When a brand gets as battered, bruised and knocked out of shape as British Airways, the consequence is that it gradually and progressively loses its identity and its meaning. Particularly when the slings and arrows attack the brand from so many directions.
The things it stood for become shadows of their former selves. But because the demise takes place over time and because the paint on the planes remains the same, it is easy not to grasp fully the extent of the damage.
But the data told an alarming story. In 2010 the brand’s measure of marketing success, brand bonding, was at a third of the levels of 2002. Even more worryingly for a service brand, staff pride was at its lowest ever level.
Forecasting clearer skies
This is the story of how British Airways, amidst unprecedented market turbulence, re-aimed for market leadership through the recommitment to its core ethos To Fly. To Serve. Of how this ethos re-connected with staff, customers and culture, reigniting brand confidence and laying the foundations for the airline to fly forward through successive campaigns and once again reclaim a leadership position in the market.
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