Creating a market leading brand

Sector: Health
Expertise: Brand Strategy


“Partnering with GSG enabled us to move swiftly to a compelling solution on how to bring our global brand successfully into the Australian market. The experience, sensitivity and insight into consumer attitudes was invaluable and their guidance and counsel always right on target.”
Alison Platt, Managing Director – International Development Markets, Bupa

“We partnered with GSG as an external advisor on our critically important brand change. It is not often that you change a major retail brand, so embarking on a plan to change 3 well known and loved brands, all at the same time – you could understand that we needed to partner with the right people. The GSG Team gave us an excellent overall perspective on the change, they kept us focused on getting the key things right, and avoiding the pitfalls. The mix of skills and capabilities in the GSG Team was a winning formula for us – a real pleasure to work with Graeme and the team.”
Richard Bowden, CEO, Bupa Australia



Bupa managed three distinct regionally operated brands in Australia – HBA, Mutual Community, and MBF. Driven by competitive pressures and the commercial benefits accruing from a single brand platform, Bupa wanted to assess the risks and rewards of migrating to the single brand, Bupa, into a market space where their brand was largely unknown.


Given their strategic direction of a common customer value proposition, Bupa realised it needed to evaluate what brand strategy should be applied to its goal of profitably securing and growing national market share.



GSG were engaged to bring relevant brand strategy experience and expertise to assist Bupa resolve a critical decision around what overall brand strategy should be applied in consideration of:

  • brand’s roles in the markets
  • customer drivers and preference
  • brand scenario testing – opportunities and risks
  • brand risk mitigation strategies

As part of the first stage of work GSG presented a clear and compelling business case for the upside of consolidating into a single brand.

We outlined what level of investment was required to effectively launch the new brand and minimise migration of customers to competitor alternatives. The next step was to create a unique position for the Bupa brand in the market place. Throughout this process, there was a focus on using innovation to make the Bupa brand more compelling.



Following the approval of the business case and level of investment required by Bupa’s global group board, GSG assisted in setting up transformation governance across the whole business. Within a year, Bupa’s market share increased by 5 percentage points, which represented significant value to the client as a result of introducing a new brand to the market with maximum impact and minimal risk.


Summary Key Outcomes

  • Recommended to commit to Bupa as a single national retail brand
  • Developed a corporate communications and reputation strategy, entailing stakeholder propositions, briefing, creative input, sponsorships and support activities
  • Developed a ‘two-step’ brand transitioning approach:
  1. 1. Pre-retail brand change: establish Bupa’s credentials as an international healthcare leader and owner of MBF/HBA/MC.
  2. 2. Retail brand change to Bupa: build awareness of Bupa as a PHI brand while maintaining links to current retail brands



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