The Challenge
IBEROSTAR owns and operates nearly fifty 4 and 5 star luxury hotels in the Americas. Now in our 13th year as agency of record, we’ve witnessed wild swings in how people book travel. At the turn of the millennium, online booking engines were predicted to overtake the industry. And they certainly have changed the game. But the forecast that travel agencies would all be extinct has not come to pass. Instead, for the better part of the decade, we have been devising new and innovative ways to reach and connect with tour operators and travel agents, positioning IBEROSTAR as their partner in all-inclusive, luxury travel.
Deliverables
- User Experience
- Data Analytics
- Competitive Review
- Consulting and Planning
- Social Audit
- Brand Positioning & Strategy
- Digital Strategy
- Marketing Plan
- Integrated Traditional and Digital
- Market Research
- Video Production
- Website Development
- User Experience
- Collateral
- Trade Show
- Planning and Buying
- Consumer and B2B
- Dashboard Reporting
The Ignition Process
Discovery
One of nine competitors in a cluttered category, IBEROSTAR draws 75% of sales through a network of independent travel agents. Research indicates that the avalanche of information online has caused more consumers to look for a personal travel agent, making this audience an even more critical gatekeeper.
Strategy
Our strategy was to position IBEROSTAR as a partner to the agent. Rather than trying to sell them something, we would offer robust tools to help agents succeed, plus valuable rewards for their loyalty.
Creative
We conceived and launched the IBEROSTAR Agent Incentives Program, introducing brand immersion opportunities and rewards. To generate new leads each month, we created a drip campaign with digital ads and emails featuring special promotions and landing pages.
Metrics & Refinement
Since the launch of the program, IBEROSTAR has experienced a 15% growth in their agent network. Incremental bookings have averaged $1MM per promotional campaign and margins have also increased by 8%.
