb thrive when they’re designed for trust. Guests return to sites that are clear, reliable and easy to use. But it’s not just about tech, it’s about people. The most memorable stays come from warmth, authenticity and genuine local connection.

“By encouraging friendly, personal communication between hosts and guests, and balancing smart technology with a human touch, platforms can create experiences that feel less transactional and more meaningful.”

The study was carried out by researchers from Brunel University, University of Bradford, Newcastle University, Anglia Ruskin University and the University of Tehran.

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Strategies

Claiming your business page on review platforms can have unintended effects on customer reviews, study shows

Claiming a page signals to the public that the owner is present, paying attention and potentially available to address complaints. That shift in perception encourages dissatisfied customers – who otherwise might have stayed silent – to voice concerns, seek remedies or demand accountability through the review platforms. 

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Claiming a business page on an online review platform such as Yelp may result in a sharp decline in ratings and an increase in lengthy, negative customer feedback, according to a study from Florida International University. 

The study, led by Jong Youl Lee, assistant professor of information systems and business analytics at FIU’s College of Business, finds that once a business claims its Yelp page, its average rating falls by more than 10%, driven largely by an influx of one-star reviews and a decrease in five-star reviews. The shift is immediate and persistent, lasting more than a year after the claim date. The study was published in Information Systems Research.  

The likelihood of a one-star review rises by nearly 10% as well. These lowest-rated reviews also become substantially longer, with customers directly addressing owners or managers about service failures. An analysis of reviews shows a clear increase in negative language and a decline in positive sentiment. 

The reason, the researchers say, is rooted in consumer psychology. Claiming a page signals to the public that the owner is present, paying attention and potentially available to address complaints. That shift in perception encourages dissatisfied customers – who otherwise might have stayed silent – to voice concerns, seek remedies or demand accountability through the review platforms. 

“When customers see the page is claimed, they believe the owner is watching,” Lee said. “That motivates very unsatisfied customers to write reviews they otherwise might not have written, and they tend to be more critical and more detailed.” 

Many review platforms, including Yelp, TripAdvisor, and Yellow Pages, offer business owners the option to claim their pages, which can provide features such as photo control, basic analytics and the ability to respond to reviews. But Lee’s research suggests these perks may come with hidden costs, particularly for small, resource-constrained businesses. 

“Claiming your business page is not costless, even if it’s free of charge,” Lee said. “Businesses need to be prepared to monitor reviews and respond effectively. If they’re not ready to do this, claiming can actually hurt their reputation.” 

Drawing on a large dataset of newly opened popular restaurants in the nation’s 200 largest metro areas, the team analyzed what happened to ratings before and after a business claimed its Yelp page. Instead of relying on simple comparisons, the researchers looked at what happened before and after business owners claimed their online business pages, comparing owners who did so at different times. Using technology that can analyze and interpret written text, they also examined the review texts to measure shifts in tone and topics, and they conducted an online experiment to confirm how customers interpret the “claimed” badge. 

The implications extend beyond the restaurant industry. Any small business that lacks the staff to monitor online feedback may be vulnerable to the same dynamic, Lee said. 

The takeaway for business owners: claim your page when you are operationally ready. 

“Claiming is the very first step that allows owners to use customer management features as powerful tools for service recovery but only if owners are prepared for what comes next,” Lee said.  

Lee conducted the study with Mikhail Lysyakov and Huaxia Rui, both from the University of Rochester.

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BizNews

For those marketing contents, weekly episode releases drive higher viewer engagement and subscriptions on platforms

Marketing people, pay attention: the drip-style release schedule boosts both engagement and subscription revenue.

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Gradually releasing TV show episodes, rather than offering full seasons all at once for binge-watchers, significantly increases engagement on subscription video-on-demand (SVoD) platforms, leading to substantially higher subscription rates.

This is according to a study that provides the first large-scale causal evidence from a real-world randomized field experiment showing how release strategies shape viewing patterns, content discovery and retention across 84,000 viewers over a five-week randomized trial.

The study, “When Less Is More: Content Strategies for Subscription Video on Demand,” was authored by Miguel Godinho de Matos of Católica Lisbon School of Business and Economics, Samir Mamadehussene of the University of Texas at Dallas and Pedro Ferreira of Carnegie Mellon University.

To conduct their study, researchers made sure that across a five-week randomized field trial conducted with a major multinational telecommunications provider, viewers were assigned to a gradual (drip) release schedule. As a result, they found these viewers were 48% more likely to continue using the platform. They were more likely to return on a weekly basis to explore additional content.

When the researchers studied the all-at-once release of episodes, they found that while this approach initially attracted more binge-watchers who were eager to start a new series immediately after launch, those platform users did not engage with the platform over time in a more sustained way.

“The moment all-at-once viewers finish a fully released show, they often leave the platform,” de Matos said. “A drip schedule keeps viewers engaged for weeks, giving them time to search, browse, and find other shows they enjoy.”

“Releasing episodes slowly creates natural touchpoints that bring viewers back each week,” said Mamadehussene. “Those repeated visits dramatically expand content discovery and strengthen retention.”

When given all-at-once access, drip-release viewers tended to watch fewer episodes the first week, but they did watch significantly more episodes in later weeks. They increased exploration of the platform catalog, and ultimately consumed more total content than those given all episodes upfront.

At the end of the free trial, drip-release users were 1.7% more likely to subscribe, a 48% increase over the all-at-once group’s baseline subscription rate of 3.48%.

To be sure, the study found that this effect varied based on binge-watching preferences. For heavy binge watchers, the lack of immediate access to full seasons reduced engagement, lowering subscription likelihood. These findings help explain why major streamers which popularized binge releases, such as Netflix, have increasingly adopted weekly or hybrid release models.

“Our results show that the drip-style release schedule boosts both engagement and subscription revenue,” said Ferreira. “When it comes to sustaining audience interest, sometimes less really is more.”

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