The Impact of Crisis Response Decision-Making Chains on Brand Recovery: The Case of Zara

Abstract

This study examines the ZARA "Gaza advertising crisis" as a case study, systematically analysing the impact mechanisms of crisis response decision chains on brand recovery. Drawing upon the Higher-Order Team Theory, Brand Trust Recovery Model, and Crisis Communication Theory, an integrated analytical framework is constructed to reveal the intrinsic connections between internal decision-making efficiency, cross-departmental collaboration, and external response strategies. Management recommendations for enhancing brand resilience are subsequently proposed. This study focuses on the length of the crisis response decision chain, interdepartmental coordination efficiency, and their direct impact on brand recovery. An in-depth analysis of the ZARA case reveals that redundant decision-making layers and strategic disagreements between legal and marketing departments caused a 47-hour response delay. This resulted in a 32% decline in brand search volume, a 41% increase in negative sentiment diffusion, and a plunge of over 60% in brand sentiment in the Middle East. Findings indicate that response delays significantly undermine the effectiveness of sentiment and information remediation. Furthermore, culturally insensitive response strategies—such as employing "misunderstanding" narratives to downplay responsibility—exacerbate trust erosion. Moreover, response strategies act as a bridge between decision-making processes and brand recovery, with their effectiveness largely depending on how well they match cultural contexts and the nature of the crisis. The significance of this study is in showing that crisis response is not just about communication; it is fundamentally about organizational governance. It offers both theoretical insights and practical advice for businesses to improve their decision-making processes.