2023-05-30 16:21:38
Marc Beaudin (Photo: Courtesy)
Since opening its restaurant in 2001 in Montreal, Au Pied de Cochon (PDC) has grown by adding a sugar bush, a cider house and a host of retail foods.
However, each launch gave rise to disparate visual signatures, with no cohesion between the different products. “We weren’t that organized,” admits Marc Beaudin, chef Martin Picard’s partner in this adventure. We didn’t know we were going to end up with so much product.”
For example, the co-owner of the company explains that Martin Picard liked to consult those who had made these delicacies about the label.
“We realized that a guideline was missing,” he continues. The idea of involving everyone more or less works. What we did before worked on a small scale, but not with almost 40 products. After 22 years, it was time to review our visual identity and our brand image.”
PDC therefore called on the Sid Lee agency to standardize and refresh the design of its foods, such as condiments, pies, meat pies and sauces, which represent about a quarter of its income. However, the visual invoice of its alcohols remains unchanged.
The brand symbol, the pig, the colors, the language and the typography have been revised. Inspired by hunting vests, the orange color is central to this new approach. Among other things, it is accompanied here and there by a forest green, an apple red and various shades of brown.
The deployment of these new labels will take place gradually until the end of the year. He started in March with three maple syrups.
Better marketing
This refresh of the brand is part of Au Pied de Cochon’s desire to better sell its products on the shelves of supermarkets and delicatessens.
“Having a great product and a good name is essential, but it takes a commercial effort to support marketing, notes Marc Beaudin. We’ve done a lot of that for about a year and a half.”
Revamping the brand’s image is one of the elements of PDC’s strategy to boost its sales. Another approach is to meet with customers.
“You can have great products on the shelves, but if you’re not there, the products don’t sell,” says Marc Beaudin. For example, every Thursday and Friday this summer, I’ll take my BBQ for a walk in grocery store parking lots to show off our relishes. Martin Picard also went to several SAQ branches to have our spirits tasted. You have to taste to buy.”
Cost control
The company, which employs more than a hundred people during the sugaring-off season, must, however, come to terms with the scarcity of labour. To circumvent the problem, it is equipped in order to be more effective.
In addition, it chose to control its expenses and thus improve its margins. “At the restaurant, we decided to welcome fewer people, explains Marc Beaudin. Instead of having 200 clients per evening, we have 130. The turnover is lower, but the profit is just as good. It also allows us to keep our staff and improve their quality of life, because the evenings are shorter. Same thing at the sugar shack where we serve 40% fewer people.
To ensure its growth, the company plans to increase its offer, in particular by adding maple cream, as well as additional desserts and pâtés.
“Martin is a great creative, says his partner. It’s stronger than him, he wants to add more!
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