Business Memo - Aviva

Main points: As NUA continue to grow, there were many factors that pushed NUA to rebrand it name. The four main factors were: To be international, be fitting in keeping with the group’s business, have impact to the world, and be easy to protect with trademarks and domain names secured. The approach of the transition was to train internal staff with Aviva values in order to appropriately represent the company externally with stakeholders such as clients, distributors and business partners. The firm launched four strategies.

• Dedicated communication campaign for internal staff.

• Changing all old branding to the new brand.

• Launching Aviva Values with staff participation.

• Celebrating the new name and identify.

The issues of the internal environmental were done successfully. However, after 24 months with the new name, Aviva still struggle to send strong message to the public.

Issues:

• External perceptions on rebranding were viewed as a takeover.

• NUA was a strong brand which created difficulty in public adaptation.

• Loyal NUA employees.

• Continuing existence of Norwich Union in United Kingdom.

Recommendation and Suggestion: Changing a strong brand of 87% public recognition into an unfamiliar name with 0% recognition over night is fatal. Aviva should have done extensive researches on external scanning before launching the new name.

• Place new name in small print over a course of 12 months while increasing it a bit at a time. After stakeholders become familiarize with the new name, discharge the old name.

• Make new name very noticeable whereas old name becomes smaller and smaller.

• Us an aggregate of 24 months to introduce the new name to the public.

• Refer to the company using both names.

• Employees are to understand the values of Aviva both internally and externally.

• Gain Aviva recognition by creating a public relationship with local news station.