'CAN' was 20% more effective in cost and 11% more effective in recall than campaign norms, with a record recall for Outdoor.

We reached 70% of all Australians, generating 41,000 new Facebook friends.

The association of CommBank with 'CAN' moved CommBank beyond its competitors on 'leadership in banking' and 'first choice for day-to-day accounts' – essential for the bank’s growth.

Two milestones were achieved following the campaign:

1. Record profits of $7.09bn for year ending June 30 2012, ‘the largest result by a non-mining company in Australia’ .

2. #1 in customer satisfaction for the first time in December 2012.

Significant visual impact was needed to make the switch from 'CAN’T' to 'CAN' a true brand restatement. We were looking for a highly memorable before and after effect.

Week one the strong media multiplier effect of Outdoor and Online was used to launch unbranded ads simply stating 'CAN’T'. 'CAN’T' quickly became a mythical message.

When we revealed 'CAN' appended with the CommBank logo, it was made even more compelling not only due to the message, but because of the limited use of media. At midnight on day 7 all 2000 outdoor panels were re-skinned to reflect 'CAN'; mobile, display and search switched over and everyone who had seen the 'CAN’T' creative was retargeted with 'CAN'. On day 8 TV, Video, Print and Radio were introduced running at full steam, to deliver the 5-to-1 positivity tipping-point.

Flat customer satisfaction scores, a softening brand position and new emphasis on technology and advice meant the Commonwealth Bank of Australia (CommBank) was ripe for a re-brand.

Customer research told us that CommBank was still seen as the ‘brown-cardigan wearers’ of the finance industry, despite their significant investment in customer-centric technology. Not only that, CommBank was the same as all the other banks – big, faceless institutions that were responsible for more harm than good.

This attitude was not confined to Australia’s largest financial institutions. As global economic uncertainty grew, household financial management was increasingly conservative. By 2012 Australia’s household savings ratio was the highest since the mid-80s recession.

CommBank’s new brand campaign would acknowledge the can’t-do attitude that characterized financial institutions for many Australians. Overnight we would turn CAN’T into CAN reigniting Australia’s traditional 'she’ll be right mate' optimism.