It was through the integration of historical Data, with current digital Data over the social, cultural, and political situation; that it was possible to change the non-favorable/non-sustainable business records in the biggest airline in Mexico.

Aeromexico, the largest airline in Mexico, obtained a considerable amount of its revenue from flights from Mexico to the US (58%); but not so much the other way around (flights from the US to Mexico: 28%). This fact implied a long-term unsustainable situation in terms of people, time, and budget.

On the other hand, historically there have been xenophobic conversations in the US; but since the arrival of President Trump, hatred was at its highest level and the intention to build a wall was radical on the southern border.

The challenge was to increase the penetration of flights from the US to Mexico, understanding how from Data and through it, it was possible to change a "naturalized" rejection and turn it into a traveling opportunity.

Initial data showed us three things: First, many Americans had Mexican ancestry in their DNA (11% of USA population is of Mexican origin); second, the interest in DNA traveling is growing (Average monthly DNA traveling/ Ancestry traveling search has grown 50% in the past 5 years); and third, Americans love promotions and discounts (96% Of consumers would keep using coupons even after winning the lottery - RedPlum). This led us to believe that Aeromexico had an innovative and unprecedented sales opportunity.

Through the crossing of further data from the USA Department of Homeland Security with current social media and behavioral data, we found a target: Mexican descendants that did not know their origin and would most probably NOT be interested in flying to Mexico.

This way, the brand created new and original media implementation that turned a traditional promotion into an innovative reward. All by giving people exclusive discounts that matched their unique DNA results. The more Mexican, the better the discount.

Through a data gathering process in which, along with the USA Department of Homeland Security, we understood that Mexican migration through the years was actually not a recent phenomenon, but a trend that dated from the 1800s when new States were established on lands where Mexican communities lived. This showed us where current Americans had DNA connections to Mexicans.

This added to the fact that: in the past 5 years there has been an exponential increase in people searching for Ancestry DNA, and that USA’s Ancestry travels to Europe represent $118M in 113.000 trips, showed us that the DNA traveling trend is growing. People are interested in their origins.

The next step was to gather current social media, behavioral data and internal travel data that showed us the areas where Americans were least prone to travel to Mexico. Through this process we found that Nevada, Colorado, Texas and Utah were that states where our ideal target was set.

After the data established the Mexican migratory situation, and both behavioral and social media data stablished that the xenophobic conversation growing in the US, we needed a vehicle. Nilsen’s consumer behavior gave us a clear one, the most valued monetary benefit for consumers is product discounts. 90% of adult consumers consulted in the USA have said their decision is actually influenced by price (ICSC).

After that, the creation of a disruptive idea designed for the specific, data identified reluctant Southern border target came organically. DNA Discounts, a promotion that gave discounts to reluctant Americans based on their DNA test results. The more Mexicans they were, the more discount they got. Every discount was as unique as their DNA.

Behavioral data was also the guide that determined the best implementation timing: the longest US Government shutdown, during President Trump's administration. During this, Trump achieved his highest levels of disapproval, showing our brand the perfect opportunity to boost communications on a subject that was clearly more approved of than him. Specially on social media, our main communications channel.

-The video went viral with more than 25 M views the first week on different social media platforms.

-The sales of Aeromexico tickets from the United States to Mexico had a historical increase of 33.7%.

-The top of mind of the brand and spontaneous recall reached 91% historical peaks.

-Increment in US search "Tickets to mexico": 214%.

-Increase in US search "Vacations to Mexico": 321%

-Increment in US search "Aeromexico": 177%

-Only 4% negative feeling which is totally unusual, especially in an airline conversation.

-166 countries of the world spoke and debated the campaign.

-More than 1.6 billion impressions.

-Most of 1 billion reach.

-More than 140 media around the world gave Aeromexico coverage such as The New York Times, Time, Newsweek, Daily Mail, CBS, ABC, CNN, among many others.

-The campaign was commented and shared by millions of people including political analysts, journalists, activists, celebrities, marketing influencers and even former Mexican President Felipe Calderón.

The campaign also proved to be something people felt identified and could relate to, becoming a statement to support and stand against the contextual political controversy.