BUILDING MARKETING EFFECTIVENESS THROUGH STRATEGY, INSIGHT, AND CAPABILITY

NDA

Travel & TransportationCustomer, Brand & ExperienceData, Insights & MeasurementOperational Excellence & Process Design

The Situation

Marketing leadership had articulated a clear ambition: elevate the airline into a loved and trusted consumer brand, grounded in trust, innovation, and responsibility. In practice, marketing efforts were fragmented across teams, measurement was inconsistent, and customer understanding was often intuition-led rather than data-backed. Customer and marketing data existed in abundance but was difficult to access and apply due to siloed systems, vendors, and ways of working. The organization needed clarity on where it stood today, where it needed to go, and how to move forward in a way that delivered near-term value while building the long-term capabilities required for sustained transformation.

Outcome

“This work gave us a clear view of where Marketing stands today, what capabilities we need to build, and how to deliver value while transforming—rather than waiting for transformation to be ‘done.’”. The engagement delivered a clear articulation of Marketing’s purpose and vision, an objective assessment of marketing effectiveness, and a prioritized, multi-year capability roadmap. Marketing was repositioned as a strategic driver of customer understanding, brand value, and measurable business impact—supported by a practical execution plan rather than abstract aspiration.

Approach

Why

To transform Marketing into an organization that is driven by strategy, grounded in customer insight, enabled by modern data and technology, and aligned around measurable outcomes.

How

Through a structured, collaborative assessment that combined leadership interviews, capability benchmarking, data and technology reviews, and cross-functional working sessions to identify gaps, prioritize capabilities, and align teams on a clear path forward.

What

•Assessed marketing effectiveness across strategy, execution, measurement, and supporting infrastructure
•Identified four systemic gaps limiting performance:
•Lack of unified strategy and holistic measurement
•Incomplete, intuition-led customer understanding
•Fragmented, siloed operating model
•Abundant but inaccessible customer and marketing data
•Defined 18 priority capabilities across strategy, data, technology, and operating model design
•Introduced Impact Cases—strategic initiatives designed to deliver near-term value while building long-term capabilities
•Developed a phased transformation roadmap, sequencing people, process, data, and technology investments in a way that balanced speed with sustainability
•This approach ensured the organization could learn by doing—building momentum while modernizing how marketing operates

3 Things That Worked

Clear, evidence-based diagnosis that aligned leadership on root causes rather than surface symptoms
Capability-led transformation, ensuring improvements scaled beyond individual campaigns or teams, Cross-functional alignment between Marketing, Analytics, Technology, and agency partners
Impact cases that delivered value while establishing new ways of working

3 Things We'd Do Differently

Establish common data governance and taxonomy earlier to accelerate measurement consistency
Reduce initiative overload sooner by narrowing focus to fewer, higher-impact efforts
Introduce broader change enablement earlier to reinforce new behaviors and operating rhythms

Engagement Lead

Adrian Borys