NATIVE BUSH SPICES

AUSTRALIA MARKETING PLAN

 EXECUTIVE SUMMARY
Native Bush Spices Australia is based in Coffs Harbour, NSW. The business
was established in 2010 to cater for a demand for Australian native food
products. The company has organic certification. The company
manufactures and retails a range of organic, Australian native foods
including:
 Native herbs and spices
 Native herbal teas
 Native fruit jams and conserves

Currently the business is selling its products through a number of small

supermarkets and health stores throughout Australia. The company also has
a web site through which products can be ordered.
MISSION AND VISION
Mission:
• Native Bush Spices Australia is committed to providing the highest quality
product to all its clients. To embrace strategic alliance and seek out new
partnerships

Vision :
• We are constantly working to establish ourselves as the most respected and
sought after supplier of native bush spices.
• To be more innovative and fine new ways to increase efficiency of processes
and effectiveness of customer solutions.
OUR VALUES ARE
 Respect: respecting the choice of the customers and taking time to understand and
value each customers.
 Responsibility: acting with integrity towards our staff, our customers
 Caring: a duty of care for staff
 Excellence: always providing the best quality product.
 Integrity: to act with honesty.
 Innovation: to be industry leaders.
 Respect: taking time to understand and value each of our customers and respecting
their choices. We are committed to demonstrating respect for our customers',
suppliers', and community's cultures, particularly those of the indigenous people.
 Responsibility: acting with integrity towards our staff, our customers, the community
and the environment.
 Sustainability: We are committed to protecting the environment, the health of our
staff, and the safety of our customers and the communities in which we operate.
 Teamwork: Our team is encouraging of one another efforts, devoted to one another,
and concerned about one another personal and professional well-being.
 Warmth: Creating a culture of belonging and warmth in which everyone feels
welcome.
STRATEGIC OBJECTIVE
• The company's overall business objectives for the next three years are to improve
sales and brand
• awareness, expand into new markets, and develop a bigger product variety. The
corporation is also
• examining partnership marketing alternatives. The company is also considering
expanding into
• international markets, particularly in Southeast Asia, including Hong Kong, Japan,
and Singapore.
 Legislation, standards and codes of practice applied to its
marketing plan
A L L M A R K ET IN G C O M M U N I C AT I O N S M U S T:
• • ADHERE TO PRIVACY ACT.
• M U S T N O T US E P E R S O N AL I M AGE S , I N F O R M AT I O N
FO R MARKETING PURPOSES WITHOUT
EXPRESS WRITTEN
• •CONSENT.
ADHERE T O D O N OT C A L L R E G I S TE R L E G I S L AT I O N
• POTENTIAL CUSTOMERS ON THE DO NOT CALL
R E G I S T E R M U S T N OT B E C A LL E D F O R M A R K E T I N G
PURPOSES.
• • ADHERE TO ANTI- DISCRIMINATION POLICY
• I M AG E S O R W R I TT E N M AT E R I A L M U S T N O T P O RT RAY
ANY GROUP OR INDIVIDUAL IN A NEGATIVE,
OF FE N S I V E OR S T E R E O T Y P I C A L WAY O N T H E B A S IS
O F SEX, GENDER, MARITAL STATUS, ETC.
 Legislations, standards and codes of practice to
its marketing plan

Adhere to the Competition and Consumer Act 2010 (formerly the Trade Practices Act). Employees must not:
o attempt to induce individuals to place their personal interests above those of the business
o attempt to restrict competition by:

 i n d u c i n g a competitor or customer to breach a contract with a third party

 o b t a i n i n g unauthorised access to classified or proprietary information or documents

 s e c u r i n g an unfair competitive advantage.

o violate any law or regulation

o engage in any activity that could damage the reputation of the business
o give false
claims or misleading
of products information
or services: price,or advice in
benefits, relation to:
etc.
 the environment and sustainability of the business
 the ethical conduct of the business
 any other claims.
 Market conditions for the business, including trends
and development
T H E N AT I V E F O O D I N D U S T RY H A S G R O W N S LO W LY S I N C E I T S I N C E P T I O N I N
THE MID
— 1 9 8 0 S . N AT I V E F O O D S H AV E P R O V E D D I F F I C U LT T O C O M M E RC I A L I S E . T
H E Y H AV E B E E N D I F F I C U LT T O C O M M E RC I A L I S E A G R O N O M I C A L LY B E C A U S
E THEYARE NEW
C R O P S W I T H O U T T H E B E N E F I T O F E X I S T I N G E S TA B L I S H E D P R O D U C T I O N
S Y S T E M S , S K I L L S , K N O W L E D G E A N D R E L I A B L E P L A N T M AT E R I A L . A N D T
H E Y H AV E B E E N
D I F F I C U LT T O C O M M E RC I A L I S E I N T H E M A R K E T P L A C E B E C A U S E T H E Y A R
E
I N N O VAT I V E P R O D U C T S W I T H O U T A N E S TA B L I S H E D M A R K E T O R
G E N E RA L C O N S U M E R K N O W L E D G E .

C U R R E N T LY I T I S E S T I M AT E D T H AT T H E I N D U S T RY H A S A G R O S S
PRODUCTION
VA LU E ( FA R M - G AT E A N D E X- N U R S E RY ) O F B E T W E E N $ 5 M I L L I O N F O R N AT I V
E F O O D S ( F L E TC H E R 2 0 0 3 ) A N D $ 1 0 M I L L I O N F O R N AT I V E F O O D A N D E S S E
N T I A L O I L S F R O M N AT I V E P L A N T S C O M B I N E D ( L E S T E R 2 0 0 3 ) .

I T I S I M P O S S I B L E AT T H I S T I M E T O E X T RA P O L AT E T H I S T O A T O TA L “ I N
D U S T RY ” VA LU E . T H E I N D U S T RY , A LT H O U G H V E RY S M A L L , H A S F O U R M A
JOR LEVELS. IT IS
N O T U N U S U A L F O R I N D I V I D U A L S O R C O M PA N I E S T O B E A C T I V E I N M O R E T
H A N O N E L E V E L A N D T H E Y M AY B E A C T I V E I N A L L F O U R :
• N U R S E RY O P E RAT O R S
• C U LT I VAT O R S A N D W I L D H A RV E S T E R S
• C O M M O D I T Y T RA D E R S A N D VA LU E - A D D E R S — R E TA I L A N D F O O D S E RV I C E
Market conditions for the
business
As Hugh MacIntosh points out in the native citrus chapter, there
are still “significant amounts of semi- or sub-commercial activity.
Further, the industry is too small to be considered in the normal
horticultural production statistics”. A recent analysis stated,
“Claims for sales volumes and market leadership are difficult to
substantiate and appear to be exaggerated in a number of cases.
However, the native food industry, while small and still
fragmented, is nevertheless thriving on a diverse number of
fronts and the substantial industry growth predicted in the 1990s
is likely to occur in the next several years.
The industry continues to be driven by highly motivated individual
‘visionaries’, whose ideas for the industry generally vary widely”
(Lester 2003). One unifying “vision” throughout the industry (see
the following chapters) is the recognition that, without
mainstream processors and markets adopting the products,
critical mass for the industry will not be achieved. To encourage
uptake by mainstream processors and markets, native foods must
become affordable and sustainable to the broader food industry,
which operates in a highly competitive marketplace.
Marketing plans and performance
AFTER REVIEWINGTHEEXISTING MARKETINGPLANSAND MARKETING PERFO
R M A N C E , T H E F O L L O W I N G I N F O R M AT I O N A R E M I S S I N G F R O M T H E C U R R E N T M
ARKETINGPOLICY AND PROCEDURES:

• ACHIEVING LOWER COSTS OF PRODUCTION AND DISTRIBUTION TH

AN
C O M P E T I T O R S : O F F E R I N G P R O D U C T S AT T H E L O W E S T C O S T AVA I L A B
LE IS
S T R AT E G Y B U S I N E SS E S O F T E N U S E T O S T I M U L AT E G R O W T H . A C O M PA
NY IS
M O R E C O M P E T I T I V E W H E N I T C A N O F F E R I T S P R O D U C T S AT A L O W E R P
R I C E . T O D O T H I S , A N O R G A N I Z AT I O N N E E D S T O D E V E L O P A C O S T L E A
DERSHIP
S T R AT E G Y. I N T H I S A RT I C L E , W E W I L L D I S C U SS W H AT C O S T L E A D E R S H I
P IS
A N D H O W T O D E V E L O P A N E F F E C T I V E S T R AT E G Y.
•D I S T R I B U T I O N : A D I S T R I B U T I O N S T R AT E G Y I S A M E T H O D O F D I SS E M
I N AT I N G G O O D S O R S E R V I C E S T O E N D - U S E R S . I M P L E M E N T I N G T H E M
OST EFFICIENT DISTRIBUTION METHOD FOR YOUR BUSINESS IS KEY
T O O B TA I N I N G R E V E N U E A N D R E TA I N I N G C U S T O M E R L O YA LT Y. S O M E C
O M PA N I E S O P T T O U S E M U LT I P L E D I S T R I B U T I O N M E T H O D S T O A D H E R
E TO DIFFERENT CONSUMER BASES
• PRODUCT RANGE AND MIX:
P R O M O T I O N A N D A D V E RT I S I N G : P R O M O T I O N A N D D I S T R I B U T I O N S T
R AT E G I E S A R E T Y P E O F M E T H O D T H AT S H A R E T H E C O N T E N T I N A P U B
L I C P L A C E S O T H AT A N Y O N E A N D E V E RYO N E C A N F I N D I T A N D A L S O S
ENDING CONTENT TO A
S P E C I F I C P E R S O N O R L I S T O F P E O P L E . A S T H E P R O M O T I O N S S T R AT E
G I C T H E R E I S N ’ T M U C H TA R G E T I N G I N V O LV E D , J U S T B L A S T I N G O U T YO
 Consultation results
• MARKETING OVERVIEW
• IDENTIFYING MARKETS
• A L L C O M M E RC I A L LY U S E D N AT I V E F O O D S A R E M A R K E T E D T O T H E A U
S T RA L I A N D O M E S T I C A N D E X P O RT M A R K E T S I N F O U R M A J O R F O R M S :
• • FA R M - G AT E C O M M O D I T Y P R O D U C T — L I M I T E D VA LU E - A D D I N G C A N
I N C LU D E D RY I N G , F R E E Z I N G , C L E A N I N G , G R I N D I N G , E TC . )
• •VA LU E - A D D E D I N T O A W I D E RA N G E O F I N D U S T R I A L F O O D M A N U FA C
T U R I N G F L AV O U R I N G S A N D S E A S O N I N G S • VA LU E - A D D E D I N T O A W I
D E RA N G E O F
H O S P I TA L I T Y F O O D - S E RV I C E P R O D U C T S
•
• VA LU E - A D D E D I N T O A W I D E RA N G E O F C O N S U M E R P R O D U C
• T S I N M A I N S T R E A M , S P E C I A LT Y A N D T O U R I S M M A R K E T S .
T H E R E I S L I T T L E O R N O I N T E R E S T AT P R E S E N T I N T H E M A I N S T R E A M
M A R K E T F O R N AT I V E F O O D S A S F R E S H F R U I T O R H E R B S , A LT H O U G H
T H I S C A N C H A N G E A S P R O D U C T I O N A N D P O S T- H A RV E S T S Y S T E M S A R
E IMPROVED.
• C U R R E N T LY T H E B U S I N E S S I S S E L L I N G I T S P R O D U C T S T H R O U G H A N
U M B E R O F S M A L L S U P E R M A R K E T S A N D H E A LT H S T O R E S T H R O U G H O U
T A U S T RA L I A . T H E
C O M PA N Y A L S O H A S A W E B S I T E T H R O U G H W H I C H P R O D U C T S C A N B E
•
ORDERED.
T H E C O M PA N Y ’ S TA R G E T C U S T O M E R S A R E T H O S E T H AT E N J OY G O U R M
ET
F O O D S . T H E A G E RA N G E O F A U S T RA L I A N C O N S U M E R S B U Y I N G P R O
D U C T S I S B E T W E E N 3 5 A N D 6 5 A N D M O S T C O N S U M E R S A R E H E A LT H
CONSCIOUS, CARE ABOUT PROTECTING THE ENVIRONMENT AND H
Native Bush Spices Australia competitors
Native Bush Spices Australia Marketing
Objectives
THE CO M PANY’S OVERAL L BUS INE SS
OBJECTIVES FOR THE NEXT THREE YEARS ARE
TO INCREASE
SALES AND CREATE BRAND AWARENESS, DEVELOP
A BROADER PR O DUCT RA NGE , AS W ELL AS
E XPAN D INTO OVERSEAS MARKETS. THE
COMPANY IS ALSO CONSIDERING OPTIONS
FOR ALLIANCE
MARKETING.

THE CO M PANY IS ALS O LO OK ING AT M OVIN G

INT O INTERNATIONAL MARKETS, NAMELY
SOUTH-EAST ASIA – SPECIFICALLY HONG
KONG, JAPAN AND
SINGAPORE.
Native Bush Spices Australia Marketing Strategies
Increase sale  Developing marketing staff and advertising strategies
 By prompting marketing and advertising strategies such as giving free vouchers, TV
ads, radio promotions, events

Ada from pt different methods of sales of products. i.e. offer free delivery/ shipping in online orders
website

-
Create brand awareness - Advertising
Events
-
Marketing
strategies
Ada prep
Broader product range
pt different product range integrating multi vitamins, organic supplements, simple meals ared
with native spices, native jams and spreads, pickles and sauces

-ada

Expanding in to overseas markets - res orga

pt researches into international marketing

earches into trends in marketing relevant to native spices especially in Hongkong where nic
- and healthy lifestyle is growing popular

Sup
Alliance marketing
Adapt strategies to network with organic food suppliers

pliers that can offer strategic benefits to the organisation

 Native Bush Spices Australia Marketing
Strategies Budgets and Timelines

THE MARKETING BUDGET IS TO BE

APPROXIMATELY 10% OF REVENUE. THE
MARKETING PL AN SHOULD BE DEVELOPED
FOR ONE YEAR.
 Native Bush Spices Australia Marketing
Strategies Performance Review

• WE NEED TO BE ABLE TO DEVELOP A STRONG

MARKETING AND ADVERTISING TEAM TO BE ABLE TO
HAVE OUR OWN AND SPECIAL BRAND MARKETING
AND ADVERTISING TO BE ABLE TO
INTEREST POSSIBLE
MARKET AND CONSUMERS. ADDITIONAL RESEARCH
AND STUDY ARE NEEDED TO ENSURE THAT THE
INTERNATIONAL VENTURE WOULD BE FEASIBLE AND
IDENTIFY ING OPPORTUNITIES FOR INTEGRATION OF
OUR PRODUCTS INTO LOCAL PRODUCTS OF THE
INTERNATIONAL MARKET WOULD BE ABLE TO
HAVE INTERNATIONAL MARKET FOLLOWING.
REVIEW OF
PRODUCT VARIETY THAT CAN BE INTRODUCED
SUCH AS
INTRODUCING MULTI VITAMINS, ORGANIC
SUPPLEMENTS, SIMPLE MEALS PREPARED WITH NATIVE
SPICES, NATIVE
 Weaknesses
si
SWOT Analy Strengths
 Integrate into healthy trend
s Possibilities of a more variety market
Development of the brand into a leading brand
- Low revenue
- Limited market
in the market
 Work efficiency and productivity - Limited knowledge of native bush spices
 Customer service within the consumer market

Opportunities Threats
 Variety of product ranges
Such as development of meals with native bush - Competitors
spices - Lack of strong marketing
- Lack of brand awareness
- High financial costs
 Ability to gain market interest as a trend of
healthy eating and lifestyle among younger
generation
 Australia’s opportunity for more healthy
eating
 Support local products