The war on Gaza has forged emotional unity not just among the 400 million Arabs but also within vulnerable communities, especially across the Global South. This surge in solidarity is fuelled by distressing images that flood social media, reigniting memories of historical grievances and colonial injustices.
Most often, their gut reaction is to take out their frustration on brands that are consciously or not associated with the West. While boycotts have a long history in the Arab world, dating back centuries and gaining prominence since 1948, the current crisis has amplified these sentiments.
Social media listening shows that #boycott hashtags have been used in millions of posts since October 7 last year. An extensive social media listening exercise that we conducted revealed strong correlation between the emotional triggers of conflict and calls for boycotts, reflecting the intersection between religious sensitivities, national/tribal identity, international politics and consumer activism.
A noticeable trend was customers moving from “boycotting” to “buycotting” – rewarding businesses for favourable behaviour. Today, customers are increasingly guided by their moral compass, and according to Euromonitor International’s Global Consumer Trends 2024, more than half of all consumers want to buy from brands they think are completely trustworthy.
Soft-pedalling the challenge
Yet many businesses prefer to soft-pedal the issue or adopt a wait-and-watch attitude. This probably stems from the historic context of boycott calls, which rise following a crisis, peak for a period, and then ebb and fade.
The typical response of many brands is to build on traditional frameworks such as increased conversations around their corporate social responsibility or environmental, social and governance efforts, with narratives centring around “local job creation” and “positive impact on the local economy”.
In a region with a long memory of cultural, political and military interference by outside powers, these are often seen as opportunistic pandering. This is evident in social listening exercises, where people are increasingly voicing their opinion that brands investing in the local economy are not doing a favour but merely doing what makes business-sense.
Understanding the Arab psyche
To build resilience and forge lasting connections with Arab consumers, brands must go beyond tokenism and probe deeper into the region's psyche. This means:
· Understanding long-standing concerns stemming from centuries of external involvement in the region
· Mapping perceived (or real) affronts to religious values, and
· Taking into consideration the surging pride in national and family/tribal identities.
This holds true not just for western brands but also for homegrown businesses that seek to expand across the wider Arab world. For any business to thrive in a truly pan-Arab context, it is important to delve into the intricacies of each individual market because there is no one-size-fits-all communications or brand-building strategy for the Middle East and North Africa.
Putting down roots – what does it look like?
So, what does it mean in practice for brands to “dig deeper”, “strike real roots” and “integrate into the moral, social, historical and economic fabric” of the Arab world?
Typically, many brands have focused on investing in youth education and Stem (science, technology, engineering and mathematics) training for girls, and promoting female entrepreneurship. Some partner with local civil society organisations to provide digital tools, and other soft skills.
By focusing on the priorities of youth – the Arab world’s largest demographic – some businesses have successfully woven themselves into the fabric of the community, going beyond just selling their products and services.
That also probably explains the almost disproportionate response to brand boycott calls. While some brands – despite having the same credentials and associations – are unaffected, similar others take the brunt, even for reasons beyond their control.
Co-creation is crucial – moving from ‘built in’ to ‘built with’
The “localisation strategy” must be driven by a genuine commitment to forge real connections by involving regional stakeholders in co-creating products, services, and business practices. This “built with” and not “built in” or “built for” approach can deliver compelling results.
So, what does this entail?
· Engaging national stakeholders across the business value chain
· Pivoting business practices to respect local norms and values
· Investing in local human capital, especially the region’s digital-savvy youth
· Contributing to building functional and future infrastructure
Being a responsible partner in preserving and honouring the cultural heritage
Serving as a genuine local partner also means demonstrating honesty and transparency when faced with uncomfortable questions, and being aligned with the moral foundations that have a large influence on communities. That means approaching the Arab world with humility, respect and a sincere wish to listen and learn, and to invest, co-create and grow together.
The Gaza crisis and the wounds it leaves behind will no doubt be prolonged. That would also mean a prolonged impact on brands perceived to be related to this unprecedented human tragedy.
That calls for many brands to build their narratives from the basics up through a unique Arab lens. When they build it right, and forge genuine connections, they can cultivate both brand relevance and resilience.
Ashraf Shakah is the Mena President – Public Relations at Memac Ogilvy
