Why do people hate Java so much

Why people hate brands


A new study reveals the reasons why more and more people are becoming brand haters. This is becoming an increasing problem for companies. Which strategy works against it.

The relationship between people and brands has been studied in detail for decades. The vast majority of this research questions why people prefer certain brands. For companies, the main thing is to reinforce such brand preferences. Concepts such as "Lovemarks" by Saatchi & Saatchi have been established for years and are intended to help companies build emotional relationships between people and brands.

Hatred of brands is growing

The hatred of brands is increasing, reports the industry magazine werben &verkauf (w & v). According to w & v, three female students examined the reasons for this in their master’s thesis. One result of the work is that so-called anti-brand sites are spreading very quickly on the Internet. While there were just 550 anti-brand sites against global brands on the Internet in 1997, by 2008 there were already more than 10,500. Examples include killercoke.org (against Coca Cola) and Starbucked.com (anti-Starbucks). Brand haters also have a large presence on social media platforms, for example the group I hate Deutsche Bahn. The results of the study show that there are three main drivers of brand hatred that have a direct impact on consumer buying behavior:

  • Experiental avoidance (brand is avoided due to poor product experience)
  • Identity avoidance (brand in conflict with its own identity)
  • Moral avoidance (brand violates consumer beliefs)

Credible communication helps against brand hatred

Brand hatred can best be prevented if companies offer high quality products. If a shitstorm happens anyway, crisis communication is the order of the day. Companies would do well to communicate openly and honestly, apologize for mistakes, and offer compensation. In addition, global companies should only become socially committed if the commitment fits their products or services and is credible and authentic.

Springer authors Peter Heinrich and René Schmidpeter also confirm this assessment. In their article "Effective CSR Communication - Basics" they argue that Corporate Social Responsibility (CSR) must be integrated into corporate strategy in order to be credible (page 1). The authors present a model with seven steps for implementation:


Strategic direction

  • (Why do we want to start the CSR journey?)
  • What principles, vision, mission, strategies and values ​​guide the company's actions?
  • General success goals
  • Management commitment
  • Feasibility
  • Mission statement
  • CSR project team


  • (Who do we need on this trip?)
  • Which stakeholders are of the
  • Business activity affected, how important are they, how good is the contact?
  • Stakeholder analysis
  • Dialogue strategies

As-is analysis and key figure basis

  • (What is our starting point?)
  • What is the company's core business and how do you envision it in the future?
  • Where is that
  • Core competencies
  • Values ​​and virtues
  • Value chain and
  • Core processes
  • Strengths and things worth preserving

Future issues Turn risks into opportunities

  • (Where do you want to travel?)
  • Where can conflicts exist and what can be done preventively?
  • Where does the company stand and where are there opportunities for improvement?
  • Relevant fields of action and
  • Opportunities for improvement in the areas of leadership, market, employees, environment, society

Measures –– from talking to doing

  • (What do we want to travel with, when and how?)
  • Which activities are already being used and which additional activities would be useful?
  • Action plan
  • Implementation of the measures
  • Involving the relevant stakeholders
  • Setting priorities
  • Planning the achievement of goals
  • Measure and control

Communication and reporting

  • (Report on the trip, before-during-after)
  • How is the commitment communicated in the best possible way?
  • How are the employees involved and brought "on board"?
  • Transparency and credibility
  • Communication channels
  • Internal and external communication
  • Sustainability report
  • Identification of relevant topics

Stabilization and continuous improvement

  • (Make traveling a habit and discover new travel destinations)
  • How are the CSR processes controlled, how is knowledge secured, made divisible and continuously improved?
  • reflection
  • Learning organization
  • Audit
  • CIP (continuous improvement process)
  • Integrated CSR balanced scorecard