•

CREATING
SUCCESSFUL BRANDS
Contents
Executive Summary: ............................................................................................................................... 2
Introduction: The Jamie Oliver Group: ................................................................................................... 3
Part 1: ...................................................................................................................................................... 3
Brand Audit:............................................................................................................................................ 3
1. Brand Image Audit:......................................................................................................................... 4
1.1. Critical Analysis of The Jamie Oliver Group Brand Image: ................................................... 4
1.2. Distinction of The Jamie Oliver Group Over its Competitors: ............................................... 5
1.3. Perception of The Jamie Oliver Group Stakeholders:............................................................. 7
2. Brand Position Audit: ..................................................................................................................... 9
2.1. Comparison and Contrast of The Jamie Oliver Group with its Competitors: ......................... 9
2.2. Position of The Jamie Oliver Group in Market Place: .......................................................... 10
2.3. Jamie Oliver Group subsidiaries position in market ............................................................. 10
2.4. Role of Brand Position of The Jamie Oliver Group on its Competitive Advantage: ............ 12
3. Brand Communication Audit: ....................................................................................................... 13
3.1. Evolution of The Jamie Oliver Group Communication Strategy:......................................... 13
3.2. Effectiveness of Current Brand Communication Strategies of The Jamie Oliver Group: .... 14
3.3. Impact of Being Part of a Group of Brands on Brand Image of The Jamie Oliver Group: .. 15
4. Brand Resonance Audit: ............................................................................................................... 16
4.1. Brand Equity of The Jamie Oliver Group: ............................................................................ 16
4.2. Key Performance Indicators (KPIs) of The Jamie Oliver Group: ......................................... 17
5. Recommendations: ........................................................................................................................ 18
6. Conclusion: ................................................................................................................................... 19
Part 2: .................................................................................................................................................... 20
1. Individual Reflective Statement: ................................................................................................... 20
1.1. Primary Reflection: ................................................................................................................... 20
1.2. Secondary Reflection: ............................................................................................................... 21
1.3. Future Intentions: ...................................................................................................................... 21
References ............................................................................................................................................. 22
Appendices............................................................................................................................................ 25

1
Executive Summary:

This report has discussed in detail the brand audit in the context of “The Jamie Oliver Group”.
The brand audit included in this report comprises of four areas i.e. brand image audit, brand
position audit, brand communication audit and brand resonance audit. The brand image audit
comprises of McKinsey’s 7S analysis, vision, mission, core values and brand elements of Jamie
Group. Whereas brand position audit comprises of Porter’s five forces analysis of The Jamie
Oliver Group and its one of the biggest competitor i.e. Gordon Ramsay Group. It also included
SWOT analysis and current brand position of the group. The brand communication audit
included evolution of The Jamie Oliver Group communication strategy and effectiveness of its
current brand communication strategies. The brand resonance audit comprises of Keller brand
equity model. This model depicts the strengths of The Jamie Oliver Group brand in its
respective market and its competitive edge over rival food chains. At the end of the report,
suitable recommendations have also been suggested to take measures to strengthen the brand
image and position of The Jamie Oliver Group. It has also discussed current brand image
development and retention strategy of The Jamie Oliver Group and what changes are required
to remove the flaws in it.

2
Introduction: The Jamie Oliver Group:

Jamie Oliver Group comprises of chain of five restaurants, 30 TV series, twenty successfully
launched cookbooks, several cookery schools etc. It was formed back in 1999 by opening of
James Trevor Oliver TV show named ‘The Naked Chef’. Soon after his first TV show, he
launched his first cook book which turned out a UK’s No 1 bestseller (Appendix I). The brand
name earned by Jamie Oliver helped him to gather back to back successes for his group for
every launch. The brand image of The Jamie Oliver Group founded by his exceptional qualities
i.e. down to earth accessibilities, reliability and passion for his field. The brand image of
Jamie’s business group is the outcome of his successful attempts to manage reliable channels
to create awareness among viewers regarding benefits and qualities of his shows, TV series
and cookbooks (Griner, 2015).

The Jamie Oliver Group has sustained a strong brand image and position in its respective
market. In order to aid its brand image, it has evolved its brand partnership strategy. Its multiple
arms for development of its brand image include its YouTube channel ‘FoodTube ’, increasing
number of restaurants, magazines, websites and books. Its brand values are inspiring consumers
to live a healthy life with quality cooking (Strachan, 2015). Its TV shows, Vlogs and YouTube
channel have gathered attention of millions of viewers all over the world granting it a strong
brand image.

This report has included detailed brand audit of The Jamie Oliver Group. The brand audit has
comprised of four basic constituents of The Jamie Group brand i.e. brand image. Brand position
in its market, brand communication among all stakeholders and brand resonance. The report
has also suggested suitable measures to strengthen the brand image and position of The Jamie
Oliver Group. It has also discussed current brand image development and retention strategy of
The Jamie Oliver Group and what changes are required to remove the flaws in it (Johnson,
2014).

Part 1:

Brand Audit:

Brand audit is helpful in conducting a detailed analysis for determining current position of The
Jamie Oliver Group in local and global market. Brand audit is done to understand the brand
strengths and weaknesses in comparison with the positioning, strategies, marketing structure
and resonance of top competitors (Miles, 2017). The brand audit of The Jamie Oliver Group

3
has comprised of following factors to understand brand value and flaws to reposition the
strategies and improve its position in respective market. The brand touchpoint wheel of Jamie
Group has given as follows:

Source: (Coghlan, 2018)

The brand audit of The Jamie Oliver Group comprises of internal and external branding.
Internal branding includes brand positioning, values, culture etc. external branding involves
corporate identity of the company. This brand audit comprises of both internal and external
branding view of The Jamie Oliver Group.

1. Brand Image Audit:

Brand image is the perception attached with a brand. It shows the set of expectations which its
consumers associate with it. For example, customers of KFC have a perception of high quality
taste, likewise Audi customers want vintage class vehicle to represent their class and societal
status. The brand image audit of The Jamie Oliver Group covers the vision, core values, and
distinctive features of the group over its rivals which granted it competitive edge and the core
perception of it in mind of its stakeholders.

1.1. Critical Analysis of The Jamie Oliver Group Brand Image:

The brand image of The Jamie Oliver Group is result of continuous struggle of Jamie Oliver
from his first ever TV show ‘The Naked Chef’ in 1999 till date. Its brand image in customers’
mind inspire them to see food and cooking from a different angle. It has introduced a totally

4
new vision of seeing food, cooking by engaging people in new experiments to enjoy cooking
process to have nutritious and healthy food.

Vision Statement:

The vision statement of The Jamie Oliver Group states

‘A healthier happier world through the joy of food’.

Mission Statement:

Its mission statement is

‘To be the most trusted voice in food, to empower everyone to undergo food, and to drive
positive change in the global food industry’.

Tagline:

The tagline of The Jamie Oliver Group stated by Jamie Oliver is:

‘We’ll do things differently”

Jamie Oliver Food Group Core Values:

The brand image of The Jamie Oliver Group relies on its values and beliefs to urge people for
quality and healthy cooking. The core beliefs of Jamie Group include:

• It promotes sustainability of whole planet to ensure availability of nutritious food for

both commercial and domestic level.
• It creates awareness among public to ensure minimum wastage of food to save the
scare resources on planet.
• It encourages the view that cooking is a vital life skill to nourish people for personal
growth and career development (Appendix II).
• It aims at creating awareness among people to adopt ethical buying to support a better
food system along with delivery of detailed food education.

1.2. Distinction of The Jamie Oliver Group over its Competitors:

The core distinctive factors which makes it different from its competitors are comprised of
McKinney’s 7S’s.

5
McKinney’s 7S’s Analysis of The Jamie Oliver Group:

The Jamie Oliver Group has adopted hard and soft elements which makes it distinctive from
its major rivals in market. The McKinsey 7s Model of Jamie Group comprises of:

Source: (McKinsey Quarterly, 2008)

Hard Elements:

Strategy:

Jamie Oliver has adopted creative strategies for each cooking recipe, for launch of its cooking
shows, books and for operations of restaurants to keep it different from its competitors (Griner,
2015).

Structure:

The structure of The Jamie Oliver Group is flat and centralized which empowers Jamie Oliver
for taking crucial decisions. Despite of centralization, he has granted limited authority to show
mangers and restaurants’ staff to facilitate customers and subordinate staff.

Systems:

The systems of The Jamie Oliver Group are synchronized and totally connected to keep a flow
of information, operations and work flow. It has resulted in high efficiency of staff members
working in each area of whole group (Pagano, 2012).

6
Soft Elements:

The soft elements of McKinsey 7S framework which makes The Jamie Oliver Group different
from its competitors include:

Shared Values:

Jamie Group promotes sustainability of whole planet to ensure availability of nutritious food
for both commercial and domestic level. It is aimed at creating awareness among people to
adopt ethical buying to support a better food system along with delivery of detailed food
education. It also promotes the learning culture among subordinates to make them confident
and efficient at their jobs.

Style:

Jamie Oliver is an instinctive leader with natural leadership qualities. He has charismatic
leadership style to inspire and motivate people to learn cooking to live a healthy life. His
leadership style has been playing a significant role since 1999 to give his business group a
competitive edge over its rivals (Ferguson, 2013).

Staff:

The staff members of Jamie Oliver restaurants and entire group are highly professional and
trained under supervision of Jamie Oliver. Regular training sessions are conducted for workers
to make them understand changing needs and demands of customers. It helps them to provide
high quality service to keep customers happy and satisfied.

Skills:

The high managerial workers and sub-ordinate staff members of The Jamie Oliver Group are
trained on contemporary work basis (Pagano, 2012). They are encouraged to learn global and
local both skills to deliver best to the customers to keep them happy and satisfied.

1.3. Perception of The Jamie Oliver Group Stakeholders:

The Jamie Oliver Group is famous for its constant efforts to introduce a new way to live healthy
life by nutritious cooking. The perception of Jamie Group stakeholders comprises of:

7
Fame of Jamie Oliver Brand:

Jamie Oliver brand is famous for its unique and different style to cook food and to engage
consumers. He is considered for introducing amusing way to learn cooking and a step towards
healthy life. Jamie Oliver was able to sell its first cook book launch up to 30 million, second to
JK Rowling which makes him so popular among consumers. He and his brand is famous for
his striving hard and doing their best for well-being of people (Pagano, 2012). Jamie Oliver
mentioned explicitly that he is not doing it just for the sake of money. His quest to bring best
for people, has made him popular and consumers got attracted towards him so rapidly.

Brand Elements of The Jamie Oliver Group:

Brand elements are ingredients which play a significant role in its effective functioning and
expansion in its market (Sharma, 2015). The brand elements of The Jamie Oliver Group which
have made the group one of the richest corporate groups in west are:

Brand Image:

The brand image of The Jamie Oliver Group comprises of its vision, core values, and distinctive
features of the group over its rivals which granted it competitive edge and the core perception
of it in mind of its stakeholders.

Brand Positioning:

The brand position of The Jamie Oliver Group had gone constantly stronger than its major
rivals i.e. Gordon Ramsay Group, Pick Up Stix and Ajinomoto Foods North America, Inc. till
recession of 2008-2009 (Data fox, 2018). But due to several bad strategies and recession it lost
its loin share first in recession of 2008 and then due to Brexit.

Brand Equity:

The customers of Jamie Oliver restaurants, cook books and audience of his TV and FoodTube
shows have developed a strong bonding with Jamie Oliver and his brand name. It has increased
brand equity of The Jamie Oliver Group up to £150 million. (Benady, 2015).

Brand Differentiation:

The Jamie Oliver Group has adopted hard and soft elements which make it distinctive from its
major rivals in market. Jamie Oliver has adopted creative strategies for each cooking recipe,

8
for launch of its cooking shows, books and for operations of restaurants to keep it different
from its competitors (Griner, 2015).

Brand Communication:

Jamie Oliver has adopted successful strategy to enhance his business group’s brand value. He
entered into brand partnerships with social media channels to promote his brand value through
its brand partnership with You Tube through ‘FoodTube’ channel (Gilliland, 2016). It also has
stong digital footprint on Facebook, Twitter, and Instagram to communicate with its customers
and viewers.

Brand Extension:

Jamie Oliver has continuously expanded its brand through multiple extensions. He created
awareness among viewers for food quality through his shows, TV series and cookbooks. Its
multiple arms for development of its brand image include its YouTube FoodTube channel,
increasing number of restaurants, magazines, websites and books. His TV shows, Vlogs and
YouTube channel have gathered attention of millions of viewers all over the world granting it
a strong brand identity, image and extension (Strachan, 2015).

2. Brand Position Audit:

Brand positioning audit refers to perception of a company’s brand in the eyes of its customers.
Brand positioning audit of The Jamie Oliver Group relies on its strengthening areas and
perception of its customers about it and its rivals in market. Jamie Oliver gained huge success
in a very early age of his life but he his brand had to face tough competition due to flawless
strategies and continuous innovations of its major rivals. The brand position of The Jamie
Oliver Group had gone constantly stronger than its major rivals i.e. Gordon Ramsay Group,
Pick Up Stix and Ajinomoto Foods North America, Inc. till recession of 2008-2009. But due
to several bad strategies and recession it lost its loin share firs in recession of 2008 and then
due to Brexit (Smith, 2017).

2.1. Comparison and Contrast of The Jamie Oliver Group with its
Competitors:

The comparative analysis of The Jamie Oliver Group with its biggest competitor Gordon
Ramsay Group states the similarities and differences in operations of both food chains. The

9
comparative analysis of The Jamie Oliver Group with its competitors has discussed in context
of Porter five forces analysis (See Appendix III)

2.2. Position of The Jamie Oliver Group in Market Place:

The market position of The Jamie Oliver Group is not such strengthened as was back in first
decade of 21st century. Its Italian restaurant chain started facing doom due to Brexit and false
operational strategies. Another major reason for falling position of The Jamie Oliver Group is
due to functional strategies of its rival food chains and chef networks. The market position of
The Jamie Oliver Group has represented through SWOT model (See Appendix IV). The current
market position of The Jamie Oliver Group and its competitors have shown as follows:

Jamie Oliver Group Market share

10% 26%

5% 7%

8%

1%

51%

SSP The Food Travel Experts 3,000,000,000 The Coffee Bean & Tea Leaf 300,000,000

Ajinomoto Foods North America, Inc. 600,000,000 Pick Up Stix 1,500,000,000

Gordon Ramsay Group 62,000,000 The Jamie Oliver Group 400,000,000

Source: (Author, 2018)

2.3. Jamie Oliver Group subsidiaries position in market

The core subsidiaries of The Jamie Oliver Group are several as discussed below:

Jamie Oliver Social Media Group

Jamie Oliver social media group is highly active and successful in finding out innovative
ways to reach maximum number of consumers and viewers worldwide. Even if there is a
clear preference on a specific social network, Jamie Oliver Social Media Group has besides

10
FoodTube having a digital footprint on Facebook, Twitter, and Instagram. The social media
group of Jamie Oliver has marked high number of traffic on different forums as listed below:

• Facebook: 6,837,520 likes

• Instagram: 6,500,000 followers

• Twitter: 6,850,000 followers

• Youtube: 3800,000 subscribers (Lauby, 2018)

Jamie Oliver Licensing Ltd

It is retail and licensing arm of The Jamie Oliver Group which is operating in both food and
non-food retail industry. It has entered into strategic partnership with several retailers and
food manufacturers to help end consumers for better cooking and eating (Matthews, 2013). It
is assisting people to live a healthy life by choosing safe eating habits and ways. The purpose
of Jamie Oliver Licensing Ltd pledges for change to eat well. It has started a campaign to
reduce salt for regulated blood pressure and body chemistry.

Jamie Oliver Foundation

It is a welfare organization launched by Jamie Oliver to create health awareness among

consumers. It has a core purpose to bring nutritious knowledge on surface for a layman by
staying at home through TV shows of Jamie Oliver (Jamie Oliver Food Foundation, 2016). It
has taken huge food revolution initiatives all over the world by creating sense of
responsibility among consumers for usage of salt, vegetables and to make them avoid high
cholesterol foods. It makes parents and elders learn how to cook with children and outside
home safely.

Jamie Oliver Food revolution

Jamie Oliver started a TV series named ‘Jamie Oliver’s Food Revolution’ from March 2010
to summer 2011. It was co-produced by Jamie Oliver along with Ryan Seacrest to improve
the lunch programs of various schools of US. The aim of this TV series was to help parents
and teachers control obesity and bad eating habits among students (TED, 2010). The two
seasoned show received huge appreciation from all over US. The show was nominated for the
Do Something TV Show Award from VH1 Do Something Awards for making effort to
improve health of children. It has also won Outstanding Reality Program award in 2010 for
its noble cause.

11
Jamie Oliver FoodTube

Jamie Oliver has successfully established You Tube channel with the name of ‘FoodTube’. It
has currently 3800,000 subscribers belonging to different cultures, regions, ages, bacgrounds.
Jamie Oliver presents cusine and cooking recpies of different cultures which is a major
reason of its huge success on international forum (Benady, 2015). The key feature of
FoodTube is that it teaches cooking in a versatile style which makes cooking easy for
viewers. It does not only teaches cooking, it makes viewers learn nutritious value of several
foods along with healthy diet tips. FoodTube is one of the latest big marketing push to high
number of subscribers from all over the world.

2.4. Role of Brand Position of The Jamie Oliver Group on its Competitive
Advantage:

Jamie Group has lost its market share with significant percentage due to food freshness, decline
in service quality and high prices. Jamie Oliver injected £3million in business to expand the
chain of its restaurants up to 37 branches across UK. The Italian restaurants chain of Jamie
Oliver Group is centrepiece of its restaurant division. Which is currently having bad debts of
£71.5m due to poor business relationship with suppliers and customers (Farrell, 2018). The
decline in profit of Italian restaurant chain of Jamie Group from 2009 to 2017 has shown below:

12
Source: (Statista, 2017)

It can be seen that the market position of Jamie Group’s Italian restaurants has gone drastically
worst. It owes £41.3 million to landlords, suppliers, investors and landlords out of total bad
debt of £71.5 million (Hansen, 2017). The Jamie Group started its first branch in 2008 which
received overwhelming response from customers lined up outside it to experience rustic Italian
staples. Due to fair prices, large portions of food served and Jamie style twist soon the group
expanded its business up to 40 branches across Europe. But after recession of 2008-2009 and
Brexit, it started losing its momentum and currently owe millions to its stakeholders. The
financial performance of The Jamie Oliver Group has started impacting its brand image and
position in local and global market.

In a deal with its creditors, The Jamie Group has decided to close 12 out of its 37 branches
across UK to cover loses and rescue whole business empire. The current market position of
Jamie Group depicts its doom in near future due to wrong placement of funds, high prices, and
lower quality and bad strategies of marketing. It has lost a lion share of its market space and its
competitive edge over its rivals in European and American region (Farrell, 2017).

3. Brand Communication Audit:

The brand communication audit of a company unleashes the communication strategies of a

business to share its messages and information with external audience. The external
stakeholders of a business such as creditors, investors, community members, government
bodies, law authorities etc. are required to be kept inside the information loop for smooth
functioning of a business. The brand communication audit of The Jamie Oliver Group states
the strategies adopted by Jamie Oliver to share his ideas and business perspectives with tis
customers, creditors and other external stakeholders (Vaughan, 2016).

3.1. Evolution of The Jamie Oliver Group Communication Strategy:

Jamie Oliver is well known for his communication skills and style since the first time he gave
his appearance in a TV show in 1999. He evolved his communication strategies and patterns
to address and convince maximum audience in simplest and easiest way to make them aware
of importance and ease of healthy cooking. The communication strategy of Jamie Oliver and
his entire corporate group has relied on social media channel to approach large number of
audience. From 1999 to 2005, Jamie Oliver communicated with audience through TV shows
and print media (Mayson, 2015). He chose every possible communication forum to make

13
people aware how their wrong food choices are declining their lives span. Since 2008 when he
opened his first restaurant branch in UK, he delivered TED talks on live seminars, open
sessions and personal visits to schools and colleges to spread food awareness. Since 2013 Jamie
Oliver and his corporate group has harnessed the power of You Tube by earning 100,000
subscribers in a single night (Gilliland, 2016).

3.2. Effectiveness of Current Brand Communication Strategies of The

Jamie Oliver Group:

Though, Jamie Oliver Group is facing a setback due to shut down of 12 of its Italian restaurants,
several steakhouses, still the communication strategies adopted by Chef Jamie Oliver are
flawless. He availed every possible media and communication channel to come on a table with
his audience to increase brand value of his group. He is currently running a successful channel
on You Tube named ‘FoodTube’ with 3800,000 subscribers (Litsa, 2016).

The core characteristics of Jamie Oliver Group communication strategy include:

Brand Partnership:

The high number of subscribers and use of digital revolution for business purpose, Jamie Oliver
has adopted successful strategy to enhance his business group’s brand value. He entered into
brand partnerships with social media channels to promote his brand value through You Tube.
71% of total of his You Tube audience is between 18 to 34 years old as shown below. It shows
the keen interest of young generation in his shows, recipes, cooking style and food lessons
(Litsa, 2016).

14
Source: (Litsa, 2016)

Mixed Content:

Another major reason of huge fame of FoodTube is mixed food content for audience belonging
to different cultures, regions, ages, bacgrounds etc (Appendix V).

Seizing Multi Social Media Powers:

Even if there is a clear preference on a specific social network, Jamie Oliver Group has besides
FoodTube having a digital footprint on Facebook, Twitter, and Instagram (Appendix VI). Its
social presence in numbers:

• Facebook: 6,837,520 likes

• Instagram: 6,500,000 followers

• Twitter: 6,850,000 followers

• Youtube: 3800,000 subscribers (Lauby, 2018)

3.3. Impact of Being Part of a Group of Brands on Brand Image of The

Jamie Oliver Group:

Jamie Oliver started his journey as an ordinary chef in 1999 by giving appearnace in a TV
show. Since then he never looked back and kept on adding something new to his brand image
and value. He continously strived to expand his brand equity by turning a single TV show into

15
a series of shows, practical launch of recpies through chain of restaurants and increased
communication through social media channels (Pagano, 2012). The corporate group of Jamie
Oliver’s valued increased from nothing to £150 million (Data fox, 2018). The brand expansion
and being part of a group of brands not only aided Jamie to increase his brand value but during
his empire’s fall helping it to earn and mend losses through multiple channels.

4. Brand Resonance Audit:

The brand resonance audit of a company states the well-known features of a business and for
which product or service it is known or being famous. It also highlights the perception of its
customers regarding fulfilment of their needs and demands.

4.1. Brand Equity of The Jamie Oliver Group:

Keller’s brand equity model depicts the strengths of Jamie Oliver Group brand in its respective
market and its edge over rival food chains as shown below:

Brand Identity:

The brand identity of The Jamie Oliver Group comprises of its vision which states that it aims
at development of a healthier happier world through the joy of food’. Its core values, and

16
distinctive features of the group over its rivals which granted it competitive edge and the core
perception of it in mind of its stakeholders (Elliott, 2014).

Brand Meaning:

The brand meaning of The Jamie Oliver Group is to create awareness among public to ensure
minimum wastage of food to save the scare resources on planet. It states what is actually
function of The Jamie Oliver Group i.e. encouragement of the view that cooking is a vital life
skill to nourish people for personal growth and career development (Coghlan, 2018).

Brand Response:

The Jamie Oliver Group brand has received over-whelming and warm response from
consumers since the day it was launched. Due to collaborative communication patterns and
motivational talks, Jamie Oliver encouraged people for warm and positive response (Johnson,
2014).

Brand Resonance:

This level of brand equity is achieved when a brand resonance when customers feel a deep,
psychological bond with your brand. The customers of Jamie Oliver restaurants, cook books
and audience of his TV and FoodTube shows have developed a strong bonding with Jamie
Oliver and his brand name. It has increased brand resonance of the group (Benady, 2015).

4.2. Key Performance Indicators (KPIs) of The Jamie Oliver Group:

The KPIs of The Jamie Oliver Group comprises of several factors which had to be checked
whether the set corporate goals and targets have been met or not. The KPIs are:

Customer Satisfaction:

Jamie Oliver brand is famous for its unique and different style to cook food and to engage
consumers. Jamie Oliver was able to sell its first cook book launch up to 30 million, second to
JK Rowling which makes him so popular among consumers. But the customer satisfaction rate
of The Jamie Group has gone down due to its high prices and low service quality (Coghlan,
2018).

17
Profitability:

It can be seen that the market position of Jamie Group’s Italian restaurants has gone drastically
worst. It owes £41.3 million to landlords, suppliers, investors and landlords out of total bad
debt of £71.5 million (Smith, 2017). It shows that brand resonance and equity of the group has
gone at the worst edge of its history.

Retention of Repeater Visitor Rate:

The number of customers at Jamie Oliver restaurant chain is declining constantly which
indicates low indicates low trust and brand loyalty among customers (Dunkley, 2017). The
retention of repeater visitor rate has gone down which shows that Jamie Group is not
performing well in its respective market.

5. Recommendations:

In order to overcome the issues related to the brand de-value, The Jamie Oliver Group should
take drastic steps to re-position its brand value. It should:

Focus on Social Media Marketing:

Jamie Oliver has already built a strong presence on different social media platforms. With an
influential presence on different social media channels, it should avail this strengthening factor
by creating brand loyalty to show customers that their health and demands are prioritized over
profits by Jamie Oliver Group’s management.

Economies of Scale:

By building economies of scale so that it can lower the fixed cost per unit. Building capacities
and spending money on research and development. It will strengthen the position of Jamie
Oliver Group by defining the standards regularly. It will also significantly reduce the window
of extraordinary profits for its rival food chains by discourage new players in the industry.

Large Customer Base:

By building a large base of customers will be helpful for The Jamie Oliver Group in two ways.
It will reduce the bargaining power of the buyers plus it will provide an opportunity to the
group to streamline its services sales and production process.

18
Customer Oriented:

Jamie Oliver management should be service oriented rather than just profit oriented. It should
understand the core needs and demands of customer rather than what the customer is buying.
This way it can increase the switching cost for the customers which may result in high brand
loyalty.

Market Leadership through Differentiation:

The Jamie Oliver Group’s management should build a sustainable differentiation of its services
to keep its market leadership and beat rivals. Rather than getting offensive it should Collaborate
with its competitors to increase the market size rather than just competing for small market.

6. Conclusion:

This report has concluded the brand position, value, image, equity and resonance of The Jamie
Oliver Group. Jamie Oliver Group comprises of chain of five restaurants, 30 TV series, twenty
successfully launched cookbooks, several cookery schools etc. It was formed back in 1999 by
opening of James Trevor Oliver TV show named ‘The Naked Chef’. Soon after his first TV
show he launched his first cook book which turned out a UK’s No 1 bestseller. The brand
image, position, communication and resonance audit of The Jamie Oliver Group has stated that
it emerged as market leader in Chef Shows, books and restaurant chain industry. Porter Five
force analysis, SWOT analysis, Brand equity model by Keller, McKinney’s 7S’s analysis and
analysis of communication strategies of The Jamie Oliver Group in this report has stated that
it has lost its market position due to high prices, low quality food and loss of creative food
ideas. The report has stated that despite of losing market share, Jamie Oliver has maintained
strong presence on social media channels i.e. Facebook, Instagram, and Twitter etc. which can
be used to regain its market position. The recommendations suggested for Jamie Group to
regain its market position include Focus on social media marketing, establishment of large
customer base, closed customer focus and maintenance of market leadership through service
differentiation.

19
Part 2:

1. Individual Reflective Statement:

Team work is significantly important for planning and effective implementation of a team
project. Each member of a team plays a different and novel role to ensure that inherent
objectives and outcomes are achieved within given time period. This reflective statement has
mentioned in detail the personal experience I have during preparation of this report on brand
audit of The Jamie Oliver Group in collaboration of my team members Abhilasha, Ranjit and
Prinyanka.

1.1. Primary Reflection:

The brand audit report was an affair of huge learning report for me. I learnt to manage work
division with my team members. I worked under leadership of Ranjit who divided areas of
research among us to get detailed and accurate information. My personal experience to learn
research skills in a team project under supervision of Ranjit went above my expectations. I got
an opportunity to improve my leadership skills by observing my team leader and trying to
overcome my hurdles on my own. I also guided my team members regarding trouble in
gathering data for all four areas i.e. brand image audit, brand position audit, brand
communication audit and brand resonance audit. I realized during the whole research process
that I am good at initiating discussions to explore new regimes and areas of research linking it
to the core purpose of the project.

Each Team member had different roles to contribute for effective research process to
understand brand value of The Jamie Oliver Group. Exploring the brand value of The Jamie
Group I came across quiet interesting facts regarding fame and success story of Jamie Oliver.
I was also intrigued by the rapid doom of The Jamie Oliver Group due to Brexit and loss of
customer trust in European and American markets. It was overall an engaging and interesting
project for me as I was able to interact with three of my group members. It made me learn team
work and how to reconcile difference with mates in a team to understand the importance of
collective work. I genuinely believe that this brand audit assignment has contributed in lieu of
my leadership, team work and learning skills improvement. My all team members contributed
their best to come up with authentic research to understand brand elements of The Jamie Oliver
Group.

20
1.2. Secondary Reflection:

Ranjit, the team leader, assigned me task of research on brand image and position of The Jamie
Oliver Group in UK, American and other regions of world. I was quite impressed by his
leadership style as he assigned me areas of my interest where I could give my best. I really
enjoyed the whole process of research and tried to give my best. Though there were some areas
where I lacked but I did not hold back and discussed each problem immediately with my team
members. I started my research from getting back to the history of Jamie Oliver Career to
understand his brand’s image and position in its respective market. I constantly put maximum
to find out newer facts each day to interlink each previously known statistic or fact which had
a significant impact on brand image or position of Jamie Oliver Group.

I found it hard to understand all models I used to explain brand image and position of Jamie
Oliver Group. I took help from Priyanka to understand McKinsey 7S as I lacked there. She
explained me so well so that I could be able to draw it in context of Jamie Oliver Group. I
understood that I lack at understanding theoretical models in context of case studies, so I
worked on that areas to overcome my weakness. Team work helped me to mend up my flaws
so conveniently due to co-operation and supportive approach of my team leader and other two
team members.

1.3. Future Intentions:

During the whole research and analysis process for brand audit of The Jamie Oliver Group, I
unleashed my core strengths and lacking. I am good at learning new skills but lack interactive
approach to link up theoretical model in specific context. It also made me realize that I am good
at initiating discussions and to lead a team despite of the fact that I was not a team leader.
Besides leadership skill, I acted as an obedient follower to synchronize my efforts with team
leader and other members to achieve the set outcomes i.e. brand audit of The Jamie Oliver
Group.

It will be helpful for me in my job as manager or business management in future. I have chosen
areas to improve for more improved and refined team work for future to give my best for
achievement of integral goals of a project assigned to me. This brand audit project will be
helpful for me to act as a better manager in my future job due to improvement in my leadership
and analytical skills.

21
References
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Coghlan, A., 2018. Jamie Oliver’s Group CEO Admits the Company Was Complacent.
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the-power-of-youtube
[Accessed 9 Aug 2018].
Griner, D., 2015. Jamie Oliver Gives Brands Advice and a Warning: Be Honest and Clear …
Or Else. [Online]

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[Accessed 8 Aug 2018].
Herbert, J. et al., 2013. Methods for the evaluation of the Jamie Oliver Ministry of Food
program,Australia. BMC Public Health, 411(13), pp. 23-24.
Jamie Oliver Food Foundation, 2016. Jamie Oliver Food Foundation: How much salt should
we be consuming?. [Online]
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features/features/author/jamieoliverfoodfoundation/
[Accessed 23 Aug 2018].
Johnson, B., 2014. Jamie Oliver Ltd evolves brand partnership strategy. [Online]
Available at: https://www.marketingweek.com/2014/07/09/jamie-oliver-ltd-evolves-
brand-partnership-strategy/
[Accessed 7 Aug 2018].
Keller, K. L., 2003. Strategic brand management: building, measuring, and managing brand
equity. 3rd ed. New Jersey: Prentice Hall.
Lauby, C., 2018. How Jamie Oliver Uses Social Media to Raise Food Awareness. [Online]
Available at: https://nnc-services.com/how-jamie-oliver-uses-social-media-to-raise-
food-awareness/
[Accessed 9 Aug 2018].
Litsa, T., 2016. Food Tube: How video storytelling led to 2m YouTube subscribers. [Online]
Available at: https://www.clickz.com/food-tube-how-video-storytelling-led-to-2m-
youtube-subscribers/99554/
[Accessed 5 Aug 2018].
Matthews, L., 2013. Eat well: pledging for change. [Online]
Available at: https://www.jamieoliver.com/news-and-features/features/pledging-for-
change/
[Accessed 23 Aug 2018].
Mayson, R., 2015. Communication Lessons from Jamie Oliver. [Online]
Available at: https://blackislegroup.com/communication-lessons-from-jamie-oliver/
[Accessed 9 Aug 2018].
McKinsey Quarterly, 2008. Enduring Ideas: The 7-S Framework. [Online]
Available at: https://www.mckinsey.com/business-functions/strategy-and-corporate-
finance/our-insights/enduring-ideas-the-7-s-framework
[Accessed 9 Aug 2019].

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Miles, J., 2017. Brand Audit - What is a Brand Audit?. [Online]
Available at: https://milesherndon.com/blog/brand-audit
[Accessed 8 Aug 2018].
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Available at: https://www.independent.co.uk/news/business/analysis-and-
features/jamie-olivers-recipe-for-success-7767011.html
[Accessed 9 Aug 2018].
Sharma, E., 2015. 10 Branding Elements And What They Mean. [Online]
Available at: http://www.brandanew.co/10-branding-elements-and-what-they-mean/
[Accessed 8 Aug 2018].
Smith, G., 2017. Chef Jamie Oliver Is Shutting Restaurants and Blaming It on Brexit. [Online]
Available at: http://fortune.com/2017/01/06/chef-jamie-oliver-is-shutting-restaurants-
and-blaming-it-on-brexit/
[Accessed 9 Aug 2018].
Statista, 2017. Annual profit/loss of Jamie's Italian from financial year ended January 2009 to
January 2017* (in 1,000 GBP). [Online]
Available at: https://www.statista.com/statistics/818034/jamies-italian-profits/
[Accessed 9 Aug 2018].
Strachan, D., 2015. A Recipe for Success? – Jamie Oliver’s brand story deconstructed. [Online]
Available at: http://www.bigstarcopywriting.com/blog/brand-strategy/jamie-olivers-
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[Accessed 7 Aug 2018].
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Available at: https://www.ted.com/participate/ted-prize/prize-winning-wishes/food-
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[Accessed 20 Aug 2018].
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Available at: https://www.independent.co.uk/news/business/analysis-and-
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[Accessed 8 Aug 2018].
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[Accessed 9 Aug 2018].

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Appendices
Appendix I

Appendix II

25
Appendix III

Porter’s Five Force Analysis of The Jamie Oliver Group:

The comparative analysis of The Jamie Oliver Group through Porter five forces analysis shows
its weaknesses and strengths over its major rivals in UK and global market. Gordon Ramsay
Group is small in market share but traditional rival of The Jamie Oliver Group due to personal
and corporate friction between Jamie Oliver and Gordon Ramsay.

The porter five forces analysis of both food chains have discussed as follows:

Threat of New Entrants:

Jamie Oliver Group is operating in UK, Europe, America and Asian regions. It is operating in
highly competitive industry with large number of rivals already working in it. Food industry is
welcoming for newbies due to less investment required initially and high demand from
consumers for hygienic, high quality and low-priced food (Farrell, 2018). The threats of new
entrants are high for both Jamie Group and Gordon Ramsay Group.

Threat of Substitutes:

Food industry has large number of substitutes due to easy access to market and low barriers to
enter as a food point (Johnson, 2014). The threats of substitute is high for both Jamie Group
and Gordon Ramsay Group. Jamie food items have lost quality level and highly priced. It has
created drastic threats of substitutes due to availability of wide range of Italian and fast food
chains who opened after famous debut of Jamie Oliver Group.

Degree of Industry Rivalry:

The rivalry among The Jamie Oliver Group and its rivals is intense which had turned down
prices and toughen the customer demands. Due to this the profitability level of both The Jamie
Group and Gordon Ramsay Group has gone down to a huge extent post 2010. It is functioning
quite better than The Jamie Group but still it is facing tough competitive situation.

Bargaining Power of Buyers:

The buyers of both The Jamie Group and Gordon Ramsay Group are highly demanding. They
want to pay minimum possible price for highest quality food. Due to availability of large
number of restaurant chains globally the bargaining power of buyers is high (Dunkley, 2017).

26
Due to which both food chains have to offer huge discounts which lower down the profit
margin.

Bargaining Power of Suppliers:

Due to availability of large number of service providers in food industry, the bargaining power
of suppliers is high. But due to potential position of Gordon Ramsay Group the suppliers are
influenced by its high demand and wide range of customers. On the other hand, The Jamie
Group already owes £41.3 million to its suppliers and creditors which has weaken its position
and bargaining power from its suppliers (Griner, 2015).

27
Appendix IV

SWOT Analysis of The Jamie Oliver Group:

The current market position of The Jamie Oliver Group has shown explicitly through its SWOT
analysis which depicts its strengths, weaknesses, opportunities and threats.

Strengths:

Despite of falling in brand value, the restaurant chain of The Jamie Oliver Group and its TV
shows have a positive brand image. Jamie Oliver raised awareness regarding quality of food in
schools and among housewives dragging people towards healthy living (Elliott, 2014). Besides
his efforts to cultivate thinking about healthy food, the decoration of his restaurants is
innovative and novel which aroused interest of people and created its soft image.

Weaknesses:

One of the major weaknesses which led to shut down of 6 Italian restaurants, 2 steakhouses
and many other doom to the empire of Jamie Oliver is high prices of his cuisines. The high-
priced food had been served with low quality services leading to critical reviews from
customers (Dudovskiy, 2012).

Opportunities:

Jamie Oliver Group has high business opportunities in Australian cuisine market. Especially in
Sydney market, it can gear up its sales by investing in attractive food outlets by offering cultural
cuisine and food items to fulfil demand of Australian natives. Besides Sydney, it can also start
its food outlets in Perth, Melbourne, Adelaide and Brisbane (Thompson, 2013).

Threats:

Due to major fall down by shut down of its restaurants in European countries and in American
region, the rival food chains are getting stronger than The Jamie Oliver Group. Besides rival
operations, the increasing lobbying of vegetarian groups the introduction of local laws for non-
vegetarian food outlets can be a major challenge for The Jamie Oliver Group. It is also leading
towards increase in raw material prices for Jamie Group minimizing its profit margin (Herbert,
et al., 2013).

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Appendix V

Appendix VI

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