What a furore there appeared to be in New York's ride hailing world on Sunday.
It started when the New York Taxi Workers Alliance called for a one-hour strike in protest of Donald Trump's executive order to ban immigrants from seven Muslim-majority countries.
In response Uber sent a message to users saying it would turn off surge pricing for pickups at New York JFK. The company was accused of profiteering off the back of the strike and the #DeleteUber hashtag started trending on social media. People showed screenshots of the app deleted from their phones.
Users were encouraged to download Lyft instead, which looked even more like the good guy as it announced a $1 million donation to the American Civil Liberties Union (ACLU).
Fuel was added to the boycott by criticism over Uber CEO Travis Kalanick's role on Trump's economic advisory panel. But what wasn't included in many media reports is that one of Lyft's investors is Carl Icahn: a vocal Trump supporter and one of his special advisors. Lyft's generous donation to ACLU overshadowed everything else.
Uber has since said it will compensate workers affected by the order and has pledged a US$3m legal defence for drivers.
But many would say the brand damage is already done. What does a reputation storm like this mean for travel managers?
The weekend's boycott shows that people, your travellers, care about what companies are doing and that they're prepared to take action on it. People reacted emotionally and quickly. Imagine if that was a preferred supplier and spend suddenly dropped dramatically. No one could have predicted what happened or what the possible impact would be.
Some New Yorkers may redownload Uber later when the fuss has died down. But the short-term choice was an emotional, ethics-driven one made by the traveller. If it came to it, how can travel buyers could manage the expectation of travellers and suppliers not based on what is financially sound but what they believe is morally right?