The KFC apology campaign was one memorable one. The origins of the episode go back to October 2017, when the fast-food chain ended its relationship with food-delivery specialist Bidvest Logistics in favour of a contract with Quick Service Logistics and Deutsche Post-owned DHL, the latter best known for its home-delivery services.
The hubris on display at the time of the announcement makes for painful reading: KFC and DHL promised collectively to “revolutionise” the UK food-service supply chain with an unprecedented focus on “innovation, quality and reliability”. Yet, within weeks of taking over delivery management, the system was creaking, as DHL struggled to fulfil a just-in-time order culture among franchisees across the UK from its single operations centre in Rugby.
The chicken wasn’t even leaving the depot, let alone crossing the road
According to data from social-media monitoring service Brandwatch, on 21 February alone there were 53,000 mentions of KFC running out of chicken, alongside hashtags such as “#ChickenCrisis” and “KFCCrisis”. Speaking to Campaign in June, Meghan Farren, KFC’s chief marketing officer for the UK and Ireland, painted a bleak picture of the brand’s predicament in those dark winter days: “At the time, our business was, to be honest, on its knees. We have 26,000 team members across the UK and Ireland, and many of them were taking abuse from customers, day in and day out.
“At that time, the general public didn’t understand that it wasn’t our team members’ fault. They didn’t understand that it wasn’t just a team member being lazy, [and that] we actually had a much bigger issue.”
With 900 restaurants closed, and more damage to the brand with each passing hour, KFC turned to its creative agency Mother in search of salvation.
A clucking nightmare
Mother was still relatively new to the world of fried chicken, having won the brand’s creative account only 11 months before from 15-year incumbent Bartle Bogle Hegarty.
However, a deep-dive into its business allowed the agency to identify a vital insight, namely that nearly three-quarters (71%) of the UK population visits KFC at least once a year, and that a quarter (24%) eats in its outlets on a weekly or monthly basis. With the scale of its audience so vast, it required an efficient solution to reach them in one hit.
Working with UK media agency Blue 449, KFC decided that print media would best achieve its goals, given its ability to reach a “sizeable minority” of UK consumers, and because it perceived that the medium benefits from higher trust metrics than social media. Two newspapers – The Sun and Metro – were selected to deliver a combined readership of nearly six million.
The creative execution was of even greater importance. The UK general public are no strangers to what they perceive as empty, corporate apologies. To cut through, KFC would have to turn the traditional crisis management playbook on its head, eschewing the usual executive apology on TV, and avoiding the temptation to blame its new delivery partner DHL.
Instead, guided by the “three Hs” of “humility, humour and honesty”, it settled on another three-letter word to share the “truth” in a bold and down-to-earth manner: “FCK”. The near-expletive anagram of KFC’s brand name emblazoned on the side of a chicken bucket seized attention, before offering an apology written in everyday, conversational language.
“A chicken restaurant without any chicken. It’s not ideal,” joked the ad.
The ad ended by directing consumers to a dedicated microsite, kfc.co.uk/crossed-the-road, again using humour as a means of disarming customer frustration.
The ad, which appeared in just those two aforementioned UK newspapers on Friday 23 February, prompted more than 700 press articles and TV discussions, delivering a combined audience of 797 million around the world.
In the weeks following the campaign launch, KFC steadily restored operations to normal, meaning restaurants could re-open and offer a full menu.
Yet evidence suggests that it was not simply a case of “back to normal” for KFC. In fact, it appears that the ad has helped the chain to emerge from its ordeal without any lasting brand damage whatsoever.
According to data from YouGov BrandIndex, KFC’s response to the events made an impact on the UK public, with 29% of people noticing something about the fast-food outlet at that time, up from 7% before the problems began.
Its brand impression score among consumers dropped by nine points at the time of the shortage, from -2 to -12, but has since returned to -1, which Amelia Brophy, head of brands at YouGov, said underlines the success of its brand recovery.
Importantly, Brophy added, the brand is “very resilient” among people who would consider eating at KFC.
“FCK” picked up one silver and three gold Lions in Cannes, including in the Print & Publishing category, and in September was awarded the Grand Prix for Campaign of the Year at the Marketing New Thinking Awards 2018.