Everything Everywhere readies Orange and T-Mobile brand campaigns

Everything Everywhere is readying two simultaneous Orange and T-Mobile campaigns as it looks to emphasise the key differences between its two brands.

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The activity, which is in the region of £15m, aims to define T-Mobile as a value brand and Orange’s more premium offer, as the company that “goes the extra mile” to give consumers more than they expected.

The T-Mobile campaign marks the end of its popular “Life’s for sharing” strategy and looks to celebrate “What Britain loves” – from grannies to cheese rolling.

It will highlight T-Mobile’s upcoming “Full Monty” price plan, which is similar to rival Three’s “All You Can Eat” unlimited calls, texts and data packages.

The ad, voiced by comedian Harry Hill – another of Britain’s “loves”, according to Everything Everywhere – is set to launch on YouTube on Thursday 2 February, followed by 90-second TV spots on 4 Saturday 4 February.

Saatchi & Saatchi, which also created T-Mobile’s viral “Royal Wedding” spoof ad, is the creative agency behind the campaign.

Orange’s campaign is set to introduce new “ninja” brand ambassador characters that will feature across its forthcoming activity to highlight how the network invisibly helps consumers get the services they need.

A 40-second ad, which will also launch first on YouTube, will promote Orange’s Panther price plan, which offers consumers free access to mobile subscriptions from brands such as Sky Sports, The Times and Deezer.

The lead creative agency behind the campaign is Fallon, which recently created the Orange “Gold Spot” cinema ads featuring The Muppets.

Speculation had arisen this month that Everything Everywhere might drop one or both of the Orange and T-Mobile brands or even launch a new brand to better communicate the integration between the two companies, after a bond prospectus detailed possible future strategies suggested after an October brand review.

An Everything Everywhere spokesman told Marketing Week that the bond prospectus was released as due diligence 18 months after the two brands merged as one company.

He added that the document was “unspecific” about future brand and product strategy and merely listed out all the possible options the company could take as a result of the merger.

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