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Subway ANZ has staged a major comeback under marketing boss, Rodica Titeica, who joined in 2020 with a mandate to revive a legacy brand losing ground in a crowded QSR market. With a ‘Team Fresh’ model built via Publicis Groupe, Subway tackled entrenched perceptions through emotionally charged, fame-building creative, putting 9-metre footlong sub boat on Lake Wakatipu, switching up festive messaging with Cookie-mas and re-invigorating the lunchtime rush. A return to the ‘Eat Fresh, Feel Good’ brand promise, plus razor-sharp targeting, delivered more than 40 per cent annual growth in brand recall between 2022 to 2024, driving consideration up 29 per cent and conversation 237 per cent. The marketing metrics are translating to the bottom line too, with ANZ now one of Subway’s top-performing markets globally. It’s chalked up a 41 per cent CAGR over the last five years, and weekly average restaurant value is up 11.75 per cent. With franchisees and execs onboard, Titeica reckons there’s even more “sustained growth to come”.

Allianz’s Laura Halbert sees brand as the thing people say about you when you’re not in the room. For Michael Hill’s Jo Feeney, it’s the external expression of what you are, what you know, what you believe your business is to your customer, and a shortcut to recognition. Reflections Holiday’s Pete Chapman, it’s the reason someone chooses a product over a comparable alternative. While they may be facing different category nuances, brand maturity, lifecycles and market dynamics, all three marketing chiefs know brand evolution and investment is vital for continued cultural relevance, distinctiveness and commercial success. So they’re recalibrating media spend, leveraging customer insight and new marketing metrics, buying into consistent creative and distinctive assets for the longhaul, and working cross-functional relationships to flip the switch from demand to brand through the power of data and emotional connection.