A tired brand battling for franchisees who in turn were trying to sell a cup of coffee in a market drowning in the stuff. Our strategy for store refreshment was to identify the real customer at every point, and offer an engagement model that offered (and demanded) 360° transparency and accountability.
But the skill was in identifying how they needed it, fast and efficient, slow and leisurely, with/without food and with/without attitude. Then designing environments and teams that were flexible enough to respond intuitively to those needs.
App ordering, Friday DJs, Menu Crowd Sourcing, 911 coffee calls, bad day / gold lid freebie and the kiss saving post coffee mint. All fresh and flexible initiatives for winning the moments of truth.
Some were new and naïve, others jaded and stale – but unifyingly they all had a point of view, and a (significant) stake.
Our road map here was a store design process that engaged the store Franchisee from beginning to end, focused on real data, removed all the double speak and industry jargon, and offered a flexible series of finish options that allowed up to 27 different concepts – thus providing individuality within the security of a Franchise model.
The Franchisor needed discipline, consistency and quality to retain brand integrity. Our research identified that the greatest Franchiser frustration was a double edged sword – Franchisees going off-piste on menu, brand and décor . These ‘initiatives’ were doubtless the result of an engaged Franchisee but often they were brand damaging. We created a self sustaining supply chain that refreshed ‘fashion-ability’ bi annually. Three market leading stylists were engaged to forecast trends and source ‘refresh’everything from cutlery and flatware to light fittings and staff uniforms.