How do you build a brand focused on real food, not just fast food?
- Brand Research & Diagnostics
- Corporate Brand Strategy
- Culture Change & Employee Value Proposition (EVP)
- Communications Strategy & Implementation
Consumers are constantly reevaluating their views on what constitutes ‘good health’. It’s not just about convenient ‘health’ food — people want nourishing food, from known sources, raised properly, and cooked well. People want real food, not just fast food. But back in 20XX, Red Rooster had well and truly fallen into the fast food trap.
The fast food trap
Red Rooster had found themselves at a crossroads — the brand had lost its way and fallen into the fast food trap. Busy competing with other fast food brands, they had lost touch with market realities and industry trends.
Facing a number of brand and organisational challenges, such as leadership turnover, disenfranchised franchisees, terrible staff culture and attitude, high levels of customer dissatisfaction, dropping in sales and customer data, and zero innovation in product, service, or delivery, Red Rooster dangerously needed a shake-up. They needed our guidance to change the narrative to help drive growth in sales, attract new franchisee investment and buy-in, re-engage front line teams, and regain customer and community loyalty.
Embracing the real food wave
Working alongside Red Rooster in a collaborative and engaging manner, with input from all key stakeholders, including franchisees, staff, and the leadership team, we crafted an authentic new brand strategy.
A refreshed business strategy and positioning guided the development of an overarching product and service strategy, and from there a brand idea was born. A future-proofed brand idea that communicated emotionally and functionally, with both brand and retail messages.
Knowledge of the customer needs and changing market dynamics was key,
as was the renewed family meal habits and decision drivers within Australian families.
Once franchisee regained trust in the management the investment in stores,
product, innovation, and staff were smoothly implemented.
Bringing people and families together
By repositioning Red Rooster as the specialist in whole chicken and quick ‘n easy family meals, we were able to instantly drive reevaluation of the brand, sales (value and volume), customer base, and profit.
By October 2014, just two months after launch, Red Rooster’s roast chicken volume had increased by 42%. Before the relaunch Red Rooster had experienced 3 years of continuous, month on month, sales declines. Within six months stores were showing strong increases on sales.
Red Rooster management had been trying for years to get franchisees to invest in the refurbishment of their tired and run-down properties. Two weeks after relaunch head office had received 60 applications for refurbishing stores and 8 applications for
new stores from current franchisees.
“Brand Council has been instrumental in developing the DuluxGroup core purpose. They methodically and strategically worked across all levels of the organisation to capture – who we are; what we stand for; and why we do what we do – into a unifying core purpose ‘Imagine a Better Place’. The true test of their work is that, almost a decade later, our Core Purpose has endured, strengthened and is ingrained into the psyche at all levels of the organisation.”
Pat Houlihan | CEO & Chairman DuluxGroup, Chairman MCRI
"Brand Council have helped us clarify our brand architecture, reinvent Hard Yakka and KingGee, and provided strategic guidance on two additional brands. This has resulted in significant tangible results for our business. We enjoy working with Trudi and Peta and value their opinion and expertise."
Doug Swan | Group General Manager Workwear Group
"The key to Brand Council’s success is their process. They took the time to understand the market in which we operate, where we wanted to position the fund, and what we needed to do to reach that position. In this way, Brand Council encouraged us to discover our brand by finding and telling our own story. The most important element in Brand Council’s process is proof. They have not made any recommendations without evidence. Brand Council are genuine partners on the ‘brand journey’."
Michael Dwyer AM | Former CEO First State Super, Chairman UNHCR, Board Director
"Together they are a great team who are hands on, taking full responsibility for the work – it is rare to find an agency as experienced and professional who will actually get in and do the work at grass roots level themselves."
Alison Brink | Goodman Group GM Marketing & Communications
"The work Brand Council have done to engage staff across the agency, distil and define a clear and motivating brand purpose, and then help to communicate and inculcate that purpose internally has been invaluable."
Commissioner Paul Baxter | Fire and Rescue NSW
"Over many years, Brand Council have led three brand strategy projects for Redkite. What has been consistent throughout is a highly effective approach to brand strategy and a level of care and passion that you don’t often see. Trudi has become part of the fabric of our organisation and a trusted adviser. She puts her heart into making the Redkite brand what it needs to be so that no family faces their child’s cancer alone."
Monique Keighery | Chief Executive Officer, Redkite
"Our staff’s enthusiasm, energy and ideas have been amazing. We have a single set of Beliefs, Values and one common Purpose – and it’s all come directly from our staff."
Andrew Richardson | Aruma CEO
"Brand Council has continued to work with us in an ongoing capacity to define the purpose strategy for our individual businesses, including Selleys, B&D, Lincoln Sentry and Yates. They are a trusted advisor and provide sound counsel."
Pat Houlihan | Chairman and CEO DuluxGroup, Chairman MCRI
"I have been the leading executive on a number of engagements with Brand Council including IAG, BOQ & AIM. I subscribe to Brand Council’s philosophy that alignment between the brand message and brand experience is essential for business success. It is through their refined process that I have seen the cultural and behavioural change required to not only ensure this alignment is possible, but more importantly that it is implemented. I am pleased to endorse the people and process at Brand Council and commend them to any business looking to re-engage staff and customers."