[...] Protests targeted public-facing brands, holding them accountable for conditions in their supply chains, since the ability to sully brands was one of the movement’s few points of leverage over the private sector. The endgame for this strategy was a reform promise from the target, a sort of DIY regulation without the state. Going after individual violators was an anticapitalist strategy for the war-on-crime era, and brand-heavy offshored textile companies were especially vulnerable. Most famous was Nike: Activists successfully associated the trademarked Swoosh logo with children working in Third World sweatshops, yielding a wide-ranging series of promises from the cofounder and CEO, Phil Knight (Stanford MBA ’62).viii 39 These agreements were not an effective way of improving labor’s situation, and few involved were under the false impression that they were. These were bad days for working people. You could tell because the stock market was going up.