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Hollard continues to challenge industry norms

06 March 2014 Jonathan Faurie
Jonathan Faurie, FAnews Journalist

Jonathan Faurie, FAnews Journalist

Heidi Brauer, Hollard Marketing Director

Heidi Brauer, Hollard Marketing Director

After an advertising hiatus of almost four years, Hollard has recently launched its new corporate identity with the aim of repositioning what is arguably now the country’s second largest insurer as one which does business differently in order to make a difference in people’s lives.

Hollard Marketing Director, Heidi Brauer, says that the new tagline of Don't Worry. Be Hollard is an expression of the company's desire to see its customers lead fuller, braver lives, in the knowledge that Hollard is looking after the things about which they may be worried.

Broker engagement
Brauer says that although the new corporate image was conceived and birthed in a relatively short space of time, the company has been considering such a move for the past six years.

"The decision to refresh and re-present the Hollard brand was not an impulsive one, nor was it made in isolation of the strategic business objectives. In the past 17 years - since the logo was last refreshed - Hollard has grown substantially, to a company that turns over more than R12,5 billion per year and which is represented in 11 countries around the world. This geographical diversification has seen more than 50% of growth in profits over the last year being delivered by international operations. In addition, the deal to acquire the outstanding 60% shareholding in Etana Insurance was concluded in January this year, effectively positioning the merged entity among the largest short-term insurers in South Africa. All of these factors combined to suggest that the time was right to re-present the company to the world in a fresh new way," says Brauer.

While it is important to Hollard that the new corporate image is well received by the public, it is equally important that it is accepted by its other stakeholders, especially business partners and brokers who often use the Hollard identity to market their own products.

"We believe that the whole is greater than the sum of all the parts, so brokers have played an instrumental role in this repositioning. We engaged with them throughout the process because, as major business partners of ours, they need to feel comfortable with the identity," says Brauer.

"The main feedback we received was that our existing corporate image did not reflect Hollard's personality or its differentiated approach to partnership. Internally, Hollard has continued to challenge industry norms and as a brand, we are mainly about heart, but we are also sassy and a bit quirky. However, we needed to effectively communicate this personality to the outside world."

In order to achieve this, the company decided to go with a brand identity which is easy to use alongside existing established business models and brands that brokers, both tied and independent, have been using for many years to sell Hollard products.

Hollard has also launched a number of initiatives to assist brokers following their rebranding. Brauer points out that a new web portal has been specifically designed with brokers in mind and will provide brokers with the necessary tools to painlessly integrate the new corporate image into their existing collateral. Hollard's acquisition of Etana also allowed Hollard to leverage off broker engagement campaigns which Etana already had in place. A great example of this is Etana's Twitter group aimed specifically at brokers, which has been absorbed, rebranded and refreshed as part of the overall process. The renewed energy within Hollard since the January acquisition has contributed hugely to the achievement of ambitious rebranding milestones.

Launching the new Identity
Internally, the Don't Worry. Be Hollard campaign kicked off with a week of activities called Nothing Rhymes With Purple. The purpose of this programme was to allow staff (many of whom are new to the organisation) to deeply engage with the Hollard culture, understand the strategic outlook for the business and to be the first to experience the new corporate identity and advertising campaign.

Now that Hollard has completed the internal launch process, the company is rolling out an extensive advertising campaign, and Brauer is hopeful that this will return Hollard to the public eye in a major way.

"The comprehensive above-the-line campaign, featuring a playful take on what has always been considered a low-interest category, will use radio, print, digital, out of home and experiential platforms. These mediums allow the brand the opportunity to communicate a variety of key messages reflecting Hollard's diverse product offering, which is a core objective of the refreshed brand positioning campaign," says Brauer.

She concludes, "We think that the campaign is fresh and entertaining but, most importantly, we believe that it really does align our external brand message with what is so special about Hollard on the inside."

Editor's Thoughts:.
Changing a brand is no easy task and not one that is recommended for companies that have spent a great deal of effort to make their payoff line well known. Hollards' new pay off line is really "catchy" and perfectly portrays the Hollard company culture. Do you agree? Please comment below, interact with us on Twitter at @fanews_online or email me your thoughts jonathan@fanews.co.za.




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