Landor supervises Union Bank of Nigeria rebrand
The near century-old Nigerian heritage bank is a highly-regarded financial institution serving millions of customers in the region.
Landor carried out a study of customer’s perceptions of Union bank which revealed that, while it was regarded as a highly trusted choice by Nigerians, it wasn’t considered to be ‘moving with the times.’ The study also showed that consumers felt banking in general was more complex than it needed to be.
Additionally, while newer banks were sometimes perceived to be more cutting-edge, their services were often deemed inefficient and less trustworthy than the older banks. As such, there was a perfect opportunity for Union Bank to capitalise on its heritage of trust while repositioning as a more dynamic yet simple bank to work with.
Landor’s rebrand of Union Bank consisted of a broad strategy to make the bank more efficient, competitive and relevant to those who used it. Updating technology infrastructure, improving customer care channels, upgrading branches and launching teller-less banks.
Riaan Muller, Client Director for Landor said: “We were thrilled to have had the opportunity to work with one of Nigeria’s leading banks. We’re proud of the resulting work, which tells the story of the bank’s commitment to delivering simple banking solutions for its customers. So less time banking, more time achieving. A powerful story in today’s world.”
Emeka Emuwa, CEO and Group Managing Director, Union Bank said: “Selecting Landor to lead our rebranding effort was a deliberate choice because, given the challenge to reposition a storied institution like Union Bank and its narrative in recent years, we needed an agency that would come in with fresh eyes and approach this project collaboratively.
“The Landor team brought the depth of experience we needed and worked with us to understand the salient issues the brand needed to address and challenged us during the creative development phase of the project. We believe we have arrived at an authentic brand proposition and identity for Union Bank which will position us effectively to compete in a very dynamic Nigerian market.”
SAS: Improving the British Army’s decision making with data
SAS’ long-standing relationship with the British Army is built on mutual respect and grounded by a reciprocal understanding of each others’ capabilities, strengths, and weaknesses. Roderick Crawford, VP and Country GM for SAS UKI, states that the company’s thorough grasp of the defence sector makes it an ideal partner for the Army as it undergoes its own digital transformation.
“Major General Jon Cole told us that he wanted to enable better, faster decision-making in order to improve operational efficiency,” he explains. Therefore, SAS’ task was to help the British Army realise the “significant potential” of data through the use of artificial intelligence (AI) to automate tasks and conduct complex analysis.
In 2020, the Army invested in the SAS ‘Viya platform’ as an overture to embarking on its new digital roadmap. The goal was to deliver a new way of working that enabled agility, flexibility, faster deployment, and reduced risk and cost: “SAS put a commercial framework in place to free the Army of limits in terms of their access to our tech capabilities.”
Doing so was important not just in terms of facilitating faster innovation but also, in Crawford’s words, to “connect the unconnected.” This means structuring data in a simultaneously secure and accessible manner for all skill levels, from analysts to data engineers and military commanders. The result is that analytics and decision-making that drives innovation and increases collaboration.
Crawford also highlights the importance of the SAS platform’s open nature, “General Cole was very clear that the Army wanted a way to work with other data and analytics tools such as Python. We allow them to do that, but with improved governance and faster delivery capabilities.”
SAS realises that collaboration is at the heart of a strong partnership and has been closely developing a long-term roadmap with the Army. “Although we're separate organisations, we come together to work effectively as one,” says Crawford. “Companies usually find it very easy to partner with SAS because we're a very open, honest, and people-based business by nature.”
With digital technology itself changing with great regularity, it’s safe to imagine that SAS’ own relationship with the Army will become even closer and more diverse. As SAS assists it in enhancing its operational readiness and providing its commanders with a secure view of key data points, Crawford is certain that the company will have a continually valuable role to play.
“As warfare moves into what we might call ‘the grey-zone’, the need to understand, decide, and act on complex information streams and diverse sources has never been more important. AI, computer vision and natural language processing are technologies that we hope to exploit over the next three to five years in conjunction with the Army.”
Fundamentally, data analytics is a tool for gaining valuable insights and expediting the delivery of outcomes. The goal of the two parties’ partnership, concludes Crawford, will be to reach the point where both access to data and decision-making can be performed qualitatively and in real-time.
“SAS is absolutely delighted to have this relationship with the British Army, and across the MOD. It’s a great privilege to be part of the armed forces covenant.”