British Airways: The Social Symphony

OgilvyOne UK

The team

Emma de la Fosse, Charlie Wilson, Laila Milborrow, Paul Pearson, Claire Middleton, Andrew Boggs, Clayton Gray, John Thompson.

Other contributor:

eDialog – Build and deployment of emails.

How did the campaign make a difference?

Behavioural economics and the science of social proofing proved that the Executive Club is designed for all types of travellers. In six months, acquisition increased by 2.7%. This equates to £13m in potential incremental revenue and a campaign ROI of 25:1.

What details of the strategy make this a winning entry?

In November 2011, British Airways relaunched its loyalty programme, the Executive Club, with a new positioning, product features and look. With this substantial investment it has a specific focus on acquisition during 2012. But research showed one big problem: less frequent travellers thought the Club was not for them. “The problem... is that I'm not a frequent flyer. I'll never fly enough to get anything out of it.” As the audience had a unifying, sceptical barrier to joining, it was clear they couldn't just be told to sign up; they needed to see the benefits that prove the Club's designed precisely for people like them. In behavioural economics ‘social proofing’ says we instinctively follow the herd, making decisions on the basis of what those around us are doing, validating our choices. This led to the proposition ‘Proof that the Executive Club is made for people like you’ with compelling statistics from Executive Club data to support how members benefit. It was possible to quantifiably demonstrate the tangible benefits and show customers just what they were missing.

How did creativity bring the strategy to life?