This document proposes demand generation campaigns and media recommendations for Virgin Atlantic for 2017 by Sharaf Travels, their General Sales Agent in the UAE and Oman. It analyzes Virgin Atlantic's business model, customers, products, and competition. Two campaign ideas are presented: an incentive program called "Fun to Earn" for travel agency staff and a "Fly Fresh" campaign positioning the airline as a refreshing experience through interactive advertising. The agency seeks to partner with Sharaf Travels to execute a two-pronged B2B and B2C marketing strategy using various online, print, outdoor, and event-based media.

1. Conceptualized by
(General Sales Agent for the UAE and Oman)
Box No. 6712, Dubai, UAE.
July, 2016
Demand Generation Campaigns and
Media recommendations for the year 2017
For

2. Objectives
Increase passenger seat miles especially during shoulder, off-season months.
Increase brand awareness in general in order to augment top-of-the-mind recall.

3. Sharaf Travels LLC.
Sharaf Travel, established in 1991, is one of the most reputed travel management companies
in the UAE that provides quality travel services to business and leisure travelers. The company
continued to expand its operations since inception and diversified interests to emerge as one
of the leaders in the industry. Sharaf Travels has specialized divisions catering to various
requirements and customer segments encompassing everything from providing travel
solutions for corporations, commercial representation for airlines and leisure brands, and
airport supervision services. The company also operates in retail ticketing, holiday packages
and inbound travel, along with niche segments such as student travels, adventure excursions,
incentive trips, conferences, events and exhibitions.
Sharaf Aviation Services Academy, a division of Sharaf Travel, imparts up-to-date knowledge
to students and with a specialized curriculum that structured to suit both freshers and working
professionals alike.
Over the years, Sharaf Travel has partnered with several airlines as their General Sales Agent,
representing and marketing their products in UAE and Oman. Virgin Atlantic is one of the
premier airline companies among them.
The situation analysis:

4. Business Model
As a General Sales Agent, Sharaf Travel markets the products of Virgin Atlantic through
independent travel agencies and end customer ticket sales through its own website. Apart
from this Sharaf Travel also make use of its Holiday, MICE and inbound tours divisions to
market the products.

5. The task and target:
Sharaf Travel is on the lookout for an agency partner that can carve an effective two-pronged
marketing communication strategy addressing both business to business (B to B) and
business to consumer (B to C) segments for the year 2017 aiming to generate more demand
and sell more passenger miles for Virgin Atlantic products in the indigenous markets of UAE
and Oman. The B to B approach can be comprised of tactical campaigns during shoulder and
off-peak seasons, incentive trips for top selling agency staff members, promotions
collaborating other Sharaf Group Companies etc.
Whereas communication targeting end consumer can be though mainline, online, and out of
home platforms consisting of the right mix of print publications, radio, ambient, billboards,
social media, events & activations, contests & cross market discounts, road shows and
persuasive audio visual campaigns.
The agency is expected to make use of tools like incentives, vacations, destination events,
tie-ups with non-travel trade commercial intermediaries, giveaways etc.
Demographical
Virgin Atlantic Airways entertains the different status, gender and age. Most of the travelers are
business traveler and leisure travelers.
They allow children ages 5-and above to travel. Below 5 years old, the kid should have
guardian ages 16 up or parents. For the unaccompanied child/children, they must follow a
certain rule. The Virgin Atlantic also accepts trained pets who accompanied disabled person
e.g. Blinds person. Also some of their passengers are packed with friends, families and high
yield business travelers.

6. A vast spectrum of business activities.

7. Virgin Atlantic an Overview:
Founded 1984
Commenced operations 22 June 1984
Operating bases • London-Gatwick[2]
• London-Heathrow[2]
Frequent-flyer program Flying Club
Airport lounge Virgin Atlantic Clubhouse
Fleet size 39
Destinations 31
Parent company Virgin Atlantic Limited
Headquarters Crawley, England
Key people • Richard Branson, Founder
• Craig Kreeger, CEO
• Stephen Murphy, Chairman
Revenue £2.93 billion (2014)
Operating income £14.4 million (2014)
Employees 9,231 (2014)
Website virgin-atlantic.com

8. Initiated by Sir Richard Branson, founder of the Virgin group- known for his charismatic,
risk-taking, fun-filled and daring persona, Virgin Atlantic took to air in 1984. The airline reflected
all the values promoted by all the products under the ‘virgin’ umbrella such as value for money,
quality, innovation, fun and a sense of competitive challenge.
Back in the early 80s Sir Richard Branson was probably best known for Virgin Records - the
legendary record label that signed major names like the Rolling Stones, Janet Jackson and
The Human League. In 1984, Richard announced that a new airline would begin operating
within three months and Virgin Atlantic Airways was born. By the end of the decade the airline
had flown over 1 million passengers and started shaking up services onboard by being the first
airline to offer individual TVs to their business class passengers.
In 1992 Richard sold Virgin Music and invested the proceeds into Virgin Atlantic, improving on
an already great service. In the same year the company launched the first super economy
service that went on to become its award winning Premium Economy. In 1999 Richard sold a
49% stake in the company to Singapore Airlines valuing the company at a minimum of
£1.225bn.
In 2003 came the launch of Virgin Atlantic’s revolutionary Upper Class Suite, the longest and
most comfortable flat bed and seat in business class. The new Virgin Clubhouse at Heathrow
opened in March 2006. Amongst the many unique features of the flagship lounge are a
cocktail bar, a hair salon, a Cowshed spa, a brasserie and a games room.
In 2007 came the launch of Virgin Atlantic's brand new check in facilities at Heathrow Terminal
Three. For Economy and Premium Economy passengers Zone A is now wider, brighter and
more spacious, enabling passengers to check-in at kiosks in a faster and more stress-free
way. For Upper Class passengers, came the Upper Class Wing, which offers a private security
corridor so passengers can speed through the terminal to the Clubhouse quicker than ever
before.
In 2008 Virgin operated a pioneering bio-fuel demonstration with Boeing and engine
manufacturer GE Aviation on a 747 between London and Amsterdam. This was the world's
first flight using bio-fuel by a commercial airline.
The airline has positioned itself as the main competitor of British Airways currently, the markets
current leader. The shift in economy has however resulted with a focus on Asian markets
where Virgin has an advantage in the form of an existing alliance.

9. Products:
1. Leisure traffic
Competitively priced FIT fares and packages
2. Corporate traffic
Corporate account acquisitions
3. Premium Economy class for both leisure and business passengers.
4. Combination of flights with interline partners with stopovers

10. The SWOT analysis:
While analyzing the strengths of Virgin it is evident that Brand Identity and Comprehensive
Services are the front-runners. Weaknesses that exist are mainly due to the limited fleet size
and destinations. The threats presented to Virgin are the current price war, economic
downturn, consolidation of airline industry and the volatile nature of fuel prices. The
opportunities are however possible expansion into Asian market and the building of Brand
Provenance.

11. Competition analysis:
The airline industry is a very competitive one especially for a brand that has positioned itself as
the main competitor of one of the biggest players in the industry: British Airways. Aside for
Great Britain’s flag carrier, Virgin's competitors are also Lufthansa, American Airlines, and
Cathay Pacific.

12. Performance Indicator
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Turnover (£m) 1,630
1,912 2,141 2,337 2,579
2,357
2,700 2,740 2,870
2,828
2,782
Profits (EBT) (£m) 68.0 77.5 46.8 22.9 68.4
132.0
18.5
80.2 69.9 174.7
87.5
Total flights 17,637 18,960 21,344 22,149 20,735 19,484 20,519
Number of passengers
4.5 4.9 5.7 5.8 5.5 5.5 5.3 5.4 5.5 6.1 n/a
(m)
Number of aircraft (at
year end)
40 40 39 40

13. Perceptual Mapping

14. Key insights
• The success of the airline industry depends on numerous uncontrollable factors
influencing the market place.
• In order to compete for an increase in market share under these burdening circum
stances, airlines are required to go “the extra mile” and differentiate their services.
• Virgin Atlantic has managed to transform their product into an experience, allowing
their brand personality to thoroughly shine through.
• The communication ideas to improve demand should be based on the character and
imagery the brand already have created in the minds of its customers.

15. The Big Idea
We have conceptualized 2 campaign ideas which can be extended and executed at various
levels on different platforms.

16. Incentive program for travel agency staff
Virgin “Fun to Earn” is a program conceptualized in the nature of a loyalty program exclusively
for frontline staff of travel agencies, who drives and regulates the business. This is a yearlong
dynamic program wherein members can earn points based on the sales they generate.
The points the sales staff earn may vary according to the season, route, events happening on
various destinations etc. The program can be made dynamic by offering short term gratifica-
tions time to time, the gifts can be offered from Virgin stores.
Features of the program:
• Designed as an app or board game that helps to earn points
• Members can view and evaluate the progress of their points
• Special off season promotions can be incorporated to the main body of game
• End of the program bumper prize can be a holiday package
Apart from this:
Emailer campaigns
Best Performer Award/Ceremony for travel agencies
B2B
FuntoEarn

17. Fly Fresh.
This thought envisages positioning the airline as a refreshing experience. Various interactive
communication ideas can be executed around this ‘fresh’ thought. The very meaning of the
word Virgin itself comes closer to this ‘Fresh’ idea.
Media Vehicles Suggested.
• Airport branding with interactive signage
• Radio campaigns both in English and Arabic primarily with Virgin Radio and Channel 4
• Signage and activities at hi-end malls
• Weekend interactive programs at cinemas- For 3 days a week
(Thursday, Friday, Saturday)
• Buzz Marketing and Social media engagement through Facebook,
Twitter and Google+ - interactive campaigns based on the big idea Fly Fresh.
• PR activities through mainline media and Virgin Atlantic blog
• Tactical campaigns associating with a fashion/lifestyle magazine on special
occasions like Valentine’s Day, International women’s day etc.
• Associate with social organizations in observing/partnering/sponsoring
a social event tapping its PR potential
• Sponsor events like food festivals, sports events which take place in
Britain as official travel partner to Middle East.
B2C

18. Sample execution 1

19. Sample execution 2

21. Thank You
Box No. 6712, Dubai, UAE.
The agency offers service as partner in concepts and creative design-
ing, script and content creation, buying media space at the most
competitive prices, managing social media space, executing events,
promotions and contests and ensuring excellent PR support.
Detailed media plan can be presented after further discussions.
Looking forward to associate with you.
c