As one of the leading fast food chains in the US, Arby’s wanted to grow yearly revenue from 2.4% to 10% in line with their competitors. Their growth had historically been fueled by promotional activity including coupons, bundle offers, and limited time offers.
Challenges
Arby's was struggling to create profitable demand at both the consumer and franchisee levels. It had a "sleepy brand"
Historical Arby's roast beef sandwich positioning hurt by general trend away from beef to other perceived "healthier" or "fresher" products
Newer concepts such as Quizno's and Subway were growing rapidly
Approach
Conducted qualitative and quantitative research to identity growth opportunities
Evaluated list of growth options
- Potential economic market value
- Brand equity transfer potential
- Organizational capabilities
Developed growth strategies
Results
Upgraded Arby’s brand experience
Developed promotional strategy aimed at target segments
Developed segmentation approach and defined target
Develop a plan to increase national advertising
Improved the in-store experience
Shifted from product development to category and lifecycle management
| Attachment | Size |
|---|---|
| Case Study Arbys.pdf | 81.45 KB |
