Strategy

Identifying & sizing a new audience segment

Challenge:

Carnival’s strength lies in driving frequency amongst loyal guests, however due to increased capacity from newer, bigger ships built each year, Carnival needed to invest in driving penetration amongst new cruisers to deliver on its business KPIs.

Work:

More than simply broadly identifying those who have never cruised before, the intricacy of this strategic work stream lies in identifying those who are indifferent about cruising. Partnering with Carnival’s media agency (PHD), we leveraged proprietary data tools, qual & quant research to define the ‘indifferent mindset’ in order to shape 2021’s comms and media strategy.

Driving incremental business via Gaming

Challenge:

Comms isn’t the only way to acquire new cruisers. Through our audience sizing exercise, we identified an opportunity in leveraging video gaming as a passion-fueled recruitment channel, while growing ticket & onboard revenue without cannibalizing existing offerings.

Work:

This workstream was scoped to deliver not just comms solutions but also operational solutions that will optimize the onboard experience to better serve the different types of gamers - from hardcore gamers, to family time gamers, to the young and curious gamers.

Optimizing Carnival’s internal partnership process

Challenge:

Brand partnerships (Miami Heat, Dr. Seuss, etc) have always been a key part of Carnival’s onboard experience as well as building brand presence outside of traditional comms. However leadership felt that the internal partnership team could be better supported and optimized through new ways of working.

Work:

This is an exercise of organisational design. The goal is to minimize friction between cross-functional teams with tools designed to create a more seamless and coherent end-to-end working relationship, from identifying a potential partner to scoping a proposal. We built frameworks and templates, outlined processes and defined roles & responsibilities.