A big challenge was how to go global – in a local kind of way. It required more than Zurich’s name being recognized in multiple markets; its communications needed to adapt to reflect local culture and values.
At the global level, we reinforced Zurich as high quality, straightforward and trustworthy. At the local level, our goal was to create alignment with the particular vernacular, idioms, customs and lifestyle of each market. Being direct was good for Germany. Being energetic, but down-to-earth was good for Asia. There was heavy collaboration with Zurich’s communications pros in-market, as well as cultural advisors, to make sure the campaign felt true to the brand – and true to people at home.
Not just a “Message from the Chairman.”
This wasn’t the time for stale, static employee communications. (Not that it ever is.) With 50,000+ employees in 38 countries, we had brand ambassadors in-the-making, ready to go. But first, they had to understand what the “New Zurich” was all about. Our communications had to be inspirational, yet clear and accessible. We used all channels to create a robust and vibrant employee experience. Communications assets were online and available for local market use, with guidelines to make sure everything stayed on-brand.