The pre-launch aimed to inform the consumer that Vodafone “is coming” creating a red speck (brand colour), stimulating the curiosity about the brand and its values. This phase needed to be massively visible.We aimed at the fast achievement of top awareness, and curiosity stimulating the answer, communicating with high levels of pressure, maximising coverage of new brand values in order to generate high levels of memorisation. Vodafone is a mass brand which needed communicate in personal way, establishing emotional links with the consumer, making it relevant to particular targets (particularly young and business people). Products/Services communication goals included. In order to respond to Vodafone media challenge it was necessary to create two different actions: mass communication and penetration in specific but varied target in a personal and original way.Vodafone had high levels of frequency and visualisation on several media making an umbrella medium strategy effect.On Television we took advantage of the audio-visual impact choosing the best day-parts in channels with more audience. Pre-Launch campaign reached 94% of coverage (ABC 25/54 years old) in two weeks. With this we intended to communicate and reach everybody, everywhere and create curiosity for the next phase: Launch. In this phase the repetition and massification reached even higher percentages and frequency, being “on air” during 5 weeks. Vodafone reached 97% of total coverage (ABC 25/54 years old). This makes Vodafone the advertiser with more pressure on the Telecommunication Market during this period of time.Press campaign included pages and foot notes (Pre-Launch) and double pages (Launch), reaching 85% and 88% of coverage, respectively. The press locations were always premium looking for the first contact with the reader.

Outdoor was one of the most important medium of the campaign, it was used to create a strong impact and obtain a national coverage; a massive impact campaign was made to create a solide involvement with the consumer. In total Vodafone had 100% of penetration in the Islands, 63% of Urban formats penetration and 510 Large Formats positions.Beyond the mass communication to reach everybody we had several special actions to reach specif in targets in a more personal and emotive way.Big Brother - Telecel/Vodafone was the main sponsor of one of the most important Sport Club in Portugal, on the 22nd of October, a Benfica shirt, already with the Vodafone logo printed on, was given to each contestant of the reality show, broadcasted on TVI.

The choice of B.Brother was due to two factors. First the isolation of the contestants , the possibility of interaction with them originating a feedback of the brand change.And second as a reflection of its ratings (leader), because the possibility of this kind of action would have a huge impact in Portugal, allowing a wide range of people to be impacted.

Simultaneous spot - Also on the 22nd of October, the 60 seconds Vodafone spot, was aired simultaneously, on the three main portuguese channels exactly one minute before the 8 o’clock pm news to make sure that all TV viewers wouldn’t miss the ad.Survivor - Vodafone was the main sponsor of this TV show. Due to the fact that Vodafone values totally identify with the program concept it was possible several brand exhibitions in the entire island and contestants.

The association with this show comes from the brand values that include exactly the idea: We’re free.A Central Folder was released in a magazine that has a great affinity with Vodafone’s target and also a huge circulation. The idea of the Central Folder (with 8 pages) was to transmitt the concept of good welcome in Portugal belonging to an worldwide telecommunication company.To reinforce press campaign IM developed Plastic bags, with national distribution by promoters in news stands during an entire week, creating mass exposure of the brand. Postcards were distributed in bars, restaurants and clubs, achieving in an informal way young consumers.To communicate a new position technology we used all advertising spaces in an entire national sport newspaper edition. This newspaper has high level of affinity with Vodafone’s target. Here we had a perfect synergy between the suport and ads creative concept.The important performance of Outdoor led us to choose strategic positions to pass specific messages to specific targets. In aeroport we had vital points: outside aeroport and at Check-In. In the Portuguese business highway there was a Gable (once more there was an adjustment of criativity to the position). The same was done for public transportations - Subway, Train, Tram, Bus.

These outdoor positions were raised to their maximum: perfect positions with perfect creative ads. Initiative Media (IM) had a challenge: make sure that Telecel values were transferred to Vodafone brand, making them compatible that consumers won’t loose brand identity. This challenge originated an integrated media solution proposed by Initiative Media.

The synergy created among IM, the client and the advertising agency, allowed the maximisation of media solutions. In 22nd October 2001 Telecel/Vodafone brand just became Vodafone. The launch was on October 22nd, preceded by a pre-launch campaign, on October 8th.

The purpose was to maintain the Telecel awareness, transpose the values and the identity of Vodafone brand to Telecel/Vodafone: another brand name, the same enterprise. The challenge was to make brand name change effective the communication process having media an important role. Different markets have different ways of accepting the same message and market stimulus –it may work well in one market and have the opposite reaction in the other. In the Portuguese market we were dealing with a national brand that has to be communicated as an international brand to the consumer.What make this submission special is all the values that it contains and the successful way they were transmitted to the consumer.

The final media solution exceeded all expectations of awareness, new brand recognition and identification.

Initiative Media (IM) had a challenge: make sure that Telecel values were transferred to Vodafone brand, making them compatible that consumers won’t loose brand identity. This challenge originated an integrated media solution proposed by Initiative Media.

The synergy created among IM, the client and the advertising agency, allowed the maximisation of media solutions.