| Winner | 2degrees |
| Marketing initiative | Fixing the funnel: how Warehouse Mobile unlocked growth through brand salience |
| Marketing partners | TBWA, OMD, FiftyFive5 |
| Finalists | One New Zealand (highly commended), 2degrees (separate initiative), Meridian Energy, Powershop, Skinny Mobile, Spark New Zealand |
| Judges’ comments | “Clearest diagnosis of challenge, articulation of solution and flow through to results. A highly intelligent commercially grounded solution – simple can be shown to be best. “The entrant is to be commended for clearly addressing the rubric in every question. Well done! Superb demonstration of impact on a campaign executed by a small team to the best of their possible ability.” |
Colour helps customers see value
Switching to the Red Shed’s iconic branding connected Warehouse Mobile consumers with a trusted Kiwi retailer.
Warehouse Mobile was underperforming. By 2024, revenue growth had stalled, average revenue per user (ARPU) had flattened and its customer base had plateaued.
Despite sitting within one of New Zealand’s most trusted retailers, Warehouse Mobile was operating like a standalone telco.
This misalignment stemmed from a legacy brand decision: when it launched in 2016, Warehouse Mobile had adopted a green and black identity to avoid overlap with Vodafone, who owned ‘red’ at the time.
Warehouse Mobile is strategically important within 2degrees’ business through the mobile virtual network operator (MVNO) model. It’s an intensely competitive, price-driven category that includes Skinny and Kogan.
Recognisable assets
Growth is driven by brand salience at the moment of choice. Success depends on recognisable assets and a clear connection to a trusted parent brand.
Data showed Warehouse Mobile’s problem sat at the top of the funnel. Offer comprehension and purchase intent were strong once customers were exposed to the brand. However, few customers were seeing Warehouse Mobile, and those who did rarely linked it to The Warehouse.
Another issue for Warehouse Mobile was customers’ over reliance on one-off data packs, which was suppressing ARPU, retention and lifetime value.
In contrast, customers on plans delivered higher ARPU and lower churn – a behaviour change was needed to drive growth.
The strategy tapped into The Warehouse Group’s status as an iconic Kiwi brand synonymous with value and bargain hunting.
The brand was repositioned around the emotionally resonant idea of “the hunt for bargains”. It returned to The Warehouse’s distinctive red and introduced Warehouse werewolf ‘Wolfie’ as a memorable, ownable character.
To directly influence customer behaviour, the rebrand was paired with data-led lifecycle mechanics.
Wolfie Bytes Rewards incentivised adopting monthly Combo plans, while Data After Hours reinforced the benefits of staying on a plan, shifting behaviours from one-off packs.
Warehouse Mobile’s strategy hasn’t just reignited growth. It reshaped the quality and lifetime value of its customer base, re-establishing the brand as a credible, profitable MVNO growth engine for 2degrees.
This story comes from NZ Marketing magazine issue 88, Sept-Nov 2026. Why not subscribe? Get four issues a year for just $50 (including delivery) if you autorenew.
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