The document outlines JetBlue's media plan to increase vacation travel sales by 5% through the 'Blue Break' campaign targeting youthful explorers, primarily young professional women aged 25-34, in ten U.S. markets. The $6.5 million budget emphasizes outdoor and digital advertising while avoiding promotion during off-peak months. The campaign aims to effectively reach a tech-savvy audience through a combination of various media channels while promoting JetBlue's value in quality and service.

1. A Media Plan by
Clairvoyance

2. Table
of
Contents
1
Execu(ve
Summary
Situa(on
Analysis:
• Brand
Analysis
• Target
Audience
Analysis
• Compe((ve
Analysis
• SWOT
Analysis
Media
Objec(ves
&
Strategies:
• Media
Objec(ves
&
Strategies
• Target
Audience
&
Media
Mix
Objec(ves
and
Strategies
• Reach,
Frequency
&
GRP
Objec(ves
and
Strategies
• Scheduling
&
Timing
Objec(ves
and
Strategies
• Media
Budget
Objec(ves
and
Strategies
• Geography
Objec(ves
and
Strategies
Appendix
Agency
Profile
2
3—32
6
–
16
17–
20
21–
30
31–
32
33–
62
35—37
38—49
50—52
53—56
57—59
60—62
63—67
68—69

3. 2
Execu1ve
Summary
Objec1ves
Through
the
Blue
Break
campaign,
we
plan
to
increase
vaca(on
travel
sales
by
5
percent.
By
using
a
regional
campaign
we
will
reach
Youthful
Explorers
in
ten
spot
markets
throughout
the
United
States.
Target
Audience
While
jetBlue
has
an
appeal
to
two
different
target
markets,
the
Youthful
Explorer,
female
professionals
25-­‐34,
and
the
Golden
Traveler,
passengers
55-­‐64
living
in
the
Northeast,
we
decided
to
focus
on
Youthful
Explorers
for
this
campaign.
Youthful
Explorers
are
successful
young
women
who
like
to
try
new
things
and
whose
friends
would
describe
them
as
dignified
and
sophis(cated.
Media
Budget
JetBlue’s
$6.5
million
budget
will
be
spent
primarily
on
an
outdoor
campaign
(38%)
with
emphasis
on
digital
(33%)
and
spot
cable
(29%).
The
budget
will
be
spent
en(rely
on
a
spot
campaign
for
nine
months
of
the
year
in
order
to
free
up
more
of
the
budget
for
our
heaviest
spending
months.
Scheduling
The
Blue
Break
campaign
will
kick
off
in
December
2014
and
will
run
straight
through
the
end
of
July
2015.
From
August
to
October
there
will
be
no
adver(sing
running
as
we
want
to
focus
on
(mes
of
the
year
when
our
target
is
most
likely
to
purchase
airline
(ckets
for
vaca(on
travel.
The
campaign
will
pick
up
again
in
November
to
prepare
for
the
2015-­‐2016
year.
Media
Mix
By
using
a
combina(on
of
tradi(onal
and
new
media
we
plan
to
reach
Youthful
Explorers
in
different
ways.
The
target
audience
is
part
of
the
millennial
genera(on
and
our
research
has
shown
that
they
are
technologically
savvy,
love
pop
culture
and
are
socially
connected
with
each
other.
We
will
reach
our
target
audience
through
various
methods
of
digital
adver(sing,
outdoor
displays
and
TV
commercials.

4. 2
Situa1on
Analysis

5. 4
Marke1ng
Objec1ves
The
spring
and
summer
months
account
for
over
half
of
jetBlue’s
revenue
miles,
but
in
this
period
business
travel
drops
by
10
percent.
JetBlue
needs
to
capitalize
on
vaca(on
travel,
the
bread
and
buher
of
the
airline
industry.
Star(ng
December
2014
jetBlue
will
seek
to
increase
vaca(on
traveler
miles
by
5%
on
selected
routes.
By
tou(ng
its
coastal
des(na(ons,
jetBlue
will
appeal
to
beach-­‐bound
travellers.
These
passengers
make
up
25%
of
addi(onal
seat
miles
May
through
August
as
compared
with
inland
des(na(ons.

6. 5
Marke1ng
Objec1ves
Boston
&
Cancún
Buffalo,
NY
&
San
Francisco
Raleigh
&
Phoenix
Syracuse
&
Barbados
Portland,
ME
&
Nassau
Rochester
&
Jacksonville
Chicago
&
Bermuda
Burbank
&
Fort
Lauderdale
New
York
&
Costa
Rica
Pihsburgh
&
Montego
Bay
Raleigh
&
Long
Beach
CA
Phoenix
&
Jacksonville
Charlohe
&
Bermuda
NYC
(JFK)
&
Las
Vegas
NYC
(JFK)
&
Barbados
Burlington
&
Orlando
Salt
Lake
City
&
St.
Maarten
Bal(more
&
Aruba
Seahle
&
Sarasota
San
Jose,
Ca
&
Cancún
Sacramento
&
San(ago
DR
JetBlue
would
like
to
increase
vaca(on
miles
between
these
routes
by
5%.

7. 6
Airline
Industry
Insight
Over
the
past
five
years,
the
airline
industry
has
made
dras(c
changes
in
order
to
adapt
to
a
dynamic,
globalized
market.
Vola(le
oil
prices
and
financial
uncertain(es
have
lead
large
carriers
to
turn
their
focus
to
high
yielding
routes
to
major
hubs,
decreasing
overall
capacity
by
over
11%.
As
a
result,
regional
airports
have
felt
strain
from
decreasing
service
and
passenger
traffic.
Regional,
low-­‐cost
providers
need
to
find
ways
to
modify
their
business
models
to
remain
relevant.

8. 7
Differen1a1on
JetBlue’s
differen(a(on
strategy
is
to
provide
the
ameni(es
of
a
full-­‐
service
carrier
at
a
low-­‐cost
carrier
rate.
(1).
To
accomplish
this,
they
focus
on
three
key
components:
economy,
comfort
and
customer
support.
With
these
factors
in
mind,
jetBlue
aims
to
keep
every
“jet-­‐seher”
as
relaxed
and
content
as
humanly
possible
while
taking
pressure
off
their
wallet.

9. 8
Features
&
Benefits:
Economy
Pack
freely:
First
checked
bag
always
flies
for
free.
Don’t
stress
about
packing!
Free
Entertainment:
In-­‐flight
entertainment
systems
include
36
channels
of
free
DIRECTV,
100
channels
of
free
SiriusXM
satellite
radio,
and
op(ons
to
view
premium
movie
channels.
Eat
up:
Quality,
delicious
and
best
of
all
free
brand-­‐name
snacks
and
beverages
for
jetBlue
travelers.
Customers
also
have
the
op(on
to
purchase
meal
packages
to
share.

10. 9
Features
&
Benefits
Comfort
JetBlue
Mint:
Lay
back
and
relax
with
a
jetBlue
lie-­‐flat
Mint
seat,
fresh
dining
op(ons,
and
revitalizing
ameni(es.
On
select
routes,
this
transcon(nental
service
includes
beds
and
even
suites.
Even
More
Space:
jetBlue
was
rated
#1
in
legroom
by
a
survey
of
over
1000
flyers,
and
you
can
reserve
even
more
for
a
small
fee
(2).
Shut-­‐eye
Service:
Take
a
snooze
with
jetBlue’s
Shut-­‐eye
service!
Receive
a
Snooze
Kit
along
with
a
pre-­‐landing
eye-­‐opener
service
on
all
overnight
flights
from
the
West.

11. 10
Features
&
Benefits
Customer
Sa1sfac1on
Fly-­‐Fi:
True
broadband
Internet
up
high.
#JetBlueSoFly:
Give
and
receive
advice
from
other
travelers
and
see
what
is
going
on
in
the
jetBlue
world.
Customer
Bill
of
Rights:
To
reassure
jetBlue’s
commitment
to
customers,
the
Bill
of
Rights
was
implemented
to
ensure
passengers
are
treated
fairly.
JetPaws:
JetBlue
knows
how
important
your
pets
are
to
you
and
we
help
you
every
step
of
the
way.

12. 11
Price
One-­‐way
flights
can
start
as
low
as
$49
and
afford
the
customer
far
more
ameni(es
than
standard
low-­‐
cost
airlines.
The
brand
no
longer
places
its
emphasis
solely
on
low-­‐prices,
but
high
customer
value
as
well.
As
a
result,
prices
have
rose
slightly
among
low-­‐cost
carriers
(3).
JetBlue
Airways
further
evolves
its
hybrid
strategy
and
takes
a
gamble
with
new
premium
cabins
(3).

13. 12
Promo1on
Social:
JetBlue
is
the
predominant
leader
in
twiher
followers
in
the
airline
industry,
bea(ng
out
compe(tor
Southwest
by
20%
and
industry
giant
American
Airlines
by
over
75%
(4).
Also,
jetBlue
passengers
can
receive
TrueBlue
points
for
liking
the
brand’s
Facebook
page.
Mobile:
JetBlue
is
making
the
transi(on
to
the
realm
of
mobile
adver(sing
with
the
introduc(on
of
a
mobile
applica(on
this
year.
Travelers
can
quickly
check-­‐in,
get
flight
status
updates
and
more.

14. 13
Promo1on
Print:
JetBlue
print
adver(sements
promote
the
airline’s
core
benefits,
such
as
extra
comfort
and
affordability.
The
“You
Above
All”
tagline
is
always
present.
TrueBlue:
JetBlue’s
rewards
program
offers
a
wide
array
of
incen(ves
and
bonuses
to
reward
passengers
for
picking
and
s(cking
with
jetBlue.

15. 14

16. 15
Social
&
Economic
Trends
Consumer
Insights
55-­‐64
year
old
age
group:
The
cohort
spent
an
average
of
1,897
dollars
on
travel
each
year.
Such
high
vaca(on
spending
makes
them
a
lucra(ve
market.

17. 16
Social
&
Economic
Trends
Household
Vaca1on
Spending:
While
only
3%
of
the
yearly
budget
was
spent
on
vaca(ons,
44%
of
that
was
allocated
to
transporta(on.

18. 17
Target
Audience
Analysis
Demographics
JetBlue
passengers
tend
to
be
young
professionals-­‐-­‐
millennials
who
have
recently
graduated
and
are
beginning
their
careers.
A
large
por(on
of
the
jetBlue
demographic
comes
from
the
Northeast
and
Mid-­‐Atlan(c
regions.
This
demographic
tends
to
work
in
fields
such
as
law,
communica(ons,
entertainment,
technology
and
management.
Even
though
they
tend
to
earn
more
than
the
average
budget
traveler
(around
$75,000
per
year)
they
s(ck
with
jetBlue
for
the
value
it
provides.
Jetblue
also
ahracts
a
large
por(on
of
the
55-­‐64-­‐year-­‐old
demographic.
These
older
travellers
may
be
re(red,
or
empty
nesters
working
in
execu(ve
roles.
This
demographic
spends
more
on
travel
than
any
other
age
group—visi(ng
family,
enjoying
vaca(ons
and
taking
care
of
business.

19. 18
Target
Audience
Analysis
Psychographics
JetBlue
passengers
are
savvy
consumers.
With
their
higher
salaries,
they
can
afford
what
they
want
and
tend
to
buy
products
based
on
quality
rather
than
price.
They
put
a
priority
on
achieving
a
high
social
status
and
want
this
reflected
in
their
purchases.
When
it
comes
to
vaca(ons,
they
prefer
to
travel
to
new
places-­‐-­‐
loca(ons
including
Hawaii,
Florida,
the
Caribbean
and
Mexico
are
popular.
Unlike
typical
passengers
of
low-­‐cost
carriers,
jetBlue
passengers
are
very
busy.
They
can
be
reached
far
more
easily
on
their
smartphones
while
gevng
to
work
on
the
subway
or
a
taxi,
which
is
indica(ve
of
their
on-­‐the-­‐go
lifestyle.
While
jetBlue
passengers
are
busy,
they
tend
to
place
a
high
priority
on
ea(ng
well
and
exercising.

20. 19
Primary
Target:
Youthful
Explorers
My
name
is
Claire
Chen.
My
boyfriend
Ben
and
I
live
together
and
have
a
great
group
of
friends
here
in
the
city.
Out
of
all
of
our
friends
I
am
usually
the
first
to
try
new
things.
Just
the
other
day,
awer
leaving
my
old
iPhone
in
a
cab,
I
decided
to
get
the
new
iPhone
6.
I
am
owen
using
my
smartphone-­‐-­‐especially
for
work.
Come
May,
Ben
and
I
will
have
saved
up
enough
money
to
enjoy
a
week
of
relaxa(on
in
the
Dominican
Republic.
Background:
• Lives
in
New
York
City
• 30
years
old
• Graduated
from
college
• Single
Marital
Status
• Agency
Account
Execu(ve

21. 20
Secondary
Target:
Golden
Travellers
Who
said
40
is
over
the
hill?
My
name
is
Don
Crist,
and
my
wife
Angie
and
I
have
been
enjoying
our
60’s
to
the
fullest.
Last
year,
we
flew
to
see
our
kids
in
LA,
to
Bermuda
for
some
quality
relaxa(on,
and
up
to
NYC
for
a
weekend
on
the
town!
Don’t
get
me
wrong,
we
s(ll
work-­‐-­‐
I’ve
had
a
great
career
in
the
auto
industry-­‐-­‐
but
our
current
goal
is
to
enjoy
life
as
much
as
possible.
Background:
• Lives
in
Bal(more
suburbs
• 63
years
young
• Nearing
end
of
career
• Married
• Loves
golfing
and
deep
sea
fishing

22. 21
Compe11ve
Analysis
We’re
analyzing
five
compe(tors
for
this
campaign:
American
Airlines,
United,
Delta,
Southwest
and
Virgin
America.
This
selec(on
will
provide
our
team
with
dynamic
insight
into
the
industry
along
with
a
founda(on
for
building
our
differen(a(on
strategy.
American
Airlines,
United
and
Delta
also
compete
for
vaca(on
travelers
flying
out
of
the
markets
we’re
targe(ng
for
this
regional
campaign.
Southwest,
America’s
largest
low-­‐cost
carrier,
serves
as
a
benchmark
for
comparison
purposes.
Virgin
America
offers
the
perspec(ve
of
a
rising
player
in
the
industry.

23. 22
A
quick
analysis
of
Share
of
Voice
among
jetBlue
compe(tors
and
the
airline
industry
gives
excellent
insight
into
consumer
awareness
of
each
brand.
It
is
important
to
note
that
these
figures
do
not
account
for
public
rela(ons
and
social
media
presence.
Compe1tor
Share
of
Voice
Southwest
American
Delta
JetBlue
Virgin
United
Other
Airline
Industry
SOV
Southwest
American
Delta
JetBlue
Virgin
United
Compe1tor
SOV

24. 23
The
major
carrier
plans
to
focus
service
on
major
domes(c
and
global
business
hubs.
• Posi(oning:
new
branding,
sustainable/
WiFi-­‐enabled
planes,
more
global
service
• Dealfinder:
a
desktop/mobile
flight
search
applica(on
“does
the
flight
searching
for
you.”
• Pricing:
U(lize
a
segmented
fare
structure
targeted
(cket
pricing
by
flight
class

25. 24
“The
New
American”

26. 25
• Strong
global
emphasis:
new
domes(c
hubs
with
service
to
the
Pacific
• Looking
to
leverage
partnership
with
Virgin
Atlan(c
to
increase
sales
in
European
markets
• Posi(oning
strategy:
centered
on
building
strong
customer
loyalty
through
premium
service
and
luxury
• Pricing:
SimpliFares
-­‐-­‐
a
simplified
strategy
aimed
at
lowering
fares
in
a
two-­‐
class
structure

27. 26
“Sit
Back,
Relax
and
Enjoy
the
Flight”

28. 27
• Inves(ng
in
onboard
product
improvement:
satellite
wifi,
Economy
Plus,
modified
business
class
• Offers
an
industry-­‐leading
network
across
in
major
hubs
across
U.S.,
aided
by
Con(nental
merger
• Mileage
Plus
program
changing
in
2015:
points
awarded
based
on
travel
spend
not
distance
• Pricing:
Aims
to
increase
pricing
for
customers
seeking
specialty
ameni(es
(e.g.
increased
leg
room)

29. 28
“Fly
the
Friendly
Skies”

30. 29
• Has
grown
into
a
$15
billion
brand
through
an
emphasis
on
cost
and
convenience
• Low
Fare
Calendar
allows
travelers
to
search
for
the
lowest
prices
available
by
month
• New
branding
for
2014
(revamped
planes,
logo,
website)
aims
at
puvng
heart
into
air-­‐travel
• Rapid
Rewards
program
through
Chase
credit
card
(
roundtrip
flight
with
enrollment).
• Pricing:
Bundle
strategy
-­‐-­‐
groups
all
costs
into
single
fare,
no
longer
just
about
lowest-­‐
price

31. 30
“Without
a
Heart,
It’s
Just
a
Machine”

32. Strengths:
• 5th
largest
domes(c
carrier
• Award-­‐winning
customer
service
• Strong
brand
awareness
• Two
types
of
aircraw
in
fleet
(lower
maintenance
costs)
• High
customer
sa(sfac(on
• Premium
on-­‐board
product
(e.g.
entertainment,
wifi)
31
Opportuni(es
• Developing
technology
in
aircraw
efficiency
and
onboard
experience
• Recent
codeshare
agreement
with
• Singapore
Airlines
• Heightening
air
traffic
between
• China
and
other
rising
economies
• Increases
in
global
tourism

33. Threats
• Baggage
revenues
decreasing
in
past
years
• Crude
oil
costs
are
driving
fuel
prices
skyward.
• Increasing
price
compe((on
from
legacy
carriers
• Consumers
op(ng
for
alterna(ve
means
of
travel
• Rising
share
of
new
low-­‐cost
carriers:
Virgin
Atlan(c,
Airtran
and
Spirit
32
Weaknesses:
• Developing
technology
in
aircraw
efficiency
and
onboard
experience
• Recent
codeshare
agreement
with
• Singapore
Airlines
• Heightening
air
traffic
between
• China
and
other
rising
economies
• Increases
in
global
tourism

34. 2
Media
Objec1ves
&
Strategies

35. 34
Big
Idea:
Don’t
let
life
fly
by.
Take
a
Blue
break.
Promise:
To
give
Youthful
Explorers
a
reason
to
look
forward
to
that
much
needed
(me
off.
Awer
a
busy
holiday
season,
our
young
working
professional
target
market
needs
some
(me
away
from
the
office.
They
need
a
Blue
Break.
Through
a
series
of
digital,
TV
and
transit
ads
we
will
convince
the
Youthful
Explorer
that
jetBlue
will
get
them
the
peace
and
calm
they
deserve.
Our
ads
will
showcase
a
26-­‐year-­‐old
actress
on
a
jetBlue
plane
dressed
in
formal
business
avre
but
with
a
straw
hat
and
a
large
margarita
on
her
seat-­‐back
tray
-­‐-­‐
the
words
“Don’t
let
life
fly
by.
Take
a
Blue
Break.”
etched
above.

36. 35
Media
Objec1ve
In
order
to
increase
passenger
seat
miles
by
5%
on
key
vaca(on
routes,
the
Blue
Break
campaign
will
follow
a
fligh(ng
schedule
across
a
strategic
set
of
media
for
nine
out
of
12
months,
beginning
in
December
2014.
Due
to
our
target
audience’s
fast-­‐pace
on-­‐the-­‐go
lifestyle
and
their
high
use
of
mobile
media
(see
chart
below)
we
will
focus
heavily
on
digital
and
outdoor
adver(sing
as
well
as
using
cable
TV
in
strategic
spot
markets.
(1)

37. 36
Media
Strategy
Star(ng
in
December
2014
the
Blue
Break
campaign
will
debut
in
the
following
spot
markets:
Boston,
MA
Pihsburgh,
PA
Chicago,
IL
Phoenix,
AZ
New
York
City,
NY
Orlando,
FL
Miami,
FL
San
Francisco,
CA
Seahle,
WA
Los
Angeles,
CA
This
campaign
will
focus
on
mainly-­‐coastal
urban
ci(es
with
service
to
key
jetBlue
vaca(on
des(na(ons.
Youthful
Explorers
live
mostly
in
these
larger
markets
where
more
job
opportuni(es
are
available
(4).
Our
audience
demonstrates
a
high
awareness
of
jetBlue
in
these
spot
markets.
As
noted
in
the
Target
Audience
Analysis,
these
hard
workers
only
use
half
of
their
paid
vaca(on
days-­‐-­‐they
need
an
extra
push
(5).
To
get
them
on
board,
the
Blue
Break
campaign
will
emphasize
frequency,
reinforcing
the
message
jetBlue
will
get
our
audience
to
a
cordless
place
where
the
stress-­‐relieving
business
of
the
beach
sets
the
agenda.

38. 37
Media
Strategy
A
strategic
selec(on
of
media
will
get
our
target
audience
rushing
to
jetblue.com
the
minute
they
get
home
from
work.
Our
campaign’s
focus
on
the
winter
and
early-­‐spring
months
will
get
our
message
in
front
of
the
target
in
(me
for
them
to
book
for
the
spring
&
summer.
Lindsay,
an
average
target
audience
member
for
the
Blue
Break
Campaign,
lives
right
outside
downtown
Boston.
Every
morning
from
Monday
to
Friday,
Lindsay
rides
the
Subway.
Star(ng
in
December
2014,
Lindsay
will
see
the
Blue
Break
message
on
her
way
to
work.
When
she
arrives,
she
pulls
out
her
laptop
and
goes
to
Huffington
Post
to
check
the
morning
news.
There,
a
banner
ad
invites
her
to
go
to
www.jetblue.com
to
book
her
Blue
Break
now.
For
lunch,
Lindsay
goes
with
some
coworkers
to
a
deli
by
the
North
Street
Market.
While
walking
along
Central
St.
she
passes
a
jetBlue
vaca(on
simulator
and
brings
her
friends
over
to
take
a
look.
A
jetBlue
employee
welcomes
them
into
the
blow-­‐up
structure.
Inside,
the
group
stands
on
a
sandy
floor,
watching
a
live-­‐stream
of
Bermuda
beach
displayed
on
life-­‐
sized
monitors
and
hearing
the
sounds
of
crashing
waves
and
calling
seagulls.
On
their
way
out
the
jetBlue
representa(ve
hands
them
a
slip
with
a
special
code
to
save
10%
at
The
Bermuda
Resort,
Cancún
Playa
Blanca
Resort,
St.
Maarten
Hotel
and
the
Sarasota
Palm
Resort
with
their
booking
of
a
jetBlue
(cket
within
30
days.
Awer
riding
the
same
MBTA
line
back
home
and
seeing
the
same
Blue
Break
message
from
her
morning
commute,
Lindsay
kicks
back
at
home
and
turns
on
Bones.
On
a
commercial
break,
she
sees
a
30-­‐second
ad
showing
a
female
marching
out
of
the
office
to
begin
her
Blue
Break
.
By
now
Lindsay
cannot
wait
any
longer,
she
calls
her
friends,
pulls
out
her
discount
code
and
heads
to
www.jetblue.com
to
book
three
(ckets
for
an
April
trip
to
Cancún.
(2)

39. 38
Target
Audience
&
Media
Mix
Objec1ve
By
using
a
combina(on
of
tradi(onal
and
new
media
we
plan
to
reach
Youthful
Explorers
in
different
ways.
The
target
audience
is
part
of
the
millennial
genera(on
and
our
research
has
shown
that
they
are
technologically
savvy,
love
pop
culture
and
are
socially
connected
with
each
other.
We
will
reach
our
target
audience
through
various
methods
of
digital
adver(sing,
outdoor
displays
and
TV
commercials.

40. 39
Target
Audience
&
Media
Mix
Strategy

41. 40
Spot
Cable
Strategy
This
medium
is
perfect
for
jetBlue’s
Blue
Break
campaign
because
it
is
young
women’s
preferred
way
to
watch
TV.
According
to
the
Cable
Adver(sing
Bureau,
young
women
watch
cable
about
four
(mes
as
much
as
broadcast
networks.
Addi(onally,
the
medium
will
allow
us
to
focus
our
budget
on
the
ci(es
that
maher-­‐-­‐
places
that
jetBlue
flies
out
of
and
are
listed
as
target
routes
to
increase
vaca(on
miles
(3,
4).
Our
television
campaign
will
begin
during
the
month
of
December
with
an
ini(al
introduc(on
on
Prime-­‐Time
shows
including
House
Hunters,
Jersey
Shore,
Bones,
Royal
Pains
and
Law
&
Order.
JetBlue
adver(sements
will
feature
vivid
imagery
with
a
call
to
ac(on
saying
“Visit
jetblue.com
for
more
informa(on”,
driving
our
target
audience
to
our
website
to
purchase
plane
(ckets.
Based
on
our
targets
overwhelming
desire
for
Drama
and
Reality
based
television
shows,
we
will
adver(se
on
cable
television
shows
such
as
House
Hunters
and
Law
&
Order.
We
will
spend
30%
of
our
budget
towards
television
adver(sements.

42. 41
Spot
Cable
Strategy
The
jetBlue
television
campaign
will
run
during
the
prime(me
hours
of
8
p.m.
and
9
p.m.
and
9
p.m.
and
10
p.m.
on
cable
television.
Index
numbers
above
100
show
a
higher
tendency
among
our
target
to
watch
a
show.
Target
Television
Shows:
1)
Royal
Pains
with
an
index
of
272
2)
House
Hunters
with
an
index
of
147
3)
Jersey
Shore
with
an
index
of
265
4)
Bones
with
an
Index
of
100
5)
Law
&
Order
with
an
index
of
110

43. 42
Digital
Strategy:
Social
Media
According
to
a
study
by
the
Pew
Research
Center
35%
of
women
aged
25-­‐34
log
into
social
media
sites
such
as
Twiher.
Due
to
this
evidence
we
will
devote
33%
of
our
budget
to
implemen(ng
adver(sements
on
mobile
applica(ons
catering
to
News
and
Social
Media.
As
of
January
2014,
74%
of
online
adults
use
social
networking
sites.
Out
of
this
percentage
76%
are
female
users
and
85%
are
in
the
25-­‐34
year
old
demographic.
Out
of
these
users
73%
have
a
college
degree
and
78%
make
over
75k
a
year.
These
numbers
correlate
with
the
target
audience
of
the
Blue
Break
campaign.

44. 43
Digital
Strategy:
Social
Media
JetBlue’s
Instagram
account
currently
has
a
following
of
33,958,
we
would
like
to
see
this
number
increase
by
10%
by
the
end
of
2015.
In
order
to
achieve
this
goal
we
decided
to
implement
the
#FlyMeAway
Instagram
Contest.
This
will
focus
on
a
different
city
each
month,
with
hashtags
such
as
#I<3NYC
and
#BostonPride.
The
majority
of
our
social
media
budget
will
be
spent
on
targeted
Facebook
adver(sements.
While
our
social
media
campaigns
are
running
from
January
through
June,
Facebook
users
in
our
target
audience
will
be
served
with
jetBlue
ads.
The
ad
targe(ng
will
be
based
on
loca(on,
what
pages
a
user
likes,
and
demographic
informa(on.
This
guarantees
that
the
people
being
served
ads
are
in
our
target
market.
JetBlue
has
the
highest
number
of
twiher
followers
in
the
airline
industry
by
a
large
margin,
and
we
will
capitalize
on
that
by
building
buzz
for
all
of
our
campaign
and
other
social
media
pla|orms.
The
hashtag
#BlueBreak
will
be
pushed
throughout
the
year,
owen
with
images
of
our
vaca(on
des(na(ons.
Twiher
will
also
be
integrated
into
our
Pinterest
and
Instagram
campaigns
using
crossover
posts
and
matching
hashtags.

45. 44
Digital
Strategy:
Social
Media
Pinterest
holds
par(cular
appeal
to
female
users,
women
are
four
(mes
as
likely
as
men
to
use
the
pla|orm
(8).
Contest
will
encourage
consumers
to
create
a
“Blue
Break”
board
on
Pinterest.
This
board
will
consist
of
one
image
of
jetBlue
along
with
the
consumer’s
dream
vaca(on
images.
By
using
the
hashtag
#BlueBreak
and
tagging
@JetBlue
this
will
enter
the
consumer
into
a
contest.
With
every
share/like
they
will
receive
an
addi(onal
entry/
vote
in
the
contest.
In
order
for
the
consumer
to
enter,
they
will
also
need
to
sign
in
to
their
True
Blue
account,
therefore,
making
them
create
an
account
if
not
already
made.
This
will
then
allow
JetBlue
to
reach
this
audience
with
their
email/mobile
deals
and
promo(ons.
This
promo(on
will
run
January
through
July,
and
the
winner
will
be
selected
based
off
the
number
of
highest
votes.
That
person
will
receive
a
trip
for
their
family
or
friends
to
a
jetBlue
vaca(on
des(na(on
of
their
choice.(6)

46. 45
Digital
Strategy:
Youtube
We
will
place
short
:10
second
ads
in
front
of
relevant
YouTube
videos
to
further
drive
consumer
desire
for
a
Blue
Break.
Because
of
how
short
the
videos
are,
consumers
will
be
less
likely
to
skip
them,
especially
considering
they
will
be
showing
luxurious
scenes
of
jetBlue’s
vaca(on
des(na(ons.
We
will
place
the
ads
based
on
various
criteria,
including
retarge(ng,
vaca(on
travel
content
in
the
video,
or
content
related
to
any
of
our
other
media
selec(ons.
Ads
will
also
be
served
to
YouTube
users
who
fit
the
demographic
of
our
target
market.

47. 46
Digital
Strategy:
Mobile
Our
team
reached
the
conclusion
that
mobile
is
the
ideal
choice
to
reach
our
target
audience
based
on
the
fact
that
60%
of
the
popula(on
logs
onto
to
the
internet
via
a
mobile
device
(7).
Our
mobile
adver(sing
efforts
will
be
coupled
with
online
adver(sing
throughout
the
campaign.
The
jetBlue
mobile
campaign
will
commence
in
December
and
run
through
July
2015
on
mobile
applica(ons
such
as
Yahoo
News
and
CNN.
The
consumer
will
see
banner
adver(sements
posi(oned
on
Weather.com
and
CBS
Local
news
as
well
as
in-­‐app
contextual
adver(sements
posted
on
Facebook
news
feeds.
The
banner
adver(sements
will
offer
the
consumer
a
special
flight
upgrade
with
the
purchase
of
two
jetBlue
airplane
(ckets
to
popular
vaca(on
des(na(ons.
The
in-­‐app
contextualized
adver(sements
will
target
consumers
based
on
their
individual
interests
such
as
flight
(mes,
(cket
prices
and
flight
des(na(ons.

48. 47
Digital
Strategy:
ReTargeted
Ads
Our
team
learned
through
research
that
the
conversion
rate
for
visitors
of
a
corpora(on's
website
is
two
percent.
Without
u(lizing
a
retargeted
adver(sing
strategy
a
marketer
will
lose
a
substan(al
amount
of
customers
and
valuable
business
online.
A
retargeted
adver(sing
strategy
will
en(ce
consumers
to
revisit
the
jetBlue
website
to
consider
purchasing
an
airline
(cket
(8).
Due
to
our
target
audience’s
desire
for
content
on
prominent
websites
such
as
Pandora
and
CNN
we
will
posi(on
targeted
billboard
and
halfpage
adver(sements
on
the
top
websites
female
jetBlue
travelers
visit
on
a
consistent
basis.
Social
media
adver(sing
efforts
will
be
connected
to
our
online
adver(sing
campaign
to
bolster
the
effec(veness
of
the
campaign
message.
The
campaign
will
be
ini(ated
in
December
during
the
Holiday
season
and
adver(sements
will
be
featured
on
the
included
websites
and
more,
based
on
current
traffic
numbers.
This
is
a
list
of
6
poten(al
sites
that
would
make
good
targets
for
jetBlue
adver(sing.
They
are
backed
by
independent
sources
and
Simmons
index
numbers.
An
index
number
over
the
baseline
of
100
shows
how
much
more
likely
our
target
market
is
to
use
a
website
than
the
general
popula(on.
1. Trip
Advisor
with
an
index
of
357
2. Pandora.com
with
an
index
of
221
3. CNN
with
an
index
of
166
4. Amazon.com
with
an
index
of
157
5. CBS
Local
News
with
an
index
of
120
6. Refinery
29
(9)

49. 48
Outdoor
Strategy:
Transit
Our
target
audience
of
late-­‐millennial
professional
women
need
to
get
to
and
from
work
Monday
through
Friday.
In
the
highly-­‐condensed
ci(es
many
look
to
trains
and
buses
for
a
low-­‐cost,
sustainable
alterna(ve.
In
some
of
the
ci(es
with
a
wider
urban
sprawl,
mainly
in
the
midwest
and
west
coast,
the
highway
proves
the
best
op(on
(12).
As
a
result
of
these
findings,
an
image
of
a
woman
sivng
on
an
airplane
in
formal
business
avre
wearing
a
sun
hat
with
a
margarita
placed
on
her
seat
back
tray
and
the
message,
“Don’t
let
life
fly
by.
Take
a
Blue
Break,”
printed
by
her
side,
will
display
on
subways
and
buses
in
New
York,
Boston,
Chicago,
Pihsburgh,
San
Francisco
and
Seahle.
This
same
ad
concept
will
display
on
buses
and
billboards
in
Los
Angeles,
Phoenix,
Miami
and
Orlando.
Transit
ads
will
run
in
these
ci(es
for
the
en(rety
of
our
campaign.

50. 49
Outdoor
Strategy:
Experien1al
Come
take
a
step
into
the
jetBlue
vaca(on
simulator.
This
blow-­‐
up,
street
exposi(on
will
place
aspiring
vaca(oners
onto
a
sandy
beach
at
one
of
jetBlue’s
renowned
des(na(ons:
Bermuda,
Cancún,
Barbados,
Nassau
and
Fort
Lauderdale
just
to
name
a
few.
A
floor
of
white
sand,
wall
covered
by
large
monitors
displaying
a
live
stream
of
the
beach,
and
speakers
playing
the
sounds
of
seagulls
and
waves
crashing
will
offer
visitors
a
nice
break
from
the
cold
outdoors.
If
that
doesn’t
mo(vate
them
to
go
home
and
book
their
trip
right
awer
work,
a
coupon
collected
on
the
way
out
offering
a
5%
discount
at
select
resorts
with
their
purchase
of
a
jetBlue
(cket
certainly
will.
Due
to
high
costs,
the
vaca(on
simulator
will
run
in
downtown
Manhahan
during
our
peak
adver(sing
period
in
the
month
of
March.
But
these
coupons
will
also
be
available
online
on
the
Blue
Break
sec(on
of
the
jetBlue
Facebook
Page.
The
cost
of
reserving
this
space
will
be
about
$150,000
(13).

51. 50
Given
that
jetBlue
is
already
an
established
brand
and
recognizable
in
its
industry,
media
spending
will
go
towards
op(mizing
frequency.
This
media
plan
will
maintain
a
moderate
to
high
reach
of
78
while
puvng
an
emphasis
on
an
average
frequency
of
8.4
in
an
effort
to
convince
consumers
to
take
a
much-­‐needed
break.
We
plan
to
introduce
the
campaign
in
December
with
a
high
reach
of
90.9,
lowering
to
a
more
moderate
reach
of
78
for
the
following
six
months.
The
frequency
will
start
off
at
10.8
in
December
and
lower
down
to
9.1
from
January
to
June
to
boost
vaca(on
travel
by
5%
in
the
spring
and
summer.
During
the
fall
months
of
August,
September
and
October,
there
will
be
no
tradi(onal
media
running.
The
media
will
pick
up
again
in
November
with
a
moderate
reach
of
68.6
and
frequency
of
5.4.
Reach,
Frequency,
and
GRP
Objec1ves

52. !! Avg!Freq!
!! Goal! Est!
December! 4" 10.8"
January! 4" 9.1"
February! 6" 9.1"
March! 6" 9.1"
April! 6" 9.1"
May! 6" 9.1"
June! 6" 9.1"
July! 4" 5.4"
August! 0" 0"
September! 0" 0"
October! 0" 0"
November! 4" 5.4"
!! Reach!
!! Goal! Est!
December! 65# 90.9#
January! 65# 78#
February! 65# 78#
March! 65# 78#
April! 65# 78#
May! 65# 78#
June! 65# 78#
July! 65# 64.1#
August! 0# 0#
September! 0# 0#
October! 0# 0#
November! 65# 68.6#
51
Reach,
Frequency,
and
GRP
Strategy
Our
tradi(onal
media
will
begin
to
peak
during
the
winter
and
early
spring
months,
with
a
kick-­‐off
in
December,
as
passengers
are
most
likely
to
purchase
vaca(on
airline
(ckets
six
weeks
to
three
months
in
advance.
The
majority
of
the
GRP’s
for
the
campaign
will
come
from
this
winter/spring
push,
with
87%
of
the
campaign’s
5952
GRP’s
coming
from
this
7
month
period.
!
!! GRPS!
!! Goal! Est!
December! 260$ 978$
January! 260$ 709$
February! 390$ 709$
March! 390$ 709$
April! 390$ 709$
May! 390$ 709$
June! 390$ 709$
July! 260$ 349$
August! 0$ 0$
September! 0$ 0$
October! 0$ 0$
November! 260$ 375$
Total! 3770$ 5953$

53. 52
Reach,
Frequency,
and
GRP
Strategy
Despite
rela(vely
equal
budge(ng
between
all
the
three
media
used
in
the
plan,
the
majority
of
the
GRPs
will
come
from
Outdoor
and
Digital
Adver(sing
while
Spot
Cable
will
generate
a
smaller
amount.
Spot
Cable
6%
Outdoor
51%
Digital
43%
Campaign
GRP's

54. 53
Scheduling
&
Timing
Objec1ves
Since
consumers
tend
to
buy
vaca(on
travel
(ckets
far
in
advance,
jetBlue
will
adver(se
heavily
in
the
winter
and
spring
to
maximize
effec(veness.
For
domes(c
travel,
travellers
are
more
likely
to
purchase
(ckets
about
3
months
in
advance.
Heavy
adver(sing
early
in
the
year
will
put
jetBlue
in
the
mind
of
the
consumer
and
lead
them
to
purchase
(ckets
for
the
spring
and
summer
months
(14).
In
the
late
summer
and
fall
months,
travellers
have
already
secured
their
vaca(on
arrangements
and
we
feel
it
would
be
a
waste
of
our
budget
to
adver(se
heavily
at
this
(me.
We
will
be
suspending
tradi(onal
media
spending
at
this
(me
to
reserve
money
for
our
heaviest
months.

55. 54
Scheduling
&
Timing
Strategy
We
have
decided
on
a
fligh(ng
schedule
for
this
media
plan
due
to
the
nature
of
our
message
and
the
sales
goals
set
by
jetBlue
management.
It
is
key
to
reach
our
target
audience
the
most
when
they
will
be
making
vaca(on-­‐going
decisions,
and
our
media-­‐buying
schedule
reflects
that.
To
ensure
that
jetBlue
is
in
our
consumer’s
mind
before
they
even
consider
vaca(ons
for
the
next
year,
we
will
introduce
our
campaign
in
December.
We
will
use
moderate
spending
and
high
R/F
goals
to
put
jetBlue
into
the
mind
of
the
consumer.
Star(ng
in
January,
the
campaign
will
transi(on
to
full
intensity
and
remain
at
full
capacity
un(l
June.
These
months
will
have
the
highest
spending,
R/F
goals,
and
promo(onal
efforts
aimed
at
persuading
our
target
audience
to
treat
themselves
to
a
well-­‐earned
Blue
Break.
During
this
(me,
we
will
run
spot
cable
and
outdoor
adver(sements.

56. 55
Scheduling
&
Timing
Strategy
We
have
selected
these
months
for
a
variety
of
reasons.
As
was
men(oned
previously,
many
people
buy
their
vaca(on
(ckets
as
long
as
3
months
in
advance,
and
we
want
to
be
sure
that
they
will
be
thinking
about
jetBlue
when
making
their
(cket-­‐buying
decisions
for
the
spring
and
summer.
Addi(onally,
most
of
our
target
audience
resides
in
the
Northeast,
where
long,
cold
winters
leave
many
wishing
for
a
vaca(on
in
warmer
climates.
In
July,
we
will
start
to
wind
down
the
campaign
with
a
moderate
spending
month
similar
to
December.
At
this
point,
our
target
audience
will
be
well
aware
of
our
message
and
summer
will
already
be
well
under
way.
Our
moderate
R/F
goals
will
serve
as
a
last
reminder
to
make
plans
for
a
Blue
Break
before
the
end
of
the
summer.
In
the
months
of
August,
September
and
October,
the
campaign
will
go
completely
quiet.
Our
target
audience
may
s(ll
be
vaca(oning
in
the
earlier
part
of
this
(me
frame,
but
their
plans
will
have
been
made
long
before
then.
Rather
than
spend
money
reaching
people
who
have
likely
already
spent
their
vaca(on
money
for
the
year,
we
will
save
our
media
budget
by
going
quiet
for
these
months.
The
savings
from
buying
nothing
during
this
(me
will
allow
us
to
reach
more
people
more
effec(vely
in
the
winter
and
spring
when
it
mahers
the
most.

57. 56
Scheduling
&
Timing
Strategy
0
100
200
300
400
500
600
700
800
900
December
January
February
March
April
May
June
July
August
September
October
November
Campaign
Spending
by
Month
(000)
This
is
a
basic
outline
of
the
campaign’s
monthly
spending.
For
a
detailed
flowchart,
see
Appendix.

58. 57
Media
Budget
Objec1ve
JetBlue’s
$6.5
million
budget
will
be
spent
primarily
on
an
outdoor
campaign
(38%)
with
emphasis
on
digital
(33%)
and
spot
cable
(29%).
The
budget
will
be
spent
en(rely
on
a
spot
campaign
for
9
months
of
the
year
in
order
to
free
up
more
of
the
budget
for
our
heaviest
spending
months.

59. 58
Media
Budget
Strategy
The
$6.5
million
budget
will
be
allocated
as
follows:
• $1,886,300
in
Spot
Cable
• $2,473,700
in
Outdoor
Media
• $2,150,200
in
Digital
Media,
covering
costs
of
social
media
experts,
banner
and
video
ads,
and
mobile
adver(sements
We
decided
to
spend
our
media
budget
this
way
because
of
the
highly
mobile
and
tech-­‐
oriented
nature
of
our
target
audience.
As
young
professionals
working
at
companies
in
large
ci(es,
they
can
easily
be
reached
by
outdoor
and
experien(al
ads
on
their
commutes.
They
are
also
heavy
users
of
digital
media,
including
mobile.
As
was
discussed
in
the
Target
Audience
and
Media
Mix
segment,
our
demographic
uses
these
mediums
heavily,
and
it
is
a
natural
choice
to
spend
a
large
por(on
of
the
budget
in
this
area.
Although
there
is
an
emphasis
on
outdoor
spending
for
this
media
plan,
the
campaign’s
heaviest
months,
January
through
July,
reveals
that
the
Blue
Break
plan
usually
focuses
more
on
digital
adver(sing
than
outdoor
media.
The
budget
for
the
en(re
campaign
and
for
a
sample
month
from
January-­‐June
is
on
the
following
page.

60. 59
Media
Budget
Strategy
Outdoor:
$274.9
32%
Digital:
$307.6
36%
Spot
Cable:
$271.6
32%
January-­‐June
Budget:
$854.1
(000)
Spot
Cable:
$1886.3
29%
Outdoor:
$2473.7
38%
Digital:
$2195.2
33%
Campaign
Budget:
6555.2
(000)

61. 60
Geography
Objec1ve
Through
a
strategic
selec(on
of
ten
spot
markets,
our
campaign
will
effec(vely
mo(vate
young,
late-­‐millennial
female
professionals
to
get
their
Blue
Break
booked
ASAP.
By
narrowing
our
focus
on
these
ten
ci(es
we
will
be
able
to
get
a
bigger
bang
for
adver(sing
spend-­‐-­‐
achieving
higher
reach
and
frequency
along
with
our
ul(mate
goal
of
increasing
vaca(on
travel.
This
is
the
list
of
ci(es
we
will
run
the
Blue
Break
campaign
in:
Boston,
MA
Pihsburgh,
PA
Chicago,
IL
Orlando,
FL
New
York
City,
NY
Phoenix,
AZ
Miami,
FL
Seahle,
WA
Los
Angeles,
CA
San
Francisco,
CA

62. 61
Geography
Strategy
While
jetBlue
offers
its
services
to
a
third
of
the
U.S.
market,
the
vaca(on
routes
selected
for
this
campaign
lower
this
figure
below
30%-­‐-­‐the
industry
benchmark
used
in
na(onal/spot
selec(on.
In
addi(on,
through
our
target
audience
research
we
discovered
a
large
majority
of
late-­‐millennial
female
professionals
live
and
work
in
larger
ci(es
that
offer
more
career
opportuni(es
(16).
This
informa(on,
along
with
city
indexes,
provided
the
basis
for
our
market
selec(on.
Come
January,
we
will
get
Spring
fever
sparked
early
in
these
markets
by
leveraging
a
variety
of
spot
cable,
outdoor,
transit
and
digital
media.

63. 62
Geography
Objec1ve
We
will
be
focusing
on
25.7%
of
USHH.

64. 2
Appendix

65. 64
Campaign
FlowChart
64

66. 65
CPP/CPM:

67. 66
Appendix:

68. 67
Appendix:

69. 68
CLAIRVOYANCE AGENCY PROFILE
Mission Statement
Clairvoyance is committed to bringing strategic and meaningful approaches to our
clients, which show results. We show innovation, dedication and hard work every
step of the way.
What makes Clairvoyance Different?
You have a vision. We make it happen.
We take a unique approach with each client we meet. By getting to know our clients
on a one-to-one basis we are able meet and satisfy their needs in a timely and
efficient manner.
What we Value:
• Research is fundamental at Clairvoyance. There will not be a single statement, data
point, or decision made without exhaustive investigation.
• We work with a vision of the big picture in mind. Every decision is made with the end goal
in mind.
• We aim to provide a plan that will provide the utmost value while keeping in mind the
available resources.
• We pride ourselves on our ability to discover game-changing insights about our clients,
their target markets, and the message that make our plans exceptional.

70. Manda Goldberg is a junior Integrated Marketing Communications major at
Ithaca College, where she is also Vice President of the Ithaca Chapter of PRSSA
(Public Relations Student Society of America). She is a dedicated member of the
Clairvoyance team. She brings experience from six previous internships in the
public relations and corporate events industries. Although she lacks patience for
programs such as Photoshop and Illustrator, she makes up for it with her
leadership and organizational skills. Manda is extremely excited to take on
JetBlue as a client.
Connor Paratore has a passion for customer service and sales. He enjoys
providing a customer with a valued product at an exceptional price. He loves
studying the products and services offered by different companies and how a
company develops its mission statement. Connor also plans on obtaining a
career helping people solve personal problems.
Spencer Pereira works to utilize his background in marketing and
communications to improve our society. This begins with getting the right
messages to the right people. Experience in digital marketing and community-
based volunteering bring him in contact with a lot of people with differing
backgrounds, beliefs and goals. These encounters work to build a wider
understanding of the fellow human and the kind of message content that will
add meaningful value to their lives.
Dan Snyder is a senior at Ithaca College where he majors in Integrated
Marketing Communications. He brings strong writing and research skills from
his three previous marketing and PR positions, and is excited to get into the
details of any project. Dan is enthusiastic to begin work with Clairvoyance to
bring JetBlue the most effective media plan possible.
69