The Full Sails Strategy - aBoatTime - 360o Communication Strategy
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Transcript of The Full Sails Strategy - aBoatTime - 360o Communication Strategy
THE FULL SAILS STRATEGYaBoatTime
This is Alvaro.
He had a dream and set his life on a new course as an entrepreneur.
Alvaro expressed an interest in building brand awareness with a low financial investment needed.
aBoatTime does not have a defined communication strategy for its internal or external stakeholders. The absence of strong branding and a clear Unique Selling Proposition communicated to stakeholders, leaves room for competitors to enter their market. aBT needs a communication solution that takes into account its limited financial and staffing constraints.
Problem Statement
The Full Sails Strategy.
The Full Sails Strategy is based on the belief that a well built boat, with full wind in its sails will propel forward towards its destination. It captures the thrill of cutting through choppy waters and the joy of the wind in your hair, as the team, works in
unison to reach the goal.
Digital environment is decisive for travellers decision of purchase (Google).
Market overview
2014 – Yacht charter market valued at EUR 36 bi
2020 – Growth of 6,5%
Price orientedNo brand
differentiationRed
Ocean
a strong identity to help with aware
aBT in the Market
Competitive advantage : Technology
Clients can rent a boat and finalize the process in a click
Make the market understand
the company’s differential.
Competitive leap
Create brand equity – the secondary factor for the purchase decision.
Findings
Culture Book
Social MediaStrategy
ResearchaBT RecommendationsObjectives
Internal
External Values
StoryDefinedComm.Strategy
Primary
Secondary
Employees
Culture
Vision
Website
Social
Full Sails Strategy
Key Messages
Application:WebsiteSocial MediaCulture
Measurement& Timeline
USP
PROCESS
Interview with the founder
• To capture the mission and vision from his perspective.
• Passion for sailing and market knowledge.
Interview with the marketing/IT
Director
• To identify the key drivers guiding the current market strategy.
• Adapting IMC language and strategy and, using nautical language.
Potential customer survey
• To better understand the sailing customers and what they value in the sailing experience.
• Renting a boat for sailing holiday.
Employee and Management Survey
• To examine how well employees and management understand the mission/vision of aBT and their view of the internal corporate culture.
• Value vision and mission; lack of defined internal communication process.
Research Methodology – Primary Data
Cust
omer
-Con
tent
ana
lysi
s
Cust
omer
Sur
veys
Soci
al M
edia
Aud
it
Com
peti
tive
ana
lysi
s - W
ebsi
tesTo identify key
external messages of aBT's external and indirect competitors and identify the message they use to communicate business needs.Trends in communication; communication elements.
To assess aBT customer views on the customer service and available content at aBT.
Generally positive; Willing to recommend the platform.
To identify what customers value from their boating holiday/experience with respect to service quality, product quality, and the overall sailing experience. Service quality, product/boat specific features and website access.
To conduct an audit of all existing social media channels to find the challenges and areas of opportunity
Low level of engagement; no story telling or efforts.
Secondary Data
Key Findings
&Strategy:
The story is missing from all communication.
Recommendation:
Formalizing the corporate story and use it as an asset for building brand identity.
Why?
A powerful story makes it possible for people “all stakeholders” to connect emotionally with a brand.
Key Finding - Story
Leadership has a very clear view of the values, mission/vision for aBT.
Recommendation:
Capitalize on the values and the essence of the mission and vision already established.
Why?
The Leadership has strong values and vision is a great structure on which to build a stronger brand identity.
Key Finding - Values
aBoatTime´s leadership has a clear view of the values vision and mission but is not able to successfully share this.
Recommendation:
We propose to formally define the key messages and to document them on the culture book.
Why?
A strong brand identity requires consistency with its messages.
Key Finding - Vision
The current aBoatTime USP does not resonate with customers.
Recommendation:
We provided guidance for evolving the USP to be more customer oriented and include attributes like ¨trust¨ and ¨reliability¨.
Why?
The chartering a boat is a high involvement decision. The communication of the USP and brand values are elementary to grasp consumer´s attention and influence the purchase decision.
Key Finding - USP
Internal culture is undefined.
Recommendation:
We propose to formally define the culture through the development of a culture book.
Why?
A lack of a strong internal culture can lead to disengagement of employees which leads to lower productivity, and potential higher turnover.
Key Finding - Culture
Employees do not have a clear or unified understanding of aBoatTime´s mission, vision and values.
Recommendation:
We propose to communicate key messages with employees through a Corporate Culture book.
Why?
Employees are not being used to their full potential as brand ambassadors.
Key Finding - Employees
A brand with an assertive message is important to grasp the customer´s attention.
Recommendation:
Make the USP more apparent on the web.
Why?
The absence of communication of this advantage for the consumer leads for a competition that may not remunerate such differential and remains as price oriented.
Key Finding - Messaging is key online
Social media is not engaging because the content is generically applied to all social media platforms.
Recommendation
To tailor messages to each social media platform including some elements of the personality in the posts like tone and storytelling. Is essential to increase participation as social media is a two way street.
Why
Social media strategy is underdeveloped. It is a low cost way to grow brand awareness with a large audience and encourage engagement with the goal of developing a loyal community of customers.
Key Finding - Social media
Pillar 1:
Full Sails StrategyBuilding Brand Personality
Theoretical Models
Values
Storytelling
Defining KeyMessages
Vision/Mission
USP
Elevator Pitch
Tag Line
Communicating KeyMessages
Website
Social Media
Culture Book
Pillar 2: Pillar 3:
Character
“Effective brand strategy provides a central unifying idea around which all behavior, actions, and communications are aligned. It works across products and services, and is effective over time. The best brand strategies are so differentiated and powerful that they deflect the competition. They are easy to talk about, whether you are the CEO or an employee.”
(Aileen Wheeler, Designing Brand Strategy)
Why?
Pillar 1:
Full Sails StrategyBuilding Brand Personality
Theoretical Models
Values
Storytelling
Character
Brand Story + Brand Personality
Framework of Values
Defining Brand Personality - ValuesEmployees
as Entrepreneurs
EverythingIs
Possible
Trial &
Error
TeamWorkCelebration
&Recognition
Highest standards
Reliability
Personality
Culture
Self-Image
Capabilities
Relationships
Reflection
Capabilities:-Excellent customer service-Widest options for nautical charters-Most sophisticated online software allowing for fast, reliable booking service-innovation
Relationships:TrustEasy processFriendshipsExperiences to remember
Reflection:AdventureAccessible to everyoneAffordableInexpensive luxury Unique experience on the seaHighest industry standard for customer service
Personality:Passionate Exciting Reliable
Culture:Everything is possibleWork hard/play hardCommitmentTeam spirit
Self-Image:Hard-working; responsible; innovative; entrepreneurialhighest standards of service & technology
Rallying Cry
Full Sails StrategyDefining KeyMessages
Vision/Mission
USP
Elevator Pitch
Tag Line
Pillar 2: Guiding Vision
Mission
Messages (Elevator Pitch)
Messages (USP)
Messages (Tagline)
Adapted Vision:To become the leader of the boat charter industry with the highest reputation for trustworthiness and customer service, offering the widest range of boats and destinations.
Personality
Values
Vision
Mission
Adapted Mission:To be the most sophisticated software, allowing for fast, reliable booking service, by integrating fleets, tourist operators and final customers with online and real time transactionality.
Unique Sailing Proposition
Unique Sailing Proposition"The only complete marketplace in the world able to connect, on a 100% online transactional basis, end customers and mainstream tourism (tour operators and OTAs), to the fragmented sector of recreational boat chartering. Thanks to our complete value chain, fleets can close bookings 24h/day and offer their boats to the mainstream tourism away from the limited nautical sector. End customers can close bookings 24/day and disscover a new vacational option, inexpensive and exotic. Last but not least, mainstream tourism (touroperators and OTAs) can have access to a new category, the use of boats for sailing a few days and the use of boats as an accommodation (sleeping in the boat without leaving the harbour)". (Álvaro, current USP)
Elevator pitch:aBT is a company whose mission is to share how fantastic, accessible and easy it is to vacation on a boat to explore extraordinary destinations around the world. Anyone can rent a boat with just a few clicks.
Personality
Values
Adapted Vision
Adapted Mission
USP
Tagline:You don’t need to have a boat to live your passion for the sea. aBoatTime has one for you in every ocean in the Globe.
Full Sails StrategyCommunicating KeyMessages
Website
Social Media
Culture Book
Pillar 3:
Strong Team/Culture Book
Digital Messages (website/Social Media)
Culture Code Book✓ Supportive tool to the Full Sails Strategy that tackles the lack of communication
strategy for the internal environment.
✓ Mission, Vision, USP and brand values detailed in attainable language.
✓ Examples of how the values might be lived inside the company.
✓ Guidance about language employed on the communication inside and to the outside.
✓ Recommendations for internal policies.
Social Media StrategyObjectives:✓ Leverage of brand awareness and visibility for the company ✓ Conversion rate✓ Engagement of clients in the internal and/or external business environment
Recommendations✓ Supportive tool to the Full Sails Strategy that tackles the lack of engagement✓ Listening✓ Interaction and participation of followers in the co-creation of contents✓ Tailoring messages for each platform✓ Diversification of contents✓ Measure engagement with Kaushik’s framework
ConversationAmplificationApplauseEconomic Value
Phase 1 - May 2016• Meeting with
the managers to share the report, Culture Code Book and Social Media Strategy.
Phase 2 - July 2016 • To communicate
the company’s goals
• Plan to convey the company’s USP
Phase 3 – From September 2016• KPI assessments,
consolidation of learnings (Monthly since September 2016)
• Future resolutions (Quarterly from December 2016)
Full implementation by
September, 2017
Charting the course
KPI Measurement
Web Audience
Measurement Metrics
Demographic Assessment
Metrics
Website Conversion
metrics
Social Media metrics
Consumer Satisfaction
Metrics
Internal Communicati
on Metrics
Thank you!
María Teresa FerreiroAna Carolina AddobbatiKaren GarcíaRoobkirat KaurConnie Wansbrough
“If you want to build a ship, don't drum up people to collect wood and don't assign them tasks and work, but rather teach them to long for the endless immensity of the sea.”
Antoine de Saint-Exupery (Le Petit Prince) from Netflix Culture Book