Aviva: Assessing the success of building a new global brand by Sally Shire


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Sally Shire, Global Brand Development Director for Aviva plc, talks about the challenge of taking 50 brands and unifying them into one global brand - Aviva. From The Group's Measuring corporate brand reputation seminar, 18 May 2010

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  • Interbrand reckon FS comes fifth from bottom, when it comes to industries in which brands provide leverage. So why, I hear you ask, would anyone go to the trouble of trashing a perfectly good 300 year-old UK brand that’s stood the test of time and go to the trouble of creating and building-up a brand new, globally consistent, brand around the world?
  • Time consuming, complicated and expensive to run (in people, not just in terms of media and materials!)
  • The big idea we uncovered in the research and which worked universally, was ………… This shouldn’t surprise us - it’s one of the fundamental drivers of the human psyche…. .recognise me, make me feel I matter, I am significant The surprise, if there is one, is how prevalent this is in the context of financial services People are so disenchanted (everywhere) with FS companies ability to recognize individual needs that the bar is VERY low. And the desire for individual recognition is also strong internally as well as externally
  • We found that the positioning scored highly on all five commandments big there is a universal desire to be recognised as an individual – which is equally applicable to customers and employees, and is relevant across cultures relevant consumer research shows that, in every market, people want service businesses to act as humans, and treat them as humans: of all six themes explored, this created by far the most energy simple the positioning, and the three principles behind it, are simple, memorable, and easy to turn into day-to-day action true in the mutuality deep in its DNA, in talent management, in corporate responsibility, in its response to crises like 9/11 or the UK floods, Aviva is already living some of the positioning different the other global insurance brands are focused on their internal capabilities – no brand is focused on what the company can bring to customers
  • Highlights of media (PR) evaluation: 89 pieces of coverage generated by end of January 2009 72% of coverage was favourable 26% of coverage appeared in news/entertainment pages (achieving our objective of gaining exposure outside of the business and personal finance press) All coverage delivered at least one key message Top messages: 100% of coverage conveyed message Norwich Union changing its name to Aviva; 96% of coverage conveyed that this was a high profile advertising campaign; almost 50% of coverage included the message that the company is building a global brand 27% of coverage quoted Amanda Mackenzie Advertising value of positive coverage over £400,000 Negative coverage mostly confined to general commentators (whom you'd expect to be most cynical about the change) Awareness of name change goes from less than 35% to 80% more or less overnight
  • UK Cinema events 25 events 10 cities 4,500 managers now telling their story to 25,000 employees 27 storytellers (execs/dofs/hofs) Outstanding feedback Supported by similar events run in India with our partners WNS Ongoing engagement 180 workshops with 4,500 managers in March exploring the brand Followed by hundreds of workshops with 25,000 employees in March, April and May All focused on how we bring individual recognition to life for our employees and customers
  • Aviva: Assessing the success of building a new global brand by Sally Shire

    1. 1. Aviva: Assessing the success of building a new global brand Sally Shire Global Brand Development Director – Aviva
    2. 2. There are industries in which brand matters less than in financial services, but not many... Why build a new one?
    3. 3. Well, it still accounts for almost a quarter of the decision-making process... <ul><li>So shouldn’t we be spending quarter of our time and quarter of our money on it? </li></ul><ul><li>Financial brands in most markets tend to lack differentiation. There’s a still a huge prize there for someone who can stand out and be relevant </li></ul><ul><ul><ul><ul><li>Attracting customers more easily, keeping them longer, selling them more </li></ul></ul></ul></ul><ul><li>Brands drive the internal agenda, providing a central core purpose to employees and managers and helping you keep and recruit better talent </li></ul><ul><li>Most importantly, you have a brand whether you like it or not – it’s up to you whether you choose to leverage it and to what degree </li></ul>
    4. 4. We had over 50 operating brands worldwide (....we started with over 200!)
    5. 5. First we sketched out a route map to success <ul><li>What was the size of the prize/ambition? </li></ul><ul><li>What were the pre-requisites for a successful transformation? </li></ul><ul><li>What would an optimal customer proposition/promise look like? </li></ul><ul><li>What sort of proposition/promise could the business deliver? </li></ul><ul><li>What are the components of brand success and how should we measure them? </li></ul><ul><li>(Then X-Check Vs. size of prize!) </li></ul>
    6. 6. What was the size of the prize? <ul><ul><ul><li>unify the business, creating a single culture and a shared sense of purpose </li></ul></ul></ul><ul><ul><ul><li>focus our innovation on service and product ideas that are really valuable to customers – through delivering on our shared brand promise </li></ul></ul></ul><ul><ul><ul><li>optimise our communications spend – more impact in a world of increasingly global media </li></ul></ul></ul><ul><ul><ul><li>attract the best global talent across the board </li></ul></ul></ul>We aim to enter the Interbrand Top 100 most valuable brands by 2012 and challenge our peers in terms of the $ valuations of their brands as intangible assets (target: $8-12 billion)
    7. 7. Pre-requisites of a successful transformation <ul><li>Senior management commitment </li></ul><ul><li>Whole company approach (Finance, Operations & Marketing) </li></ul><ul><li>Take the time to get it right and on-board people </li></ul><ul><li>Insist on customer-out, not provider out, thinking </li></ul><ul><li>Be clear about the business benefit and measure the effect </li></ul><ul><li>Make sure you have adequate resources (and patience) </li></ul>
    8. 8. What would an optimal customer proposition/promise look like? There’s a role for a strong brand But the current contenders aren’t cutting it Aviva Consumer Attitudes to Saving Data, The Futures Company
    9. 9. Global qualitative research revealed a consistent global consumer insight and led to the development of a universal brand promise
    10. 10. Key insight
    11. 11. Articulated internally as…
    12. 12. Core components of brand success? 1. Positive Customer Expectations <ul><li>We introduced a simple consistent global brand tracker, based around our brand promise, to replace the myriad bespoke and individual ways of measuring success around the world </li></ul>
    13. 13. Core components of brand success? 2. Positive Experience & Advocacy <ul><li>We implemented, globally, experience tracking using the Net Promoter Score system, assessing our key consumer and employee relationships every year and providing a closed-loop mechanism for dealing with issues </li></ul>Customer Survey How likely would you be to recommend Aviva to a colleague or friend? (1-10) All detractor comments are fed back to businesses. If the customer allows us to, we follow up directly with them to resolve issues And we ask exactly the same question of our own employees 0 1 2 3 4 5 6 7 8 9 10 Detractors Passives Promoters
    14. 14. Core components of brand success? 3. Commercial Impact & Efficiency KPIs <ul><li>We have also implemented Globally consistent Marketing KPIs based around customers </li></ul><ul><li>Average revenue per customer </li></ul><ul><li># of products per customer </li></ul><ul><li>% of products/policies reaching b/e </li></ul><ul><li># of lapsed customers </li></ul><ul><li>And begun to track marketing expenditure in a consistent way so that it can be compared to benchmarks </li></ul>
    15. 15. Posters – creative examples
    16. 16. Name change campaign tripling spontaneous awareness of Aviva, and doubling consideration...
    17. 17. Bringing the Brand Promise to life internally <ul><ul><li>Intranet – Aviva world </li></ul></ul><ul><ul><li>Summits – next 1000 and top 500 </li></ul></ul><ul><ul><li>UK cinema events </li></ul></ul><ul><ul><li>Executive communications </li></ul></ul><ul><ul><li>This is Showtime & Aviva Day </li></ul></ul><ul><ul><li>Tone of voice training </li></ul></ul>
    18. 18. We hit our stage 1 target of Making Aviva as prominent as Norwich Union had been, in just nine months. And we’ve continued the momentum... Presentation title here 00.00.00 page Our Irish business completed its migration in January 2010 on target and on budget, and Poland is on track to complete by June
    19. 19. All of this measurement information is now available as an interactive dashboard, to which all the marketing leaders have access Presentation title here 00.00.00 page
    20. 20. Presentation title here 00.00.00 page © Aviva plc 2009