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.
- 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
- 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
- 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