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There is a fierce battle in the skies to cater for premium long-haul passengers, with airlines introducing bigger, better, flatter and more comfortable beds.

British Airways was the first to introduce a truly flat bed to its fleet when it launched Club World in 2001. Research BA conducted with NASA found that a bed has to be totally flat for passengers to feel as though they have had a proper night's sleep. BA took this on board - literally - and set out to help its passengers arrive feeling refreshed after the potentially debilitating effects of a long flight.

In one fell swoop it changed the market. No longer would passengers be satisfied with a seat that was slightly inclined, because it was not enough to make a difference to the way they felt.

Consumer research conducted by the airline confirmed its perceived wisdom - that people need to sleep on a long flight, and sleep well. However, it had to be a premium offering and 'the communication had to offer a point of difference', according to Jayne O'Brien, BA head of marketing for UK & Ireland.

Stepped campaign

The campaign to promote the flat bed service was one of 'logical steps', says O'Brien. 'In 2000, we announced the product and immediately communicated the point of difference - that it was truly flat. The service was then rolled out to different routes. The campaign evolved not just to communicate the fact that the beds were flat, but also the breadth of BA's network and its truly global scale. Hence the strapline 'More beds, more places, more often'.

Then the 9/11 terrorist attacks took place, necessitating a further change in strategy, says O'Brien. BA introduced a generic campaign using the line 'It's better to be there', with the simple aim of persuading people to fly again. The campaign implied that if you weren't there, your competitors would be.

The 'real bed' was introduced into the creative in September 2002, with TV work depicting a passenger going to bed in New York's Times Square and waking up in London's Piccadilly Circus. It became the most integrated campaign in BA's history, encompassing TV, outdoor, online and press, and, according to O'Brien, it was 'very successful, helping to boost both revenue and recognition'.

The campaign is in a constant state of evolution. The airline continues to innovate and this year introduced its Sleeper Service, where passengers can have dinner in restaurants on the ground before boarding the plane for a good night's sleep. The campaign has broadened to include an interactive TV execution that attracted 250,000 hits in a six-week period - something even BA was not expecting - and is now communicating with leisure travellers, which Club World has not done until now.

AGENCIES

Advertising: M&C Saatchi

Media: ZenithOptimedia

Interactive creative, planning and buying: itraffic

Direct: Tullo Marshall Warren

Budget: £2m

MEDIA PLAN

Objectives

BA wanted to launch the Club World flat bed by communicating key points of difference and flagging up the concept that a truly flat bed is essential for a good night's sleep. It also set out to highlight a unique advantage over its competitors, including Virgin Atlantic, Qantas, Singapore Airlines and Air New Zealand. The airline set itself a dual challenge: to communicate the benefits of the flat bed to both the business market and the growing premium leisure market, thereby driving business; and to continue innovating and developing the product to stay ahead. BA's Sleeper Service was introduced earlier this year.

Strategy

The strategy was to communicate the USP of bed, network and scale. A strong and consistent integrated campaign, with all the channels working together, would give a multiplier effect. BA aimed to support the emotional strength of TV with press, radio, outdoor, online (including ba.com), Executive Club and other direct channels. It was considered important to reach people in their everyday tasks through media such as the Tube in London, cashpoints and interactive TV. Iconic use of the bed through all communications was key to the campaign. BA also looked to evolve Club World by positioning itself as an innovator.

Execution

Launch material consistently mentioned the main point of difference - 'It's got to be flat'. Post-9/11, BA took the lead and in January 2002 used the bed to get the market moving again, with the strapline 'It's better to be there'. As executions evolved to include network and scale, the strapline became 'More beds, more places, more often'. In September 2002, BA launched a campaign featuring real beds in locations around the world. This year it introduced its Sleeper Service, combining pre-flight dining with showers and breakfast in the arrivals lounge. ±±¾©Èü³µpk10s ran in glossy magazines and broadsheets.

Results

The campaign involved the integration of media, creative, production and publishing teams, producing breakthrough creative with precisely targeted media placement. The integrated campaign helped BA maintain its standing as a leading brand in the business flyer market. It gained significant market share and increased ratings among all customers. The airline also managed to exceed revenue targets. In June this year, the likelihood of people flying business on BA had risen by 12% on 2003, according to Ipsos. An interactive campaign received more than 250,000 hits over a six-week period.