Skip to Main Content
HBS Home
  • About
  • Academic Programs
  • Alumni
  • Faculty & Research
  • Baker Library
  • Giving
  • Harvard Business Review
  • Initiatives
  • News
  • Recruit
  • Map / Directions
Faculty & Research
  • Faculty
  • Research
  • Featured Topics
  • Academic Units
  • …→
  • Harvard Business School→
  • Faculty & Research→
Publications
Publications
  • March–April 2017
  • Article
  • Harvard Business Review

What's the Value of a Like?: Social Media Endorsements Don't Work the Way You Might Think

By: Leslie John, Daniel Mochon, Oliver Emrich and Janet Schwartz
  • Format:Print
ShareBar

Abstract

Brands spend billions of dollars a year on lavish efforts to establish and maintain a social media presence. But do those campaigns actually increase revenue? New research provides an answer to this question, which has vexed marketers ever since social media burst upon the scene. In a series of experiments, the researchers tested four increasingly interactive ways in which Facebook might affect customers’ behavior. First, they explored whether liking a brand—passively following it—makes people more likely to purchase it. Second, they examined whether people’s likes affect their friends’ purchasing. Third, they looked at whether liking affects things other than purchasing (for example, whether it can persuade people to engage in healthful behaviors). And fourth, they tested whether boosting likes by paying to have branded content displayed in followers’ news feeds increases the chances of meaningful behavior change. The results were clear: Merely liking a brand neither increases purchasing nor spurs friends to purchase more. Supporting likes with branded content, however, can prompt meaningful behavior change.

Keywords

Social and Collaborative Networks; Consumer Behavior; Marketing Strategy; Digital Marketing; Social Media

Citation

John, Leslie, Daniel Mochon, Oliver Emrich, and Janet Schwartz. "What's the Value of a Like? Social Media Endorsements Don't Work the Way You Might Think." Harvard Business Review 95, no. 2 (March–April 2017): 108–115.
  • Find it at Harvard
  • Register to Read

About The Author

Leslie K. John

Negotiation, Organizations & Markets
→More Publications

More from the Authors

    • November 2022
    • Psychological Science

    Opportunity Neglect: An Aversion to Low-probability Gains

    By: Emily Prinsloo, Kate Barasz, Leslie K. John and Michael I. Norton
    • August 2022
    • Journal of Marketing Research (JMR)

    The Bulletproof Glass Effect: Unintended Consequences of Privacy Notices

    By: Aaron R. Brough, David A. Norton, Shannon L. Sciarappa and Leslie K. John
    • March 2022
    • Marketing Letters

    When Less Is More: Consumers Prefer Brands that Donate More in Relative versus Absolute Terms

    By: Elizabeth A. Keenan, Anne V. Wilson and Leslie K. John
More from the Authors
  • Opportunity Neglect: An Aversion to Low-probability Gains By: Emily Prinsloo, Kate Barasz, Leslie K. John and Michael I. Norton
  • The Bulletproof Glass Effect: Unintended Consequences of Privacy Notices By: Aaron R. Brough, David A. Norton, Shannon L. Sciarappa and Leslie K. John
  • When Less Is More: Consumers Prefer Brands that Donate More in Relative versus Absolute Terms By: Elizabeth A. Keenan, Anne V. Wilson and Leslie K. John
ǁ
Campus Map
Harvard Business School
Soldiers Field
Boston, MA 02163
→Map & Directions
→More Contact Information
  • Make a Gift
  • Site Map
  • Jobs
  • Harvard University
  • Trademarks
  • Policies
  • Accessibility
  • Digital Accessibility
Copyright © President & Fellows of Harvard College