This past week in the vibrant city of food and culture, we witnessed an unexpected wave of apologies from two well-known multinational brands, Heinz and Bath & Body Works. Both companies found themselves in hot water over advertisements and product packaging that many deemed culturally insensitive. So, what happened?
First, let’s talk about Heinz. The company released two ads that unintentionally struck a nerve. The first was part of a campaign in the United States, featuring an image that some criticized as reflecting racially stereotypical minstrel imagery. This left many consumers feeling upset and frustrated because it seemed to echo tones from a painful past.
Coincidentally, while the U.S. was buzzing with criticism, Heinz launched another campaign in the UK during Black History Month which also raised eyebrows. This advertisement depicted a Black woman without a father, and many viewers felt that it perpetuated another damaging stereotype. After hearing the uproar from their audience, Heinz quickly issued a statement expressing that they value feedback and are always eager to learn.
Now let’s move on to Bath & Body Works, who also found themselves at the center of controversy. They released a winter candle called ‘Snowed In’. At a first glance, the label appeared innocent enough, but many consumers saw a resemblance to Klu Klux Klan members in their hoods—an image that is perpetually alarming and offensive to many. Just like Heinz, Bath & Body Works listened to the feedback and decided to pull the product from shelves.
It’s a good question and one that many are asking. Over the last few years, several major brands like Gucci, Prada, H&M, and Dove have faced similar backlash due to cultural insensitivity. Sometimes, brands are able to weather the storm and recover, but in other cases, these blunders can inflict serious financial harm. A stark example is Bud Light’s misstep in 2023 that cost the company over $27 billion in market capitalization—showing just how costly a single blunder can be.
One common thread in discussions of these incidents is the phrase, “This wouldn’t happen if there was more diversity in the room!”. This sentiment gains traction because it shifts the blame from the company as a whole to the lack of diverse perspectives in the decision-making processes. The conversation often leads to calls for brands to hire a diversity officer but misses the point that there’s a deeper issue at play: Power.
When discussing diversity, equity, and inclusion (DEI), it’s not just about filling roles. It’s about ensuring these leaders have the authority to influence major decisions, particularly around branding and marketing. In many companies, these CDOs (Chief Diversity Officers) may sit quietly at the table while others make crucial creative decisions. That’s a missed opportunity!
As someone who has worked in a similar role, I know that the reputation of a company is what keeps leadership awake at night. No matter how smart an organization is about their business strategy, a poorly executed ad or campaign can overshadow everything they’ve built. Reputation impacts not only public perception but also investor relations and employee trust.
In today’s multifaceted market teeming with diverse cultures and viewpoints, it’s essential to include culturally competent individuals in the marketing and communications (MarComm) teams. This includes giving them the platform to speak up before any campaign goes live.
For brands like Kraft Heinz and Bath & Body Works, reevaluating how DEI aligns with branding strategies could be a significant step in reducing cultural blunders. It’s not enough to just have DEI-themed web pages; that influence should trickle down into every aspect of the company.
As we reflect on the recent controversies, it’s clear that the conversation is only just starting, and there is a strong push for change on how these large companies approach their marketing and branding. Only time will tell if they’ll heed the calls for a more inclusive approach, but one thing is certain: the public is watching closely.
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