The Fabindia Ad Debacle: Mixed Messages or Missed Opportunities?

The Fabindia Ad Debacle: Mixed Messages or Missed Opportunities?

Organizational communications are an important component of the corporate brand identity.

Today corporate brand identity has grown from embodying visual identification and amplifying organizational visibility to becoming synonymous with symbolism and to signifying corporate strategy. It has also become a medium for providing consistency to all marketing and promotional communications.

The public perceives the corporate image through the organizational actions, communications, and through symbolism. A strong cohesive corporate brand identity can be a source of power, competitive advantage, and brand equity. Given the increasing importance of corporate brand identity as an asset, the task of responsible leadership is to manage the organizational communications in such a way that it aligns with the overall corporate brand essence. 

The Fabindia Ad Controversy

When an organization takes a stance on issues that are divisive in nature, caution must be exercised in how it presents its position. If the message is not conveyed clearly and thoughtfully, it can hurt the corporate brand identity. Recently, Fabindia the Indian clothing and furnishing brand found itself in the middle of a controversy after the release of an ad with an ambiguous message exhorting people to “celebrate traditions/customs” (rough translation). The company hastily withdrew the ad after leaders of the ruling BJP party joined the ranks of people demanding boycott of the Fabindia brand on Twitter. The public outrage centered on the use of the Urdu word “Jashn” in the caption “Jashn-e-Riwaz,” and the outfits of the models, who were not wearing the traditional bindi.

The contention was that the company was tainting the spirit of Diwali by incorporating elements that were symbolic of the Muslim culture; specifically, the use of the Urdu word and the absence of the bindi from the women’s forehead. Although the use of bindi is a personal preference, it is still widely viewed as being symbolic of a Hindu woman.

The message seemed like an attempt to blend two cultures to increase harmony and camaraderie; however, the execution left the viewers with conflicting opinions. Even if one were to make an argument about creative license in expressing the message, one cannot overlook the lack of forethought in the execution of the message.

The FabIndia brand is perceived as being traditional and having its roots in rural India. Rural India is viewed as the repository of the long-established techniques and skills used in creating traditional handicrafts and clothes that highlight the core of the Indian culture.

Fabindia’s Response

Fabindia’s sole response to the controversy was a knee jerk statement, which stated that the ad in question was not its Diwali ad, and it would soon launch a new advertisement for Diwali with the tagline “Jhilmil Si Diwali” (rough translation “Twinkling Diwali). Neither their Facebook page nor their website had a statement on the whole issue. Interestingly, the website and the Facebook page had the same visual from the controversial ad with the new tagline “Jhilmil Si Diwali.”

Fabindia had a great opportunity to position itself as an advocate of unity. Its ham-handed approach, however, sabotaged its attempt and hurt its corporate brand identity and reputation. The Fabindia brand will now be recalled as a brand that stoked conflicts, even though the intention might have been admirable.

Best Practices

1. Consult with local experts on cultural sensitivities, symbolism and artefacts when crafting messages that target an audiences’ religious sentiments and/or beliefs to avoid misrepresentation
2. Copy test the message with focus groups
3. Organizational messages should tie into its corporate social responsibility practice. In the absence of a clearly defined CSR program, company philosophy, value statements should serve as the guideposts
4. When the message is purposely ambiguous (due to the creative conceptualization/ creative license or freedom of expression, to name a few), questions need to be asked about how the message will be received by the target audience and how prepared is the organization to handle the fallout

During the crisis

1. Clearly state or clarify the organization’s position (stance) on the issue causing the controversy
2. Acknowledge mistakes made in the execution of the message (if that’s indeed the case) and reiterate the organization’s position on the issue and clarify the objective of the message  
3. Engage with digital and mainstream media to counter prejudices and false rumors
4. Create a page on the website or Facebook that highlights the actions that are being taken to address the issue
5. Engage with the hostile individual or group to understand the point of contention
6. Partner with/hire outside experts or professionals with expertise in crisis management
7. Highlight the organization’s previous or ongoing efforts that support religious harmony and social cohesion
8. Reach out to religious and civic leaders who are respected in the community to promote unity

Post-crisis

1. Develop and/or support initiatives that promote unity and harmony
2. Provide training to the professionals responsible for managing internal and external communications for the organization
3. Clarify and update guidelines on messaging strategies as it relates to sensitive topics