The Irish low-cost airline Ryanair sparked a wave of controversy and widespread outrage in Moroccan circles after posting a message on Facebook that many deemed offensive to the royal family.
The post included a sarcastic joke about the royal family selling luxury properties in Paris, implying that family members might now have to travel on Ryanair’s budget flights instead of private jets or luxury trips.
This “joke,” a marketing strategy the company is known for in its provocative and bold style to attract attention, this time collided with deep cultural and political sensitivities in Morocco, where the king and the royal institution are considered a sacred national symbol that cannot be insulted even in jest.
Reactions were swift. There were widespread calls on social media, especially on X (formerly Twitter), urging a collective boycott of Ryanair by Moroccans.
Statements like “stay away from the Moroccan royal family” and “we will not allow insults to our symbols” were repeated in dozens of tweets and comments, accompanied by hashtags expressing public outrage. Some users described the post as “cheap” and “provocative,” asserting that the company was seeking “buzz” at the expense of Moroccan dignity.
The company, which relies on a marketing strategy based on bold statements and satirical ads from CEO Michael O’Leary, found itself this time facing a reaction completely different from the usual European responses that often pass without much attention.
This incident comes at a time when Ryanair is significantly expanding its presence in Morocco. The company announced in December 2025 the establishment of its fifth base in the kingdom at Rabat airport, with an estimated investment of around $200 million, along with plans to operate dozens of new routes and create hundreds of job opportunities. This expansion makes Morocco an important strategic market for the company, especially with the upcoming hosting of the 2030 World Cup in partnership with Spain and Portugal.
The question now arises: will this incident affect the expansion plans? Or will the company learn the lesson and adjust its marketing approach when dealing with markets that have specific cultural and political sensitivities?
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