Ten years ago, top executives at three Mitsubishi companies were suddenly faced with a consumer boycott by Rainforest Action Network (RAN), an activist NGO that was willing to wage a protracted war against the corporation’s brand in order to get it to change its business practices. Instead of fighting RAN, the companies did exactly the opposite of what most of its lawyers, public relations experts, and crisis professionals advised them at the time: They sat down and engaged in a dialogue...


Want more? Sorry, the full text of this article is only available to subscribers. Subscribe now.

Already a subscriber? Please log in by entering your email address and password into the red login box at the top-right corner of this page.

Need to register for your premium online access, which is included with your paid subscription? Register here.

Tracker Pixel for Entry