Concepts:  TBP receivership: 2009, closed in 2010. Nutmobile sold in 2011.

 August 2011: Sold to a consortium as a tourist attraction and market.

(S1)
 1.41 million USD revenue
 vision to sustain the Big Pineapple’s natural environment, while re-
establishing the site as a major tourism destination for locals and
visitors to the region.
 170 ha landholding
 S13: Tourism economy forecasted to grow to 33 bn by 2033
 Potential forecasted growth in agribusiness
 Most consumption from Domestic intra and interstate or same-day
travel.
Marketing  TreeTop Challenge catering to thrill seekers.
 TBP may be able to capitalise on the growing interest of
consumers in Australia’s repositioning music industry.
Strategies
Functional Repositioning

 Recent Add Campaigns

 Zoo (Wildlife HQ)
 Accommodation, eco-resort, wellness centre, cabins, mountain
biking path.
 Sunshine Plantation Building food productions, winery, restaurant,
farmers market.
 Holiday Park, business retreats, camping area.
 Music festival site. (S2)
 Zipline course.
 Craft Beer and Cider expo.
 Water Park
 Glamping, eco-villas, travel centre and service station
 School carnivals catering to new generations and their parents.
 Ad campaign showing tourism operators ‘pass a pineapple’
around the region.
 Recent push in Sunshine Coast Marketing (s6)
HR  Hiring locally.
 TBP partnership with compass, allowing compass to extend training
model where people with disability learn skills to ready them for
vocational opportunities in the community. “best practice model for
inclusion of people with a disability in valued roles, that will rival
anything seen in this country.”
 Compass workers taking big role in quality-assuring pineapples.
 Open to new businesses to be based at TBP’s 140ha balance of
property.
Operational  800 jobs in construction
 630 while operational, currently only 10
 Expanding music festival to a two-day event (S2)
 Development to last until post-2024.
 Facilitate more onsite food and beverage production
 demonstration farms, micro-breweries, distilleries,
restaurants and a convention centre. 
 COYO joining in 2019, TBP new headquarters, 10 year lease
 Partnership with Diablo Ginger Beer
 Open to new businesses to be based at TBP’s 140ha balance of
property.
 Financial  $150 million dollar renewal project.
 $60 million of which going to agribusiness
 Will pump $45 million per annum into the sunshine coast
economy.

Sustainability CSR:
- Economic: 25,000 people rely on tourism in the sunshine coast and
repositioning will help revitalise the industry
Will pump $45 million per annum into the sunshine coast
economy.
Tourism worth $2.6 billion
- Legal: TBP Master plan requires approval and assessment under the
Environment Protection and Biodiversity Conservation act
- Planning Regulation 2017
- Biosecurity Act 2014
- Biosecurity Plan 2017
Aboriginal Cultural Heritage Act 2003
Anti-Discrimination Act 1991 (Queensland)
the Disability (Access to Premises – Buildings) Standards
Liquor Permits with Diablo Ginger Beer and for music events that require
liquor services
- Development permits
- Legal issues with site developers
- Ethical: caring for animals and the environment
- Philanthropic

Triple Bottom Line:

- Profit
- People: disability inclusion, hosting emerging athletic talent
- Planet: The TreeTop Challenge course is designed and being
constructed with the greatest consideration to the natural
environment through retention and protection of trees.
- Management of stormwater drainage 
- Preserving heritage values and amenities, such as views to the
pineapple structure
- The Zoo is set in a relaxed rainforest environment that
allows visitors to explore the naturalistic grounds and
meet some truly unique and fascinating animals.
- Positive animal welfare. ZAA Accredited.
- Rehabilitate landscaping over a three year period, including the
removal of weed species.

 https://www.couriermail.com.au/news/queensland/sunshine-coast/opinion/fans-the-formula-for-
success/news-story/d16fae98084eb4dbf48b5718b32a4ed9
 https://travmedia.com/showPRPreview/100059092
 https://www.dtis.qld.gov.au/__data/assets/pdf_file/0005/1557086/action-plan-tourism-
recovery.pdf
 https://www.adnews.com.au/campaigns/a-big-pineapple-focused-sunshine-coast-campaign
 https://www.bigpineapple.com.au/post/bigger-and-better-than-ever
 https://www.28south.com.au/wp-content/uploads/2018/06/Big-Pineapple-Renewal-Sunshine-
Coast.pdf
 https://publicdocs.scc.qld.gov.au/hpecmwebdrawer/RecordHtml/11654551
 https://www.adnews.com.au/campaigns/a-big-pineapple-focused-sunshine-coast-campaign

FOOD AND BEVERAGE

ENTERTAINMENT.

Heritage listed and peoples choice award winning

Queensland Tourism award]

Social
Technolog
Econ
Environmental
Political
ethical
Social o The Big Pineapple’s partnership with COYO aims to ‘share knowledge and
experiences in areas such as engineering, export and sales and marketing,
and also physical resources such as R&D, compliance, and cold rooms’ in
order to help nearby businesses in the region prosper (Bryan, 2019)
o The Food and Agribusiness Network hosted a ‘Meet the Maker’ event at
TBP ‘which saw 65 of its members showcase their produce and food and
beverage products to around 140 buyers and other key stakeholders
including local supermarket groups, distributors, media, and local, state and
federal politicians’ (Bryan, 2019).
o Compass partnership offered as a ‘best practice model for inclusion of
people with a disability in valued roles, that will rival anything seen in this
country’ (The Big Pineapple, 2019)
o Hosting emerging athletic talent through school carnivals (The Big
Pineapple, 2019).
Technological o Planned developments intend to modernise TBP in order to compete with
other tourism attractions, by means of micro-breweries, distilleries,
demonstration farms, onsite food and beverage production, and a water
park, zipline course, wellness centre, etc (Caloundra Central, 2022).
o Advancements in agriculture and farming.
Economic o 25,000 people rely on tourism in the Sunshine Coast, and TBP’s
repositioning ‘will help revitalise the industry’ (7NEWS , 2019).
o TBP master plan forecasted to pump $45 million per annum into the
Sunshine Coast economy (The Big Pineapple, 2019).
o Queensland’s tourism industry worth $28 billion (Business Queensland,
2020), $3.5 billion of which is generated in the Sunshine Coast (Source 12).
o Open to new businesses to be based at TBP’s 140ha balance of property
(The Big Pineapple, 2022).
Environmenta o The TreeTop Challenge course to be ‘constructed with the greatest
l consideration to the natural environment through retention and protection of
trees’ (The Big Pineapple, 2022).
 o Management of stormwater drainage (Sunshine Coast Council, 2018), as
well as preserving heritage values and amenities such as views to the
pineapple structure (Sunshine Coast Council, 2019).
o Council-directed rehabilitation of landscaping over a three-year period,
including the removal of weed species (Sunshine Coast Council, 2019).
o Positive animal welfare and Zoo & Aquarium Association accredited (The
Big Pineapple, 2022)

Political o Conflicts with countries overseas may impact tourism rates and the revenue
received from travellers.
o Closed borders and quarantine preventing customers from visiting tourism
hotspots.
o Government support and investment to revitalise Sunshine Coast tourism.
Legal o The Big Pineapple’s master plan requires approval and assessment under
the Environmental Protection and Biodiversity Act 1999, the Biosecurity Act
2014, and the Sunshine Coast Local Government Area Biosecurity Plan
2017 (Sunshine Coast Council, 2018).
o The development of the land must also be in line with the Aboriginal
Cultural Heritage Act 2003, that is, protecting indigenous landmarks and
history.
o Hiring of employees for construction work must be in line with the Anti-
Discrimination Act 1991 and Sunshine Coast Disability (Access to Premises
– Buildings) Standards (Sunshine Coast Council, 2018).
o Liquor licenses required to serve Diablo Ginger Beer at the location, and for
music events that entail the provision of liquor.
Ethical
4.0 Impact and Findings
Several patterns, trends and relationships can be found within the SWOT and the Steeple. The
primary correlation can be seen in the TBP’s weaknesses: Since entering receivership in 2009, the
popularity of the business has continued to decline, with the $150 million dollar master plan
exacerbating this until post-2024 by closing a variety of attractions for property development. Not
only does this deter potential customers, harmful reviews on Tripadvisor and Google Travel further
promote competitors with higher ratings in comparison to TBP. Another trend is the renewal of
TBP’s food and agriculture through new food productions in the Sunshine Plantation Building and
growing farmers market, supported by a ‘Meet the Maker’ event to showcase local produce and
fruit to the community, which mirrors TBP’s heritage of ‘ (RHSQ, 2019) showcasing tropical
produce, including fruit, nuts, and sugarcane’ (RHSQ, 2019). There is also a relationship between
the environmentally conscious construction of the TreeTop challenge course and the business’
vision to sustain its natural environment. Finally, the People’s Choice award-winning music
festival, presented since 2013, may allow TBP to capitalise on growing consumer interest in
Australia’s repositioning music industry.