The challenge
Gulf Air, founded in 1950 and today owned by the Kingdom of Bahrain and the Sultanate of Oman, has a network covering 50 cities in 30 countries throughout Europe, Asia and Australia. Like the rest of the airline industry, it has faced serious challenges in the past five years it continues to feel pressure from shifting global economies and escalating fuel prices as well
as from regional tensions, conflicts and ongoing international security threats. Gulf Air’s losses were £56million (Euro 84million) in 2002 and £27million (Euro 40million) in 2003.
The Brief
In December 2002 Landor was contracted to rebrand Gulf Air into a distinctive, contemporary airline with a modern Arabian look and feel. The work encompassed brand strategy, visual identity revitalisation, fleet liveries and ticket offices as well as First and Business Class Lounges, aircraft interiors and product and service innovations.
The Design
Landor’s starting point was the Golden Falcon, the long established symbol of Gulf Air and an unofficial symbol of the region. On the livery, the falcon was extensively redrawn to occupy a large surface area of the aircraft’s tail. This simplified rendering was then applied throughout the identity system. It became the focal point of a new identity that drew on strong geographic, historical and cultural links in the Gulf region. Arabian values and traditions were translated into a bold contemporary brand that expressed energy and entrepreneurship as well as world-class professionalism and exceptional customer service and a new positioning statement ‘Ahlan Wa Sahlan… Sarraftouna’ (‘Welcome to my home, I am gladly in your service’), was developed.
The Results
The new identity launched in April 2003. At the end of the 2004 financial year, Gulf Air reported a profit of £2.1million (Euro 3.1million), the first reported profits for six years. Revenue grew by 24% from £534million (Euro 800million) in 2003 to £661million (Euro 996million) in 2004. Passenger revenue was up by 28% and revenue from the cargo division increased by 20% over 2003. During 2005, growth in passenger traffic has continued, particularly at Bahrain and Muscat airports, which reported rises in passenger numbers of 7.9% and 15.1%. Forward bookings for 2006 show year on year increases in passenger numbers of more than 40%.
Judges’ Comments
‘Here you have a business that goes from losing £52million to making £2million profit,’ said Brian Tickle, Director of eCommerce, Orient Express Hotels, Trains and Cruises, acknowledging the enormous challenge of turning around an airline business. ‘They realised their only way forward was to have a real identity – and if you have a core brand that staff relate to and communicate to the customer, then you’ve got a recipe for success’. Karsten Henze, Executive Corporate Design, Deutsche Bahn, spoke for all judges when he said he was ‘very impressed. This is proof of what happens when someone takes a 360 degree view on a brand’.
