Royal & SunAlliance’s portfolio stretched across 127 countries and encompassed more than 45 different brands and more than 300 trademarks. Marketing was de-centralized, and strategy had historically been led at regional level, resulting in a diverse and inefficient portfolio with many small/niche brands in operation.
Our bespoke analytics model informed migration speed and strategy across the group portfolio. This enabled a portfolio system that streamlined 48 percent of the group into one unified brand. Leaner and meaner, Royal & SunAlliance was able to leverage regional brand equities through strong endorsement, while simultaneously building brand awareness and impact internationally.
Audience research across key markets informed the final brand positioning. The idea was built around the core pragmatic value of insurance - this was a business that could help put individuals and businesses back on track after misfortunes. As most competitors focus on either the negative reasons for insurance or over-promise, this positioning made the brand stand out.
Next came a new name. Royal & SunAlliance carried the heritage of past mergers and also presented some language issues in key growth markets. Our research discovered that many audiences already shortened the name to “RSA” and this name fitted well with the straightforward nature of the business and brand positioning. The brand positioning and name were then brought to life with a new design that highlighted the group’s dynamism and ambitions for the future.
Launching officially in April 2008 with the release of RSA’s Annual Report, the new name and identity has been well received internally with 256 presentations in 21 different languages given to employees on the day of launch. First responses from the marketplace have also been extremely positive – winning an in-industry award for best stand with its presentation of the new brand at the British Insurance Brokers Association conference in 2008.
Because RSA was so happy with our work, they asked us to continue to collaborate with them on their future brand development. This included managing the roll out and implementation of the on-going migration, internal Employer Value Proposition development, research to track the international impact of the brand changes, and creating efficiencies for the marketing function through BrandWizard’s digital guidelines and ad-builder function.