January 1, 2010
TVNZ NZ marketing awards
Miles ahead
Originally published in NZ Marketing November-December 2009, page 24

Cranial billboards were one of the many innovations Air New Zealand employed to generate stunning results in a rubbish year
Air New Zealand flies into fresh territory
Morton Estate wines
Retail Award
Winner
Air New Zealand
The people
Air NZ retail marketing team: Kelly Millier, Sandy Butler, Rebecca Cuthbertson, Susan Willoughby-Graham, Karen Munro, Miranda MacDonald Jules Lloyd - marketing manager domestic & international retail, Air New Zealand
Air NZ marketing team: Lynley Kirk-Smith, Sarah Hagan, Summer Collins, Erica Phillips, Susan Willoughby-Graham
The partners
Colenso BBDO, Aim Proximity, Mango, OMD, Affinity ID, Marketing Impact, One to One Hundred
Air New Zealand entered three categories this year—retail, new media and consumer services. However, the judges felt it was the combination of marketing initiatives that merited the Morton Estate Wines Retail Award.
The Air New Zealand retail marketing team’s innovative approach to unprecedented challenges has seen Air New Zealand become a front-runner in new media marketing, with an increased revenue of $21 million, eight million additional visitors to its website, and an increase of 63,000 in online bookings. An impressive year’s work for an airline almost written off just eight years ago.
Background
In 2008, Air New Zealand faced an extraordinary set of challenges. Powered by fuel-price madness, external business costs had sky-rocketed. In November 2007, Pacific Blue’s arrival launched a cut-throat price war that continues today. In January 2008, the New Zealand recession became official, driving down domestic air travel and tourism. And then, in September, the global financial crisis hit, dramatically curtailing international tourism.
What’s new
Dramatic times called for a bold strategy. Air New Zealand had already witnessed surprising success with its online booking engine and the 2007 Grabaseat campaigns. The marketing team built on this, doubling its online spend and placing digital marketing at the heart of demand generation. Novel media vehicles, such as the Cranial Billboards campaign announcing the end of domestic check-in queues, were used to promote new, high-investment products.
The airline also experimented with electronic direct marketing of its Special Offers database, avoiding the traditional above-the-line activity. One such successful campaign included the Gotta Go 24-hour Domestic Deals.
And in March 2008, Air New Zealand became the first New Zealand airline to launch a mobile site.
Results
Air New Zealand has increased its Search budget by 500 percent year-on-year. Search continues to deliver impressive results and was generating a 90-to-one return on investment by the end of March 2009.
The Cranial Billboards campaign showed how an innovative creative idea can generate huge additional value in unpaid media coverage, with 55 percent of people hearing about the ‘casting events’ through the media, compared with just 24 percent through advertising. The campaign featured in both the ‘most read’ and ‘most emailed’ story lists on many websites in New Zealand and internationally. It featured on the BBC World website, and even the Jay Leno Show. As a result of this initiative, almost half of all travellers said they felt much more positive about Air New Zealand and over a third said they would be more likely to fly with Air New Zealand.
The Air New Zealand 2008 eDM programme delivered a significant improvement in results compared with 2007, with total campaign returns up 28 percent, total revenue clicks up nine percent, total click-throughs up 34 percent and total overall revenue up 28 percent. The eDMs resulted in bookings and a return consistent with campaigns supported with above-the-line activity and investment.
The 2008 mobile advertising investment delivered 1.8 million impressions, resulting in over 43,000 clicks.
In addition, the two-month trial removing all press advertising from the Auckland market satisfied the Air New Zealand marketers that they could deliver effective demand generation campaigns to market without using press. Two of the three campaigns achieved the same level of consumer awareness in Auckland as in Wellington (where press had been used in tandem).
The shift from ‘Hot Deals’ to Blackboard Deals, the new creative property developed as part of this project, resulted in a 90 percent increase in visits to this section of the site—still a core retail section today.
All in all, Air New Zealand’s retail marketing has been outstandingly successful, combining innovation, intelligence and flexibility rarely seen in New Zealand.
Finalists
Revive
A small budget delivered 18 layers of activity in four target areas for the Revive healthy cafe concept. As tight budgets force true marketing creativity, rigorous accountability and razor-sharp execution, Revive was able to increase sales in a recession, without cannibalising its new store introduction.
A four-pronged marketing strategy successfully established a platform for new store success that can be rolled out for future store openings.
Subway NZ
As an organisation managed by a franchisee board and requiring all marketing activity to be approved via an overseas process, Subway has achieved outstanding success in New Zealand. Subway NZ’s approach has won the respect of the international operation for its approach, and its sales have proven sustainable through the implementation of strategic marketing initiatives rather than knee-jerk promotions.
The Warehouse
The Warehouse created the Design for Everyone programme to attract people wanting to buy products that were both functional and desirable. Republic Revolution homewares and Rachel womenswear were the brands used as the basis for the programme.
Tracking and surveys show that the market responded well and the overall brand perceptions of The Warehouse have been enhanced as a consequence.