Abstract: The existing literature ignores the intangible loss of conflict delistings. Based on the theory of psychological resistance and information processing theory of emotion, through experiment methods, this paper explores the consumers' reaction to conflict delistings under the influence of customer loyalty and negative emotions, and the impact of conflict delistings on the brand performance of both supplier and retailer. The results show that no matter how high or low the negative emotions are, when the brand loyalty of the supplier is higher (or lower) than that of the retailer, the consumer is more inclined to switch the store (or brand) to deal with the conflict delistings, and the retailer (or supplier) suffers more losses. When both supplier and retailer have high (or low) customer loyalty, consumers' behavior to deal with conflict delistings varies with the level of negative emotions:when negative emotions are high, consumers who have high (or low) loyalty to suppliers and retailers are more inclined to cancel the purchase, resulting in large losses for both parties. When negative emotions are low, consumers who have high (or low) loyalty to suppliers and retailers are more inclined to delay the purchase (or store switching), resulting in greater losses for retailers. In addition, the greater the negative emotion of consumers, the stronger the influence of brand switching, store switching and purchase cancellation on brand performance. The study provides a more comprehensive answer to the question of "who is more vulnerable during conflict delistings", and provides management inspiration on whether the two parties should provoke a conflict.

Key words: conflict delistings, customer loyalty, negative emotion, switching intention, brand performance