In recent years, consumer boycotts are increasingly being used by various activist groups to punish targeted countries. This paper develops an analytic framework to help managers formulate strategies to cope with country-of-origin-related consumer boycotts. Based on the two dimensions of brand–country association and boycott intensity, we propose four possible strategies. We discuss spillover effects wherein certain firms become unintended victims of boycotts due to misperceptions about their nationality. Also discussed are economic opportunities that boycotts present to potential new entrants.
