Nationale-Nederlanden, part of the ING Group, has over 5 million private and commercial clients and 6,000 employees, making it one of the leading insurers in the Netherlands and one of the largest.
In 2009 Nationale-Nederlanden decided to combine the Nationale-Nederlanden and RVS insurance brands. This was prompted by ING’s decision to split up its insurance and banking activities, a process that is to be completed in 2013. The new insurance organisation has retained the name Nationale-Nederlanden, as this enjoys a high level of recognition. However, the brand has been revamped and new values have been attached to it.
Nationale-Nederlanden wants to get back to the essence and core of the insurance business: offering security, expertise and reliability to all its clients in the service it provides. The insurance company ING assurantiekantoren Nederland (IAN), a subsidiary of Nationale-Nederlanden, is also being repositioned on the market under the name Zicht.
Our task was to support Nationale-Nederlanden with the combination of its brands and the brand revamp.
Insight offers security
In 2009 we supported Nationale-Nederlanden with the preparation for its brand revamp. The first step involved performing an impact analysis to determine the budgets and organisation required. We also identified the costs and benefits, and developed implementation scenarios and plans. Thanks to this thorough preparation, Nationale-Nederlanden was aware of all aspects of the rebranding process
In 2010 and 2011 we then supported the process of designing and implementing the new visual identity from a central management role. Here we acted as the central link between all the parties involved and monitored the process and the starting points that had been defined. We also subsequently set up the organisation to manage the company’s visual identity and supported the selection of suppliers and the implementation of the brand portal.
This resulted in a strong and recognisable visual identity that is in keeping with Nationale-Nederlanden’s new ambitions. Both internal brand awareness and external brand recognition have increased measurably. By reducing the number of brand carriers (the number of different items of printed matter was reduced from 500 to 100), we achieved substantial costs savings. What’s more, the management organisation that we put in place guarantees sound management of the company’s visual identity over the long term.