Challenge
Bombardier, the world’s leading aircraft manufacturer, worked with Greteman Group to support its efforts to build brand loyalty with users and prospective users of its high-end corporate jets. While CEOs and decision makers do not fill out questionnaires or participate in phone surveys, they do communicate their thoughts to key members of their teams. Bombardier regularly tracks the effectiveness of its marketing communications to this high-end market by surveying chief pilots and select members of management with access to these powerful individuals. This independently conducted research led to the development of Contrails magazine in 1996, targeting movers and shakers worldwide.

Solution
To achieve an optimal editorial mix and impact, we worked with Bombardier management and sales directors to identify features and sidebars. For the 2002 issue, we secured Guy Laliberte, the flamboyant founder/owner of Cirque du Soleil; Calisto Tanzi, CEO of Parmalat, one of the world’s fastest-growing food conglomerates; and Olympic equestrian Rodrigo Pessoa (Brussels, Belgium). Editorial subtly communicates (in a journalistic, AP format) how the decision to use Bombardier aircraft has played into the success they’ve achieved in their respective industries. Dramatic photography and tight copywriting create drama and a sense of storytelling and supports the magazine’s business-success positioning. Sidebars such as “Evolution of the Learjet” talk about the latest fleet additions, but play up the human angle. They also make use of highly visual charts for an at-a-glance comparison, perfect for those busy, number-conscious executives.

Results
Following the devastating impact of September 11, Bombardier put all its marketing dollars on the table and made cuts to everything but Contrails. They determined it too vital to reduce issues, distribution or volume size. After this issue hit, Bombardier reported that Contrails again generated more direct sales leads than any of its marketing tools, including direct mail, advertising and web. Feedback demonstrated the rightness of our relationship-driven positioning. This issue generated more phone calls from qualified prospects than any before it. Being part of Contrails even became a part of the dealmaking. Several prospective owners included being featured in Contrails as part of the negotiation. During the long aviation downturn, Bombardier eventually was forced to shutter the magazine, but we continue to provide marketing support for events, loyalty programs and owner communications. Building and advancing relationships.