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Q8 everyday
nonthaburi
nonthaburi
Kuwait Petroleum Thailand operating under the Q8/Everyday brand is a leading retail petrol distribution network with 130 service stations in Thailand.
The last decade of primarily unregulated growth has created a most undesirable industry condition in relation to supply, demand, competition and profit margins. The petrol market has seen an increase in customer demand by 20-25% while a 100% increase in refining capacity has developed to distribute to a 400% increase in supply in terms of points of retail. Further, all of these factors occurring during a period of relatively flat global barrel price of crude oil.
Admittedly, Q8 would prefer to concentrate on petrol sales to sustain market position and fuel growth. However with the variety of market forces mentioned, coming to terms with the shop performance is the only way in the foreseeable future to increase market share, brand equity and gross profit.
Toward the directive to increase sales by 300% the existing model of site component relationships was abandon for the newly repositioned Q8 everyday shop concept. Architecturally the shop component stands independent of a pump island / canopy relationship and architectural style. rkd retail/iQ developed an new feature entrance element that will serve as the main architectural character Q8 everyday.
rkd retail/iQ developed a clear and organized plan type to maximise exposure and circulation to all offers. As merchandise assortments are essentially identical across all major competitors, developing format differentiation focused on clarity, simplicity and organization as core components in the development of the newly repositioned Q8 everyday.
The Q8 logotype and mark remains strong and visually fresh and rather than develop a separate Everyday identity, rkd retail/iQ developed the new brand identity for Everyday by utilizing the strength of the Q8 mark.
rkd retail/iQ developed all retail and graphic expressions for the new Q8 everyday shop. Currently three pilot locations are in construction with an opening date of December 2002 scheduled followed by a significant rollout and retrofit program in 2003.
The last decade of primarily unregulated growth has created a most undesirable industry condition in relation to supply, demand, competition and profit margins. The petrol market has seen an increase in customer demand by 20-25% while a 100% increase in refining capacity has developed to distribute to a 400% increase in supply in terms of points of retail. Further, all of these factors occurring during a period of relatively flat global barrel price of crude oil.
Admittedly, Q8 would prefer to concentrate on petrol sales to sustain market position and fuel growth. However with the variety of market forces mentioned, coming to terms with the shop performance is the only way in the foreseeable future to increase market share, brand equity and gross profit.
Toward the directive to increase sales by 300% the existing model of site component relationships was abandon for the newly repositioned Q8 everyday shop concept. Architecturally the shop component stands independent of a pump island / canopy relationship and architectural style. rkd retail/iQ developed an new feature entrance element that will serve as the main architectural character Q8 everyday.
rkd retail/iQ developed a clear and organized plan type to maximise exposure and circulation to all offers. As merchandise assortments are essentially identical across all major competitors, developing format differentiation focused on clarity, simplicity and organization as core components in the development of the newly repositioned Q8 everyday.
The Q8 logotype and mark remains strong and visually fresh and rather than develop a separate Everyday identity, rkd retail/iQ developed the new brand identity for Everyday by utilizing the strength of the Q8 mark.
rkd retail/iQ developed all retail and graphic expressions for the new Q8 everyday shop. Currently three pilot locations are in construction with an opening date of December 2002 scheduled followed by a significant rollout and retrofit program in 2003.
