By 2015, HCF, Australia’s largest not-for-profit health fund, had become a tired brand that did not appeal to younger consumers despite eighty years of success. The market was changing and the combined pressure of competitors and consumer market dynamics meant that HCF was finding it increasingly difficult to maintain its position. Yasmina Pinto, the company’s head of brand, had been given the responsibility of revitalizing its tired brand so that it would once again become fresh and appealing to consumers. What was the best way forward for HCF as a brand and as a provider of high quality health care services for Australians?

By 2015, HCF, Australia's largest not-for-profit health fund, had become a tired brand that did not appeal to younger consumers despite eighty years of success. The market was changing and the combined pressure of competitors and consumer market dynamics meant that HCF was finding it increasingly difficult to maintain its position. Yasmina Pinto, the company's head of brand, had been given the responsibility of revitalizing its tired brand so that it would once again become fresh and appealing to consumers. What was the best way forward for HCF as a brand and as a provider of high quality health care services for Australians?