Red Rooster
How do you build a brand focused on real food, not just fast food?
Expertise Areas
- 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.
