Communication Without Communicating: How Coca-Cola Bangladesh Added Fuel Its Fire

 By 

       Ishola Ayodele

Introduction

Coca-Cola, established in 1886, is one of the most recognizable brands in the world, symbolizing refreshment and global connectivity. Known for its iconic red-and-white logo and signature beverage, the company has built a vast and diverse consumer base across numerous regions. With operations spanning over 200 countries, Coca-Cola has established itself as a key player in the global market, consistently striving to resonate with local cultures while maintaining its international appeal.

 

However, in the summer of 2024, Coca-Cola's global standing faced a significant challenge. The company encountered intense backlash in the Middle East and Asia, fueled by its perceived association with Israel amid the ongoing conflict in Gaza. The brand’s efforts to address these tensions through a high-profile advertising campaign in Bangladesh inadvertently exacerbated the situation, highlighting the complexities of navigating political sensitivities on a global scale.

 

Background

Several U.S.-based companies, including McDonald’s and Starbucks, have been facing significant boycotts across the Middle East due to their perceived involvement in America’s support of Israel through funding and arms supplies. However, among these companies, Coca-Cola has arguably faced the strongest backlash.

 

According to The Washington Post, Coca-Cola was already grappling with boycotts, witnessing a sharp 23% drop in sales in Bangladesh. This was part of a broader wave of protests linked to the ongoing Gaza conflict and allegations of Israeli genocide against Palestinians, which spurred boycotts of numerous global brands.

 

In 2024, the movement to boycott companies with ties to Israel, driven by the Boycott, Divestment, and Sanctions (BDS) movement, gained substantial traction across the Middle East and Asia. Coca-Cola, with its operations in Israeli-occupied territories, became a prime target of the boycott, impacting its sales significantly. In an attempt to counter the growing boycott, Coca-Cola Bangladesh aired a high-profile commercial during the Twenty20 World Cup match between India and Pakistan.

 

The Ad: "This is My Coke"

The controversial Coca-Cola advertisement, titled "This is My Coke," premiered during the eagerly anticipated Twenty20 World Cup match between India and Pakistan, an event renowned for its vast South Asian audience. The commercial was strategically launched in Bangladesh, a predominantly Muslim country with strong support for the Palestinian cause.

In the 60-second spot, which aired on Bangladeshi TV and YouTube on June 9, Saraf Ahmed Zibon, a distinguished Bangladeshi actor and director, portrayed a shopkeeper who addresses the growing boycott of Coca-Cola products. The ad, designed to counter the global movement against the brand, featured Zibon reassuring viewers that the boycott was based on “false information.”

The commercial’s narrative unfolds with Zibon’s character engaging a customer who is hesitant to buy Coca-Cola due to its alleged association with Israel. Although the ad avoids explicitly naming Israel, the shopkeeper’s comments make the implication clear. He insists that Coca-Cola is “not at all from that place” and emphasizes that “there is also a factory in Palestine.” The advertisement concludes with the customer overcoming his doubts and enjoying the drink, suggesting that the boycott is misguided and based on reassured misinformation.

The Key issues with the Ad

i.                 Misalignment of Messaging with Audience Sentiment: Coca-Cola’s Bangladesh ad was intended to distance the brand from its associations with Israel. However, Coca-Cola Co. has been enjoying close links with Israel since the 1960s. In 1997, the company was honored by its government for “refusing to abide by the Arab League economic boycott of Israel.” Therefore, the campaign misjudged the depth of public sentiment in favor of Palestine, resulting in greater scrutiny of the company’s ties to Israel.

 

ii.               Inaccurate and Misleading Information: In the ad, the shopkeeper said that “there is also a factory in Palestine. This information exacerbated the public anger because the referenced factory in the ad was located in an Israeli-occupied settlement in al-Quds (Jerusalem), considered illegal under international law. The ad was quickly labeled as misleading propaganda, as it downplayed Coca-Cola’s documented business ties to Israeli settlements.

 

The Backlash

The backlash against the advertisement was swift and severe.

a. Social media platforms quickly became a battleground for criticism from Bangladeshi citizens. For example, Sohel Rahman, a businessman from Dhaka, condemned the ad as an "attempt to fool the audience," questioning, “Do they think the Bangladeshi people are stupid?” (Arab News, 2024). Similarly, Sadia Ahmed, an executive from Dhaka’s Gulshan area, criticized the campaign as a deliberate attempt to mislead and manipulate public sentiment. She stated, “Now, our boycotting campaign is even stronger” (Arab News, 2024).

 

b. In Bangladesh, a nation deeply committed to the Palestinian cause, the ad sparked widespread protests both online and on the streets. Coca-Cola’s attempts to clarify its stance on Israel only served to heighten public skepticism. The company's efforts were perceived as an attempt to obfuscate its true position, fueling further outrage and amplifying calls for a boycott.

 

LESSONS FOR PR PROFESSIONS

1. Cultural and Political Sensitivity:

The wise saying from the Igboland in Nigeria says “He who does not know where the rain began to beat him cannot know where he dried his body.” Thus, understanding cultural and political contexts is crucial for effective communication, especially for global brands like Coca-Cola. In the case of the Bangladesh advertisement, the company failed to grasp the deep-rooted political tensions between Israel and Palestine, which have long fueled strong pro-Palestinian sentiment across Muslim-majority countries. A similar incident occurred with PepsiCo in the 1990s when a promotional campaign for "Pepsi Number Fever" in the Philippines ended disastrously because the company failed to understand local gambling culture. The company's ignorance of how numbers and lotteries were interpreted locally led to widespread riots and damaged its reputation for years.

 

In Coca-Cola’s case, releasing an advertisement in Bangladesh downplaying its ties to Israel was akin to “playing with fire.” The audience’s deep emotional connection to the plight of Palestinians meant that any perceived insensitivity would be met with outrage. Brands that underestimate the impact of political realities, even in seemingly distant regions, often find themselves at the mercy of public sentiment. Like an ill-prepared farmer planting seeds out of season, they will struggle to reap the intended benefits. It’s vital for brands to consider the rain before setting out to till the fields—political climates must be understood and respected.

 

2. Transparency in Messaging:

The Yoruba adage “Lying to save face leads to disgrace” holds true always. In a world where information is widely accessible and consumers can easily fact-check claims, corporate transparency is essential. Coca-Cola’s messaging, which implied a dissociation from Israel despite evidence to the contrary, unraveled as the truth came to light. This mirrors Volkswagen’s emissions scandal, where the company's misleading claims about clean diesel engines backfired once the truth was exposed. Volkswagen, like Coca-Cola, learned that once a lie takes off, it becomes a runaway train with devastating consequences.

 

Misleading information whether intentional or not is like an unstable foundation under a house. At first, it may appear sturdy, but over time, cracks begin to show, and the structure collapses under the weight of deception. Coca-Cola's vague and disingenuous attempt to distance itself from Israeli connections ultimately crumbled when activists exposed the truth, leaving the company vulnerable to accusations of dishonesty.

 

Brands must understand that transparency is not a strategy, but a necessity. Consumers today demand authenticity and can easily detect dishonesty. If you build your house on sand, when the rains of scrutiny come, it will wash away. Transparency in messaging creates a solid foundation that builds long-term trust, preventing reputational collapse in the face of controversy.

 

3. Swift Crisis Management:

C. Northcote Parkinson, the great author and British historian famous for his ‘Parkinson Law’ said something profound about crisis management that modern crisis managers can commit to heart. He said, “Delay is the deadliest form of denial”. In the realm of crisis management, Parkinson was right, time is of the essence. Coca-Cola's delayed response to the backlash in Bangladesh exacerbated the damage, leading to prolonged public outrage and diminished credibility. In comparison, Johnson & Johnson's swift and decisive handling of the 1982 Tylenol poisoning crisis stands out as a gold standard in crisis management. The company immediately pulled all Tylenol products off the shelves, regardless of the financial loss, demonstrating their commitment to consumer safety. This quick action not only saved lives but also restored consumer confidence.

 

Coca-Cola's delayed response was akin to “closing the stable door after the horse has bolted.” Once public sentiment had already turned, any efforts to mitigate damage felt insufficient and too late. The proverb “procrastination is the thief of time” rings true in this scenario; Coca-Cola's hesitation allowed the crisis to spiral out of control. By the time they pulled the advertisement and issued apologies, the damage had already been done.

 

In crisis situations, speed is not just a virtue; it is a necessity. Brands that act swiftly to address concerns demonstrate accountability and respect for their audience. Quick, decisive action can prevent a small flame from becoming a wildfire, as Coca-Cola learned the hard way.

 

4. Reputational Risk to Individuals:

It is said that, “When two elephants fight, it is the grass that suffers” One of the unfortunate consequences of Coca-Cola's Bangladesh ad controversy was the personal backlash against the actors involved, Saraf Ahmed Zibon and Shimul Sharma. The proverb "when two elephants fight, it is the grass that suffers" aptly describes their situation. In the larger clash between Coca-Cola and public sentiment, the actors—though relatively powerless—bore the brunt of the public's anger. This highlights the reputational risk that individuals face when participating in campaigns tied to controversial issues.

 

Similarly, when Kendall Jenner participated in Pepsi’s infamous 2017 advertisement depicting her diffusing a protest with a can of soda, the ad was widely condemned for trivializing social justice movements. Though Jenner did not create the campaign, she became the public face of its failure and faced immense backlash for her role. Like Saraf and Shimul, Jenner had to issue apologies and distance herself from the campaign, but the damage to her reputation persisted.

 

For public figures, associating with controversial brands or campaigns can become a double-edged sword. As much as such collaborations can elevate their careers, they also carry significant reputational risks. It’s essential for individuals to evaluate not only the immediate benefits of such partnerships but also the long-term implications, as their reputations can be irreparably harmed by association with failed campaigns. After all, a tarnished reputation, like a broken pot, is difficult to restore to its former shape.

Ishola, N. Ayodele is a distinguished and multiple award-winning strategic communication expert who specializes in ‘Message Engineering’. He helps Organizations, Brands and Leaders Communicate in a way that yields the desired outcome. He is the author of the seminal work, 'PR Case Studies; Mastering the Trade,' and Dean, the School of Impactful Communication (TSIC). He can be reached via ishopr2015@gmail.com or 08077932282