Wednesday, May 20, 2009

The CMO Club May Summit, NYC: “The Role of ROI in Rebranding at a $10 Billion Company”

Keynote given by Hans VanHeukelum, VP of Global Marketing, Aon

To build sales and marketing capability, Aon had to start at the beginning and recreate their brand image.

The rebranding started internally as Aon worked to find their identity. They asked local clients what their needs were, and discovered clients wanted Aon to:
- Understand business objectives
- Provide the right mix of resources
- Bring passion and new ideas
- Become proactive problem solvers
- Be a company they could trust to do what’s best

What it came down to was 2 simple questions: “What can I do to help me client? What can I do to help a colleague help their client?”

Aon promoted this new approach with a number of initiatives, including Aon Day, where employees around the world gave a day of service, and The Client Times, a publication Aon created to report on client needs.

The rebranding process took 3 ½ years, and when it was time to launch a global team worked together to ensure employees were on board at the local level.

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