MARK 5055

Contents

Page No.

1. Situation Analysis 3
1.1 200 year old brand to disappear 3
1.2 Restructuring means job losses 3
1.3 That was then, this is now 4
1.4 You are the big picture 4
1.5 Street to School 4
1.6 Railway Children 5
1.7 Objective of the campaign 6
1.8 Competitors 6
1.9 A hard hitting campaign 6

2. Visual Board 7
3. Objectives 8
3.1 Justification 9

4. Target Audience 10

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 5. Creative Strategy & Execution
5.1 Creative Strategy 13
5.2 Campaign Message 13
5.3 The Creative 13
5.4 Creative Justification 14

6. Marketing Communication Mix 15

7. Evaluation
7.1 Evaluating the methodology 18
7.2.1 Stage 1: Pre-Testing 19
6.2.2 Stage 2: Rolling Evaluation 20
6.2.3 Stage 3: Post Campaign Evaluation 21

8. References 22

9. Appendices 24

10. Contact Reports 29

Situation Analysis
Established in 1797, Norwich Union was a company that started by offering insurance
against the risk of fire. (BBC News, 2008) Norwich Union grew over the years and extended
its services to motor, home, life as well as health insurance. Along with these insurance
services, the company also provides services in savings and investments and draws out
pension and retirement plans for its customers. It has come a long way since its inception in
1797, Norwich Union, currently recognized as Aviva, is currently the market leader in
providing life and pension products all across Europe

1.1 A bit of history

After dominating the European market for almost 200 years, Norwich Union was
badly hit in the year 2008 because of the global economic crisis. Most analysts
believe that the issue was the current credit crisis in the sub-prime mortgage business,
which was initiated in the United States where the banks gave high-risk loans to
people with poor credit histories. This consequently overlapped in United Kingdom
market and resulted into the credit crisis.

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 Norwich Union being one of the major financial institutions was hit increasingly hard,
mainly because of the slump in commercial property prices. "Trading conditions have
been tight and it's taking longer to sell properties at an acceptable price," quoted a
Norwich Union spokesman. He further added, "The shortage of credit has reduced the
number of buyers and property assets are taking longer to sell.” (BBC News, 2009)

1.1.1 200 year old brand to disappear

In 2000, Norwich Union merged with CGU plc (Commercial Union and General
Accident) to form CGNU plc, and was rebranded as Aviva in 2002. ( BBC News,
2008) Hence in most countries outside the United Kingdom Norwich Union was
already known as Aviva. Being a huge global company, the firm had over 60% of the
group’s business outside the United Kingdom. (BBC News, 2008) During the crisis
period, there was a formal statement made by the company that the old brand,
Norwich Union, has to be dropped for customer perception to change. The
management believed that with a single identity known as ‘Aviva’, the brand could
finally recover and compete in international markets.

1.1.2 Restructuring meant job losses

However as a result of restructuring, Norwich Union had to cut 1,800 jobs from the
economic downturn in 2010. (BBC News, 2008) Cities such as Glasgow, Leeds,
Sheffield, Liverpool, Birmingham, Bristol and Southampton were affected and this
caused an alarming rise in unemployment figures.

1.1.2 That was then, this is now

From the point of restructuring, till today, Aviva has now managed to generate a
massive portfolio in terms of work force and also its customers all across the globe.
Thus, with the backing of this portfolio they have invested their time and resources
into many charitable ventures like education, financial illiteracy and helping in
improving life trauma of people, keeping the spirit of Aviva’s corporate vision of
'prosperity and peace of mind'. (Aviva, 2011) The central focus of Aviva’s charitable
venture has been children and it thereby formed partnership with leading charitable
organizations to meet the living needs of children who have run and are homeless and
are currently dwelling on the streets. (Aviva, 2011) This led to the launch of the Street
to School program in 2009.

1.2 The Street to School Initiative

“Street to School is Aviva’s international corporate responsibility programme, which
raises awareness of this global issue and provides support for children living and
working on the streets in order to get them back into training or education.” (Aviva,
2010)

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 This campaign has been formed as an extension campaign to supporting ‘The
Consortium for Street Children’ programme (CSC) whose vision is to have “a world
in which the rights of street-involved children are realized” (Streetchildren, 2011)
Therefore as Aviva is a huge donor to the campaign, it has formed its own United
Kingdom corporate project called ‘You are the big picture’.
“Aviva recognizes that every child living or working on the streets has the right to
fulfill their potential. Together, we'll champion the needs of street children and
encourage them back into school or training programmes.” (Aviva Street to School’s
mission statement)
So far, Street to School, as part of its five year commitment has partnered with
Railway Children as part of its UK charity organization to help children under the age
of sixteen who are currently homeless and are living on the streets. (Aviva, 2010)
Both the organizations have combined to make a difference in the future of the
younger generation.

1.3 ‘You are the big picture’

The ‘big picture’ campaign was initiated as a part of the Street to School program for
the charity organization ‘Save the Children’. An interesting theme was taken forward
where people were asked to donate their pictures in the cause to show their support
and for every successful picture donated, Aviva donated £1 to the ‘Save the children’
charity to move the children from the streets to the schools.
The Big Picture was mainly viral campaign that used the channel of social media to
build awareness of Aviva’s street to school program. A dedicated website where
people could upload their images, a facebook community page and running viral
videos on YouTube were some of the activities that were run during the campaign.
The purpose of the campaign was their commitment towards “putting customers at the
heart of the business”. (Aviva, 2010) This was also a strategy Aviva used to create
traffic on other online resources in order to increase traffic back on to their own Aviva
website.

1.4 Railway Children

Aviva's Street to School programme is also working in partnership with Railway
Children to get children living on UK streets back into everyday life. “Railway
Children exists to help vulnerable children in grave circumstances”. The objective of
the initiative is to “provide relief to children and young people who are in conditions
of need, hardship or distress and in particular to those living on the streets.”
(Railwaychildren, 2011)
Railway Children, a charitable organization was launched in 1995, with a purpose to
provide relief to children and young people who are in conditions of need, hardship or
distress and especially for those who have run away from their homes and are
currently living on the streets where they suffer abuse and exploitation.
They work on a 3 step agenda:

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 1. Meeting the immediate needs of children on the street: This represents the
crucial early intervention where Railway Children tried to reach out to the
children of the street before an abuser can. To provide them with basic
amenities such as food, shelter and protection from harm.

2. Shifting Perception in local context: Building relationships with local

communities in order to encourage them to signpost children to The Railway
Children so that aid can come immediately. The objective of the programme
is to raise awareness in communities, to make children who are living alone
more visible, and to help people see that they are children in need of care and
protection, not commodities.

3. Holding Government responsible: Using evidence gathered during work at

Step One and Step Two, academic research and strong relationships with the
important governmental individuals and departments, the purpose is to thus to
influence government support for street children by changing the policy
landscape in their favour.
With more than a decade of work, Railway Children have managed to secure over 26
organizational partners with 117 projects worldwide. Last year’s effort managed to
help approximately 27,756 street children around the world.
Concurrently Railway Children aspires to create a safer, brighter future for our
children and we believe that to achieve this we must educate the communities by
lobbying the government for sustained change.

1.5 Objective of the Campaign

Even though ‘Big Picture’ was a success, Aviva has a long way to go in establishing
themselves as a corporate socially responsible company. The Figure in Appendices 1
below gives a clear indication of the area where Aviva is lacking as a company. The
general perception of Aviva being socially responsible amongst individuals is at a
very low scale. (Appendices 1)
Hence, one of the immediate objective which has been identified, is to raise
awareness about Aviva’s contribution to social welfare by bringing alive the real life
picture of the 100,000 children who run away every year and often end up on the
streets which lead to misery and hardships at this young and tender age..
Therefore the ‘Street to School’ project should be aiming to maximize their presence
in the market through which we could gain more support. This will show the
customers of Aviva, that they are being socially responsible for future generations.

1.6 Competitors

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 What we know so far is that many of Aviva’s direct competitors are also focusing on
charities, however research indicates that although Aviva are a successful brand and
company they fall short when it comes to being socially responsible. Companies such
as Direct Line, who are owned by the Royal Bank of Scotland, are seen as a more
socially responsible company. Therefore we need to ensure that Aviva can also
maintain the same standard as their competitor.

1.7 A hard hitting campaign

Adapting the right tone and image is very important for every brand; the campaign
should focus on capturing the target audience and getting them emotionally involved.
The entire look and feel of the campaign should be based on the awareness of Aviva
Street to school initiative. The visuals should be self explanatory, attention grabbing,
and genuinely innovative which would make the audience sit up and notice. The
channel choice also holds a key importance for the campaign as the message has to be
conveyed in the right manner.

1.8 Visual Board

The visual board is a depiction of our creative proposition which is to showcase how Aviva is
trying to foster in the growth of the new generation by providing education and shelter to
homeless children in collaboration with the Railway Children. Moreover it also displays our
target audience, social grade ABC1 aged between 25-64, young couples as well as retired
professionals. The visual board has been divided in two parts. The left hand side of the board
illustrates gruesome images of children who are exposed to drugs, alcohol and crime, the
vulnerability that they face by living on the streets, away from homely protection. These
images are portrayed against a dark background representing the evils of society hampering
the growth of the homeless child. Instead of books and toys, they learn to pick up weapons at
an earlier age and are involved in illegal activities to sustain their livelihood. On the other
side, the positive aspects of a child’s life are shown with a brighter shade. Education builds
the growth of the next generation. The effect of a good education enables in the development
and welfare of a child and helps him/her to achieve and pursue his goals and dreams. Pictorial
representation has been displayed with little children involved in educational as well as co
curricular activities. A happy family, an enjoyable childhood and a good education will build
the future of the next generation. Aviva and the Railway Children aims at returning the
‘normal life’ back to the homeless children and thereby invest in the growth of the next
generation. (Appendices 4)

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 Objectives
The core issue that Aviva face, as identified in the situation analysis, is that people have very
little awareness that Aviva is working with the Railway Children or have any association with
charitable organizations. Therefore the main overall objectives derived for this campaign are:

 Educate and raise awareness of the collaboration with the Railway Children by using
various media communication channels to eventually influence people, our target
audience who will spread the messages by word-of-mouth

 To achieve virtuous circle of support thus raising Aviva’s and their charity partner the
Railway Children’s corporate profiles for the Street to School program.

The Campaign success could be achieved by the help of current strong brand attitude
elements such as:
o Trust – Achieving the success of the Street-to-School campaign..
o Good reputation – Aviva is the company that has never let down its customers
for more than 200 years despite the name change.
o Innovativeness – Currently there is nobody else who has pioneered the field of
social responsibility and Aviva will be the first among others.

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 o Consistently high quality – Aviva’s high quality products can bring high
quality support for children.

 Improve on Aviva’s social responsibility brand element – the figure in appendices (2)
illustrates Aviva has been scored considerably low by their consumers, showing an
opportunity for significant improvement.

To achieve the overall aim of the street-to-school campaign, the creative strategy will need to
implement and convey the overall objectives stated above. Also by utilizing the DAGMAR
advertising model (Colley, 1961) this will enable the team to observe and assess the result of
the creative campaign by breaking down the objectives. The crucial element of the model
consists of the four stages the customer will pass before considering the service:

 Awareness - To inform and aware 90% of Aviva's target audience about the Street-to-
school campaign.
 Comprehension - To educate 70% of the target audience what the campaign is all
about and how it can benefit both Aviva's street to school program and Railway
children involved.
 Conviction - To encourage and convince 60% of the target audience to believe that
Aviva is a socially responsible company.
 Action - Turn conviction into action and get 25% of the target audience to go to the
website and know more about the project

2.1 Justification
 Awareness – the primary objective is to inform and create awareness among the target
audience. The Aviva customers will not be able to associate Aviva as socially
responsible, if the basic element ‘awareness’ is not communicated effectively or if
they are not influenced by the campaign at all.

 Comprehension - the aim is to help the target audience understand the communication
and overall campaign message that will help achieve the overall objectives as well as
achieve the remaining elements of the model. Understanding of the communications
will give the customers a wider scope of the brand and the involvement that Aviva
have outside of their core products. Customers who fully comprehend the campaign
and nature of the cause are more likely to visit the Aviva website and get involved.

 Conviction – this will be a vital element as we will need to convince the target
audience that we are a socially responsible company this will increase the brand
attitude towards Aviva for being socially responsible.

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  Action – by directing potential and existing customers to the website will increase
brand value further. Also it will give customers a deeper insight into Railway
Children and how Aviva is currently contributing to the welfare of homeless children.
The increase in traffic will also encourage customers to know more about Aviva’s
products and services.

Target Audience

Street to School is a corporate social responsibility project targeting Aviva’s existing and
potential customers. The project is aimed at increasing the awareness of the brand
strategically and not merely to improve sales. This would expand the limitation of the
targeted audience. An important aspect that been taken under consideration is the kind of
financial services that Aviva provides, which are:

 Insurance.
o Car
o Home
o Life
o Health
 Business insurance.
 Saving and investments.
 Pensions and retirement.

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The target audience of Aviva Street to School campaign is identified based on Aviva’s total
spend on advertisement in 2009. Aviva used all kinds of media to deliver its messages,
whether it is for any brand campaign or product promotions. The Appendices 4 show the
media channels that are also an indicative of the kind of that audience that were targeted:
Tracking the media channels that Aviva has used in the past and other indicators mentioned
below led to the definition of the primary target audience - ABC1 people age 25-65+.
The three main indicators will justify the above proposal:
1. Aviva’s spend on press shows that the Daily Telegraph and Daily Mail are the two
key publications that have been used. These two newspapers are used significantly by
ABC1 people between the age group of 25-65+. (NMA, 2010).
2. According to Mintel (2009), the home insurance report shows that the main audiences
that were targeted for the products were ABC1 group with an age limit over 25 years
old.
3. In the Norwich Union IPA award report presentation, the media budget was measured
according to the target segment of ABC1 group and how they will be able to deliver
the communication message in every part of United Kingdom which gives a clear
picture how Aviva has continuously laid emphasis on the social grade of ABC1 as its
target audience.

According to Mosaic (2003), the customer classification in the United Kingdom contains 61
types of consumers divided into eleven groups. There are specific groups and types that could
be targeted by each kind of media. Based on this and considering the social grade ABC1
people, identified as the primary audience of Aviva the media channels have been categorised
as below with the actual demographics:

Possible audience targeted by TV 39%

 Group B types 12 and 13
o Married couples, middle age, scattered across the UK, living in small
mortgage houses, reasonably well paid, live beyond their means.

 Group F types 36, 37, 38 and 39

o 11.18% of UK household, the largest household community, middle age
families, skilled working class and reasonable income.

 Groups G all types

o 5.78% of UK household, young couples/married, potential growth, well
educated, living out of large cities.

 Groups H all types

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 o 5.91% of UK household, middle income and secured career, living in modern
areas near to city centre.

 Groups I all types

o 8.67% of UK household, owners occupiers houses, fair income, old, south
west of England, modern living, financially careful savers.

Possible audience targeted by door drops 20%

 Group B type 12
o Married or couples, middle income, families and children secondary school,
concern about retirement.

Possible audiences targeted by press 17%

 Group J all types
o Wealthy old people, professional couples, good houses, travels abroad,
discerning, no children, well educated.
 Group K all types
o Old people, small communities, farmers, agro-tourism, churchgoers,
authenticity, working long hours, cars significant.

Possible audiences targeted by Internet 13%

 Group A apart from A5
o Middle age, high income and high net worth, professional occupations, luxury
housing, successful, high level of career.

 Group B all types

o Young couples, well-educated, modern houses, good income, corporate
careers, good potential and future, low unemployment.

 Group C types 19-20

o Middle age and young professionals, families and children, service and white
jobs, well-educated, liberal views.

 Group J all types

o Wealthy old people, professional couples, good houses, travels abroad,
discerning, no children, well educated

 Group K all types

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 o Old people, small communities, farmers, agro-tourism, churchgoers,
authenticity, working long hours, cars significant.

Possible audiences targeted by direct mail 5%

 Group B type 13
o Married couples, living in small mortgage houses in southwest England,
reasonably well paid, live beyond their means

 Group D type 27
o Pakistani, Cypriot & other origins, Victorian and Edwardian houses in inner
London, reasonable income, plentiful job opportunities.

Creative Strategy and Execution

As mentioned in the objectives, the sole purpose of the creative campaign is to increase
awareness about Aviva’s commitment towards Street to School initiative. It should aim at
achieving consumer’s attention towards the profile of Aviva’s Social responsibility
commitment. The focus is to engage people with the Aviva’s Street to School initiative.

Campaign Strategy

The campaign is designed using the Resonance Strategy. (Pickton, 2000) It is an

attempt to gain awareness by not only evoking emotionally sentiments but also to
inspire the target audience. The emphasis lies in delivering a strong message using
viable media and marketing communication channels that will feature emotional
seeking themes. The creative proposition is to highlight Aviva’s efforts to bring back
homeless children into a normal healthy atmosphere where they can receive education
and be privileged like all the other children across the globe.

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Campaign Message

The creative message is simple and direct – ‘It’s time to change the DARK side… At
Aviva we believe in investing in the Next Generation’. The message was evaluated
keeping in mind how Aviva as a brand is trying to bring an end to the dark future of
homeless children by reaching out to them and providing them with shelter and
education. Thus Aviva is promising a better future for the street children who are the
future of the next generation. The visual of the creative illustrates the appeals of
empathy, compassion and persuasiveness. 

The Creative

A poster has been created to give an idea of the visual treatment and the message that
needs to be communicated in the campaign. (Appendix 1) The visual has been divided
into two equal sections. On one side a collage has been showcased of children who
are run-away’ or homeless, dwelling on streets, and thus without the presence of a
protected environment, they are susceptible into taking drugs and getting involved in
crimes. On the other side, there is an illustration of the ambition that every normal
child has that one day he dreams of becoming a doctor, or an engineer or a sportsman
or maybe even an actor among many others. An education along with proper care and
development of a child will fulfill his/her dreams. The pictures have been
appropriately chosen according to situations that a child will land up in on the streets
after running away from houses in U.K. The insight was gained after a careful study
of the real life stories and written testimonials from both the Aviva and Railway
Children websites. Both the logos of Aviva and Railway Children have been
displayed so that the audience is aware of the initiator of the project.

The aim is to reach out to the specific target audience, social grade ABC1 group, and
convey this singular communication message using appropriate media channels. The
theme has to remain consistent in all the channels.

Creative Justification

As mentioned earlier the images used in the creative have been depiction of actual
case studies from the websites. The creative treatment being dichotomous in nature
has been displayed in two shades, the darker shade portraying the evils of living on
the street whereas the brighter tone demonstrate the ambitions and dreams of children
through the medium of education. With factual and informative copy in the press
advertisements and testimonial case studies being displayed in the radio and
television, the entire campaign will have an emotional chord which will touch the
human heart.

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 6.2.3 Stage 3: Post- Campaign Evaluation
The final stage which takes place after the campaign has delivered and finished, the focal
element at this stage will be to determine the effectiveness and understand the views and
perception of the campaign on the indented audience. This will give us clear indication on
what to do next, if the perception of the campaign conveys a negative response or awareness
is not raised, immediate solutions to rectify the issues will need to be implemented.
The proposed evaluation at stage three will focus on a few methods assembled in stage 2 and
further enhanced with the justification.

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This post campaign analysis will provide us with sufficient information determining whether
the campaign has been successful and achieved its intended campaign objectives. The data
collated in all three sections of the evaluation will enable us to improve our knowledge of the
target audience and what views, opinions and perceptions they share allowing us to improve
on current and future campaigns.

2)

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3)

4)

[Ebiquity Plc (2010)]

5)

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