The Challenge
PizzaExpress chilled pizzas were launched in 2001. Distribution, originally exclusively through Sainsbury’s was extended after initial success and sales continued to grow. But four years later competition had intensified. The chilled pizza market is dominated by retailer own- label and in the upper middle and premium end of the market retailers were seeing success by focusing on ‘Italian-ness’. The PizzaExpress brand’s performance in the supermarkets was not coming close to the restaurants’ success, and in 2005 the company undertook a review of its chilled pizza business.
The Brief
In Spring 2006 Pearlfisher was briefed to create new packaging that would build stronger links between PizzaExpress restaurant and the grocery lines – to ‘put the restaurant in the box’. The brief called for packaging that would maintain a strong level of standout and differentiation from competitors, enable consumers to differentiate between individual pizza recipes without losing brand impact and assist in delivering the brand ambition of doubling sales in three years.
The Design
The new packaging stands out from the competition with its distinct lack of pizza photography and signature blue colour. Different recipes are distinguished by a colour-coded ‘personality’ typeface, helping customers recognise their favourite flavours in store. The pack uses embossed finishes and varnishes to reflect the quality cues of the restaurant, while the back of the pack features a changing range of stories from individual elements of the restaurant brand, such as the heritage of the PizzaExpress Jazz Club. This back of pack area also gives the restaurant brand an opportunity to communicate events, such as the launch of each seasonal menu.
The Results
The new packaging was launched in November 2006 after a design investment of around £55,000 (Euro 80,900). By April 2007 sales had grown 39% on the previous year, to £40.8million (Euro 60million). The brand is currently outperforming the market growth rate of 18% and is already meeting 90% of its target to double sales in three years. This strong sales performance has shifted retailer perceptions. Tesco, for example, has increased its range from four lines to seven and is now selling the brand in 300 more stores.
