Our initial approach was focused on reaching the highest intent audiences who were ready to purchase, identifying key purchase environments to push Norse’s low price point.
This focused on two marketing objectives:
– Driving flight bookings efficiently
– Increasing consideration of Norse
We knew they had punchy targets and not much time to get there. We activated our strategy across PPC, Paid Social (Meta), Display and CRO. We mapped out the customer journey which enabled us to align our activity to the mindset of the consumer; ensuring our creative approach was consistent from first touch point to conversion, aligning audience targeting across our Paid channels and establishing a holistic measurement framework for each channel to contribute towards.
A little while into working together, we began to come up against a challenge: the customer journey takes time. Consumers book a flight as part of a holiday and they take time to plan their holidays.
Our current strategy wasn’t targeting the whole customer journey, meaning that when our audience got to the decision point, our competitors had already engaged them. This, combined with Norse being a new player with low credibility, meant we had to evolve.
We introduced a new objective: increasing brand awareness of Norse.
We had to be present across the whole customer journey, which we know takes time, in order to be front of mind at the purchase moment. In particular, when we had key sales periods such as sales, we had to prime the audience before the sale period in order to build demand and then use the sales discounts to harvest it. We did this through a combination of new PSOC channels, such as TikTok, high-impact display and video activity on YouTube and Connected TV.
Ways of working
As a new company, Norse had a small internal marketing team and it was up to us to establish ourselves as a true extension of that team. Our strategy and client success departments were an integral part of ensuring this happened through the facilitation of cross-channel collaboration, regular calls as well as plenty of face-to-face interaction.
To maximise the value of all meetings, an extensive RACI matrix was created to ensure the right stakeholders were present, resulting in decisions being signed off and actions being put into place. Two weekly one-to-one meetings separate running BAU activity from focusing on strategic direction.