The transformation was developed pro bono by branding agency FutureBrand Australia, covering the organisation’s brand strategy, identity, language, and digital experience. 

FutureBrand said the project represents more than AU$100,000 in pro bono investment as part of its ongoing support for the not-for-profit sector.

The new identity reflects the organisation’s evolving role as Australia’s independent national peak body for autism families, following nearly two decades of advocacy.

According to the organisation, the change comes as autism awareness has become mainstream, while families continue to face fragmented support systems and major reforms to the country’s National Disability Insurance Scheme (NDIS).

A 2025 national survey commissioned by the organisation found that families raising autistic children continue to face complex, slow, and difficult-to-navigate systems, leaving many parents financially and emotionally strained.

Nicole Rogerson, CEO and Founder of Autism Association of Australia, said the organisation needed more than a visual refresh.

“When we set out to change our name, we needed a partner who would not just design a new logo, but understood why the change mattered. FutureBrand pushed us past ‘awareness’ and helped us find language and an identity that matches the seriousness of the fight ahead for Australian families.”

FutureBrand Australia CEO Rich Curtis said the project aligned with the agency’s purpose of creating meaningful impact through brand transformation.

“As soon as I heard Nicole’s story, it stuck in my mind on two levels—one, her personal story as a family raising an autistic child, and two, her professional story as a leading voice in the autism community striving for comprehensive systemic change,” Curtis said.

“Amidst the complexity of that system, there is a pivotal opportunity for a bolder brand to make a meaningful difference—if awareness is no longer enough, what next?”

The rebrand is now live, with the organisation’s new website operating under autismaustralia.org.au, while existing Autism Awareness Australia web links automatically redirect to the new domain.

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The proposed rebrand, announced in a filing to the Hong Kong Stock Exchange (HKEX), will see the company change its English name from i-CABLE Communications Limited to CTF Media & Entertainment Limited, while its Chinese name will also be updated accordingly from “有線寬頻通訊有限公司” to “周大福媒體娛樂有限公司”. 

According to the company’s board of directors, the proposed name change is intended to better represent the group’s business development and long-term strategic direction, including leveraging synergies with other companies within the Chow Tai Fook group.

In the HKEX filing, the board said, “The proposed change of company name can better reflect the group’s business development and direction of future development, including but not limited to leveraging on the synergy with other members of the Chow Tai Fook group.”

It added, “The Board believes that the new name can provide the Company with a more appropriate corporate image and identity which will benefit the Company’s business development and is in the best interests of the Company and the shareholders of the Company as a whole.”

The proposed change remains subject to approval by shareholders through a special resolution at the company’s forthcoming general meeting, as well as approval from the Registrar of Companies in Hong Kong.

If approved, the company will complete the necessary filing procedures, with the new corporate name taking effect once the Registrar of Companies issues a Certificate of Change of Name.

The company said the proposed rebrand will not affect shareholders’ rights, its daily business operations, or its financial position. Existing share certificates bearing the current company name will remain valid for trading, settlement, registration, and delivery, with no exchange process required. New share certificates issued after the change takes effect will carry the company’s new English and Chinese names.

Subject to confirmation by the HKEX, the company’s stock short names will also be updated following the effective date of the name change.

Ivy Wong, Chief Executive Officer and Executive Director of the Company, said, “This proposed name change marks a significant milestone in our corporate transformation journey. Following the successful brand repositioning of HOY, adopting the name of ‘CTF Media & Entertainment Limited’ is the strategic next step in our evolution roadmap.”

Ivy continued, “The new identity will unlock strong synergies within the Chow Tai Fook group and more accurately reflect our transformation into a multi-platform, multi-dimensional media network. It solidifies our commitment to not just serving our Hong Kong audience with enhanced experiences but to championing our stories on a global stage for Chinese communities everywhere.”

A circular containing further details of the proposal, together with a notice convening the general meeting, will be distributed to shareholders in due course. The company said it will also issue further announcements regarding the effective date of the name change and the corresponding changes to its stock short names once the necessary approvals have been obtained.

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The rebrand follows Omnicom Group’s global retirement of the DDB brand and forms part of the broader transformation of DDB Group Philippines into GGC Group Asia, which takes effect on 1 July 2026.

Moving forward as an independent creative agency, Alab MNL said it will continue helping brands navigate an increasingly fragmented communications landscape through creative, integrated, and technology-enabled solutions.

The agency’s new name, derived from the Filipino word “alab” meaning “blaze” or “flame,” reflects its ambition to ignite ideas, conversations, and business growth for its clients.

While the identity has changed, the agency emphasized that its leadership, talent, and client relationships remain intact.

“This transition to Alab MNL is both a continuation and an evolution,” said Vina Henson, Managing Director of Alab MNL. 

“What remains unchanged is our commitment to creative bravery and effectiveness, strategic partnership, and meaningful collaboration with our clients. What’s evolving is how we respond to today’s realities—becoming more agile, more integrated, and more solutions-driven in the way we help brands grow and connect with consumers.”

The rebrand also signals a renewed positioning as brands contend with shifting consumer behavior, platform fragmentation, and growing demand for measurable marketing outcomes.

According to Executive Creative Director Bia Fernandez, Alab MNL aims to combine creativity, human insight, and integrated capabilities to deliver ideas that generate both cultural and commercial impact.

“Alab MNL is excited to help our clients not only capture people’s attention but also build impactful solutions that will shape both their market performance and their cultural impact,” Fernandez said.

Despite the new identity, the agency will continue operating with its existing teams and leadership while maintaining partnerships with clients including PepsiCo, PLDT, RCBC, Isuzu, Cignal, and Aboitiz Power.

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The move comes after Omnicom Group announced plans to retire the DDB brand worldwide following its acquisition of Interpublic Group.

Established in 1992 through a partnership between DDB Worldwide and Filipino-owned Advertising Marketing and Associates (AMA), DDB Group Philippines had served as the network’s local office for more than three decades.

Under its new identity, GGC Group Asia will continue to collaborate with Omnicom when required, providing clients with access to global marketing communications capabilities while operating independently.

The rebrand is named after Group Chairman and CEO Gil G. Chua, whose initials form the new company name. 

According to Chua, the transition represents an opportunity for the organisation to build on its legacy while embracing greater independence.

As part of the restructuring, several agencies within the network have also adopted new identities. 

DDB Philippines has been renamed Velocity+, DDB MNL becomes Alab MNL, and Tribal Worldwide Philippines will now operate as The Tribe.

Other agencies within the group, including Optimax Communications, Agile Intelligence, Ripple8, Touch XDA, and Bent and Buzz, will retain their existing brands.

The rebrand also includes the integration of several sister companies from the FCT Group, expanding the organisation’s footprint across business solutions, logistics, and marketing support services.

Following the consolidation, GGC Group Asia will comprise 14 companies operating across 18 offices nationwide, supported by more than 7,500 employees.

The company said the transition will not affect leadership structures, client relationships, existing contracts, or day-to-day operations.

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The company clarified that the change applies only at the corporate level and will not affect existing store operations, brands, or customer experience. Retail outlets will continue to operate under their current names, including Matahari and Matahari Department Store.

Operating for more than 60 years, the company maintains a nationwide footprint of over 140 stores across nearly 80 cities. The name change reflects its move beyond a single department store format into a broader retail platform that develops and manages multiple brands and concepts.

Its portfolio now spans several concepts, including Matahari Department Store, which remains its core family fashion and lifestyle offering, as well as newer formats such as SUKO, a minimalist essentials brand; ZES, an urban contemporary fashion label; and MU+KU, a multibrand concept store focused on curated retail experiences. These formats are currently concentrated in key cities including Jakarta, Bekasi, and Surabaya.

Alongside these, the company continues to expand its private label portfolio, which includes brands such as Nevada, COLE, Connexion, and Little M, covering a range of categories from everyday wear to more trend-driven apparel.

The company said it plans to scale these concepts further as part of a more integrated retail network aimed at serving a wider range of customer segments and supporting future growth.

“The transition to PT MDS Retailing marks our transformation into a multi-concept retail network, moving beyond a single-format business to deliver more relevant concepts and experiences. We remain committed to innovating, adapting to changing consumer needs, and creating sustainable value for all stakeholders,” said Monish Mansukhani, CEO of MDS Retailing.

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Guided by the proposition “EleBank, Invest Wisely”, the transition marks a shift in the bank’s positioning as it seeks to expand its digital banking offering. The move includes the development of an integrated suite of services covering financing, payments, lending, and insurance, with a focus on closer integration between fintech capabilities and wealth management functions.

The rebrand goes beyond changes to visual identity, with the bank framing it as part of a broader effort to enhance its digital customer experience. EleBank said it will continue to build on its existing digital infrastructure and maintain its focus on technology-led financial services.

It also outlined ongoing efforts to strengthen investment-related offerings, with an emphasis on simplifying wealth management processes through technology while maintaining compliance and risk management frameworks to support service stability and security.

Looking ahead, EleBank said it will continue to use fintech as a driver of product development and service expansion, as it works towards a more integrated banking platform combining multiple financial services under one system.

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The rebrand is supported by investment from parent company News Corp and will coincide with the unveiling of a new state-of-the-art media broadcast headquarters.

In a statement, Paul Whittaker, CEO of Sky News Australia, reflected on the network’s history and outlined its direction moving forward.

“Thirty years ago Sky News Australia revolutionised the way we watched the news – launching the nation’s first 24-hour news channel and setting a new standard for live television reporting,” he said.

He added, “Forged from decades of journalistic excellence, News24 is not simply a new name — it is a statement of intent for the future of trusted, fearless storytelling.”

The company said the new brand will retain its existing editorial positioning while aligning more closely with News Corp’s broader media identity.

“Launching later this year News24 embraces the heritage and editorial credentials of one of the world’s great journalism companies. By adopting the ‘News’ script, News24 creates a visible connection to a century of journalistic excellence established by Sir Keith and Rupert Murdoch,” it said.

Whittaker said the rebrand reflects the broadcaster’s shift from a traditional linear television channel to a multiplatform news operation with a growing international audience.

“The launch of News24 reflects our evolution from a traditional linear Australian television channel to a globally ambitious multiplatform news business with a growing international audience.

He also added that the rebrand positions the network for broader international expansion.

“Backed by News Corp’s investment and its journalistic legacy, News24 will take our Australian brand of news, analysis, and opinion to larger audiences in more markets than we’ve ever been able to achieve before. We will continue to deliver real news and honest views — wherever you are — so you can navigate a changing world with clarity and confidence,” he concluded.

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The new identity reflects the company’s transition to independent ownership and signals its strategic focus amid a media and entertainment landscape characterised by increasing audience fragmentation and a proliferation of content and data sources. 

Under the Fifty5Blue brand, the company said it aims to support advertisers, agencies, media owners and social platforms in making more informed decisions across content and advertising strategies and investments.

“Today we step forward as Fifty5Blue with ambition,” said Patrick Béhar, global CEO at Fifty5Blue. “In a world full of noise, with no shortage of data, we believe clarity is the real differentiator. Our role is to remove unnecessary complexity, provide the right data with the most rigorous methods and help our clients gain the clarity to make better decisions.”

He added, “This new brand stands on the shoulders of the business we have built over the past year and the standards we continue to hold ourselves to – clearing the fog, standing for independence and embracing impatience.”

Over the past year, the company said it has undergone a transformation under independent ownership, with increased investments in talent, technology and partnerships. 

“We have embraced the freedom to move faster, sharpen our focus and invest for the long-term, while remaining anchored in the independence, rigour and transparency that have always defined our organisation and our audience measurement solutions globally” said Béhar.

Fifty5Blue stated that it will continue to accelerate investment in hybrid measurement solutions that combine panel data with large-scale datasets, supported by its technology infrastructure and independent governance model. The company has also increased its focus on artificial intelligence to enhance how clients interact with its real-time proprietary data and to develop tools supporting the advertising funnel. 

“AI fundamentally reinforces the importance of our single-source datasets, which are based on direct observation of what real people watch,” Béhar added.

The global launch of the Fifty5Blue brand includes a refreshed visual identity designed to reflect clarity, focus and confidence. The company said it will continue to serve advertisers, agencies, broadcasters and platforms worldwide, maintaining its role as a long-term measurement partner during industry change.

Existing products and businesses, including Ibope, TGI and TechEdge, will remain part of the portfolio and continue to evolve under the Fifty5Blue brand.

“Our clients and partners can expect the same trusted measurement, independence and commitment to helping them navigate change. What’s new is our impatience to innovate, deliver and scale faster for our clients, our partners and our teams. We are our clients’ window on what the world is watching,” Béhar concluded.

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In this case study, we explore the recent rebranding effort for Aboitiz Foods, and how it successfully rolled out said initiative to give the public a better representation of its well-established companies – Pilmico and Gold Coin – under a single identity.

The Challenge

In 2018, Pilmico, the food and agribusiness subsidiary of the Aboitiz Group, acquired Gold Coin Management Holdings Inc. (Gold Coin), one of Asia Pacific’s leading animal nutrition companies. This milestone expanded Pilmico’s reach from a Philippine-based business to a regional player with presence in eight countries. But as the business grew, so did the brand challenge: How can the conglomerate unify two well-established companies—each with its own legacy, culture, and markets—under a single identity that signals progress while honouring the history?

For years, the names “Pilmico” and “Gold Coin” existed alongside each other, creating confusion internally and externally. Customers, partners, and even employees were unclear on how to refer to the organisation as a whole. This fragmented identity limited brand equity and made it difficult to communicate a consistent value proposition in the region. The lack of a cohesive brand also posed challenges for unlocking synergies, scaling innovation, and building a unified culture.

It is for this reason that the conglomerate launched Aboitiz Foods—a new masterbrand that brings Pilmico and Gold Coin together under one bold, cohesive identity. Rooted in the 100-year legacy of the Aboitiz Group, Aboitiz Foods is more than a name change—it’s a deliberate and strategic shift to signal a future-ready, purpose-led company committed to sustainably feeding Asia’s growth from mill to meal.

The Objective

The Aboitiz Foods rebrand aimed to solve three key challenges:

• Brand Unity – Create one brand that could unify operations across multiple markets, cultures, and teams.

• Clarity and Recognition – Clarify its identity to external stakeholders, making it easier to do business, build partnerships, and attract talent.

• Purpose and Progress – Communicate a forward-looking vision that connects the legacy of the Aboitiz Group with the innovation needed to lead in a complex, fast-changing food industry.

Addressing these challenges was essential not just for marketing effectiveness but also for unlocking growth and transformation at scale. Through this rebranding, Aboitiz laid the foundation for a stronger, more agile organisation—one that’s primed for innovation, united by purpose, and ready to nourish the future of food in Asia.

The Methodology

The rebranding to Aboitiz Foods was grounded on a clear strategic vision: to unify a multi-country business under a single corporate identity, while preserving the value of legacy brands and empowering future growth. It was not just a matter of visual identity, but of establishing a cohesive brand architecture that could support business transformation, clarify market presence, and enable regional scale.

The core of the strategy was built on three pillars:

• Unify under a strong corporate masterbrand – The conglomerate leveraged the equity of the Aboitiz name to elevate the new entity beyond its component parts. As a trusted 100-year-old conglomerate in the Philippines and a rising player in Asia, Aboitiz gave the new brand instant credibility and signaled stability, scale, and purpose-led growth.

• Clarify the brand ecosystem – Aboitiz introduced a tiered brand structure:

• Aboitiz Foods as the corporate brand, representing the totality of what it stands for.

• Producer brands (Pilmico, Gold Coin) to highlight its manufacturing and operational capabilities across markets.

• Product brands (The Good Meat, Maxime, Salto, Vidalix, etc.) to connect with customers and end-users through differentiated value propositions. This architecture allowed Aboitiz Foods to maintain equity in established brands while enabling consistent storytelling across stakeholders.

• Balance global consistency with local relevance – Operating in eight Asian markets, Aboitiz Foods had to respect regional diversity while projecting one voice. The company’s strategy was shaped by insights from regional business leaders, internal culture surveys, brand audits, and stakeholder interviews. 

To bring the strategy to life, Aboitiz Foods combined data and creativity:

• Internal engagement first: The group first launched the brand internally before going public, rallying nearly 4,000 employees across Asia through roadshows, digital kits, and leadership-led messaging to embed the vision from the inside out.

• Brand storytelling: The group then rolled out a visual identity and messaging system anchored in Aboitiz’s purpose and values, telling one consistent story across corporate, producer, and product brands.

• Reputation-focused external rollout: Rather than a mass-market campaign, they  prioritised credibility-building through executive communications, strategic PR, and thought leadership—especially in B2B and regional business media.

This strategic rebrand aligned with broader marketing goals: to position Aboitiz Foods as a regional powerhouse in food and agribusiness, reinforce trust with partners and regulators, and lay the foundation for long-term brand equity across Asia.

The Execution

The journey to redefine themselves as Aboitiz Foods began after they acquired Pilmico and Gold Coin. However, it was not without challenges. The pandemic, for instance, forced everything into a pause — including the brand name they had initially chosen to define the organisation.

As its organisational priorities and focus shifted, the original proposed brand name seemed increasingly misaligned with the new direction. To validate this through data, the organisation conducted a Name Acceptability Survey in March 2023 involving employees, key customers, investors, and the media as primary participants. 

The results pointed them toward a name that embodied both their heritage and  future: Aboitiz Foods.

• “Aboitiz” pays homage to the legacy of the century-old conglomerate it belongs to, the Aboitiz Group
• “Foods” conveys its holistic offerings across the value chain — from mill to meal
• And the Infinity Sign that signifies the integration of its companies, Pilmico and Gold Coin, for a sustainable future

Alongside the new logo, the group introduced a refreshed color palette, predominantly green to symbolise growth, sustainability, and its future as a purpose-led food and agribusiness company. 

At the heart of the rebrand is the brand promise: “Together, We Nourish the Future,” a commitment to its stakeholders, customers, and communities. This encapsulates the collaborative spirit and shared responsibility that define its approach to business. More than a visual refresh, it was a strategic repositioning aligned with the vision to become an integrated regional food and agribusiness leader in Asia. 

Internal Engagement: The group adopted a top-down approach to the rebranding effort, starting with  executives during the inaugural leadership conference in March 2024. By engaging them early, they were able to address concerns, establish alignment, and ensure that they became brand ambassadors to their respective teams.

This culminated in a successful internal launch on August 1, 2024, where they rallied nearly 4,000 employees across Asia in a virtual event.

Brand Storytelling: The group introduced a unified visual identity and messaging system to tell one consistent story across corporate, producer, and product brands. 

To strengthen the brand from within, it conducted internal hyper-localised brand roadshows across eight countries to introduce Aboitiz Foods and align team members around its new identity and purpose. 

Reputation-focused external rollout: Rather than launching with a mass-market campaign, it gradually built credibility through executive visibility, strategic PR, and thought leadership, positioning Aboitiz Foods as a serious player in the regional space.

The Results

Launching a corporate brand served a more powerful purpose: to unite people behind a shared vision. The rebranding campaign sparked a renewed sense of pride and morale among its team members, fueling alignment, engagement, and collaboration across the organisation. The shift toward a high-performance culture played a key role in achieving record-breaking results in 2025. 

Beyond profit growth, the strength of its internal launch laid the groundwork for measurable impact — from deepened employee engagement to strengthened external visibility.

Nearly 4,000 employees across Asia participated in the virtual launch—a first of its kind— followed by localized brand roadshows and the launch of internal brand assets.

Post-roadshow evaluations further showed a significant improvement in overall brand understanding, reinforcing the effectiveness of its internal brand activation efforts.

Aboitiz Foods’ new social media pages and revamped website became key touchpoints, leading to a significant growth in overall social media metrics. With now over 140,000 followers across channels, its digital platforms continue to amplify its “mill to meal” story, driving visibility across the region. 

Since the launch, Aboitiz Foods has rolled out purpose-driven campaigns that build on its unified identity: every meal, its flagship ESG and sustainability campaign; Feed Your Future, its employer branding campaign that highlights its people-first culture;  and thought leadership,  which positions  executives as key voices and strategic leaders in the industry. 

Beyond the launch, the rebrand signified the beginning of a new chapter. By uniting its once-fragmented producer brands under one banner, Aboitiz Foods has transformed into more than just a name. It has become a platform that drives its growth and unites its team regardless of distance, differences, and industry complexity. 

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The rebrand marks a new phase for the company, which has close to three decades of experience in providing employee benefits, and reflects a strategic shift towards more specialised corporate solutions.

“The launch of InLife Benefits brings a clearer, more intentional focus to our mission. By streamlining our portfolio to prioritise life insurance and corporate solutions, we are better positioned to provide the agility and depth of service that Filipino businesses require,”  said InLife executive chairperson Nina D. Aguas.

Nina added, “This drives our goal of delivering a more seamless experience for our partners, and ensuring that we give a Lifetime for Good to our stakeholders.”

Moreover, InLife Benefits president and CEO Noemi G. Azura echoed that change represents a broader repositioning of the organisation, “This milestone is more than a rebrand—it is a reaffirmation of our purpose to meet the changing needs of today’s workforce.”

According to the company, the new brand is anchored on local expertise and global best practices, drawing on InLife’s position as a Filipino life insurance company, as well as international experience from its previous global affiliation.

“Built on InLife’s Filipino heritage and enriched by international expertise, our solutions merge deep local roots with global service standards,” Azura added.

Additionally, InLife Benefits provides employee benefits and healthcare programmes to small and medium-sized enterprises (SMEs) and multinational organisations across the Philippines. 

“For Filipinos, protection naturally extends from the workplace to the family. By allowing coverage for extended dependents, we help ensure that care, protection, and peace of mind reach the people who matter most,” Azura said.

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