consumer behaviour group assignment

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

• We're Hiring!
• Help Center

Consumer Behavior main assignment (1)

Related Papers

Tourism Management

Dr. Teoman Duman , Anna Mattila

In this study, we expanded the perceived value literature by demonstrating the role of selected affective factors (i.e., hedonics, control and novelty) on value in the context of cruise vacation experiences. We also examined the role of customer satisfaction in the affect–value relationship. Our results indicate that affective factors are important determinants of the perceived value of cruise services. In particular, hedonics or pleasure is strongly linked to cruise vacationers’ value perceptions and behavioral intentions. However, overall satisfaction as a mediator accounted for the relationship between affective antecedents and perceived value. The managerial findings of this research are briefly discussed.

rossi siswoyo

Ahmed Taher

International Review of Business …

Dina Kayaly

Prof.(Dr.) Jagathy Raj V. P.

Lydia Hanks

The purpose of this study is to add to the literature on consumer financial guilt in hospitality and tourism by exploring the circumstances in which it occurs and investigating antecedents that influence the experience of consumer financial guilt. Using an impulsive travel purchase as the context, this mixed-methods study examined the effects of gender and prepurchase mood on feelings of postpurchase guilt and satisfaction. Qualitative and quantitative results indicated that women were more likely than men to experience consumer guilt following an impulse travel purchase, and that this effect was moderated by prepurchase mood. Hierarchical regression analysis also indicated that consumer financial guilt affected levels of anticipated satisfaction with the purchase, over and above the effect attributed to prepurchase mood and gender.

International Journal

Publisher ijmra.us UGC Approved

Roslizawati Che Aziz

Travel reviews are developing as a dominant source of information affecting hotel guest loyalty. Customers are often expressing their experience and feelings in the form of online consumer reviews and views on hotels, travel destination and travel services. The willingness to share customer's reviews on the website has highlighted the need for a greater understanding of the relationship travel reviews towards hotel guest loyalty. Thus, this paper is aiming to reveal the effects of travel reviews on hotel guest loyalty. This study will increase the knowledge of the customers to understand how they could indicate and assess a hotel room during an online hotel reservation. The results further will recommend that travel reviews play an important part in the trip planning process.

RELATED PAPERS

Karla Lopez

FOUNDI Rachide

Nano letters

Diana Morales

AU Journal of Management

Pathompong Bumrerb

The Accounting World

Dr. Pankaj M Madhani

Journal of Applied Animal Welfare Science

Heteroatom Chemistry

Manuela Crisan

Call girls service

Archives of Facial Plastic Surgery

Mohamed Smail

Langmuir : the ACS journal of surfaces and colloids

Robert Pelton

Journal of Clinical Medicine

Kali Makedou

Hannes Daepp

Sean Morris

Jean-Michel Gaillard

Medical Principles and Practice

Mohammed Ahmed

Journal of Educational and Social Research

Maria Denize Sá

Journal of Chemistry

Shaukath Khanum

Automation in Construction

Periódico Técnico e Científico Cidades Verdes

RODOLFO VALENTINO FULGENCIO

Dundee毕业证书 邓迪大学学历学位认证

Juan Santos

•   We're Hiring!
•   Help Center
• Find new research papers in:
• Health Sciences
• Earth Sciences
• Cognitive Science
• Mathematics
• Computer Science
• Academia ©2024

• Work & Careers
• Life & Arts
• Currently reading: Business school teaching case study: Unilever chief signals rethink on ESG
• Business school teaching case study: can green hydrogen’s potential be realised?
• Business school teaching case study: how electric vehicles pose tricky trade dilemmas
• Business school teaching case study: is private equity responsible for child labour violations?

Business school teaching case study: Unilever chief signals rethink on ESG

• Business school teaching case study: Unilever chief signals rethink on ESG on x (opens in a new window)
• Business school teaching case study: Unilever chief signals rethink on ESG on facebook (opens in a new window)
• Business school teaching case study: Unilever chief signals rethink on ESG on linkedin (opens in a new window)
• Business school teaching case study: Unilever chief signals rethink on ESG on whatsapp (opens in a new window)

Gabriela Salinas and Jeeva Somasundaram

Roula Khalaf, Editor of the FT, selects her favourite stories in this weekly newsletter.

In April this year, Hein Schumacher, chief executive of Unilever, announced that the company was entering a “new era for sustainability leadership”, and signalled a shift from the central priority promoted under his predecessor , Alan Jope.

While Jope saw lack of social purpose or environmental sustainability as the way to prune brands from the portfolio, Schumacher has adopted a more balanced approach between purpose and profit. He stresses that Unilever should deliver on both sustainability commitments and financial goals. This approach, which we dub “realistic sustainability”, aims to balance long- and short-term environmental goals, ambition, and delivery.

As a result, Unilever’s refreshed sustainability agenda focuses harder on fewer commitments that the company says remain “very stretching”. In practice, this entails extending deadlines for taking action as well as reducing the scale of its targets for environmental, social and governance measures.

Such backpedalling is becoming widespread — with many companies retracting their commitments to climate targets , for example. According to FactSet, a US financial data and software provider, the number of US companies in the S&P 500 index mentioning “ESG” on their earnings calls has declined sharply : from a peak of 155 in the fourth quarter 2021 to just 29 two years later. This trend towards playing down a company’s ESG efforts, from fear of greater scrutiny or of accusations of empty claims, even has a name: “greenhushing”.

Test yourself

This is the fourth in a series of monthly business school-style teaching case studies devoted to the responsible business dilemmas faced by organisations. Read the piece and FT articles suggested at the end before considering the questions raised.

About the authors: Gabriela Salinas is an adjunct professor of marketing at IE University; Jeeva Somasundaram is an assistant professor of decision sciences in operations and technology at IE University.

The series forms part of a wider collection of FT ‘instant teaching case studies ’, featured across our Business Education publications, that explore management challenges.

The change in approach is not limited to regulatory compliance and corporate reporting; it also affects consumer communications. While Jope believed that brands sold more when “guided by a purpose”, Schumacher argues that “we don’t want to force fit [purpose] on brands unnecessarily”.

His more nuanced view aligns with evidence that consumers’ responses to the sustainability and purpose communication attached to brand names depend on two key variables: the type of industry in which the brand operates; and the specific aspect of sustainability being communicated.

In terms of the sustainability message, research in the Journal of Business Ethics found consumers can be less interested when product functionality is key. Furthermore, a UK survey in 2022 found that about 15 per cent of consumers believed brands should support social causes, but nearly 60 per cent said they would rather see brand owners pay taxes and treat people fairly.

Among investors, too, “anti-purpose” and “anti-ESG” sentiment is growing. One (unnamed) leading bond fund manager even suggested to the FT that “ESG will be dead in five years”.

Media reports on the adverse impact of ESG controversies on investment are certainly now more frequent. For example, while Jope was still at the helm, the FT reported criticism of Unilever by influential fund manager Terry Smith for displaying sustainability credentials at the expense of managing the business.

Yet some executives feel under pressure to take a stand on environmental and social issues — in many cases believing they are morally obliged to do so or through a desire to improve their own reputations. This pressure may lead to a conflict with shareholders if sustainability becomes a promotional tool for managers, or for their personal social responsibility agenda, rather than creating business value .

Such opportunistic behaviours may lead to a perception that corporate sustainability policies are pursued only because of public image concerns.

Alison Taylor, at NYU Stern School of Business, recently described Unilever’s old materiality map — a visual representation of how companies assess which social and environmental factors matter most to them — to Sustainability magazine. She depicted it as an example of “baggy, vague, overambitious goals and self-aggrandising commitments that make little sense and falsely suggest a mayonnaise and soap company can solve intractable societal problems”.

In contrast, the “realism” approach of Schumacher is being promulgated as both more honest and more feasible. Former investment banker Alex Edmans, at London Business School, has coined the term “rational sustainability” to describe an approach that integrates financial principles into decision-making, and avoids using sustainability primarily for enhancing social image and reputation.

Such “rational sustainability” encompasses any business activity that creates long-term value — including product innovation, productivity enhancements, or corporate culture initiatives, regardless of whether they fall under the traditional ESG framework.

Similarly, Schumacher’s approach aims for fewer targets with greater impact, all while keeping financial objectives in sight.

Complex objectives, such as having a positive impact on the world, may be best achieved indirectly, as expounded by economist John Kay in his book, Obliquity . Schumacher’s “realistic sustainability” approach means focusing on long-term value creation, placing customers and investors to the fore. Saving the planet begins with meaningfully helping a company’s consumers and investors. Without their support, broader sustainability efforts risk failure.

Questions for discussion

Read: Unilever has ‘lost the plot’ by fixating on sustainability, says Terry Smith

Companies take step back from making climate target promises

The real impact of the ESG backlash

Unilever’s new chief says corporate purpose can be ‘unwelcome distraction ’

Unilever says new laxer environmental targets aim for ‘realism’

How should business executives incorporate ESG criteria in their commercial, investor, internal, and external communications? How can they strike a balance between purpose and profits?

How does purpose affect business and brand value? Under what circumstances or conditions can the impact of purpose be positive, neutral, or negative?

Are brands vehicles by which to drive social or environmental change? Is this the primary role of brands in the 21st century or do profits and clients’ needs come first?

Which categories or sectors might benefit most from strongly articulating and communicating a corporate purpose? Are there instances in which it might backfire?

In your opinion, is it necessary for brands to take a stance on social issues? Why or why not, and when?

Climate Capital

Where climate change meets business, markets and politics. Explore the FT’s coverage here .

Are you curious about the FT’s environmental sustainability commitments? Find out more about our science-based targets here

Promoted Content

Explore the series.

Follow the topics in this article

• Sustainability Add to myFT
• Impact investing Add to myFT
• Corporate governance Add to myFT
• Corporate social responsibility Add to myFT
• Business school case Add to myFT

International Edition

File : RU-MOS-Khimki-outline.svg

File history, file usage on commons, file usage on other wikis.

Original file ‎ (SVG file, nominally 425 × 338 pixels, file size: 667 KB)

Summary [ edit ]

Licensing [ edit ].

• to share – to copy, distribute and transmit the work
• to remix – to adapt the work
• attribution – You must give appropriate credit, provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
• share alike – If you remix, transform, or build upon the material, you must distribute your contributions under the same or compatible license as the original.

Structured data

Items portrayed in this file, copyright status, copyrighted, copyright license, creative commons attribution-sharealike 2.0 generic, 30 march 2014.

• Location maps of Moscow Oblast
• ODbL OpenStreetMap
• CC-BY-SA-2.0

Navigation menu