Virgin Blue, an Australian airline, was losing money and market share after a decade of operations. It underwent a major rebranding to Virgin Australia to shift its image from a low-cost carrier to a business-focused airline. The rebranding strategy involved redesigning all aspects of the brand from its name and logo to aircraft interiors and lounges. As a result, Virgin Australia increased its revenue from corporate customers, achieved profitability ahead of schedule, and grew its frequent flyer membership.

1. FROM VIRGIN BLUE TO
REBRAND
VIRGIN AUSTRALIA
CASE STUDY

3. CAMPAIGN
Virgin Australia rebrand and
repositioning
CLIENT
Virgin Australia
AGENCY
Hulsbosch

4. BACKGROUND
In 2000, Virgin Blue was
launched with two aircraft
operating on a single route.
A decade on, with 91 aircraft in
its fleet, Virgin Blue was losing
money and market share and
the future was unsustainable.
This called for a major
revitalisation.
Full case study at: marketingmag.com.au/case-studies

6. OBJECTIVES
If Virgin Australia wanted to
compete as a contemporary
business and leisure carrier, it
needed to shift away from its
low-cost image and undergo a
complete brand repositioning.
The goal driving the
revitalisation was to increase
the airline’s business customer
market share by attracting a
significant portion of its
competitor’s affluent business
customers.
Full case study at: marketingmag.com.au/case-studies

7. STRATEGY
Employing a five-senses
approach to its brand
revitalisation strategy in order
to enhance the airline’s appeal
to consumers, Hulsbosch
looked at sight, aural, touch,
taste and smell, and how each
could be expressed through the
brand.
Full case study at: marketingmag.com.au/case-studies

9. EXECUTION
All brand iterations were
redesigned, from a new name
and brand identity, aircraft
livery and interiors.
Hulsbosch also designed the
concepts for the lounges, which
feature a contemporary design.
The Hulsbosch team also
worked with fashion designer
Juli Grbac to provide input into
uniforms, scarves, ties and
badges.
Full case study at: marketingmag.com.au/case-studies

10. RESULTS
Year ending 30 June 2012
results:
• Corporate and government segment
reached 20% of domestic revenue,
an objective of the company reached
a year ahead of schedule,
• statutory profit after tax of $22.8
million, and improvement of $90.6
million on the previous financial year,
• yield growth of 12.2%, and
• Velocity Frequent Flyer membership
grew from 2.5 million to 3.2 million.
Full case study at: marketingmag.com.au/case-studies

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