A Fortune writer summarizes the Bud Light controversy well: “As it turns out, people do really have thoughts and values.” Business communication students will recognize failures around crisis communication and character in this story.

By almost any definition of crisis communication, the company failed. Backlash started when Anheuser-Busch (AB) InBev formed a partnership with Dylan Mulvaney, a transgender influencer. After two weeks of memes, CEO Brendan Whitworth issued a vague statement that the Fortune author appropriately calls “corporate gobbledygook that tries to appease all sides and achieves nothing.” Of course, the company is in a tough spot, mocked by conservatives and criticized by Mulvaney and LGBTQ+ advocates for not taking a stand.

Whitworth did an interview with CBS in July, although students will recognize his general responses. Gayle King tried to get personal: “What has this been like for you?” He doesn’t sound like someone whose employees are being laid off and whose brand is suffering staggering losses. Of course, we expect a CEO to be optimistic, but wouldn’t a two-year CEO also be personally devastated? Consumers today want to see more from brand leaders—we want to know them as people.

AB let issues linger. A stronger response might have staved off the boycott and revenue decline we see today: Bud Light is no longer America’s top-selling beer, and almost $400 million in lost sales is associated with the controversy.

I’m reminded of the Bud Light controversy in 2015—the “Up for Whatever” campaign. At that time, the company posted a clear apology.

This time, AB seems lost. A partnership with country music band Midland is only fueling the controversy.

A company can’t market, advertise, or partner its way out of a crisis. Only a clear, consistent communication strategy can do that. Although it might lose some support by taking sides, AB is losing all support by taking no sides.

At this point, the best approach might be for the leadership team to demonstrate good character. Courage requires leaders to take a stand despite risks. They are overdue for executing on crisis communication principles: admitting their failings, apologizing for wrongdoings, and having an unequivocal path forward. This includes clearly acknowledging criticism and the damage done.