The telco industry was facing greater commoditisation than ever before.

O2 found itself being squeezed in both directions - between the major networks with unique core benefits; and the value-led Mobile Virtual Network Operators (MVNOs), gaining in prominence and market share, and driving a race to the bottom with increasingly aggressive pricing.

As a key player O2 had many benefits to offer, but by talking about all of them, they were simultaneously diluting what made them unique.

With owning the latest devices losing its cultural importance, and the brand being squeezed from both directions, there was a challenge ahead… and that was pre COVID-19.

Throw a national lockdown into the mix, and they found themselves with a significant challenge. O2 stores are disproportionately responsible for direct sales and were closed for an unprecedented time. While perks and live experiences - a key point of difference for O2 - were nonexistent, leaving their star player Priority on the bench.

The easy thing would be to ride the wave, defend the bottom line where they could, and...