Aviva: Assessing the success of building a new global brand by Sally Shire
•Descargar como PPT, PDF•
0 recomendaciones•867 vistas
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
Recomendados
Recomendados
Más contenido relacionado
La actualidad más candente
La actualidad más candente (20)
Destacado
Destacado (20)
Similar a Aviva: Assessing the success of building a new global brand by Sally Shire
Similar a Aviva: Assessing the success of building a new global brand by Sally Shire (20)
Más de Addison Group
Más de Addison Group (11)
Último
Último (20)
Aviva: Assessing the success of building a new global brand by Sally Shire
- 1. Aviva: Assessing the success of building a new global brand Sally Shire Global Brand Development Director – Aviva
- 2. There are industries in which brand matters less than in financial services, but not many... Why build a new one?
- 4. We had over 50 operating brands worldwide (....we started with over 200!)
- 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. Global qualitative research revealed a consistent global consumer insight and led to the development of a universal brand promise
- 10. Key insight
- 15. Posters – creative examples
- 16. Name change campaign tripling spontaneous awareness of Aviva, and doubling consideration...
- 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. 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. Presentation title here 00.00.00 page © Aviva plc 2009
Notas del editor
- 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