It is at a loss, yet the Kebhouze site announces a new opening, in London. Numbers in hand, the corporate balance sheet of the company with which Gianluca Vacchi has brought his premium kebab chain (from 12 to 14 euros each) throughout Italy has accumulated losses for a value of 1.9 million euros. The news was first to be reported by Affari Italiani, who explained how Vacchi himself, 92% controller of the company with his Cofiva Holding, brought together the shareholders to quantify the losses accumulated up to this point: just under two million precisely, of which 1.3 in 2022 alone. Losses that mutilated the capital: to settle the liabilities it was necessary to zero the reserves and reduce the capital by one million up to 264 thousand euros. Even though things didn’t go so well, new offices continued to open, reaching over 110 workers: Milan (with four stores, the last one inaugurated in May), Rome, Venice, Turin are just some of the Italian cities, but Ibiza is already in the mailing list. The company defends itself: losses are foreseen, explain the top management.
The expert: weak link between the influencer and the brand
To try to understand the reasons for such a “thud”, the analysis of the founder of Deep Marketing, Francesco Galvani, an expert in strategic marketing and branding, could be useful. «Vacchi is famous?», is the first reflection. “Obviously yes, 25 million Instagram followers is no trifle and has a unique ability to attract media attention and adoring crowds.” «But does being very famous have any benefits when fame has to be transferred to business?», He then added, referring to companies that cannot be easily connected to the famous person. «Vacchi’s fame supported the launch of Kebhouze, but in the long term it did not bring any particular value. Both because the company is called Kebhouze and not Vacchi’s Kebab, and because there is no prior connection in most people’s minds between Gianluca Vacchi and fast food». It can therefore be said that the launch of the brand worked, but that in the long run, as the novelty of kebabs with different types of meat (chicken, veal and turkey, black angus) and more waned, problems emerged.
The image and number of rooms
According to Galvani these concerned both the positioning in the premium sector and the overall image. Just think, in the first case, how the trend of premium burgers took two decades to mature, with the contribution of companies, experts, trade fairs: «A single company cannot do the same thing, not in a few years – he added – . In my opinion, the management has underestimated how essentially impossible it is for a single company (a small one at that) to create a new market such as that of premium kebabs». In the second case, what is not convincing is the coordinated image, the visual identity and the logo, taking into account how much man is a visual “animal”: «I cannot deny, for example, that the photos of the interiors of the shops show graphic choices overstimulating and chaotic. Or that the menu really has too many colors, you scream a lot, everything is bold».
Could it have been a hasty choice to have opened so many clubs? «Kebhouze is a startup and a new brand – concludes Galvani -. In this case it makes sense to focus on making one or a few main offices work well. We have to find the square there. This does not completely remove the risks, but it lowers them». «An ant that falls from the tenth floor does not get hurt. A cow yes».
2023-06-28 19:27:44
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