THE Role Social Media Campaign To Brand Switching Unilever Products In Bandar Lampung (A Study On Consumers Boycotting Pro-Israel Products)

  • Ferdo Fahtu Rahman Assidiq Department of Business Administration, Faculty of Social and Political Sciences, University of Lampung
  • Maulana Agung Pratama Department of Business Administration, Faculty of Social and Political Sciences, University of Lampung
  • Fenny Septiani Department of Business Administration, Faculty of Social and Political Sciences, University of Lampung
Keywords: social media campaign, brand switching, unilever, boycott

Abstract

This study analyzes consequence of Social Media Campaign on Brand Switching of Unilever products in Bandar Lampung in the context of the boycott of pro-Israel products. This research applies measurable approach and uses explanatory study sampler design. Data were equanimous Into and out of surveys distributed to Unilever customer in Bandar Lampung who were aware of the pro-Israel product boycott issue. Sampler technique Employed was purposive sampler, while data investigation was conducted using Smart PLS with the Partial Least Square (PLS) method. Consequences show that Social Media Campaign has optimistic and meaningful consequence on Brand Switching. This indicates that boycott campaigns spread Into and out of social media are able to shape public opinion, increase customer awareness of humanitarian issues, and encourage customers to stop purchasing Unilever products and switch to alternative brands that are perceived to align more with prevailing social values. These answers settle social media plays important role in influencing brand switching decisions, particularly in situations involving moral issues and humanitarian solidarity.

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Published
2026-05-23
How to Cite
Ferdo Fahtu Rahman Assidiq, Maulana Agung Pratama, & Fenny Septiani. (2026). THE Role Social Media Campaign To Brand Switching Unilever Products In Bandar Lampung (A Study On Consumers Boycotting Pro-Israel Products). International Journal of Economics, Business and Innovation Research, 5(03), 2620-2629. https://doi.org/10.63922/ijebir.v5i03.3631