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© PUSH Collective ®


The story of PUSH has just begun, but we have many years of international experience behind us. This is just a snapshot of some of the brands our team members have consulted for, and in many cases created over the years.

Financial Services
As banking groups expand, they need to adopt a new mindset based on relationships rather than transactions

The success of Australia’s economy over the years is due in large part to the solidity of its banks. Already with a balance sheet that is the envy of the Western world, Australian banks have pursued growth by expanding beyond the traditional boundaries of retail banking.

Their strategies have taken them into wealth management – insurance, superannuation, investment and beyond – where they have encountered significant opportunities for growth and cross-selling but also new complexities in terms of culture, channel management and brand architecture. They have had to learn how to shift from a banking model centred on transactions to a wealth management model centred on relationships, and then integrating the two.

Over the years, our team members have helped Australia’s major financial institutions seize new opportunities in their quest for growth at home and across Asia Pacific, and our know-how has been recognised by NAB. The banking group has recently appointed PUSH to evolve its brand approach in wealth management.

Our team members have worked for NAB at PUSH and previously for ANZ, AMP and People’s Choice Credit Union while at FutureBrand.

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Universities must break with old conventions and become laboratories of innovative branding approaches

Few decisions are as important in life as choosing a place to study, and few decisions are as heavily shaped by brand thinking. When we choose a university, we don’t just choose a course of studies, we also choose a promise about our future self and an idea of what matters
in life.

Branding in the higher education space is branding at its deepest. It’s about meanings and aspirations that people – be they students and alumni, staff and corporate stakeholders – need to understand, embrace and advocate often for the rest of their lives.

Interestingly though, universities have started to adopt a more strategic approach to brand building only recently, following the pressure of growing competition and a new generation of progressive leaders joining their ranks.

Over the years our team members have had the pleasure of working with several universities and along the way we have learned a few things about the higher education sector that makes it a fascinating laboratory for new branding approaches.

Universities are complex organisations, in which power and influence are distributed across a vast number of individuals. They host an extraordinary intellectual energy in their staff and students, that must be channeled through the brand. And they are entering a different future, often with more questions than answers: from how to expand overseas while retaining their academic (and brand) integrity, to what role to play in the new world of online open courses.

From developing brand propositions to streamlining brand architectures and aligning the brand across all channels, it’s in the higher education sector that brand thinking can come to life in some of its most refreshing ways.

Click here to discover our recent work for Macquarie University.

Our team members’ experience includes Macquarie University in Sydney (at PUSH) as well as RMIT and La Trobe University in Melbourne (at FutureBrand).

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Public Transport
Can branding help place public transport at the centre of a more inclusive society?

We believe that public transport is the cornerstone of any liveable city and any inclusive society. And as more and more young Westerners fall out of love with owning a car, while our urban boundaries keep expanding, the importance of public transport is destined to grow.

Traditionally, branding in public transport has been an afterthought left to engineers and policy makers. After all, there is no doubt that what really matters is that trains, buses and trams get where they’re going safely and on time. Isn’t branding just applying stickers?

Things are changing.  Branding is now requested to fulfill a set of ambitious goals: capture the spirit of a community, make people keener to use public transport, create clarity in the usage of different integrated modes of transport, and convey the right relationship between government authorities and private operators.

Our team members’ experience in public transport started with the creation of Metro, which runs the metropolitan trains in Melbourne. A brand roadmap was developed that aimed first at addressing inherited delivery issues and then growing Metro into an iconic expression of this cool city. Since then, Metro has become a brand Melburnians are proud of and one of the most successful communicators in the public space.

The project for Metro was followed by engagements with operators of other modes of transport – regional trains and buses – and with PTV, Public Transport Victoria, which was created to oversee the entire system in Victoria, Australia.

Each experience has provided us with new insights into the world of public transport and confirmed in our eyes what many see as a new renaissance of the sector.

Our team members have worked for Keolis Downer EDI Rail at PUSH and for Metro, VLine and PTV while at FutureBrand.

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Shopping centres can be at one with their communities, embracing a diversity of cultures and economies

Shopping centres are a mirror of people’s values and lifestyles. And as those values and lifestyles evolve, so should shopping centres.

Working with The GPT Group over the years, we’ve had the chance to contribute to the redevelopment of some of Australia’s major shopping centres with an inspiring agenda in mind: to break down their walls and let the surrounding communities in, with their stories, aesthetics and economies. This agenda has brought together researchers, brand consultants, architects, builders and landscape designers in stimulating multidisciplinary projects.

Along the way, we have helped turn each centre into a true reflection of its community and a source of pride, with long-term positive outcomes financially, culturally and environmentally.

Following our involvement in the redevelopment of shopping centres, The GPT Group has appointed PUSH for its corporate and investment funds’ strategies.

This has given us exposure across a broad portfolio of retail, office and industrial assets and helped place brand thinking at the heart of GPT’s enterprising culture and business model.

Our team members have worked for GPT (at PUSH and previously at FutureBrand), Federation Centres (at PUSH) and ISPT (at FutureBrand).

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Food & Beverage
Taking Coke off the pedestal and giving it to the people in the street

Being a brand like Coke is not easy: how to be everywhere without becoming wallpaper? How to remain single-minded and still be part of the fabric of different cultures, each with their own food traditions?

Over the decades Coke and its creative agencies have answered those questions in different ways, more or less successfully. Coke’s is first and foremost an extraordinary story of cultural adaptation and re-invention around a very simple product.

While heading strategy planning at McCann in Hong Kong, Erminio helped kick start one of those re-inventions. In the hands of a fearless creative team, the brand was immersed into the colourful life of ordinary Hong Kong people. We made it real and relevant to students stressing out for their upcoming exams, to teenagers having a barbecue on the beach, to housewives having a great time together in Hong Kong’s crowded public houses.

The honesty and cultural relevancy of the work brought new cool back into Coke, and made its promise of shared happiness feel true again.

We believe that there is one important lesson from the experience with Coke in Hong Kong: ground breaking creativity is always born out of a deep understanding and appreciation of the surrounding culture.

Erminio Putignano worked for Coca-Cola and its portfolio of brands while at McCann.

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Welfare must evolve around a changing society. Branding has a (humble) role to play

Governments are made and unmade around their countries’ welfare and healthcare services – what they do and do not encompass, how they are delivered, and to whom.

Often at the centre of hot ideological debates, these services need instead a balanced view to adapt to a changing society.

Once in a while the opportunity arises for brand practitioners like us to be part of the discussion on how to evolve such a vital portfolio, and this is what happened in 2011, working for the Australian Government.

The project included the development of a new brand proposition and name for the entire Human Services Portfolio – including Medicare and Centrelink, a new brand architecture for its complex suite of government agencies, and a new visual identity that could drive the delivery of all services under one ‘roof’ and through one online portal.

The success of the project was driven by the ability to articulate a long term vision, and bring senior decision makers on board, while reading and navigating the political agendas of the day.

We are proud of what we put in motion, as the new brand system is gradually rolled out throughout Australia. And we are proud to see branding expressing its important civic dimension – avoiding any embellishment of reality, but working to make everyone’s life a little bit easier.

Our team members worked for the Australian Government’s Human Services Portfolio while at FutureBrand.

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New generations need new sports traditions. Old archetypes need to speak new languages.

The success of sports codes is built upon traditions. But often traditions can become a constraint, limiting the appeal of a sport and even contributing to its decline.

This is what cricket was facing in Australia, as its appeal held strong among Anglo-Saxon adults but was on the verge of disappearing among a younger multi-cultural generation.

Cricket Australia reacted boldly and decided to go after different audiences for its three formats – test, 50-over and twenty20. Along the way it changed, literally, the rules of the game through its twenty20 competition.


In 2011 twenty20 was turned into a city-based tournament, with an energetic new brand, the Big Bash. New teams were created, each inspired by a universal brand archetype. And a whole new visual and verbal language introduced to engage Youth.

A tradition was born from scratch and immediately turned popular with kids and families – many of them, with no previous affiliation to cricket.

Whether we look at TV viewership, attendance at matches and even the number of children beginning to play cricket, the Big Bash has so far been a great success.

Our team members’ experience includes Cricket Australia, the International Cricket Council, Sydney 2000 Olympic Games, Melbourne 2006 Commonwealth Games (at FutureBrand).

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The future of retail lies in new approaches to research, brand strategy and customer engagement

The Australian retail sector is undergoing a major transformation, pushed along by the entrance of new global brands in the country, the rapid rise of online shopping and a new age of thrift.

At the end of this period we expect the sector to be radically different, with new business and customer engagement models emerging. A number of imperatives must be incorporated into the retailers’ strategies: look beyond seasonal creative themes and sharpen the long term positioning of their brands, engage customers via omni-channel platforms, and, at the back end, increase efficiencies and negotiating power.

A more pervasive use of research and data must enhance the creative flair the sector is famous for. A more accurate and consistent value proposition must put an end to the bottomless race to discounting and promotions.

Consulting to the Country Road Group our team members have helped address some fundamental questions driving the category, first by focusing on the repositioning of Witchery and then by expanding their view over the rest of the Group’s portfolio of brands.

With four brands in its armory – Country Road, Witchery, Trenery and Mimco – the newly established Country Road Group is one of Australia’s retail powerhouses and a laboratory of ideas for how local retailers can succeed and prosper within a tough environment.

Our team members have worked for the Country Road Group at PUSH and previously for Witchery at FutureBrand.

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Beyond entertainment: transforming zoos into conservation heroes

Zoos Victoria is a not-for-profit organisation which has successfully evolved from a traditional zoo into one of the most passionate institutions dedicated to fighting wildlife extinction.

Its agenda is complex. It manages three different sites –  Melbourne Zoo, Werribee Open Range Zoo and Healesville Sanctuary – set in different environmental settings and hosting different species. It also needs to constantly reconcile the imperative of attracting paying visitors with breeding and recovery programs, and of enthralling children while talking about adult issues.

A bold brand strategy has assisted the organisation with fulfilling this agenda: Zoos Victoria exists to forge a new pact between people and wildlife. This brand promise inspires the voice of Zoos Victoria as a corporate entity and provides the foundations for the initiatives and communications for each of its three campuses.


The brand identity has established a new balance between what the three campuses share and their individual expressions – reinforcing a common story of environmental engagement but also promoting variety and cross-selling.

Today Zoos Victoria continues to flourish with initiatives that show an uncompromising ethical stance – such as its battle against palm oil and deforestation – while adopting a language that resonates with broad audiences, big and small. And along the way it keeps converting many people to the cause of wildlife conservation.

Our team members worked for Zoos Victoria while at FutureBrand.

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Entertainment and hospitality
Vision and attention to detail: creating a global icon in hospitality and entertainment

From a temporary venue on Melbourne’s Yarra River to the big stage in gaming, entertainment and hospitality across Australia and Asia.

It has been an exciting journey for Crown and one during which, from the very creation of the brand in 1994, our team members have been often called upon to provide strategic and creative advice.

The Crown brand is a successful mix of larger-than-life vision and attention to detail. At its heart there is an exquisitely orchestrated portfolio of brands, venues and experiences, in which every aspect is conceived to engage with a specific group of customers – from local Melburnians to international high flyers.

And behind the scenes, there is one of the best skilled staff – thousands of them – working in the sector. To assist them with translating the brand strategy into everyday practices, our team members have worked alongside Crown to develop a comprehensive employer brand platform that explains how to best recruit, motivate, develop professionally and reward staff.

As Crown continues expanding in Australia and beyond we are pleased to see the brand model originated in Melbourne showing all its versatility and adaptability to different cities and set-ups.

Our team members have worked for the Wests Group at PUSH and for Crown and Hayman Island while at FutureBrand.

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