Core Viewpoint - The article discusses the dynamics of online disputes, categorizing them into three main causes: interest-based arguments, profit-related conflicts, and ideological disagreements. It emphasizes the importance of addressing profit-related issues promptly to mitigate crises faced by companies [2][10][41]. Group 1: Interest-Based Arguments - Interest-based disputes often arise from personal preferences, such as sports teams or food tastes, and tend to be less harmful. However, when these interests evolve into a form of fanaticism, they can lead to significant consequences for brands [4][6][8]. - The article highlights the distinction between casual interest disputes and those that escalate into more serious conflicts, particularly in the context of brand loyalty and fan culture [9][42]. Group 2: Profit-Related Conflicts - Profit-related disputes are identified as a central issue for companies, where the public feels their interests are compromised. Companies must provide compensation to address these grievances effectively [11][39]. - The concept of "sliding and kneeling" is introduced, where companies must act quickly (sliding) and provide tangible compensation (kneeling) to resolve crises. This approach is crucial for maintaining public trust [16][17][26]. - The article provides examples from Haidilao's crisis management, illustrating how timely apologies and corrective measures can mitigate damage. In the 2017 "mouse incident," Haidilao's prompt response was praised, while the 2025 "urine incident" required more extensive compensation to regain customer trust [19][25][30]. Group 3: Ideological Disagreements - Ideological disputes are more complex and often unresolvable, as they stem from deep-seated beliefs rather than interests or profits. Companies facing such conflicts may need to endure the backlash without expecting a resolution [41][42]. - The article cautions companies to be wary of engaging in ideological narratives, as these can lead to significant reputational risks and are often beyond their control [45].