The Challenge: To create a strong brand that would enable the company to educate a country where meat has little value on sustainable and humane animal practices.
The Solution: Create a branding guide and vision that not only encompassed the logo, but also the company’s culture and the way clients were educated on the product.
The Outcome: A successful butcher shop with a tv show in the making on humane butchery practices, two restaurants and the coveted title of number 27 in latin America.
Branding for food is a very dynamic process. Sitting at the intersection of art and basic human need it requires a balance of emotional outreach and trust. Osso was a specially fascinating project.
Osso was a revolutionary concept for the Peruvian market. Their goal was to bring sustainable and humane butchery practices that uses 90% of the animal and also delivered incredible high end products. To do so meant to change the audiences perception of what a butcher is. In the Latin American market, being a butcher is to be a simple marketer of meat. No knowledge is required on the history of the animal, of the type of life it lead or on the cuts sold.
Add to that the fact that unlike its neighbors: Argentina, Uruguay and Brazil, the Peruvian geography had not lead to a historically strong meat market. The population had developed a very strong variety of proteins to choose from, focusing on perfecting dishes with fish as a base. The most popular beef based dish in the country: Lomo Saltado, was a wok based stir fry fusion of Peruvian and Chinese flavors. The meat quality plays no significant role int his dish, and it can be prepared with a range of cuts. Thus getting Peruvians to understand the value of spending, larger than your average amount of money, on a cut of meat was going to be a challenge.
I came onto the project as head of branding for the company. Through the process it became apparent that this was a company whose brand would go beyond a visual language and would encompass the entire experience of the customer. Discussions were held on how to speak and educate the customers. It was decided early on that this would mean educating every member of the team on the importance of their work and creating opportunities for people’s views and ideas to be heard. Culturally speaking a lot of these practices were very new in the industry, and it worked advantageously with Osso, setting them apart from the start.
This sense of strength and empowerment also had to be represented visually. Through the research phase I became aware of the fact that Peruvians had a negative reaction against seeing photography or graphic representations of the animal they were about to consume. My design had to balance out out the reality of butchery with visuals that had to rely on iconography and typography to get message across.
When it came to designing the space for the butcher shop and later for the restaurants we worked to maintain a very tight color story in both the experiences. Then peppered both the space and some products with details that were hand made.
Only 8 months after a successful launch, Osso decided to open their first restaurant. I also lead all design work for that process. That year they made it into the Latin Americas best restaurants at #34, where the head of S. Pellegrino commented on the excellence of branding through out the dining experience. In 2016 they moved up to #27.
Role: Creative Director
Other Creative Contributors:
Gabriela Garcia, Mesa