IAG rebrand
Brand transition from CGU to NRMA, creating trust in the online experiences
Business Problem​
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As a result of rolling out NRMA into the Western States of Australia, the CGU branded insurances products were migrated to the NRMA brand and offering.
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The NRMA brand is fairly unknown in the Australian Western states.
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The brand transition occurred as a soft launch without any consideration for how this impacts the digital experience aside from offering customers a redirect via a pop up modal.
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There was a big drop in users who were being redirected almost 90% of people dropped off and didn't continue to NRMA via the 're-direct'.
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Resulting in a big retention risk and inevitable drop in renewals of insurance policies.
Customer Problem
For CGU customers trying to purchase or renew their polices on the CGU website they were experiencing a lot of confusion and mistrust in being handed over to the NRMA website with very little context. This forced people to need to call the call centres to do what they had come to the website to do, wether that be purchase, renew or amend their policy.
Team ​
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Senior UX Designer / Researcher - Me
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UI Designer
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Content Writer
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Business owner, development team
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A broader Stakeholder group including Digital Channel and Sales EM's (involved in weekly playback sessions.)
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Design Approach
Following a discover, define, design, and validate to deliver approach I was leading a project with a core team of myself a content writer and UI designer. We had weekly alignment and co-working sessions, and fortnightly sprint demo's to share our work with the broader team and stakeholder group.
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Discover
This problem was ultimately discovered while I was pursuing customer interviews for another piece of work. While initially tasked at optimising our newly platformed car quote flows during the qualitative research interviews participants shared opinions that were concerning to the business.
Six out of the six interviewees commented negatively about the experience of going to the CGU site and being redirected to NRMA (after having a brand change in the Western states) to get their quote.
Some of their verbatim feedback was alarming ranging from: "is this a scam" and "I don't understand what that means" to "Is NRMA buying CGU" which instigated our assumption that people had very low trust in this scenario and in real life were highly likely to choose another brand. This assumption matched our new data (which was slowly being set up in the background) this data reflected that almost 90% of users going through this experience would drop out completely.
These findings prompted this project and kicked off a 1 week long immersion into different areas of research such as:
- analysis of call centre feedback
- analysing our medalia survey insights, and
- pursing a deep dive into the Lumivo competitive benchmarking / brand perception report
These findings were collated on a collaborative Miro board where we did some synthesis and used the findings to drive our ideation workshops.
Discovery research
Source: call centre data,
Key insights: local brands are a key driver in trust building
Define
For the exploration phase I facilitated the following activities:
- immersion in potential scenarios
- brain writing collaborative virtual session on a miro board
- synthesis and idea prioritisation!
Ideation workshop
*screen shots from our ideation Miro board
click to zoom
Unfortunately while we were prioritising our ideas we did not have anyone from legal or specific technical teams,
which meant some of the most desired ideas weren't feasible to move forward with. This meant going back to the drawing board and moving forward with creating personalised state specific content and using that to really build trust in this brand transition design.
The reasons that personalised and localised content were the next ideas in line for prioritisation was based off of data collated from our call centres which indicated about 80% of people who choose to not migrate over to NRMA during this CGU to NRMA transition was because they wanted to stay with a local brand. It also allowed the opportunity to inject certain NRMA brand proof points that were considered as high conversion triggers for customers. For example, when we have stated that 'NRMA has been servicing Australians for over 100 years' this brand proof point was identified as driving higher trust and a sense of community for the IAG customer base. (This has been taken from finding from both marketing campaign analysis and site conversion data, overlaid with results of the emotional responses testing undertaken for this project).
The following ideas while highly desirable from a behavioural science point of view, they were both put on a future enhancements roadmap due to legal and technical constraints.
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Oops! Something went wrong!
Ideas for the backlog
*screen shots from our ideation Miro board
Ideas ...
Social Proof concept:
HMW use our testimonials to install trust in the NRMA brand throughout the transition?
The ideas moving forward to concept creation were
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personalised state experiences (based off of the research that people were choosing not to renew as they would prefer a 'local' brand)
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state based local images for WA, SA & NT combined with a call out on the homepages and the NRMA co-branding on the home page
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Linking to an entire landing page which houses all of the content about the changes what it means as a policy holder and welcoming CGU customers to the NRMA family, NRMA brand proof points, and
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tailored FAQs which were created directly out of customer questions our call centres had received.
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Design
Next steps!
Now that we are up to the design phase, I created high level concepts and flows indicating the customers journey from multiple different entry points.
high level concepts / mapping
click to zoom
After playing this back to the team with some further collaborative thinking as this approach is very much dependent on articulating effective messaging to our customers I worked very closely with a content writer to ensure the intent of each message was clear as they crafted the content for each banner and page that had been designed.
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I also worked with our UI designer who ultimately created the high fidelity prototype and sourced localised imagery for these pages.
As the high-fi designs and content were being finalised I was setting up the validation testing to further learn and ensure we were on the right track.
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Test planning
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Deliver
We used Maze for the unmoderated validation testing, where we were really looking to get an understanding of the emotional resonance of the messages and images used, as well as comprehension on what was being presented. Maze creates reports on each participants responses, the test results were synthesised and interpreted, and played back to the business and project team.
The South Australian variations and messaging had very positive emotional responses compared to our Western Australian designs, so these were tweaked, and finalised through legal and underwriting with the content writer while I was working with the delivery team and product owner to have this experience sized and put into the delivery pipeline.
Final designs - SA
click images to zoom
CGU homepage personalised
for SA
CGU brand transition
information landing page
NRMA Car Insurance
personalised for SA
Outcome
This piece of work has been iteratively delivered due to some blocks in the personalisation team (in delivering the personalised messages per state. In saying that the response in data has still been favourable post implementing the landing page with context and information about the brand changes.
In comparison to the original experience which was a simple modal re-direct with little context.
original experience - redirect modal
Another really positive outcome for this piece of work, has been the recognition of other programs of work at IAG.
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As NRMA begins the initial phases of rolling out nationally and rebranding some of their bigger insurance brands in other states.
I have been asked to lead the UX across those brand transition programs from well before the migration begins. This is an exciting development within the organisation to continue to build the story of the value that design brings to our products and customers.