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  • SUB CATEGORY :
    BEST INTEGRATED CAMPAIGN
  • COMPANY ENTERING :
    MCCANN MELBOURNE, MELBOURNE
  • ENTRY TITLE :
    TIGER AIR - INFREQUENT FLYERS CLUB
  • BRAND :
    TIGER AIR
  • ADVERTISER :
    TIGER AIR
  • ADVERTISING AGENCY :
    MCCANN MELBOURNE, MELBOURNE
  • CHIEF CREATIVE OFFICER :
    PAT BARON
  • EXECUTIVE CREATIVE DIRECTOR :
    DAVID PONCE DE LEON
  • CREATIVE DIRECTOR :
    ANDREW JONES
  • ART DIRECTOR :
    ANDREW JONES
  • ACCOUNT DIRECTOR :
    ADRIAN MILLS
  • ACCOUNT MANAGER :
    WILL HOLLOSY
  • ACCOUNT EXECUTIVE :
    SERRIN DEWAR/ALEC HUSSAIN
  • STRATEGIC PLANNING DIRECTOR :
    DANISH CHAN
  • AGENCY PRODUCER :
    VICTORIA CONNERS-BELL/CHELSEA NIEPER
  • PRODUCTION COMPANY :
    AIRBAG PRODUCTIONS, MELBOURNE
  • DIRECTOR :
    RAPHAEL ELISHA
  • EXECUTIVE PRODUCTION PRODUCER :
    FIONA MCGREGOR
  • PRODUCTION PRODUCER :
    SAMANTHA KELLY
  • SOUND PRODUCTION COMPANY :
    ELECTRIC DREAMS, MELBOURNE
  • SPECIAL EFFECTS COMPANY :
    AIRBAG PRODUCTIONS, MELBOURNE
  • WRITTEN SUBMISSION :
    A SMALL AIRLINE WITH A BIG BAD REPUTATION DESCRIBING THE DOMESTIC AUSTRALIAN AIRLINE MARKET AS CHALLENGING WOULD BE AN UNDERSTATEMENT. THERE’S THE BIG 3; QANTAS, THEIR BUDGET COUSIN JETSTAR, AND GLOBAL INDEPENDENT, VIRGIN. ALL THREE ARE GOLIATHS IN COMPARISON TO LITTLE TIGERAIR AUSTRALIA WITH JUST 13 PLANES. IF THAT WASN’T CHALLENGE ENOUGH, TIGERAIR IN AUSTRALIA IS A BRAND PEOPLE GENUINELY LOVE TO HATE. FOLLOWING A 6 WEEK GROUNDING IN 2013 BECAUSE OF SAFETY CONCERNS, TIGERAIR HAD DEVELOPED A REPUTATION FEW AIRLINES COULD RECOVER FROM. NONETHELESS, TIGERAIR PERSISTED. OVER THE SPAN OF 12 MONTHS, TIGERAIR DRAMATICALLY IMPROVED ITS OPERATIONS. HOWEVER, WITH YEARS OF BAD PRESS AND POOR CUSTOMER SATISFACTION, TIGERAIR WAS STILL AN AIRLINE FEW AUSTRALIANS WANTED TO FLY. IN FACT, AT THE START OF 2014, 59% OF AUSTRALIANS SAID THEY WOULD NEVER FLY THE AIRLINE, EVEN THOUGH MOST HAD NEVER EVEN FLOWN TIGERAIR BEFORE. THE BRIEF WE NEEDED TO GIVE PEOPLE A REASON TO CHOOSE TIGERAIR NOT AS A LAST RESORT BECAUSE IT WAS THE CHEAPEST OPTION, BUT AS THEIR FIRST PORT OF CALL BECAUSE IT OFFERED THE BEST VALUE. THIS REQUIRED A RE-EVALUATION OF TIGERAIR’S VALUE PROPOSITION IN A MARKET STILL COMING TO TERMS WITH LOW-COST FLIGHT. ADDITIONALLY, IN ORDER TO DRIVE PERCEPTION CHANGE AND DRIVE SALES IN THE LONG-TERM, WE IDENTIFIED THE NEED TO DEVELOP A MORE DIRECT RELATIONSHIP WITH OUR CUSTOMERS. OBJECTIVES OBJECTIVE 1: INCREASE AIRLINE REVENUE BY 5% OVER 6 MONTHS. OBJECTIVE 2: ATTRACT 50,000 CUSTOMERS TO OUR DATABASE. OBJECTIVE 3: MAKE THE CAMPAIGN COST NEUTRAL IN THE FIRST 6 MONTHS.
  • THE STRATEGY :
    THE UGLY TRUTH ABOUT BUDGET TRAVEL IN AUSTRALIA YOU WOULD THINK OFFERING FLIGHTS FOR $30 WOULD BE AN EASY WAY INTO PEOPLE’S HEARTS. APPARENTLY NOT. AUSTRALIANS AREN’T SATISFIED WITH JUST CHEAP FLIGHTS. THEY WANT THE SAME EXPERIENCE PROMISED BY THE BIGGER, MORE EXPENSIVE AIRLINES. OUR STRATEGY NEEDED TO CELEBRATE TIGERAIR’S VALUE AND RE-ADJUST PEOPLE’S EXPECTATIONS. THE TRUTH ABOUT POINTLESS FREQUENT FLYER PROGRAMMES. MOST AUSTRALIANS AREN’T FREQUENT FLYERS. MOST AUSTRALIANS (77%) FLY LESS THAN 3 TIMES A YEAR, AND THE SIMPLE REASON IS BECAUSE THEY BELIEVE IT’S TOO EXPENSIVE (PEOPLE THEORY RESEARCH 2014). TIGERAIR’S PROPOSITION IS LOW-COST FLIGHTS. A SERVICE THAT ELIMINATES FRILLS AND ’VALUE ADDS’. SO THE STANDARD AIRLINE LOYALTY PROGRAM REALLY DOESN’T MAKE SENSE TO THE BRAND NOR APPEAL TO THE MAJORITY OF TIGERAIR CUSTOMERS. THE COMBINATION OF UNREALISTIC EXPECTATIONS AND A GROWING FRUSTRATION WITH POINTLESS LOYALTY PROGRAMMES HIGHLIGHTED A UNIQUE OPPORTUNITY FOR TIGERAIR. WE DID SOMETHING THAT HADN’T BEEN DONE IN THE AUSTRALIAN AIRLINE MARKET FOR DECADES. WE CREATED A TRULY DIFFERENT OFFERING THAT SHONE A LIGHT ON THE “FALSE” VALUE ON WHICH AIRLINES GOUGE UNSUSPECTING CUSTOMERS. WE REACHED OUT TO THE MAJORITY OF AUSTRALIANS THAT NEVER GET TO SEE THE INSIDE OF A LOUNGE OR REACH PLATINUM STATUS. THE PILLARS TO OUR STRATEGY: PEOPLE WILL ALWAYS PREFER HONESTY. AFTER YEARS OF POOR PERFORMANCE, BAD PRESS AND A 6-WEEK GROUNDING DUE TO SAFETY CONCERNS, THERE WAS NO POINT GLOSSING OVER THE ROUGH EDGES. WE NEEDED TO BE HONEST ABOUT WHO WE ARE, WHAT WE OFFERED. CREATE A SENSE OF BELONGING. IN RE-BUILDING THE BRAND IT BECAME VERY CLEAR THAT THERE ARE SOME PEOPLE THAT WILL NEVER FLY TIGERAIR. MANY PEOPLE WOULD RATHER STAY HOME THAN TRAVEL WITH US. AS WE WERE UNLIKELY TO BE AN AIRLINE FOR THE FREQUENT FLYING ELITE, WE TURNED A WEAKNESS INTO A STRENGTH AND MADE THEM THE FACE OF EVERYTHING WE RALLIED AGAINST. MAKE CHEAP A BADGE OF HONOUR. IT’S DIFFICULT TO ADMIT, BUT MANY AUSTRALIAN’S WHO DO CHOOSE TO FLY TIGERAIR ARE ASHAMED OF THEIR CHOICE. WE NEEDED TO SHIFT FLYING TIGERAIR FROM A LAST RESORT BECAUSE IT’S CHEAP, TO A SIGN OF SAVVY-NESS. WE NEEDED TO MAKE CHOOSING TIGERAIR LESS OF A STATEMENT ABOUT HOW MUCH ONE CAN AFFORD, AND RATHER A STATEMENT ABOUT HOW SMART YOU ARE WITH YOUR MONEY. BY ADOPTING THIS STRATEGY WE WOULD ACHIEVE 3 KEY THINGS. 1. WE WOULD MAKE FLYING TIGERAIR SOMETHING NOT TO BE ASHAMED OF. 2. WE WOULD RESET CUSTOMER EXPECTATIONS ABOUT WHAT TO EXPECT WHEN THEY DID FLY WITH TIGERAIR. 3. WE WOULD DE-POSITION THE BIG 3 AIRLINES AS OFFERING FALSE VALUE
  • THE OBJECTIVE :
    A SMALL AIRLINE WITH A BIG BAD REPUTATION DESCRIBING THE DOMESTIC AUSTRALIAN AIRLINE MARKET AS CHALLENGING WOULD BE AN UNDERSTATEMENT. THERE’S THE BIG 3; THERE’S QANTAS, THEIR BUDGET COUSIN JETSTAR, AND GLOBAL INDEPENDENT, VIRGIN. ALL THREE ARE GOLIATHS IN COMPARISON TO LITTLE TIGERAIR AUSTRALIA WITH JUST 13 PLANES. IF THAT WASN’T CHALLENGING ENOUGH, TIGERAIR AUSTRALIA IS A BRAND PEOPLE LOVE TO HATE. HAVING BEEN GROUNDED IN 2013 FOR 6 WEEKS BECAUSE OF SAFETY CONCERNS, TIGERAIR HAD A REPUTATION FEW AIRLINES COULD RECOVER FROM. NONETHELESS, TIGERAIR PERSISTED. OVER THE SPAN OF 12 MONTHS, TIGERAIR DRAMATICALLY IMPROVED ITS OPERATIONS. BUT WITH YEARS OF BAD PRESS AND POOR CUSTOMER SATISFACTION, TIGERAIR WAS STILL AN AIRLINE FEW AUSTRALIANS WANTED TO FLY. IN FACT 59% OF AUSTRALIANS REFUSE TO FLY THE AIRLINE, EVEN THOUGH MOST HAD NEVER EVEN FLOWN TIGERAIR BEFORE. THE BRIEF IN ORDER TO SUCCEED IN DRIVING SALES IN THE LONG-TERM, WE IDENTIFIED THE NEED TO DEVELOP A MORE DIRECT RELATIONSHIP WITH OUR CUSTOMERS. ADDITIONALLY, WE NEEDED TO GIVE PEOPLE A REASON TO CHOOSE TIGERAIR NOT AS A LAST RESORT BECAUSE IT WAS THE CHEAPEST OPTION, BUT AS THEIR FIRST PORT OF CALL BECAUSE IT OFFERED THE BEST VALUE.
  • THE CREATIVE IDEA :
    TIGERAIR INFREQUENT FLYERS. DON’T FLY MUCH? JOIN THE CLUB. WE CREATED A DISLOYALTY PROGRAMME THAT ASKED PEOPLE TO JOIN A CLUB WITH VERY FEW BENEFITS, AND CELEBRATED ALL THE THINGS WE DON’T PROVIDE IN DIRECT COMPARISON TO THE BIGGER AIRLINES. WE WOULD MAKE LOW-COST, NO FRILLS FLYING A BADGE OF HONOUR. WE WOULDN’T GIVE POINTS OR STATUS. WHAT WE DID GIVE OUR INFREQUENT FLYERS WAS PRIORITY ACCESS TO CHEAP FLIGHTS GOING TO PLACES THEY WANTED TO GO. IN A HUMOROUS PARODY OF OUR COMPETITOR’S FREQUENT FLYER PROGRAMMES, WE HIGHLIGHTED WHAT “REAL” PEOPLE TRULY WANTED; CHEAP FLIGHTS, NOT TINY BOTTLES OF WINE OR THE ILLUSION OF STATUS.
  • THE EXECUTION :
    WITH A LIMITED BUDGET, EVERYTHING WAS CREATED TO DISRUPT THE EXPECTATIONS OF WHAT AN AUSTRALIAN AIRLINE SHOULD OFFER. AND ALTHOUGH THERE WERE PORTIONS OF THE CAMPAIGN THAT LIVED IN PAID MEDIA, MOST OF IT WAS SUPPORTED BY OWNED AND EARNED CHANNELS. THE INFREQUENT FLYER WEBSITE THE TIGERAIR INFREQUENT FLYER CLUB LIVES ONLINE. WE CREATED A BESPOKE CRM PLATFORM THAT PARODIED THE CLICHÉS OF EXPECTED FREQUENT FLYER PROGRAMMES. THE SITE GAVE MEMBERS THE POWER TO CHOOSE THE COLOUR OF THEIR PRINTABLE MEMBERSHIP CARD. WITH EIGHTEEN MEMBERSHIP LEVELS (ALL OFFERING EXACTLY THE SAME THING), MEMBERS COULD CHOOSE FROM ‘AEROBICS LEOTARD BLUE’ TO ‘BLING BLING RUBY’ AND ‘TRIPLE EMERALD SAPPHIRE IVORY.’ THERE IS ALSO THE ADDED OPTION OF ‘SAVING MINUTES’ BY PRINTING TIGERAIR BRANDED PERSONALISED PAPER LUGGAGE TAGS. THE SITE DESCRIBES THEM AS ‘NOT ALL THAT STURDY, BUT IF YOU LAMINATE THEM THEY’LL DO THE JOB FOR SURE.’ CINEMA AND ONLINE FILMS TO PROMOTE THE NEW PROGRAMME WE CREATED A FILM THAT REACHED INTO AUSTRALIA’S INFREQUENT FLYING HEARTLAND, AIRING IN CINEMAS ACROSS THE COUNTRY AND ONLINE. THE FILM WAS A HUMOUROUS DEPICTION OF CHICKENS YEARNING TO FLY TO THE SOUNDTRACK OF “THE WIND BENEATH OUR WINGS”. VIP AIRPORT LOUNGE TO CHALLENGE AIRLINE CONVENTIONS WE CREATED A DOOR IN THE TIGERAIR GATE LABELLED “INFREQUENT FLYERS LOUNGE”. THE CATCH? THE DOOR LED NOWHERE BUT INSTEAD REVEALED A SIGN WHICH READ, “WE DON’T HAVE A LOUNGE, YOU HAVE ONE OF THOSE AT HOME”. AIRPORT POSTERS WE CREATED A SERIES OF AIRPORT POSTERS TO PROMOTE THE NEW PROGRAMME INCLUDING HEADLINES SUCH AS: “ATTENTION BUSINESS CLASS PASSENGERS, YOU’RE IN THE WRONG TERMINAL.” “HOW YOU FLY IF YOU’VE WON THE LOTTO. 4TH DIVISION LOTTO.” INFLIGHT DINING BOOK FOR THE FIRST TIME WE MADE IT POSSIBLE FOR AN AIRLINE’S CUSTOMERS TO COOK THE IN-FLIGHT MENU AT HOME, AND THEN BRING IT ON THE PLANE. BECAUSE IT’S PROBABLY CHEAPER.
  • CAMPAIGN SUCCESS :
    INFREQUENT FLYERS GAVE TIGERAIR AUSTRALIA A NEW LEASE ON LIFE. THE CAMPAIGN CAPTURED THE ATTENTION OF MEDIA WITH INFREQUENT FLYERS GAINING COVERAGE ACROSS MAJOR NEWS OUTLETS. FOR THE FIRST TIME IN YEARS, TIGERAIR AUSTRALIA WAS IN THE NEWS FOR SOMETHING POSITIVE! MORE IMPORTANTLY, INFREQUENT FLYERS DELIVERED REMARKABLE RESULTS. OBJECTIVE 1: INCREASE AIRLINE REVENUE BY 5% OVER 6 MONTHS. RESULTS: THE CAMPAIGN DELIVERD A 7% INCREASE IN REVENUE IN THE FIRST 6 MONTHS. OBJECTIVE 2: ATTRACT 50,000 CUSTOMERS TO OUR DATABASE. RESULTS: THE INFREQUENT FLYER CLUB NOW BOASTS 525,000 MEMBERS. DESPITE A SUB-OPTIMAL BRAND REPUTATION, AND WORRYING RATE OF REJECTION THE APPEAL OF THE CLUB WAS UNDENIABLE. THE INFREQUENT FLYER CLUB CAMPAIGN HAS SPARKED A RE-APPRAISAL OF TIGERAIR AMONGST A CYNICAL AUDIENCE WHILST ALSO DRIVING SALES. OBJECTIVE 3: MAKE THE CAMPAIGN COST NEUTRAL IN THE FIRST 6 MONTHS RESULTS: THIS CAMPAIGN HAS DELIVERED A FIRST YEAR, ANNUALISED ROI OF 229%. A BRAND THAT PEOPLE ONCE LOVED TO HATE, AND ONLY FLEW AS A LAST RESORT, HAS BECOME SOMETHING PEOPLE ARE BUYING INTO. TIGERAIR INFREQUENT FLYERS. DON’T FLY MUCH, JOIN THE CLUB.