This book is an in-depth media plan a group of students and I created for our Media Planning class junior year. After extensive research, we target an audience and strategically decide what media spots to buy.

2. Table of Contents
Executive Summary
Marketing Objectives & Strategies 4
Research 5
Brand Awareness 6
Airline Category 7
Economic & Geographic Trends 8
Societal Trends 9
History of JetBlue 10
Past IMC Strategies 11
SWOT Analysis 13
Primary Competitor Analysis 14
Secondary Competitior Analysis 17
Share of Voice 18
Media Mix of Competitors 19
Geography 30
Budget 31
Reach, Frequency, GRPs 33
Scheduling & Timing 34
Appendix 36

3. EXECUTIVE SUMMARY
1.
The overall goal of this media plan for JetBlue is to increase passenger seat miles in the following cities by 5%:
The JetBlue brand has been providing its customers with affordable airfare, comfortable seating and high quality customer
audience.
The target audience includes adults ages 55-64, focusing on retired individuals who spend a portion of their time traveling
for leisure. We predominately targeted the whole country with special emphasis on the departing cities listed above. Since
these individuals are frugal with their funds, they tend to make purchases that give them “the most bang for their buck.”
Our eight month long New Blue campaign stresses the idea of adopting the New Blue lifestyle, that is expecting excellence
but feel comfortable with the price, ambiance, and service in every aspect of your life. By keeping JetBlue’s current position of
affordability and comfort for its passengers, our campaign hopes to receive the support of these “mature excursionists” as well
as exhibit a clear message to economic travelers across the nation. The New Blue campaign will attract our target audience
of 55-64 year olds who love to travel, but cannot afford to go to exotic destinations or too far away from home.
from which JetBlue wants to increase passenger seat miles. The primary mediums we chose to use were outdoor and television
since our audience spends time traveling to and from work and often likes to turn on the TV after a long day. The months with
the heaviest advertising in our plan are February and September because these common months for adults 55-64 to be
planning trips and making travel plans. With this strategically thought out media plan, we plan to achieve the best numbers
with the least amount of money.
• Boston & Cancún
• Buffalo & San Francisco
• Raleigh & Phoenix
• Syracuse & Barbados
• Portland & Nassau
• Rochester & Jacksonville
• Chicago & Bermuda
• San Jose & Cancún
• Burbank & Fort Lauderdale
• New York & Costa Rica
• Seattle & Sarasota
• San Jose & Cancún
• Pittsburg & Montego Bay
• Raleigh & Long Beach
• Phoenix & Jacksonville
• Charlotte & Bermuda
• New York City & Las Vegas
• New York City & Barbados
• Burlington & Orlando
• Salt Lake City & St. Maarten
• Baltimore & Aruba
• Seattle & Sarasota
• San Jose & Cancun
• Sacremento & Santiago

4. AGENCY PROFILE
Our Agency’s Philosophy and Mission Statement
To collaborate with brands to establish meaningful and life long relationships with their consumers via the use of
traditional and unconventional forms of media advertisements.
Team Values and Promises
• Communiquè promises to bring open and honest communication from brands to consumers.
• We value creativity in our work, but also think strategically in our execution.
• Finally, we understand that our projects are living, breathing organisms, which require us to constantly change
and adapt to what our clients want and need.
Agency’s Positioning
We are Communiquè, a full-service advertising agency that is dedicated to developing meaningful relationships between
brands and consumers through traditional and unconventional forms of media. By utilizing innovative research techniques
and execution strategies, the team of experts at Communiquè helps each of our clients to achieve detailed marketing
goals and objectives that better their brands. Our agency’s core process is to discover all there is to know about an
organization, craft a one-of-a-kind advertising campaign, and successfully implement it to achieve the company’s desired
results.

5. Meet the Communiquè Team!
Micaela Metz is a junior at Ithaca College majoring in Integrated Marketing Communications. Micaela
has taken an interest in marketing and strategic communication, and has plans of mixing her love of
fashion with marketing after graduation. This past summer, Micaela had the opportunity to intern in
marketing at Macy’s Merchandising Group in New York City. On campus, Micaela is the director of
external programming for IABC, the vice president for ICBigs, and a peer advisor for the Roy H. Park
School of Communications. Micaela will be traveling to her next big city this Spring: London.
Rebecca Long is a junior Integrated Marketing Communications major with a minor in Economics.
Upon graduation, she hopes to pursue her passion of entrepreneurship by obtaining her Masters of
Business Administration and eventually starting her own business. This past summer, Rebecca interned
with Experience! The Finger Lakes, a small touring company in Ithaca, New York, and helped with their
social media presence, search engine optimization and online partner linkages. On campus, Rebecca
is the Director of Advertising and Public Relations for The International Association of Business
Communicators (IABC), an economics tutor, a student phoner at Alumni Hall and a Modern Rock DJ on
WICB Radio.
Morgan Gatzemeyer is a junior Integrated Marketing Communications major with a minor in Italian.
Morgan has been involved with Habitat for Humanity on campus for the past three years. Her passion
for design and strategic communications has led her to promote events and fundraisers relating to
homelessness by holding the communications chair for Ithaca College’s chapter of Habitat for Humanity.
Aside from that, Morgan is a peer mentor for the Roy. H Park School of Communication, teacher’s assistant
for Italian, and marketing intern at VijuGroup. She hopes to take her skills and challenge herself this summer
in Los Angeles where she hopes to gain experience in the fashion industry.
Carter is a Junior Integrated Marketing Communications major and legal studies minor from Philadelphia,
Pennsylvania. Carter’s campus involvements include being the Director of Communications for Ithaca
College’s Public Relations Student Society of America and is the Social Media Co-Chair for the Student
Multicultural Affairs. This past summer, Carter was a Digital Marketing Intern at a radio station based in
Philadelphia, Pennsylvania. He plans on studying and interning in Los Angeles next semester in hopes of
entering the music and entertainment industry.
3.

6. MARKETING OBJECTIVES &
STRATEGIES
OBJECTIVES
Objective #1- Beginning in the next calendar year increase JetBlue’s passenger seat miles by 5% between the following destinations:
STRATEGIES
market only campaign.
Strategy #3: Create event marketing or point-of-purchase promotions to enlighten consumers of the brand’s new marketing strategy.
Strategy #4: Build top-of-mind awareness in key markets serviced by JetBlue by creating a new marketing strategy that differentiates the brand
from all other airline carriers.
• Boston & Cancún
• Buffalo & San Francisco
• Raleigh & Phoenix
• Syracuse & Barbados
• Portland & Nassau
• Rochester & Jacksonville
• Chicago & Bermuda
• San Jose & Cancún
• Burbank & Fort Lauderdale
• New York & Costa Rica
• Seattle & Sarasota
• San Jose & Cancún
• Pittsburg & Montego Bay
• Raleigh & Long Beach
• Phoenix & Jacksonville
4.
• New York City & Las Vegas
• New York City & Barbados
• Burlington & Orlando
• Salt Lake City & St. Maarten
• Baltimore & Aruba
• Seattle & Sarasota
• San Jose & Cancun
• Sacremento & Santiago

7. Primary Research
Survey: Communiquè created an extensive survey on
Survey Monkey asking what people already know about
what they think of when they hear the brand name. Our
questions were focused on determining the awareness
of the product, demographics of our audience, and
awareness of our competitors.
RESEARCH
Researh Objectives
• Determine men and women aged 55-64 are aware of the JetBlue brand
•
•
•
Secondary Research
We used the MRI+Database tools and supplementary
including gender, education, income, family and media
choices. We determined our target market to be men and
women ages 55-64 through this research. The information
of what media they chose helped us determine our media
choices when creating the media plan.
5.

8. BRAND AWARENESS
How respondents rated their experience with JetBlue.
“I love JetBlue. I feel like they treat the
television on every seat and free drink
and snack are a great-added bonus.
Recently their newly added Wi-Fi has added
always super friendly! Only great experiences
so far!”
-Customer
6.
Rating1-10ontheLikertScale
Percentage of respondents that rated JetBlue the corresponding number

9. AIRLNE CATEGORY
According to the International Airport Transport Association, nearly 8 million people travel via plane a day. The airline industry is over a $500
billion-dollar market utilized by consumers all over the world. It's made up of over 18,000 brands that transport travelers to almost any and
a current period of economic prosperity by experiencing an increase of 4% in GDP. Breaking it down into subcategories, air transportation
carrier subcategory.
4P’s
Product: JetBlue is an airline focused on providing its customers with low cost transportation to secondary cities both in the continental US and
abroad. When on board, they offer their travelers snacks, 36 channels on each television, extra space, shuteye service, and early boarding.
JetBlue positions itself as a low-cost and affordable carrier to it’s customers. It caters to those who are looking for low cost alternatives with more
concentrated in the Northeast Region of the country and services cities including Boston and New York City. Its top destinations by state
include Boston (MA), New York, (NY), Fort Lauderdale, (FL) and Los Angeles, (CA).
able to keep its airfares at a more affordable price for budget conscious travelers. JetBlue’s average passenger fare was $163.19 in the year
these codes are offered through JetBlue and its sponsorships.
Doing so has created positive word-of-mouth for the brand among JetBlue users both new and old. Through the use of social media and
positive word-of-mouth, JetBlue has become the leading low cost carrier for customer satisfaction.
-Customer
7.

10. ECONOMIC &
GEOGRAPHIC TRENDS
Economic Trends
consumers have been steadily increasing their monthly spending.
normal bills. The increase in spending has been caused by an
increase in prices of everyday necessities like gas, electricity
and healthcare.
Despite having such low disposable incomes, consumers are still
making an effort to take trips and go on vacations just not as
far from home. Experts say that this past summer, 81% of people
traveled using their own car and 47% took at least one trip on
an airplane.
Geographic Sales Breakdown
revenue has decreased as its domestic revenue continues to increase. Also, overall sales are on a
consistent rise.
8.

11. SOCIETAL TRENDS
Societal Trends
There are two major societal trends affecting how consumers view the airline industry: sustainability and climate change.
Sustainability – Americans have become increasingly aware of both their effect on the environment and the importance of preserving natural resources
which is changing the way they consume. Now, buyers are looking to purchase products and services from big businesses that are actively trying to
increasing global temperature. Different areas across the nation are experiencing more intense rainfall and heat waves, which negatively affects crop
emissions.
indicates that the company is expanding and more individuals are looking to invest in the brand. Sales
revenue can be found in the geographic breakdown on the situational analysis.
9.

12. Start Up Survival Growth &
Expansion
Maturity Growth
Age
1999-Airbus A320
offering live satellite
for the airline industry
TrueBlue rewards program,
named Best U.S. Airline
tool, CompanyBlue
2008- Jetting to Green
an alternative fuel partnership
JetBlue Foundation
HISTORY OF JETBLUE
10.

13. PAST IMC EFFORTS
Current Promotions:
Sponsorships
JetBlue works to align itself with like-minded partners and events that will
provide JetBlue with a strong return on investment and innovative ways
to bring the JetBlue experience to customers throughout the country.
The JetBlue Challenge
The JetBlue Challenge (JBC) is a successful hole-in-one golf
tournament that provides assistance to charities, country clubs, and
golf tournament organizers. The prize package gives players the
opportunity to win golf vacation to any of the JBC resorts including
airfare along with other prizes. The JBC is unique for it is the only hole-
in-one prize package with charity fundraising in mind.
Loyalty Programs:
TrueBlue
TrueBlue is JetBlue’s reward program where customers can earn access
JetBlue’s great deals and news. Points are earned per dollar spent
and additional points are rewarded for booking on jetblue.com, at
Paid Campaigns:
“Get Away With It,” was one
of JetBlue’s most memorable
paid campaigns where a daily,
15-minute quiz program invited
users to compete for trips. The
online game show utilized Twitter,
Ustream, and Skype to build
excitement about the brand.
13,000 consumers signed up,
and the webisodes averaged
10 minutes of viewing time each.
Recently JetBlue created an advertisement that is voice
activated so when customers clicked on the ad, they were
prompted to learn how to speak like a pigeon and they
could then speak a sentence into the microphone on their
mobile phones. Once two full sentences were completed,
a virtual medal was given to consumers and they had
the option to replay the game. JetBlue chose a pigeon
Another strategy was JetBlue’s “Happy Jetting” campaign,
which created humorous ads and a website targeted at
bigwig CEO’s that have been forced to downgrade to
commercial travel amidst the recession.
11.

14. SOCIAL MEDIA & SPENDING
JetBlue uses social media as a serious
brand-building tool that has helped
while attracting and retaining loyal
customers. The airline has a commitment
to developing interpersonal
connections between customers and
crewmembers through social media.
JetBlue’s Top FiveRules of Social Media:1. Be Yourself
3. Find out what data is relevant andwhat isn’t4. Fix the disease not the symptoms5. Do the right thing
YouTube
JetBlue has utilized YouTube in a variety of their campaigns
especially during JetBlue’s Valentine’s Day Crisis. They pushed to
contain the situation, and even posted a heartfelt apology by
the CEO. YouTube is used in many promotions in order to receive
instantaneous feedback and build the one-to-one connection
with customers. Currently, JetBlue has used this channel to build
a buzz about their new routes from JFK and Boston’s Logan
International to LAX by hiring YouTube celebrities to post videos
with wireless internet.
Twitter
Ranked one of the top airlines on Twitter,
JetBlue makes sure every customer gets
addressed whether they tweet complaints
or positive feedback. Along with the
brand’s account, JetBlue’s executives and
staff have joined to create a presence of
their own. A new Twitter feed called JetBlue
Cheeps has recently been designed
to tweet limited-time airfare offers to
consumers.
“Social media allows you stay small and accessible while getting big”
-Marty St. George VP of Marketing and Commercials of Jet Blue
Media Spending
JetBlue has been routinely outspent
JetBlue remained at a conservative
dropped their spending to only
$17 million on advertising in the
U.S. which was about half as much
as American Airlines, roughly a third
as much as United, and eight times
less than Southwest. The airline
company’s marketing strategy
leans heavily on web and social
media advertising. New media is
favored more than traditional ad
campaigns.
So Fly
SoFly is a social space to share your travel know-
how. For example, a favorite destination, a great
restaurant recommendation, or just an idea for
saving time at the terminal all while inspiring others
to take off with JetBlue. Travelers can connect with
each other as well as JetBlue’s other social media
sites like Facebook and Twitter.

15. Strengths Weakness
Opportunities Threats
SWOT ANALYSIS
• Exists in secondary airports away from main hubs
•
•
• Up-to-date check-in and boarding procedures
• Strategy is to think of customers like next door neighbors
•
• Management is a leader in the way they address customer
problems
• VP assigned to manage tweets
• Uses twitter as a medium to respond to customer’s concerns and
give updates
• Exceeds 3 billion in revenue – making it a major airline
• Sued recently over turbulence that caused passenger
injuries
• History of leaving passengers “stranded”
•
•
• Passengers stuck for days then choose other airlines
• Hard to bounce back from issues
• CEO promised in the future to pay penalties for customers’
being stranded, didn’t act at the time
•
• Make brand more well known by utilizing more advertising
mediums
• Create better customer service and means of
• Create more effective internal communication
• Create more effective external communication
• Competitors are more established and recognizable in the
market
•
• Competitors have loyal customers
• Competitors have effective means of internal and external
communication
13.

16. Reasons we chose them
We chose Southwest, American Airlines (now merged with US Airways), and Delta because they are 3 other
Primary Competitors
1. Southwest
American Airlines (US Air merger)
3. Delta
Summary
that provides a high-quality customer service experience; much like Jet-Blue. Southwest’s mission statement reads: “The mission of Southwest Airlines is
dedication to the highest quality of customer service delivered with a sense of warmth, friendliness, individual pride, and company spirit.” The airline
has also made their commitment to sustainability and diversity in the workplace clear with their agreement with Red Rock Biofuels to purchase low-
Creative Analysis
Website Layout: Southwest has a very aesthetically pleasing and professional website. Above the fold, we can see promotions of the time, and we
us” page is the only page of all the competitors of JetBlue that clearly lays out the mission of the company. It is also the only page that talks about
diversity and customer service being a priority.
PRIMARY COMPETITOR ANALYSIS
14.
YouTube Channel
Southwest has a YouTube channel called Nuts About Southwest. This channel includes commercials and videos that showcase employees and what
Southwest Airlines

17. Summary
Delta is one of the world’s leading airlines, and holds a large share of the market in the United
States. Delta helps 160 million passengers get to their destinations each year. Delta has 3
core values: honesty, integrity and respect. According to Delta’s CEO, the core commitment is
climbing. “ Delta also takes corporate social responsibility very seriously by using sustainable
Creative Analysis
Website Layout: Delta’s website is very straightforward. There is no slogan or promotion above
white and blue: Delta’s colors. In addition, the specials are at the bottom of the page unlike
JetBlue, American Airlines, and Southwest.
YouTube Channels
The video is about Delta’s promise to not lose checked luggage. In addition, Delta’s YouTube
site includes videos about safety, sustainability, and Delta’s involvement in corporate social
responsibility.
Delta Airlines
15.
PRIMARY COMPETITOR ANALYSIS

18. Summary
least $5 less on another website on the same day you made your purchase, the group will refund the difference in fare and give you
industry. The American Airlines Group is also the founding member of the OneWorld Alliance. This alliance is made up of the world’s
leading airlines committed to providing the highest level of service and convenience to frequent international travelers.
Creative Analysis:
Website Layout:
Above the fold we see a few promotions as well as a few buttons to plan a trip. Contrastingly to Southwest, above the fold, we don’t see a place to type
in our trip information. If you scroll down, you can plug in your trip information. This site is not as user friendly as Southwest, and doesn’t advertise as many
YouTube Channels:
of the company that the two airlines have merged. There are no commercials posted to YouTube. Most recent videos are about the merger. In addition,
there are a few videos featuring employees reaching out to graduates and undergrads to work for American Airlines. There is a lack of videos that target the
American Airlines
16.
PRIMARY COMPETITOR ANALYSIS

19. SECONDARY COMPETITOR
ANALYSIS
Secondary Competitors
Rationale
This airline is a wholly owned subsidiary of Southwest Airlines. It has been ranked the
number one low-cost carrier in the Airline Quality Rating study for the past three years.
The mission of this airline is to be the “‘Best Of cThe Best” by utilizing innovative people
1. Airtran Airways
Trends in Category
All of these airlines have a lot in common. For the most part, they are all centered around customer satisfaction. In addition,
each airline has a strong corporate social responsibility aspect. All of the airlines talk about sustainability and the protection of
our environment in their brands. In addition, all of these airlines claim to be low-cost.
Competitiors vs. JetBlue
There are many opportunities and threats that present themselves in terms of the other airlines. JetBlue has not been around as
long, and is not as well known as these other airlines. In addition, these other competitors have more opportunity for revenue
effective communication systems and channels. Contrastingly, there are many opportunities that JetBlue can take advantage
of. JetBlue has the opportunity to expand into different countries offering low airfare, to capture loyal customers, and distinguish
themselves from the rest of their competitors.
17.

20. SHARE OF VOICE
Share of Voice
33% of total media spending comes
from Southwest, 10% comes from
American Airlines, and 5% comes
from Delta. These numbers represent
each brand’s percentage of total
advertising dollars spend across all
brands.
18.

21. Southwest’s Media MIx
Southwest’s media mix consists of 59% spending on network
television, 17% on spot, 5% on SLNTV, 5% on cable, 1%
American Airline’s Media MIx
American Airline’s media mix consists of 10% spending on spot, 14% on cable, 50%
on net radio, 1% on national spot radio, 1% on local radio, 10% on internet, and
6% on outdoor advertising.
Delta’s Media MIx
Delta’s media mix
consists of 1% spending
consumer magazines,
3% on Sunday
newspapers, 15% on
local newspapers, 18%
outdoor.
MEDIA MIX OF COMPETITORS
19.

22. TARGET AUDIENCE ANALYSIS
Rationale for Choice
After looking at MRI data, we have chosen our target audience to be
55-64 year olds. After conducting our research, we have determined this
age group has prior experience with airlines through business or leisure trips.
In addition, 55-64 year olds have a larger amount of money to spend
on vacation travel than the younger age groups who are still starting their
careers.
Target Audience
“Mature Excursionists” – Getting older doesn’t mean retiring and spending
the rest of your days at home running mindless errands. Mature Excursionists
and use their new, unaccustomed free time to their advantage. Excursionists
and socially ready to travel. This target doesn’t wait for holidays they make
their own by travelling to tropical destinations at least three or four times a
year. Because they plan vacations multiple times a year, they choose an
and getting in touch with their younger side.
Key Consumer Insight
Most consumers are reluctant to use the brand
because not many of them are not aware of
a risk to engage or use this airline.
The challenge will be to position JetBlue so
older adults want to frequently travel to lavish
vacation destinations without spending a
fortune.
Mature Excursionists
•
and single) ages 55-64
• Income from $100,000 to $150,000
-Suburban
• Mostly home owners, but renters are also targeted
• Mortgages are paid or almost paid off
-College Educated with possible further education
• Mostly professional, sales, management, technology, or
-Mature lifestyle
• They try to stay young by joining social media, but
mostly do it to keep up on their relatives, grandchildren,
and old friends
• Enjoy listening to classic rock, Motown, and R&B
• Watching their favorite weekly shows on NBC, CBS,
and ABC networks
• During the week, they live a calm and normal lifestyle
because some of them are in the age range where
they still work, but their children are all grown up and
moved out
• On the weekends, they enjoy a dinner at an upscale
restaurant with another couple or close friends.
Occasionally, they attend comedy clubs and concerts,

23. Mary Masters- Potential JetBlue Vacation Destinations Flyer
Mary is a 60-year-old woman and avid traveller.
She will be retiring soon so she enjoys using this
time to take the vacations in the spots she always
wanted to but couldn’t while raising her three
children.
She is always connected to her mobile phone and
internet keeping up with her favorite social media
sites which include Facebook, Pinterest, and the
current news. However, on the weekends she enjoys
reading her local newspaper and The New York
Times with her cup of coffee.
Mary is looking to take a holiday and relax. For
years, she has been wanting to go to a tropical
place with her husband. Because this upcoming
vacation is special to her, she wants to use an
airline where she gets spoiled but can also be
She’s also considering other airlines like United
them for business trips. Mary is using commercials,
Consumer Report recommendations, and her
friends’ word of mouth to decide which airline she
“I want a high-quality
airline that feels luxurious
rewards so I can save
those tropical vacations
I’vemissedovertheyears.”
Background
• 60-year-old caucasian married female
• Mother of three
• VP of Communications at Ann Taylor
• Vacations at least three times a year
Attributes
• Upper middle class
• Smartphone and tablet user regularly, desktop
computer for home
•
print
•
less time contributing
Mary’s Product-Content Needs
•
•
• Destinations to tropical spots
• Social media publicity and photos that
airline
• Guidance, education, and reassurance that
the brand can be trusted
• Guarantee two-way communication and
• Ability to gather and share information easily

24. THE BIG IDEA
Traditionally, the term has always had a negative connotation. However, one of JetBlue’s major
“blue” by emphasizing JetBlue’s low prices, spacious and comfortable seating as well as their
quality customer service.
The New Blue

25. TARGET MARKET:
OBJECTIVE & STRATEGY
Objective
After carefully analyzing the lifestyle of the “mature excursionist” and their media consumption, Communique has decided to
reach 1 million members of this audience in over 10 DMAs using a diverse combination of media vehicles in order to launch
“The New Blue” campaign.
Strategies
We will reach our 10 DMAs by providing our target market with the opportunity to see our message on television, radio,
magazines, out-of-home and through social media. We have decided to stick with more traditional forms of media because
these mediums have been proven to be the most effective in reaching our mature audience. However, we have invested some
media weight into internet and social media since our demographic has been slowly adopting this newer form of media as well.

26. MEDIA MIX:
OBJECTIVE & STRATEGY
Objective
After analyzing the economic trends, we found that this past summer, 81% of people
traveled using their own car and 47% took at least one trip on an airplane to a domestic
city within the United States. Therefore, in order to capitalize on this insight, we will achieve
JetBlue’s goal of increasing passenger seat mileage by 5% by utilizing traditional media
such as television, magazine, radio, as well as out of home and social media.
Strategy
After careful research concerning our target’s media consumption, we chose to place ads
on national television (cable and network), social media, radio, out-of-home (billboards)
and magazines (general interest and women’s magazines).

27. TELEVISION
Television Strategy
During the early months of The New Blue campaign, we will
reach our audience by placing :15 second ads on primetime
television. We will utilize programs that appeal to our audience
including Dancing With The Stars and The Good Wife. In
addition, we plan on running :15 second ads during the early
news daypart on shows like The Today Show. During the summer
months of the campaign when reruns are on, ads will be placed
on nationally syndicated shows such as Friends and Full House.
Finally, we plan on placing :15 second ads in primetime cable
shows including Hot In Cleveland.
We decided use news outlets like The Today Show because
our target market prefers to be aware of current events. In
addition, media will be placed on Dancing with the Stars
which effectively reaches our target market, but also strives
to capture a wider, secondary audience. Next, we will place
media on cable television via the show, Hot in Cleveland. This
program features adults in a similar chapter of their lives as our
target market and therefore is relatable to this demographic.
Additionally, The Good Wife is chosen because of its critical
acclaim and popularity among the college-educated
subcategory of our audience.

28. MAGAZINE
Magazine Strategy
After careful consideration and research, we’ve decided to use a diverse sample
of print magazines to reinforce our message. First, we decided to place advertising
in the New Yorker because of its prestigious value and national popularity. Next,
we will place print ads in O Magazine because Oprah is an opinion leader for our
target audience. Travel + Leisure will be the next place our advertising will appear
because people looking to travel are more inclined to research by purchasing
travel publications. Lastly, JetBlue’s advertising will be placed in National Geographic
because it encompasses the similar element of travel. These placements will occur
during the beginning and ending months of our campaign when most people are
making their travel plans.

29. RADIO
Radio Strategy
To complement our target market’s active and
out-of-home lifestyle and to create synergy
amongst our advertising mediums, we will be
placing our message on local radio. More
spot radio on stations like NPR since our target
market consists of older and well-educated
individuals. Also, we plan to advertise on local
radio stations in cities in which JetBlue is looking
to increased sales like Portland (WGBQ),
Boston (WBYR), Radio Boston and Chicago
(WDRV The Drive 97.1 Chicago).

30. OUT-OF-HOME
Out-Of-Home Strategy
After researching the “mature excursionist” lifestyle, we discovered that they are
active and are always on the move. To keep up with their active lives, we’ve
decided to use billboards to strengthen our reach and frequency. Our billboards
will showcase a scenario that portrays someone living The New Blue lifestyle and will
be placed in Pittsburgh, PA., Sacramento, CA., Boston, MA, Seattle, WA, Chicago, IL,
Rochester NY, Portland, ME and Syracuse, NY.

31. SOCIAL MEDIA
Social Strategy
We will continue to maintain JetBlue’s social media presence, since our target audience is slowly adopting
this form of media and since it allows JetBlue to stretch its budget. We have decided to use inexpensive
banner ads on Facebook, Youtube, AOL and LinkedIn. In addition, we will create short :15 and :30 second
Youtube spots since these are all online services and vehicles that our target market frequents often.

32. GEOGRAPHY
Objective
17 markets are targeted for The New Blue campaign. TV, FM radio, magazine, Internet and out-of-home buys are national except for
the months of February and September when they are spot- heavy ups.
Strategy
In conjunction with JetBlue’s marketing objectives, market selections were chosen based on the 17 DMAs in which JetBlue wished to
increase sales by 5%.
30.

33. BUDGET
31.
$6 and $10 million. $10 million is less than 10% of JetBlue’s total net income, so $10 million is not out of the company’s
$500,000 for spot contingency.

34. 31.
SCHEDULING & TIMING
Objective
To kick off the campaign, JetBlue will utilize both traditional and social media spot heavy-
up in February. In March, April and May JetBlue will not be scheduled as heavily but will still
be utilizing both traditional and social media. During June and July the campaign will not be
running because our target market will be on vacations and not thinking about planning
another heavy up identical to the one in February.
Strategy
continuous campaign because JetBlue will save money during the off time, while still retaining
GRPS to create and sustain brand awareness. In March, April and May the campaign will
range from 113-177 GRPs in order to maintain a steady level of awareness but also remain
within budget.

35. 33.
MEDIA SCHEDULE

36. REACH, FREQUENCY, GRPs
Objective
During the beginning of the campaign, (February) JetBlue will achieve a reach of 90% and our target market will be exposed to the message at
Strategy
campaign. Media weight will go towards shows such as Hot in Cleveland, The Good Wife and The Today Show. We will have billboard ads and
utilize FM radio stations in the top 5 of our 17 DMAs. Additionally, JetBlue will advertise in magazines such as O-Magazine, National Geographic,
and Travel + Leisure. Finally, online and social media sites such as Facebook, LinkedIn, and AOL will be used. All of these media were chosen
because according to the Simmons database, they are frequented by JetBlue’s target audience.
34.

37. 35.

38. APPENDIX
4Ps:
Economic and Social Trends:
Environmental Protection Agency. "Climate Change Facts: Answers to Common Questions." EPA. Environmental Protection Agency, n.d. Web. 19
Past IMC Strategies, Efforts, and Media Planning:
36.

39. APPENDIX CONT.
Product Life Cycle:
SWOT:
Competitors:
“Southwest Corporate Fact Sheet - Corporate Fact Sheet - Southwest Airlines Newsroom.” Southwest Corporate Fact Sheet - Corporate Fact Sheet - Southwest Airlines News-
Operational & Financial Overview of JetBlue:
Competitor Analysis:
Budget:
37.