case study: independence air
Challenger Brand Issue: Launching a new brand in the world's toughest category.
In early 2004, Atlantic Coast Airlines, a regional carrier operating out of Washington Dulles as United Express, decided to end their relationship with United to become an independent, low fare carrier serving 35 markets. gkv was retained to launch the new Independence Air.
Insights
The year 2004, particularly in the Washington area, was no time to start a new airline. The category delivered nothing but pain and frustration. Between higher fares, more flight delays, more lost luggage, more hassles and less customer service, consumer confidence and brand loyalty were at an all-time low. People had no reason to believe in a new airline.
Challenger Brand Behavior: Brand Inside
According to Gallup, an airline's customer service impacts brand loyalty four times more than it's advertising. gkv formed an affiliate company of HR experts, trainers and marketing professionals called Tribe Culture to create, instill and manage an internal brand culture at Independence Air. Employees were taught to live Independence Airs' brand promise, to "challenge the status quo to make travel faster, easier and more interesting." Through employee training, intense leadership training and the development of a truly branded workplace environment, Independence Air employees were soon delivering a positive, energetic, on-brand experience to their customers unlike anything else in the industry.
Results
This experience made Independence Air America's number one airline for customer service in just one year, according to Market Metrix.