Gender bias in ads costs more than just reputation—It hits revenue

Despite being a long-time presence in the Indian Premier League (IPL) and Women’s Premier League (WPL), Royal Challenge Packaged Drinking Water spotted a major oversight—where were the female superfans? Instead of just cheering from the sidelines, its parent company, Diageo India, decided to change the game by introducing India’s first female superfan, Bold Sherni.

More than just a face in the crowd, she’s an active force in the sport. Varun Koorichh, vice president of marketing and head of portfolio at Diageo India, put it simply: “We wanted to drive change from within, not just react to trending conversations.”

Former state-level cricketer turned analyst, Tanvi Takane, is the Bold Sherni who will travel to IPL matches and lead fan communities, marking her presence across the biggest cricketing moments.

Meanwhile, The Body Shop’s Changemaking Beauty campaign flips traditional beauty narratives on their head. Forget airbrushed perfection—this campaign is about celebrating women who’ve redefined success on their own terms. Instead of celebrity endorsers, they spotlighted Shefali Shah, an actor who refuses to be limited by age or industry norms; Bala Devi, a footballer breaking barriers in a male-dominated sport; and Anny Divya, the youngest female commander to fly a Boeing 777.

The message? Change isn’t reserved for a select few—it’s for everyone willing to challenge the status quo. Brands that walk the talk don’t just sell products; they spark movements.

The forgotten half

It is ironic that while many brands champion gender equality in their annual reports, they continue to reinforce outdated gender roles in their ads. Sure, advertising in India has made strides in representing women, but a gap still exists between progress and reality.  

Sujala Martis, consumer marketing director—India at Platinum Guild International, observed that bias often creeps in—whether it’s in the roles women play or even the subjects they engage with. Childcare, for example, is still largely depicted as a woman’s subject of interest and responsibility.

“Many empowered portrayals remain clichés, shaped by a male lens. For example, the working woman who ‘has it all’ effortlessly balancing a thriving career, a happy family, and a perfect home,” she pointed out. Rather than breaking stereotypes, these narratives add pressure, setting unrealistic expectations without recognising the trade-offs women navigate.

Sujala Martis, consumer marketing director—India at Platinum Guild International.

According to Harmeet Singh, chief brand officer at The Body Shop, Asia South, argued that the gap between corporate values and brand storytelling persists because change is often approached in silos. Marketing and advertising still operate within legacy frameworks that feel ‘safe’—familiar, widely accepted, and rarely challenged.

“But playing it safe isn’t good enough. Brands have a responsibility to do better,” she fumed. To truly align storytelling with corporate values, brands must start with who is making decisions. More diverse creative leadership means fresher perspectives, nuanced narratives, and a willingness to challenge norms rather than defaulting to them.

Diageo’s Koorichh stated that the disconnect between a brand's internal values and external advertising often stems from a misalignment between the brand's intent and its creative expression. "We may have the best intentions, but if our agency partners and brand teams aren't aligned, our messaging can come across as insensitive,” he opined.

This can be partially traced back to the reliance on traditional marketing strategies, which have historically perpetuated stereotypes. Neelima Burra, chief strategy transformation and marketing officer at Luminous Power Technologies agrees with this conjecture.  

“While many brands engage with themes of gender equality, a disconnect persists because advertising often inadvertently reinforces outdated gender norms. This stems from traditional marketing approaches that struggle to challenge entrenched mindsets, particularly around gender roles, which are deeply intertwined with familial and emotional values,” she claimed.

Neelima Burra, chief strategy transformation and marketing officer at Luminous Power Technologies.

The Unstereotype Alliance, a UN Women-led industry initiative, released a global study last September proving that inclusive advertising—which authentically represents diverse groups without stereotypes—boosts business performance. Analysing 392 brands across 58 countries, the research confirmed that inclusive campaigns drive both short- and long-term gains.

Such ads result in 5% higher short-term sales, 16% higher long-term sales, a 62% greater chance of being a consumer’s first choice, and 15% higher customer loyalty. The findings underscore a clear message: representation isn’t just ethical—it’s profitable.

Priyanka Salot, co-founder, The Sleep Company.

Brands should, therefore, establish advertising standards promoting diverse and non-stereotypical portrayals. According to The Sleep Company’s co-founder, Priyanka Salot, the answer lies in diversifying creative teams to include varied perspectives and utilising current data reflecting evolving consumer attitudes towards gender roles.

“Also, ensure consistency between internal policies and external marketing messages. Implementing these structural changes can bridge the gap between a brand's professed values and its public representations,” Salot pointed out.

The business of change

The importance of persuasive storytelling in sparking change is undeniable. Ariel’s Share the Load campaign stands out as a powerful catalyst for change in India’s conversation on gender equality.

By questioning deeply ingrained household norms, it urged men to take equal responsibility for domestic chores rather than leaving them solely to women. This thought-provoking initiative not only challenged traditional expectations but also played a role in reshaping societal perceptions, encouraging a more balanced approach to household responsibilities within Indian families.

Brands and their advertising agencies love to say they merely hold up a mirror to society, not mould it. But when that mirror has been reflecting the same outdated gender roles for decades, it’s time for a redesign.

Given how deeply advertising shapes perceptions, brands can’t just sit back—they have a duty to challenge the clichés they’ve helped entrench. Martis pointed out that advertising has long cast women as the ever-sacrificing caregivers and men as the unshakable breadwinners.

If brands have spent years reinforcing these stereotypes, it’s only fair that they take responsibility for breaking them down. "The shift has to be proactive. Consumer aspirations evolve faster than many brands realise, and those that lead this change earn deeper trust and relevance,” she reiterated.

Every ad, campaign, and visual cue sends a message about who belongs, who has power, and what roles people are expected to play. That influence cannot be ignored. "Yes, brands absolutely have a moral responsibility to challenge outdated gender portrayals—because silence is complicity," Singh chimed in.

Beyond Women’s Day promises

Every 8^th March, brands flood the market with campaigns championing women—only to go silent on gender inclusivity the other 364 days. But today’s consumers are no fools; they expect brands to go beyond token gestures and take real action.

Achieving true equity means addressing systemic barriers, not just posting feel-good ads once a year. Businesses that embed gender inclusivity into their core operations—beyond just their marketing—stand to make a genuine impact.

Koorichh made it clear—consumers can spot empty gestures a mile away. Real change comes from concrete, systemic action.

Harmeet Singh, chief brand officer at The Body Shop, Asia South.

Talking about walking the gender balance talk, Singh revealed, “With women making up 54% of our workforce and a 100% post-maternity retention rate (far exceeding the national average of 27%), we’re committed to ensuring women don’t have to choose between career growth and personal life. Our DEI policies are built for real support—from financial aid for childcare post-maternity to additional leave for menstrual health and medical and emotional assistance through our Abortion Care Policy.”

Brands that are eager to move beyond performative activism could start by making gender equality a business strategy rather than a PR play. Inclusion must be ingrained in corporate culture, from hiring to leadership. Employees—especially Gen Z—expect brands to walk the talk, and they aren’t afraid to call out hypocrisy online.

Martis also suggested that companies use their influence to challenge systemic barriers by going beyond representation and actively fostering opportunities—whether by supporting women-led businesses or pushing for policies that drive workplace equity. “Good intentions mean nothing without measurable impact. Companies need to collect data, assess their efforts, and continuously improve,” she added.

The gendered portrayal of men

While advertising has made strides in reshaping female representation, the same can’t be said for men—especially fathers. They’re still stuck playing outdated roles, either as the emotionally distant breadwinner or the hapless dad who fumbles through parenting. This skewed portrayal doesn’t just shape cultural norms—it directly impacts workplace policies like paternity leave, making it harder for men to embrace caregiving without stigma.

According to Martis, advertising still leans on narrow ideals of masculinity, leaving little space for men to be caregivers. “The reality is that fatherhood has evolved, and more brands have a responsibility to reflect this shift. When men see themselves represented in more nuanced, emotionally rich roles, it validates their experiences. It helps push real cultural and systemic change in corporate policies and societal expectations,” she added.

Salot pointed out that to counteract advertising’s persistent reinforcement of regressive stereotypes, brands can play a pivotal role by promoting balanced narratives that accurately reflect modern fatherhood. This involves creating advertising content that showcases fathers as competent, nurturing, and equally involved in parenting.

By depicting diverse family dynamics and equitable sharing of domestic duties, brands can challenge outdated perceptions and encourage societal acceptance of involved fatherhood. “Such representation not only aligns with evolving consumer values but also supports the advancement of workplace policies that facilitate gender equality, including comprehensive paternity leave,” she noted.

Varun Koorichh, vice president of marketing and head of portfolio at Diageo India.

Inclusivity must go beyond gender labels to create workplaces where everyone feels valued. Towards this end, Diageo’s 26-week parental leave includes all employees, regardless of gender or sexual orientation. “By doing so, we’re not only supporting our employees but also shifting the cultural narrative around caregiving,” Koorichh said.

Advertising holds immense power in shaping societal norms, and brands must recognise their role in either perpetuating or dismantling outdated gender stereotypes. It is not enough to champion workplace equality while reinforcing regressive narratives in marketing.

True change requires brands to align their storytelling with their values, push for balanced representations, and ensure inclusivity is embedded in every aspect of their brand identity—not just as a momentary marketing gimmick but as an enduring commitment to equality.