Aviva: Assessing the success of building a new global brand

Sally ShireGlobal Brand Development Director – Aviva

There are industries in which brand matters less than in financial services, but not many...Why build a new one?

Well, it still accounts for almost a quarter of the decision-making process...

So shouldn’t we be spending quarter of our time and quarter of our money on it?

•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

• Attracting customers more easily, keeping them longer, selling them more

•Brands drive the internal agenda, providing a central core purpose to employees and managers and helping you keep and recruit better talent

•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

We had over 50 operating brands worldwide(....we started with over 200!)

First we sketched out a route map to success

What was the size of the prize/ambition?

What were the pre-requisites for a successful transformation?

What would an optimal customer proposition/promise look like?

What sort of proposition/promise could the business deliver?

What are the components of brand success and how should we measure them?

(Then X-Check Vs. size of prize!)

What was the size of the prize?

a) unify the business, creating a single culture and a shared sense of purpose

b) focus our innovation on service and product ideas that are really valuable to customers – through delivering on our shared brand promise

c) optimise our communications spend – more impact in a world of increasingly global media

d) attract the best global talent across the board

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)

Pre-requisites of a successful transformation

Senior management commitment

Whole company approach (Finance, Operations & Marketing)

Take the time to get it right and on-board people

Insist on customer-out, not provider out, thinking

Be clear about the business benefit and measure the effect

Make sure you have adequate resources (and patience)

What would an optimal customer proposition/promise look like?

However, trust in the category is at an all time low…

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

Global qualitative research revealed a consistent global consumer insight and led to the development of a universal brand promise

Key insight

Articulated internally as…

Core components of brand success?1. Positive Customer Expectations

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

Vs. Category Average…Top Global Competitor…Top Local Competitor…

Is our brand Top-of-mind?

Do we stand outon the imagedimensionsthat matter

most?

Are we at a disadvantage to others on

hygiene image

dimensions?

How much do people

consider our brand when

making a purchase?

Core components of brand success?2. Positive Experience & Advocacy

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

0 1 2 3 4 5 6 7 8 9 10

Detractors

PassivesPromoters

Customer SurveyHow 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

Core components of brand success?3. Commercial Impact & Efficiency KPIs

We have also implemented Globally consistent Marketing KPIs based around customers

•Average revenue per customer

•# of products per customer

•% of products/policies reaching b/e

•# of lapsed customers

And begun to track marketing expenditure in a consistent way so that it can be compared to benchmarks

Posters – creative examples

Name change campaign tripling spontaneous awareness of Aviva, and doubling consideration...

Bringing the Brand Promise to life internally

• Intranet – Aviva world

• Summits – next 1000 and top 500

• UK cinema events

• Executive communications

• This is Showtime & Aviva Day

• Tone of voice training

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...

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Our Irish business completed its

migration in January 2010 on target and

on budget, and Poland is on track to

complete by June

All of this measurement information is now available as an interactive dashboard, to which all the marketing leaders have access

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Marketing Spend

By channel andline of business

1

2

Competitor Intelligence

SOV, SOM, Size of market

Acquisition & Retention

By channel andline of business

Employee Engagement

3

Customer Perceptions & Experience

Brand consideration/attributesCustomer and Distributor NPS

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