Jamie Oliver Group hires agency to keep up with customer needs

The Jamie Oliver Group has hired a “creative transformation partner” to work across its businesses and develop new digital services that meet customer needs.  

KBS Albion will work on what it calls “customer-led product and service innovation projects” after being appointed by the TV chef’s firm this week.

The Jamie Oliver Group consists of four key pillars: The Jamie Oliver Media Group, which is responsible for award-winning content across TV, books, magazines and digital; Jamie Oliver Licensing Ltd, which handles an extensive licensed product range and endorsements; The Jamie Oliver Restaurant Group, which oversees restaurant brands across the globe; and Jamie Oliver’s Foundation, which aims to educate around food, by campaigning on the issues that matter.

KBS Albion CEO, Jenny Burns, said the company adopts a people-led approach focused on developing innovative new propositions and capabilities that will help a business to move forward and keep pace with the ever-evolving needs of its customers.

It will work collaboratively with teams from across the four key pillars of the Jamie Oliver Group to develop a deeper understanding of their fast-changing customer needs, and co-design new digital products and services to provide deeper links between the group offerings.

“We’re all massive Jamie fans at KBS Albion, and we’re delighted to be working with the Jamie Oliver Group to help take their social purpose even further,” she said.

Darren Goldsby, chief digital officer of the Jamie Oliver Group, added: “When we met the team at KBS Albion it was immediately clear that they had a huge passion for our business and instantly ‘got’ what it was we’re trying to do next, and we’re already having fun working with them.”

The restaurant part of the Jamie Oliver Group has been in the headlines this year following a restructuring that has seen stores closed and the company roll out a new strategy.

CEO Jon Knight said recently that steps have already been taken to return the group to growth, which includes reinvestment in its estate and remodelling.

“We didn’t innovate enough in the last decade so we’re sure as hell making up for it now. We’ve done a huge review of our labour costs, we’ve just put in a new menu model that’s already made the improvements in food costs and labour that we needed and that’s a huge part for us,” he said.

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