Airstream's CMO initially promised the Camp Airstream experience would only break even. By exceeding this and becoming profitable, the marketing initiative gained significant internal buy-in and operational agency, transforming it from a typical cost center into a sustainable, revenue-generating product.
To run an ongoing experience like Camp Airstream, the marketing team had to operate like a product organization. This meant adopting new roles like a product owner, different budget cycles, and focusing on product metrics like sell-through and NPS, not just traditional campaign metrics like impressions.
Airstream discovered that recap videos from its Camp Airstream events, featuring genuine owners having authentic experiences, were among its highest-engaged social media content. This proved that real customer stories can outperform polished influencer or brand-led content in terms of audience connection and performance.
Unlike typical brand experiences packed with activities, Camp Airstream includes ample unstructured time. This design choice facilitates spontaneous connections and conversations, leading to owners forming lasting friendships and planning future trips together—a key metric of the program's success at building true community.
A key, and initially underestimated, operational hurdle for Camp Airstream was finding the right on-site staff. Instead of brand ambassadors, they recruited genuine Airstream owners to serve as "camp hosts." This provided an authentic, peer-to-peer experience that proved instrumental to the program's success.
Facing a potential flood of used products post-pandemic, Airstream shifted its focus from customer acquisition to retention. The Camp Airstream experience was conceived as a way to create brand "stickiness," ensuring new owners felt connected to the community and were less likely to sell their vehicle on the used market.