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To attempt to steel man: as a business owner, the choice to adopt the branding of a franchise is because that branding has value and you expect to make more money from taking up the branding than from not. As a protestor, if you see your enemies using that branding (or its proceeds) to wage war against you, you want to disarm them of that weapon. So you attack anyone who takes up that branding, decreasing the value of the brand and incentivizing those who benefit from the brand to band together to prevent it from being used as a weapon against you and so maintain its value. The large bulk of franchisers care far more about making money than either Israel or Palestine, so there's an effective lever.
If you're an Indonesian franchise owner, you end up giving resources to the Good Team and pressuring global to prevent the giving of resources to the Bad Team. Worst case scenario, if the costs of boycotts and vandalism outweigh the value of the franchise, you defranchise. If you're global, you pressure your international franchises not to publically give resources to the Bad Team, enforcing that as much as the costs of enforcement don't outweigh the cost of losing Indonesian franchises.
It makes perfect sense, assuming that the boycotters and vandals have done a rigorous, informed analysis of every agent's costs.
Ah thank you! This is just what I was looking for, even if I don’t personally believe that they “have done a rigorous, informed analysis of every agent's costs.”
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