Advertising Pitch  
21.01.2019 
 
 
 
 
 
 
 

 
 
CONTENTS 
WHO ARE WE  
THE TEAM | Page 2 
WHAT WE DO | ETHOS | AWARDS | Page 3 
CLIENTS | Page 4 
 
PORTFOLIO OF BRANDS  
BARBOUR | Page 5 
MITCHELLS & BUTLERS | Page 6 

JAMIE’S ITALIAN  
ABOUT YOU | Page 7 
WHAT WENT WRONG | Page 8 
 
COMPETITOR CAMPAIGNS 
ZIZZI | Page 9 
PIZZAEXPRESS | Page 11 
BELLA ITALIA | Page 14 
THE STABLE | Page 17 
WAGAMAMA | Page 19 
 
MARKET AND CONSUMER TRENDS |  
UK CASUAL DINING MARKET | Page 22 
DELOITTE RESEARCH | Page 23 
 
RESEARCH 
PUBLIC SURVEY | Page 24 
WHY IT WENT WRONG | Page 31 
ACORN RESEARCH | Page 32  
SWOT ANALYSIS | Page 33 
TARGET AUDIENCE | AD OBJECTIVES | CAMPAIGN HASHTAG| Page 34 
 
THE CAMPAIGN 
MUSIC | Page 35 
CREATIVE | Page 36 
 
MEDIA CHOICES 
TFL LONDON UNDERGROUND | Page 40 
OOH ADVERTISING | Page 41 
SOCIAL MEDIA | Page 43 
 
MEDIA PLAN | P​ age 45 
 
PRIZE PROMOTION | ​Page 46 
 
REFERENCES | ​Page 47 
 
1 
THE TEAM 
 

 
 
 
 
 
Faye Stammers ​Jessica
Hutchison 
Account Manager Social Media Manager 

 
Jacob Brinton Bethany Fisher Sacha Gardener  
Media Planner Creative Director Research Analyst  
 

 
 
 
 
 
2 
 We are Thinking Juice. 
 
WHAT WE DO 
 
We are an integrated marketing agency based in Bournemouth and London. 
 
“​We will take the internal and external truths surrounding your brand and bring 
it to life in a convincing and creative way. It needs to look stunning and it needs 
to work beautifully.​” 
 
ETHOS 
 
 

 
 
 
AWARDS 
 
We are previous ​UK Advertising Agency of the Year w ​ inners​ a
​ nd one of the 
UK's Top 10 Creative Agencies​.  
 
The Recommended Agency Register (RAR) awards winners are decided solely by 
client reviews and over the past seven years, we’ve taken home ​Best in 
Advertising, Most Effective, Most Creative, ​and M​ ost Strategic Agency.  
 
 

3 
CLIENTS 
 

 
 

   

4 
PORTFOLIO OF BRANDS 
Barbour 
 
Challenge​: 
 
Barbour  is  synonymous  with  the wet and cold of autumn and winter. We needed 
to  increase  brand  engagement  during  summer  through  social  channels  and 
position Barbour as a lifestyle brand at the heart of summer. 

Idea: 
 
Instead  of  a  typical  UGC or outreach campaign, we thought we'd do something a 
little  different.  Something  that  really  is  designed  for  the  British  summer.  We 
invented  a  new,  multi-purpose  Barbour  product:  The Rather Handy Picnic Rug. A 
special  edition,  the  only  way  you  could  get  your  hands  on  one  was  by  winning  it 
online.  All  people  had  to  do  was  show us - using #BarbourPicnicRug - where and 
how they would use the rug during the British summer. 

 
 

 
 
 
 
 
Result: 
 
We had 5,746 competition entries & 250,000 engagements on social media. We 
surpassed our expectations by 177%. 
 
   
5 
Mitchells & Butlers 
Challenge​: 
 
Mitchells & Butlers is one of the largest restaurant operators in the UK, with 17 
restaurant, pub and bar brands making up it’s impressive portfolio. We were 
tasked with the creative and strategic strategy for six of their brands: All Bar One, 
Browns, Miller & Carter, Vintage Inns, Nicholson’s and Premium Country Pubs. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Idea: 
We transformed each of the brands’ communications so they not only looked  
amazing, but also generated a response from each restaurants target audience. 
Whilst we can’t reveal specific figures, Mitchells and Butlers saw a significant 
increase in footfall and email engagements.  

 
   

6 
JAMIE’S ITALIAN 
 
“​We’re all about beautifully sourced ingredients and simply cooked 
Italian comfort food that makes you happy.​” 
 
About you 
● Founded in 2008 by Jamie Oliver and 
Gennaro Contaldo in Oxford 
● 60 restaurants around the world 
including Turkey, Singapore and 
Hong Kong 
● Authentic, “Italian table” food, 
inspired by what people eat all over 
Italy 
● All ingredients are responsibly 
sourced Italy and the UK. Staff are 
trained to know the origin of each 
dish 
● Every restaurant is unique, designed 
to incorporate the history and 
personality of the building and town 
(Jamie’s Italian 2018) 

Evidence of decline 
● 12 restaurant closures in two years. ​600 job losses.  
● Jamie blamed Brexit due to poor trading conditions and a weakening 
pound. Rising food and staffing costs were a contributing factor to the 
chains problems. 
● In February 2017, staff were owed millions and there were debts of £71.5m 
from overdrafts, loans, HMRC, landlords and suppliers. 
● In figures revealed in 2018, sales had dropped by 11% in 2017 to £101m,  
● The restaurant chain was only saved from bankruptcy by a £13m 
last-minute injection of cash from Jamie himself. 
● In total, there are now only 25 restaurants left in the UK. 
 
 
 
(Eater 2018, MailOnline 2018, Mirror 2018 and The Guardian 2018)  

7 
WHAT WENT WRONG 
There are a number of reasons why Jamie’s Italian is failing, the main reason 
being a loss of touch with current trends. The chain lost touch with its original 
values and principles and instead became reliant on the success of Jamie Oliver’s 
book and TV shows to draw customers to eat at Jamie’s Italian.  
 
This has been confirmed by Jon Knight (2018), Chief executive of Jamie’s Italian,, 
in saying that the chain became complacent and lost touch with the principles of 
its founder. Paul Hunt, Chief Executive of Jamie Oliver Group, said:  
 
“The success of our media business [cookery books and various TV series]… 
was fundamental to our ability to support the restaurant business and ensure its 
continuity. With a reshaped restaurant estate, a new management team, and a 
focused investment plan backed by HSBC, we are making steady headway in a 
challenging market.” 
 
Hugh Richard Wright (2018), Restaurant Consultant, believes that medium-sized 
chains are struggling due to reduced customer spend, and higher business costs. 
He added that the availability of great food, often for less, is having an impact; the 
market is arguably saturated. 
 
Jamie’s Italian needs a new campaign because it needs to ​reconnect with it 
customers, focusing on good authentic food.  

   

8 
COMPETITOR CAMPAIGNS 
Zizzi  

 
 
 
Their aim: “to be individually Italian. Every time you 
dine with us, it should be for great Italian inspired 
food in an environment designed with individual 
touches unique to the local area” (Zizzi 2018). 
 
Zizzi pride themselves on providing a warm and 
social atmosphere, typical of Italian dining with a 
playful individuality of their own. They focus on the 
people, the food and prime locations, bringing 
together family and friends. Although a chain, every 
restaurant is different. They take cultural elements 
of the restaurant's location and mould it into the 
design of the restaurant. They are constantly 
looking at the current trends and updating their 
menu and interior accordingly.  
 
Zizzi has embraced the concept of gamification to 
deliver a new loyalty and promotional campaign 
that allowed customers to compete for food and 
holiday prizes and the chain to radically increase its 
marketing database. The campaign attracted 
22,000 new customer names to the brand. Jo 
Fawcett (2018), marketing director of Zizzi explained that: 
 
“We wanted to introduce a campaign which not only generated new consumer 
contacts but would encourage high levels of repeat engagement. Their high 
engagement levels also meant they were happy to share information on their 
preferences with us, which we will use to continue to increase our relevancy to 
them going forward and inform our business.” 
 
 
 

9 
 
In recent years, there has been a consumer desire 
for convenience, resulting in the trend of a ‘social 
night in’ (​Pearlfisher 2018). ​Therefore, the demand 
in takeaways is at an all time high. Zizzi 
acknowledged this and in 2017, partnered with 
pearlfisher, to better their design of their 
packaging so it would be more appealing to 
customers getting a takeaway.  
 
Zizzi use their social media to create a persona for 
the brand. Their photos link creating a story 
through their food for example; here you can see 
their crab cannelloni being advertised, by the 
family favourite activity crabbing - they use 
humour throughout all of their social media 
channels, creating engaging and attractive 
content, appealing to their followers. To further 
their homely feel, they frequently use the word 
‘family’ when referring to their individual branches. 
This seems to be well received by their followers as 
it makes the brand seem inviting and friendly.  
 
From examining Zizzi as a brand, it is evident that 
ZIzzi are successful at moving with the times and 
current trends; using their social media and use of 
gamification as their main tools of advertising 
(Marketing Tech News 2016). 
 
 
   

10 
PizzaExpress  
 
 
 
“Our passion for Italian food can be traced back to our 
founder, Peter Boizot and his love affair with Italy. 
Unhappy with the pizza in London, he shipped over an 
authentic oven, knocked down a wall to squeeze it in, 
and opened our very first restaurant on Wardour 
Street.”  
 
 
 
Values: 
PizzaExpress values their “great food, evocative music, 
and distinctive design”,and they “take pride in offering 
great hospitality and unforgettable experiences”. 
 
In 2017, PizzaExpress won the 'Best Vegan Pizza' award 
at PETA's Vegan Food Awards. ​(PizzaExpress 2019) 
 
 
Deals and discounts: 
PizzaExpress offers deals and discounts to 
students all year round, from a free portion of 
Dough Balls on Results Day to 30% off food and 
drink. PizzaExpress also take a sales promotion 
approach by offering a range of ‘At-Home’ pizzas 
at supermarkets, which includes money-off 
vouchers on the packaging that customers can 
redeem at their restaurants. This strategy is 
designed to encourage trial and repeat 
purchase, as well as rewarding customers for 
their loyalty to the brand. (Marketing Week 
2009).   
 
 
 
 
 
11 
 
PizzaExpress sends “pizza lovers bananas over 
apples.” 
 

 
 
Back in 2016, PizzaExpress created a nationwide campaign to drive customer 
conversation, trial and engagement of its (then) new Hawaiian pizza.  
 

 
 
An experiential activation team were on location over the UK, who offered samples of the 
pizza as well as amplifying customer reaction on social media (The Drum, 2016) 
 
 
 
 
 

12 
 
 
PizzaExpress are fairly active on social media. Their Instagram page is a mixture 
of photos from their restaurants, customer pictures and images of products 
available to buy in supermarkets. The company adopts a slightly comedic tone to 
their social media, using hashtags to jump on current trends and emojis to make 
their communications less formal. On twitter PizzaExpress use a similar tone of 
voice to the instagram page, however twitter is more text heavy and feature 
more video based content.  

(PizzaExpress Instagram 2019)   

(PizzaExpress Twitter 2019) 

 
 
 
 
 
 
13 
 
 
Bella Italia 
 

 
 
"In Italy, the best moments in life are those spent with loved ones, sharing food, 
friendship and laughter."  
Vittorio Lettieri, Executive Chef at Bella Italia. 
 
Bella Italia is owned by Casual Dining Group UK, who own and operate over 300 
restaurants around the UK, including La Tasca and Las Iguanas (Casual Dining 
Group 2019). 
 
A journey which began in 
1990, founder Michael 
Guthrie bought two 
seperate restaurants and 
combined them to create 
the Bella Pasta chain. This 
successfully ran until 2002, 
when the company 
rebranded to Bella Italia, 
opening its first store in 
Leeds (Bella Italia Careers 
2019). 
 
 
What’s their vision? Well, according to their website:  
 
“Our vision is to provide genuine Italian-quality dining experiences. At Bella 
Italia, we bring the true spirit of Italy with ingredients sourced from real 
Italian-family producers, bringing the qualities of life with every guest. Evoking 
emotions of less stress, more family time and warmth” (​ 2019). 
14 
 
Bella Italia pride themselves on their traditional values and ingredients sourced 
from real-life-Italian-families. Working alongside family-run businesses, the chain 
aims to bring a taste of Italy to the UK, with a menu inspired by Executive Chef 
Vittorio Letteri’s Italian roots.  
 
The brands most recent ad campaign was with Ignite Hospitality, with a focus on 
their Italian heritage. The campaign was delivered across multiple social media 
platforms to target and influence new and existing customers of the brand. This 
was done through communicating Bella’s “brand and product attributes 
consistently across platforms using a mix of media types.” (Ignite Hospitality 
2018). The campaign used a competition to increase audience engagement with 
the social media posts. 

 
 
The content of the ads were highly visual, with video and animated creative 
being implemented to engage audiences, followed by the use of Search 
Advertising to effectively target hungry, nearby, potential customers.  
 
What was the result? Over 1.6 million video views, with a 34% increase in like for 
like website visits and 24% increase in like for like online bookings (Ignite 
Hospitality 2018). 
 
“We wanted to develop an experience brand where people could come in and 
have a main meal, have a snack, have a coffee and buy into something a bit 
different than just £7.99 for a margarita. Pizzas now are around 20% of the sales 
mix. The grill section is equally as large as the pizza section these days and we 
have been embarking on a process to broaden its breadth to make it appeal to 
a wider family, value demographic.” 
Steve Richards, CEO of Bella Italia (2016) 

15 
. 

Bella’s social channels utilise hashtags well, they frequently tie their posts to 
current trends (such as Dry January) and use a less formal approach than other 
restaurants by incorporating things such as emojis into their tweets. This not only 
helps them stay ‘relevant’ in the consumers mind but also means that they are 
engaging with the wider conversation happening on social media beyond Italian 
dining. The visual aspect of their socials focuses heavily on the food they serve, 
not necessarily always using high quality images for their posts, but instead using 
customer photos in some circumstances. This helps provide a more ‘family’ feel 
to their overall brand.  

Bella Italia Instagram 2019. Bella Italia Twitter 2019. 

 
 
 
 
 
 
 

16 
The Stable 
 

 
UP AND COMING BRAND  
Aim “Fine food and crafted cider set within an alluring atmosphere.” 
 
The Stable was founded in 2009 at which time the brand consisted of one 
restaurant that had been created from a renovated, disused barn. By 2014 the 
brand consisted of 5 restaurants, at which time Fullers bought 51% of the 
company. Since then the brand has expanded to 17 locations across the south of 
england and Wales, including major cities such as London, Southampton and 
Cardiff. (Fullers Ltd 2016)  
 
It is this “Home Grown” aspect of the business that The Stable relies on heavily to 
attract guests as well as in their online presence. As a small company they are 
reliant on the use of social media as part of their marketing. The Stable uses 
social media in a way that is very personable, the accounts post in a way so that it 
feels as though it is a person as can be see seen in the example below, this makes 
the brand more relatable and more appealing to their audience.  

 
Much like Jamie's Italian what makes The Stable unique is the buildings in which 
the restaurants are set. Since the original disused barn, The Stable has continued 
to use interesting buildings for their restaurants, for example Bournemouth's old 
information centre. 
17 
  
 
The Stable also expands on having these 
unique buildings by creating a sense of 
community around each restaurant. They 
do this in all aspects of the experience, from 
using locally sourced ingredients from 
within 10 miles of the venue. The Stable 
have also created individually designed 
logos for each restaurant, such as the one 
to the right here. 
 
The company hold many charity nights, 
with local live bands and post about the 
staff with the assumption that the audience 
know who they are, and if they don’t- they would want to.  
 
 
   

18 
Wagamama  

 
 
“kaizen’, meaning ‘good change’ is the philosophy that sits right at our 
heart. it shapes every dish we create, and pushes us to find better ways in all 
that we do. we’re restless spirits. forever creating and making things better”  
(Wagamama, 2019) 
 
Wagamama was founded in 1992 by Alan Yau, owner of Michelin-starred 
restaurants Hakkasan and Yauatcha, who was inspired by traditional Japanese 
noodle bars. The chain is minimalist in design and introduced a canteen-style 
layout to British dining where customers had to share their tables and benches 
with each other (Campaign, 2012). Wagamama’s extensive Japanese menu at 
affordable prices as well as its unique dining experience have been integral to 
their success, generating an annual turnover of around £301 million in 2017/18 
(Statista, 2019).
 
Emma Woods, newly appointed chief executive of Wagamama, said:  
 
“We want Wagamama to be special, both the bowl and the soul, and so have 
continued to invest in our amazing teams, our vegan food and our customer 
service this quarter​” (Aol, 2019). 
 
Previous campaigns: 
1.​ In 2014, Wagamama launched a radio and in-store advertising campaign, 
created by agency 101, to promote the brand’s story and range of most-loved 
dishes. 
 
There were four 30-second radio spots for 
Wagamama which featured the voice of Huey 
Morgan (vocalist in band Fun Lovin’ Criminals and 
presenter on BBC Radio 2). The aim of these ads 
were to celebrate elements of the Wagamama 
restaurant experience, such as new dishes 
coming at different times and trying to 
pronounce their names properly. 
 

19 
Meanwhile, the print work featured side-on views of woks and ramen bowls cut 
in half to showcase the “healthy, flavoursome” ingredients which were used for 
digital 6 sheets around shopping centres and restaurant window displays. The 
overhead shots were used as placemats in restaurants. 
 
Simon Cope, global brand director at Wagamama, commented: 
 
“The campaign represents the freshness and fun qualities of our brand. We 
hope the advertising and creative execution will encourage people to embrace 
their adventurous side over the cooler months and understand a little more 
about what makes Wagamama so special” (​Mortimer, 2014). 
 
 
2.​ I​ n 2017, Wagamama worked with MOX London to launch a social campaign, 
led by a social video introducing a new character – Katsumama. This campaign 
aims to engage students during freshers’ week and turn them into loyal 
customers throughout their university lives and beyond. 

So, how did they get students to actually 

care about Wagamama during freshers’ 
week? They decided to promote their 
‘Ultimate Hangover Cure’ – the katsu 
curry. They chose the day which was 
found to be the most hungover day in the 
student calendar and declared it as 
‘National Katsu Curry Day’. On this day the 
first 50 students through the doors of 
restaurants across the UK were given a free katsu curry. And to make it more 
memorable, they used Katsumama in their bold, playful video. “A loving, wacky 
Mum away from Mum’ – for the apparently needy and homesick students. 

The campaign was run through micro-influencers online with heavy student 
followings to deliver scale and authenticity - promoting the National Katsu Curry 
day (Taylor, 2017). 

3.​ In 2018, Wagamama worked with MullenLowe, who bought agency 101 in 2018. 
They said they were drawn to the world that 101 had previously created for them, 
particularly the ‘Bowl to Soul’ brand proposition. 
 
20 
This campaign was led by a 40-second video 
which uses a mix of live action millennial 
actors and Japanese anime. The aim of this 
ad was to focus on Wagamama’s belief that 
good food does more than just fill you up, it 
nourishes your whole body, being, and spirit. 
The video shows Wagamama’s Japanese 
roots and its restaurant style, which included 
communal long tables with benches 
(​Jardine, 2018). 
 
 
The video first appeared in cinemas and then on TV in the UK and internationally 
– marking Wagamama’s first TV advertisement. ​Actors used in the film are 
noticeably younger adults, revealing that the brand targets a millennial audience. 
 
Wagamama is a brand that doesn’t opt for short-term tactic such as discounting 
and promotions. They believe a more sustained attempt at building brand loyalty 
works much better, which is quite a bold move as restaurants on the high street 
are facing tough economic conditions. Wagamama has been outperforming the 
mid-market casual dining market for over 4 years now, and they put it down to 
keeping the brand fresh and relevant. 
 
The brand is successful as it fits well with current food trends, a menu adapting 
to vegan, gluten free and clean-eating customers. They keep up-to-date with 
movements, and they also have a unique table layout where customers sit at the 
same table as strangers – a whole new experience for British foodies. (Campaign, 
2018) 
 

 
 
 
   

21 
MARKET & CONSUMER TRENDS  
UK Casual dining market: 

 
(Deloitte 2017) 
 
22 
 Deloitte research: 
 
The UK casual dining sector is going through a challenging period as a result of 
higher labour costs, higher business rates and increased food costs (Deloitte 
2017). 
 
At the same time, consumer confidence is falling, with inflation and sluggish 
wage growth beginning to squeeze disposable incomes - this means many 
diners are only incentivised to dine out when a ‘deal’ is available. 
 

 
 
For those diners who are choosing to spend their hard-earned cash, diners are 
selecting healthier alternatives for their meals and picking restaurants who pride 
themselves on sustainability and food provenance. 
 
In a world of 241, 50% off, tastecard’s and other deals and discounts, there is a lot 
on offer to consumers which means that brand loyalty is low. 
 
Customers are also seeking more experiential dining experiences. For example, 
‘​The Murdér Express’ in London is an immersive pop-up restaurant that offers 
dinner with an evening of “immersive theatre, drama, deceit and delicious food” 
(Stylist 2018). 
 
 

   

23 
RESEARCH 
PUBLIC SURVEY:  
We conducted a public survey with 113 participants from across the UK, asking 
about people’s dining habits, their thoughts on Italian restaurants and their 
thoughts and perceptions of Jamie’s Italian.  
 
Our research showed that dining out in restaurants is more popular than 
ordering takeaways, so we asked our participants about their dining habits and 
choices. 
 

 
Those who dine out 3 times or more a month: 

 
 

24 
 
 
A third of our participants go out to 
eat at least 3 times or more a month. 
These participants are mostly 
between the ages of 19-24 and in 
full-time employment, followed by 
those with a student status. Most of 
these people expect to spend 
between £21-30 for a 3-course meal 
and drink while others expected to 
spend between £31-40. 
 
 
 
 
Those who dine out once or twice a month: 

 
The other two thirds of our 
participants go out to eat 
at a restaurant once or 
twice a month, with the 
majority again between 
the ages of 19-24 and in 
full-time employment. 
 
 

25 
Dining choices: 

The most important aspect when choosing to dine out in a restaurant (in 
order from highest rank): 

1. Quality of food 
2. Service 
3. Cleanliness 
4. Affordability 
5. Atmosphere 

The least important when choosing a restaurant (in order from lowest rank): 

1. Celebrity endorsement 
2. Pet friendly 
3. Child friendly 
4. Photogenic food and location 
5. Brand image 

We also wanted to find out 

which restaurants our 
participants would choose 
to dine at if they wanted to 
eat Italian food.   

Our survey revealed that the 

majority of participants 
would choose to dine at a 
local Italian restaurants over 
chains, preferring 
independents because they 
are unique, more authentic 
and serve better quality 
food. Participants described 
chains as too “samey” 
whereas independents “grasp the concept of Italian food best”. And finally, 
independent restaurants are preferred as customers feel they are supporting a 
local business and enjoy the family-run atmosphere. 
 
 

26 
Some quotes from our survey: 

“Local independent Italian restaurants - all chains have the exact same food, 
atmosphere, service etc.” 

“Zizzis because there are deals.” 

“Independent Italians restaurants in my area, perhaps Prezzo as well. I like the 

authenticity of Italian restaurants, family run atmosphere.” 

“PizzaExpress because the quality of food is always consistently high and I can 
always rely on the chain to provide a good dining experience in terms of food, 
drink and customer service.” 

“Jamie's Italian or Zizzi's - chain restaurants which are available in multiple 

locations, know what to expect, good atmosphere and food.” 

“Zizzi or a local Italian. Because Zizzi is reliable and I love the decor and 
atmosphere. But I love a non chain Italian because they grasp the concept of 
Italian food best.” 

“PizzaExpress. Because they have deals.” 

 
 
Thoughts and perceptions of Jamie Oliver: 
 
Participants who voted that they 
were more likely to dine at Jamie’s 
Italian because of Jamie’s 
involvement said it was mainly 
because of his reputation and 
trust in being a great chef, his 
cook book popularity and his 
morals towards healthy eating.  

Those who voted less likely said it 

was mainly because a celebrity 
chef usually means higher prices, 
they don’t believe his healthy 
eating campaigns correlate with 
the indulgence and pleasure in 
dining out, and they would rather pay money towards people working in an 
independent restaurant rather than towards a celebrity. 

27 
Some quotes from our survey: 

“Less likely - Having his name as the brand sets high expectations - ultimately it 
lead to disappointment because I expected more from a celebrity chefs 
restaurant.” 

“Originally when it opened, it did encourage me to go and now I think because 

of Jamie Oliver I assume his restaurant will be centered about plain healthy food 
because of his reputation.” 

“Less likely. I'd rather be supporting authenticity than making a rich man richer.”  

“Probably less likely. The celebrity endorsement makes me think it'll probably be 
overpriced.” 

“Less likely. Celebrity chef's mean high prices and not necessarily good food. 
They've got enough money; they don't need mine. I'd much rather go local and 
independent.” 

“More because he is a great chef and I like his healthy eating campaign.” 

“Less likely he is not Italian.” 

“More, because I like his style of cooking so therefore trust the food will be of 
good quality.” 

 
 
Thoughts on Jamie’s Italian: 
Around ​40% (48 out of 113) of​ our participants had previously dined at Jamie’s 
Italian. We wanted to find out what our participants thought about their previous 
dining experience. What stood out the most to them? What did they feel could 
be changed? We think it’s important to find out this information as it will help us 
to see if we can overcome any negatives, and focus on the positives of Jamie’s 
Italian in the campaign. 
 
 
 
 
 
 
 
 
 

28 
What are the ​negatives ​of dining at Jamie’s Italian?  

 
 
What are the ​positives ​of dining at Jamie’s Italian? 

 
 
 
Our face-to-face interview with a previous Jamie’s Italian 
customer (Holly Sanderson, Bristol): 
Q: ​What did you think of your experience at Jamie’s Italian? 
 
A: ​I have only been to Jamie’s Italian once and I wouldn’t want to go back again. 
I was disappointed by the menu. I assumed because Jamie’s name was 
attached to the restaurant the food would be good. We had to wait a long time 
for a table when it wasn’t actually that busy. 
 
29 
Q:​ Does Jamie Oliver’s involvement with the restaurant make you more or less 
likely to go there? 
 
A:​ Less likely because I just picture him as someone who only cares about 
healthy food and if I’m going out paying for dinner I don’t look for healthy, I want 
to indulge and eat something tasty and filling. Not light with low calories. It 
needs to taste amazing! 
 
 
Overall findings: 
● People between the ages 19-24 dine out the most out of all other age 
brackets. The majority of these people are in full-time employment, 
followed by those who are students. 
● People dine out mostly with their friends and partners/dates. 
● The overall average expected spend for a three course meal and drinks is 
between £21-30 per head. 
● The most popular Italian restaurants to dine at are: 1) Local and 
independent, 2) Zizzi, and 3) Bella Italia. 
● There are mixed feelings regarding whether Jamie Oliver contributes to the 
appeal of dining at Jamie’s Italian, however, the highest votes received 
went to those who had no particular interest or felt it had no impact on 
their decision.  
 
 
 
 
   

30 
WHY IT WENT WRONG: 
 
When we spoke with the manager of the 
Guildford branch, we found out that 
Jamie's Italian has been targeting towards 
families and a generally older 
demographic. This targeting was also 
evident through the award winning 
children’s menu and the deals and 
discounts Jamie’s offered for family 
bookings.  
 
However, our research shows that this isn't the most effective target audience for 
the brand. We are sure that with adjustments in targeting towards a younger, 
more millennial market, Jamie's Italian could see a long term sales uplift and an 
increase in brand loyalty.  
 
As well as this, Jamie Oliver's personal social media accounts have been plagued 
by negative responses- mainly towards his healthy eating campaigns that started 
in the mid 2000’s. Many of the responses mocked Jamie for banning some of the 
audiences favorite school meals. Therefore, today, they wrongfully tend to 
associate Jamie’s restaurant business with bland and overly-healthy food. Our 
research supported this idea. This comes to impact us today, as we consider that 
it is this generation that is now our target market. Therefore we have strategically 
based our advertising campaign on other aspects of the business that resonate 
better with the ‘rising prosperity’ target market we are aiming for.  
 
Recent financial struggles of the 
business have also continued to 
be in the headlines, which have 
not helped the reputation of the 
brand and could lead the public to 
believe that the company is 
unstable, however we are sure 
that our ad campaign would give 
Jamie's Italian the boost it needs 
to secure sustained sales uplift 
and increases in brand loyalty.  
 
 
31 
ACORN RESEARCH:  

  
Who’s living by Jamie’s Italian? 
 
Acorn research shows us that the 
majority of Jamie's Italian restaurants are 
situated in areas of “rising prosperity”, 
these are typically areas where people 
ages between 18-30 would live. As well as 
this- this age range are likely to be 
renting or first time buyers, and are 
mostly childless with disposable 
incomes. What this data tells us is that 
existing Jamie's Italian locations are 
based in prime locations to attract our 
proposed target market, as our primary 
research showed that the kinds of people 
living in these areas are the best suited target market for the brand (Acorn 2018). 
 
Competition in the same neighbourhoods: 
 
Throughout the different 
neighbourhood types 
where Jamie’s Italian 
restaurants are situated, 
there are four main 
competitors: 
PizzaExpress-which has 
the most outlets near to 
Jamie’s Italian outlets, 
Zizzi, Ask Italian and other 
independent Italian 
restaurants. This shows us 
that Jamie’s Italian 
restaurants are in a prime location for the target market as so many competitors 
have also chosen these neighbourhoods as outlet locations. However, Jamie’s are 
not currently targeting this market. We believe that this is a missed opportunity 
for success, as our research demonstrates Jamie's Italian has great locations for 
hitting these ‘correct’ markets.  

32 
SWOT ANALYSIS: 
Strengths  Weaknesses 

● Fresh on-site pasta everyday  ● Limited locations 

● Main ingredients sourced from Italy  ● Jamie Oliver’s controversial press 
● Serves authentic Italian food 
● Great atmosphere 
● Beautiful, unique venues 

Opportunities  Threats 

● Push the local Italian aspect: 1) recipes  ● Zizzi - most popular chain 
and ingredients from local Italian  competitor 
producers, 2) a different experience at  ● Independent Italian restaurants 
each branch 
 
● Location targeting 
● Appeal to a new and larger audience 

 
By analyzing our research we have found the main strengths, weaknesses, 
opportunities and threats that Jamie’s Italian have. The great thing about Jamie’s 
Italian is that you are so passionate about authentic Italian food and we b​ elieve 
that this is your USP​. This is a real opportunity to show your potential consumers 
what you do and what you believe in.  
 
Our research also demonstrated that this is also extremely important to the 
target market we have identified and therefore we are sure that with our 
campaign we will be representing the very best parts of Jamie's Italian to an 
audience who identifies with the same values. You have beautiful venues which 
are made unique to each location- encouraging an atmospheric experience for 
your consumer, something which most Italian chains do not do. As stated 
previously, our research identified that the target market prefers local 
independent Italian restaurants over chains, and therefore the individual, 
one-of-a-kind aspects of your buildings are ​another USP​ that resonates with the 
target market. 
 
Two of the main weaknesses that have arisen in our analysis of Jamie’s are the 
location of existing Jamie’s Italians and Jamie Oliver’s controversial press. As you 
are limited on restaurant locations with the recent closures, your audience is also 
limited. For this reason, the advertising campaign should not be spread across 
the country, instead will be location based, attracting locals near to your 
restaurants. We also see this as an opportunity to make the campaign more 
personal through location targeting. Unfortunately, we cannot change Jamie 
Oliver’s press, but this is why we will not focus on Jamie’s image in our campaign, 
instead stressing the brands personality.  
33 
 
TARGET AUDIENCE: 
 
● Our target audience is​ 18 -30 year olds​ who dine out with friends, partners 
or dates.  
 
● We will target those who live and work in the surrounding areas of the 
Jamie’s Italian restaurant locations as they are more likely to be able to visit 
regularly. 
 
 
 
AD OBJECTIVES: 
 
● To encourage the target audience to dine at Jamie’s Italian by boasting of 
the restaurants ​authentic Italian food and fresh pasta. 
  
● To celebrate the ​sustainability and provenance​ of the ingredients. 
 

CAMPAIGN HASHTAG: 
 

#anythingforpasta 
Our campaign hashtag is ​#anythingforpasta​. We want to make audiences 
aware that Jamie’s Italian pasta is made in store, fresh, everyday. The hashtag will 
be used on all social medias encouraging conversation, but will also be used on 
all of our print advertisements to encourage the audience to visit our social 
media channels.  

 
34 
THE CAMPAIGN  
MUSIC: 
 
Our chosen track: 
Renato Carosone - Tu Vuò Fa’ L’Americano 
(instrumental). 
 
Music is integral to the success of an advertising 
campaign, it’s what brings the visuals together and 
will be the most communicative element of our 
social media video. Our music choice was based on 
what emotions and associations we would want to 
evoke in the audience in connection with the 
Jamie’s Italian brand.  
 
Happiness and music are linked in ways that even science can’t completely 
understand, however what we do know is that music with a faster tempo and 
major modes is associated in the human brain with happiness (Gerald J. Gorn 
1982). We believe that this track will induce emotions of happiness in the 
audience which we want to translate over onto the Jamie’s Italian brand.  
 
Research conducted by Gerald J. Gorn (1982) into the effects that popular music 
can have on audience responses showed that viewers are more likely to be 
attracted to a product if they were listening to a well-liked popular song, which 
this track is. The song is also well connected with an authentic Italian experience 
which, in combination with high definition visuals of Italy, will encourage the 
audience to associate Jamie's with a truly Italian dining experience. The track also 
has a joyfulness and comedic element to it- which is important to us as we want 
to show the fun and upbeat side of the company as this is what will resonate 
most with the target market. It also provides a much more upbeat 
representation of the brand contrary to much of the press currently surrounding 
Jamie’s Italian.  

 
 
   

35 
CREATIVE 
Social media video full ad (40 seconds in length): 

 
 
Description: 
A shop bell rings as a man exits a shop with a basket full of fresh ingredients, he 
says ‘see you next time’ (in Italian w/ English subtitles). We don’t see his face. The 
man mounts his bike before riding away down a hill in a scenic Italian village. 
Various shots of the man cycling through country roads, tourist-ridden streets 
and across a bridge over a busy motorway are seen, - other people/places may 
seem frantic but, he’s peaceful and simply enjoying the ride. The man arrives at a 
ferry port and a ferry horn honks.  
 
The ferry has then arrived at its final destination as the man on the bike rides 
down the ferry slope before riding away. He’s back in the UK. 
 
Jamie’s Italian (Oxford branch) is seen as the man pulls up on his bike outside. He 
heads inside with his basket, where the music that has been playing throughout 
the ad gets louder as he walks in. A chef walks past and takes the basket and says 
‘Bellissimo’. 
 
The man then picks up two bowls of pasta on the side as we see the unique 
Jamie’s Italian interior. He spins around as the camera follows behind him. As he 
walks through the restaurant, we see couples and friends dining and having a 
good time.  

36 
 
He places the plates down as a couple laugh, enjoying one another's company. 
The scene of the restaurant full of diners shows before the Jamie’s Italian logo 
comes on screen. A voiceover says with “key ingredients sourced from Italy, we’re 
dedicated to serving up fresh pasta from scratch everyday…. Jamie’s Italian, good 
food, honestly sourced.” 
 
 
Digital posters: 
 

 
 
Our digital ads will bring the focus back to the fresh, sustainable ingredients used 
in your restaurants, with a particular emphasis on the fresh pasta which is made 
on site, by hand, every day. Using colourful, high-definition visuals, the ads will 
show the journey of pasta made in Jamie’s Italian from dough to bowl. The entire 
ad will be a moving image, which begins with the dough being kneaded, then 
smoothly transitioning to the pasta being cut and finally, after another smooth 
transition, a delicious bowl of pasta will be presented on the table as the 
penultimate frame. Before looping again, a Jamie’s Italian logo will be seen on 
screen along with the with the campaign tagline ‘Good food. Honestly sourced’. 
The lunch time ad will circulate from the hours of 11:30-16:00, enticing audiences 
to visit Jamie’s Italian during lunch hours.  

37 
  
Our dinner time ad will be shown between the hours of 16:00 and 21:00. Sticking 
to three frames demonstrating how the pasta is made, we aim to not only show 
the high quality ingredients and level of care which goes into every dish on the 
Jamie’s Italian menu, but also get your audiences mouths watering.  
 
We will use a QR code titled ‘Follow our pasta journey’, which when scanned with 
a smartphone, will launch our social media video. This is a call to action, and will 
encourage the audience to follow all of our social channels and find out more 
about the campaign and Jamie’s Italian. 
 
Both ads will feature our campaign hashtag, #
​ anythingforpasta​. 

   

38 
TFL London Underground: 

As a large portion of Jamie’s restaurants are situated in London or surrounding 

areas, neglecting to use London Underground advertising would be a missed 
opportunity. These will be cohesive with the social and digital ads in terms of 
visuals, but will be location specific to each station. Given our market research 
results, to appeal to the campaigns target audiences, we will be suggesting 
scenarios for which the audience could visit Jamie’s, such as ‘Meeting Friends?’ or 
‘Date Night?’, and giving a timed estimate on how long it will take for them to 
get there. This is a tactic frequently used by restaurants to get more customers 
in, as the distance acts as a call to action to visit the establishment. 

 
 
 
 
 
 
 
 
39 
MEDIA CHOICES 
 
TFL London Underground: 
Just under half of Jamie’s Italian restaurants are in or 
around London. 
 
According to Marketing Week (2016), nearly 5 million 
passenger journeys are made everyday on London 
Underground, meaning it is likely that our ad 
campaign will impact not only our target audience, but 
many other passengers. 
 
They also state how “Commuters seek out ads as a 
distraction from their journey” - this is a chance for 
our Jamie’s Italian ad campaign to really appeal to 
not only the target audience on their commutes - 
but also other tube-goers. 
 
Finally it’s also stated how 20% of outdoor advertising 
value is owned by TFL. There were 462 food related 
ads on the underground between 2016-2018. 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
40 
Out-of-home Advertising (OOHA): 
 
Why we chose OOHA:  
In order to create a campaign that is successful, will achieve the desired 
impressions, and is also cost effective, OOHA was the most logical choice. This is 
because OOHA can deliver as many impressions as desired at lower cost than 
other forms of advertising such as TV or print.  
 
Location based targeting is another aspect of OOHA that makes it an ideal choice 
for Jamie's Italian. This is because of Jamie’s limited restaurant locations. It does 
mean however that we can geo-target the most relevant audiences rather than 
spending money where ads are less relevant.  
 
OOHA has also demonstrated an ability to achieve market cut through and 
maintain brand awareness through high exposure at multiple intervals in the 
audiences daily life. Ads can be distributed and quickly and on a mass scale and 
this method is more cost-effective per impression than TV advertising. (Sundance 
2016) 
 
 
OOHA provider: JCDecaux  
JCDecaux are the largest OOHA provider in the UK and can offer seamless 
integration nationwide, which will allow us to be adaptable to the market. This 
means that if there are any changes that need to be made based on knowledge 
gained, these can be done quickly and simultaneously. JCDecaux also offers the 
largest number of frames of any other supplier, meaning that we can create a 
range of visually engaging advertisements that are not too intrusive. JCDecaux 
also fits in well with the Jamie’s Italian brand due to offering the best 
environmental policy of any OOHA provider (JCDecaux 2016). 
 
Types of OOHA: Billboards: 
Billboards are one of the most effective 
forms of OOHA, delivering around 1.4 
billion total impressions per fortnight in 
the UK. JCDecaux billboard locations 
have been strategically selected to cover 
gateway points into major UK cities, we 
will utilise these billboards in high traffic 
areas where Jamie’s Italian are situated 
in order to generate the greatest impact 
through a very large yet targeted 
audience. 
 
 
41 
 
Types of OOHA: Street Furniture:  
Delivering 970 million impressions a fortnight 
(JCDecaux 2018); due to their interactive and 
connective abilities, this is the form of OOHA 
where we can be the most creative with how 
we attract consumers to the restaurants. Street 
furniture has also become a key part of urban 
infrastructure which makes this form of 
advertising unintrusive.  
 
 
Types of OOHA: Shopping Centres:  
Advertising in shopping centres is 
extremely effective, and doing so in 
shopping centres near to Jamie’s Italian 
locations is a guaranteed way to target 
customers who will be feeling hungry on 
their shopping trips and direct them to 
your restaurant. JCDecaux found that 
audiences were 50% more likely (JCDecaux 
2018) to visit an outlet after being exposed 
to an advertisement within the same 
complex.  
 
 
 
   

42 
SOCIAL MEDIA 
 
The results of our research showed that Jamie's Italian would be best to target 
individuals aged between 19-30 based on location and current market trends 
found through our primary and secondary research. These people will be of rising 
prosperity as this target market dines out three times or more per month. It 
would therefore be appropriate to use the below social media platforms to 
promote the social video aspect of our advertising campaign. This is because a 
large proportion of active social media users fall within this age bracket (Flint 
2018). As well as this, by integrating paid social as a part of the advertising 
campaign, this will not only drive demand, but also engagement, brand 
awareness and business performance. 
 
YouTube: 
The full length, 40-second campaign 
video will be published on YouTube. The 
video will also be featured as a YouTube 
ad, being played within targeted 
programmes and videos, which will not 
be able to be skipped. This will be a 
shortened 15 second version of the ad 
which will cut out the majority of the 
journey between Italy and Oxford because as noticed through research, o​ur 
attention spans are getting shorter (Huffington Post 2018), therefore the ad will 
not lose the attention of potential viewers. 
 
Instagram: 
As Instagram is your most popular social 
channel (with over 134 thousand 
followers) we will have a particular focus 
on this platform. The current Instagram 
has a great strategy, with lots of content 
with high user involvement such as polls 
being featured. For the 
#anythingforpasta campaign, we will 
feature behind the scenes videos of the 
main social ad, as well as featuring lots of mouth-watering content of the fresh 
pasta made in store, as well as the other tasty treats available on the menu, your 
talented teams making the meals, as well as content in the build up to the 
conclusion of our campaign in World Pasta Month in October. 
 
 

43 
 
 
 
Facebook:  
The campaign content from Instagram will 
be repurposed on Twitter and Facebook to 
appeal to each social media community 
specifically. Facebook is now extremely 
popular for video sharing which have been 
found to receive 135 percent more organic 
reach than photos, which is an effective 
way to engage with your audience. Your 
Facebook page is also important as it is home to reviews, and is a source of 
information for customers (Landicho, 2018). 
 
Twitter: 
One of Twitter’s biggest advantages is the 
massive audience potential. Twitter’s 
section for ‘Trending Topics’ automatically 
tailors topics and hashtags to what a user is 
interested in, who they follow and their 
location. This means that even though 
anyone can join in on the 
#anythingforpasta conversation, it can also 
be a topic tailored to those who work and 
live around the Jamie’s Italian locations and those interested in Italian dining 
(Hopson, 2015). 
 
 
 
 
 
 
   

44 
 MEDIA PLAN 
  Feb  Mar  April  May  June  July  Aug  Sept  Oct  Nov  Dec 

Billboards                         

Instagram                       

Facebook                       

YouTube                       

Twitter                       

London                       
underground 

Digital six sheets                       

Prize promotion                       

 
The campaign will launch in April and end it with a big push in October, in time 
for World Pasta Month.  
 
To coincide with the launch of the campaign, ​digital six sheets and billboards will 
run separately. This to keep costs low and also to keep audience interest fresh.  
 
The billboards will be strategically positioned on gateways into major cities that 
are home to Jamie’s Italian outlets, and six sheets will run throughout these cities 
alongside these. This will allow us to have exposure to potential consumers 
commuting and working in each location as well as those living there. We have 
chosen these periods to push our content as in the beginning we will want to 
drive interest for the announcement of the campaign, and then as the campaign 
reaches its conclusion at World Pasta Month, it will have a ‘relaunch’ with a 
promotional giveaway.  
 
Due to a large proportion of Jamie’s outlets being in London, October is a great 
time to push the TFL advertising platform content. Records (Morris 2018) show 
October is one ​of the busiest months for underground journeys.​ ​The last week of 
October 2018 saw the network carrying 28.6m people. (Morris 2018) 

45 
 

PRIZE PROMOTION 
 
 
 
1st Prize:   
14 night Italian cruise on Royal 
Caribbean's Anthem Of The 
Seas  
 
 
 
 
 
 
 
 
2nd Prize: T
​ he classic bike seen in 
the advert  
 
 
 
 
 
 
 
 
 
 
3rd Prize: T​ he basket seen in the 
advertisement along with a Jamie Cooks 
Italy 2018 cookbook  
 
 

46 
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