Product / ServiceAIRLINE
CategoryC04. Travel, Leisure & Retail (including e-commerce & restaurants)
Entrant Company SAATCHI & SAATCHI Singapore, SINGAPORE
Advertising Agency SAATCHI & SAATCHI Singapore, SINGAPORE
Production Company CALIBRE PICTURES Singapore, SINGAPORE
Production Company 2 MOVIOLA Singapore, SINGAPORE
Production Company 3 EMOXIS Singapore, SINGAPORE


Name Company Position
Dominic Stallard Saatchi & Saatchi Executive Creative Director
Chris Soh Saatchi & Saatchi Art Director
Stephanie Gwee Saatchi & Saatchi Art Director
Chris Soh Saatchi & Saatchi Copywriter
Stephanie Gwee Saatchi & Saatchi Copywriter
Dominic Stallard Saatchi & Saatchi Art Director
Steve Walls Saatchi & Saatchi Head of Planning
Esther Yue Saatchi & Saatchi Chief Operations Officer
Celevel Butler Saatchi & Saatchi Managing Director
Andrea Cid Saatchi & Saatchi Copywriter
Jennie Morris Saatchi & Saatchi Copywriter
Ben Wight Saatchi & Saatchi Copywriter
Stella Pok Saatchi & Saatchi Account Director
Terry Ong Saatchi & Saatchi Project Manager
Tom Judd SweeneyVesty Account Director
Sarah Tan SweeneyVesty Senior Consultant
Kelvin Koo Publicis Singapore Head of Digital
Jess Seow Publicis Singapore Account Director
Goh Siying Publicis Singapore Account Manager
Vanessa Tan Publicis Singapore Lead Community Manager

Brief Explanation

Scoot discovered that another budget airline had adopted very similar branding and advertising as theirs – from the font, the colours, to the tone and voice of the ads, and even the illustrations used in Scoot ads. The similarities were very apparent. But instead of suing Spirit Airlines - as this was not in line with our fun, irreverent brand personality - we decided to launch a campaign to have some fun with Spirit, while leveraging on social media and PR to push promotional fares on Scoot's new fleet of Boeing 787 Dreamliners.

The Brief

The objective was to generate widespread conversation about the fact Scoot's brand had been copied by another airline (especially with our existing and prospective passengers), while promoting fares aboard the new Boeing 787's. We knew that if the content was interesting enough, the online community and media would share it for us, so we focussed on generating more hype at each stage - leading up to the naming of the plane.

Describe the success of the promotion with both client and consumer including some quantifiable results

As the objective was to generate as much awareness as possible, we managed to get over 100 media outlets to cover the campaign globally. To date, the campaign has generated 41 million US dollars of earned media. A substantial part of this was from extensive coverage on CNN, Bloomberg, Channel News Asia and USA Today. The number of people Googling out our brand over the campaign period increased by a significant 32%. The first video in the campaign received 57,495 views on Scoot's Facebook site, 1,373 Likes and 319 Shares within 12 hours, with 95% of the responses being positive. We even got Spirit employees rallying for Scoot online.

Explain why the method of promotion was most relevant to the product or service

The campaign launched with a video posted on facebook, YouTube and Twitter, that featured Scoot’s CEO addressing Spirit Airlines in a tongue-in-cheek manner. In the video, we informed Spirit (particularly their CEO) that if they want to duplicate our work, they should at least do it well. We followed up with a direct mail kit on 10 April – with content that provided guidelines for Spirit to properly create our ads. This included a step-by-step guide on how to create Scoot ads, and Scoot's Corporate Identity guidelines. We also included a kit to make their very own Marketer of the Year trophy – a replica of the one Scoot won in 2014. We flew a blimp over their headquarters on 16 April. And named a new Boeing 787 Dreamliner in their honour on 23 April. The campaign lasted for 2 weeks, and ran according to the original plan.