AUSTRALIAN WILD ABALONE MARKETING … WILD ABALONE MARKETING PROGRAM ... (importers, distributors...

AUSTRALIAN WILD ABALONE MARKETING PROGRAM

ANNUAL OPERATING PLANS 2018-2023 These plans are to be read in conjunction with the detailed Australian Wild Abalone Marketing Strategy 2017-2022

Version: 01022017a

DRAFT FOR CONSULTATION

This document is a draft for consultation. It outlines draft Annual Operating Plans for five key markets – China, Hong Hong, Japan, Singapore and Australia – developed on the basis of market research carried out between 2009 and 2015. A summary of these research findings can be found on the website www.abalonepal.com.

ANNUAL PLANNING REPORTING AND CONSULTATION TIMTEABLE

The planning cycle for refinement of these plans is:

AWA Annual Operating Plans 2018-2023 - Version: 01022017a 2

GOVERNANCE – MARKETING PROGRAM DEVELOPMENT AND MANAGEMENT


ROLES AND RESPONSIBILITIES


OUTSOURCING SERVICE PROVIDERS

FRDC will call for tenders from appropriately skilled people and organisations to undertake the activities detailed in the operational plans.

1. The Marketing Program Coordinator role may be allocated to one person/organisation or split across several organisations.FRDC will monitor the Marketing Program Coordinator/s and ensure adequate performance against agreed indicators.

2. In-market promotion activities will be undertaken by people and organisations skilled in those markets. Coordination andmanagement of these provided will be undertaken by the Marketing Program Coordinator with oversight by FRDC

3. FRDC will be responsible for all financial management and accountability reporting. Accordingly service providers will bemanaged against FRDC financial management policies and procedures and will be subject to audit.

MARKETING PROGRAM COORDINATOR

Undertaking promotional activities in five markets will require coordination and management to ensure consistency of messaging, branding and trademarks. Activities will include:

• Managing the AWA® Trademark and monitoring compliance with the approved rules of use• Producing and managing use of approved branding material (including translations)• Coordinating in-market promotion service providers (including activities that go across markets)• Undertaking and managing evaluation and review of marketing program performance against agreed measures• Monitoring trade and market access issues and refering them to SafeFish and/or the Seafood Trade Advisory Group as• Reporting and communicating with ACA, FRDC, and levy payers


SUMMARY OF OPERATING PLAN PRIORITIES 2018 - 2023

The following are the priority activities identified for each market. Detailed Annual Operating Plans for each market are provided in Attachments 3 to 5.

CHINA AND HONG KONG

1. Continue to engage with supply chain to reinforce partnership benefits and product positioning (activities commenced as partof Seafood CRC projects)

2. Continue to implement market intelligence systems to monitor trade and market access issues (activities commenced as part ofSeafood CRC projects)

3. Recruit Key Opinion Leaders (KOLs) to extend brand message to consumers and raise awareness of AWA® product attributes

4. Conduct competitions and promotions with retailers and restaurants to drive partnership development and product awareness

5. Further develop social media channels to improve direct communication with all target audiences

JAPAN, SINGAPORE AND AUSTRALIA

1. Undertake market and consumer insight research (funded by other sources)

2. Create supply chain partnerships and provide information about product attributes and positioning

3. Conduct a launch event targeting retailers, Chef’s and F&B managers as well as food media to introduce the AWA® Brand andcommunicate about proposed program

4. Recruit a local agency to develop an AWA® promotion campaign targeting consumers

5. Develop social media presence to communicate directly with all target audiences


ANNUAL MARKETING AND PROMOTION ACTIVITY TIMETABLE

The following timetable provides annual indicative timing for in market activities

Jan Feb March April May June July August Sept Oct Nov Dec

Supply chain Familiarisation visits

√ √

Promotions √ √ √

Events* √ √ √ √ √ √

Trade Shows* Japan Singapore Hong Kong

Shanghai

Shanghai Hong Kong

China

* Trade shows and events will only be undertaken in partnership with supply chain participants


FIVE YEAR PROMOTION BUDGET

This indicative budget has been developed so that our investment is targeting those strategic marketing activities that will have the largest impact and provide the highest return on investment.

NB: This is a five year indicative budget which will be reviewed and adjusted annually based on performance and any changes in priorities.

Market research and development investment will be required to underpin and evaluate the marketing effort. These funds will be provided from other sources including, but not limited to, the FRDC ACA Industry Partnership Agreement


BUDGET – COORDINATION AND MANAGEMENT

NB: This is an estimated annual budget which will be monitored and reviewed when needed


PERFORMANCE INDICATORS

MARKETING IMPACT

Price Premium index will be benchmarked against the Chinese farmed product price and premium seafood basket established in Year 2019

Target GVP and Cumulative increased revenues are benchmarked against 2016 GVP of $148m

MARKETING EFFECTIVENESS

Supply chain engagement and consumer awareness will be measured at the end of 2021 and 2023. Measures will include the number of exporters who are authorised to use the Australian Wild Abalone® trademark, the numbers of supply chain partners (importers, distributors, retailers and food service) who participate in marketing activities and initiatives, analysis of media reach (digital and traditional media), consumer and supply chain surveys


APPENDICES Appendix 1: Marketing Program Coordination

Appendix 2: Trade and Market Access

Appendix 3: China

Appendix 4: Hong Kong

Appendix 5: Japan, Singapore and Australia

Key to AOPs

Yellow shaded areas are activities that will require R&D investment Grey shaded areas are activities that will require marketing levy fund investment No shading means no relevant planned activity that year (note some activities are only planned every 2 years)


APPENDIX 1 MARKETING PROGRAM COORDINATION

A service provider to undertake these activities will be appointed by FRDC following a tender process. FRDC will monitor these activities via normal review and reporting processes. Annual reports will be provided to levy payers.

MARKETING AND PROMOTION

Marketing Management

Manage the overall implementation of the plan (including the individual market operating plans)

Manage communications with all stakeholders e.g. through e-news and ensure all reporting requirements are met

Manage branding and messaging to ensure consistency with brand attribute and targeting

Manage operating planning cycle to ensure stakeholder input and planning funding deadlines are met

Trademark management

Provide support to the AWA® Executive Committee including the management of the AWA ® licences and Nanotags


Social and digital media management

Provide overall guidance to social media and digital media agencies in markets to ensure consistency with branding

Familiarisation visits

Manage in bound familiarisation visits to ensure that participants (supply chain partners and key opinion leaders) gain from the experience (2 per year)

Establish a database of participants and maintain and support communication with them post experience to create an “alumni”

Organise “alumni events” in markets (2 per year/ rotated through the markets)

Marketing collateral

Revise and update AWA® product literature and video resources for different target audiences

Develop content for marketing purposes

Develop merchandise and gifts for prizes

Translation Language services

Evaluation & Review

Set up an evaluation system and conduct a regular program of review of activities to measure effectiveness and efficiency in terms of impact


APPENDIX 2 TRADE & MARKET ACCESS

The Marketing Program Coordinator will monitor progress and provide input to the Seafood Trade and Advisory Group and SafeFish priority setting processes. Current priorities are:

Activity 2018 2019 2020 2021 2022 Funding

Pursue China market access for AWA® canned and pouched product containing SO2

Program coordination funds will be used to monitor progress and provide input

Additional funding will be sourced as needed eg ACA STAG funding, co-contribution from NZ

Monitor market access conditions as ChAFTA and JAEPA is implemented

Resolve the naming issue in Japan for Roei – needs to be recognised as an Abalone for labelling purposes

Engage in multilateral and bilateral trade neogtiations relevant to Abalone markets


APPENDIX 3: CHINA

NB: 2017 activities will be undertaken subject to funds availability

Priority Activity 2018 2019 2020 2021 2022 Funding

Supply chain engagement

Establish B2B communication groups (via WeChat and Weibo) to communicate key AWA ® messages to supply chain partners.

Implement Supply Chain engagement program including:

1. Produce merchandising material to assistsupply chain partners communicate withcustomers and consumers about AWA®Brand attributes

2. Produce branded collateral to give away tohigh performing supply chain partners

3. Conduct AWA® “fun” competition withsupply chain partners to drive sales

Identify restaurants where consumers can purchase AWA® products

Market research funding required


Retail and Restaurant engagement

Set up a mechanism for AWA® to communicate directly with retailers, restaurants and Chefs (eg an AWA® Chef Club)

Establish relationship and partner with Union Pay, Ali Pay, WeChat or G Pay and negotiate group buying opportunities during slower months (subject to supply chain agreement)

Conduct competitions/promotions for retail and/or food service channel that coincide with

• CNY• Mid Autumn Festival

Trade Shows & Events

In consultation with AWA® exporters determine a Trade Show program These could include

• SIFSE Shanghai• SIAL Shanghai• CSFE Qingdao• AWIC

Supported by the program on a cost sharing basis.


Conduct CCA/AWA® Gourmet Adventure and incorporate a gala dinner to showcase winning dishes

Social media Contract continuation of Social media including WeChat and Weibo and investigate other possible social media platforms

Establish partnerships with Key Opinion Leaders and use them to promote AWA® product both online and offline

Conduct consumer/KOL competition to participate in Gourmet Adventure and host a gala dinner to announce winners of competitions (could be in partnership)

Partnerships Collaborate with Wine Australia, Woolmark and other relevant Australian promotional opportunities e.g. ProWine Asia

Will require market research funding

Collaborations will depend on


Identify and establish relationships with key in-market partners that provide opportunities to demonstrate the premium positioning of AWA® products

agreement and contribution by supply chain partners


APPENDIX 4: HONG KONG


Supply Chain engagement



2. Produce branded collateral to give awayto high performing supply chain partners

Retailer engagement

Commission the development of a retail promotion and marketing strategy in Hong Kong ready for roll out by CNY 2019

Subject to agreement with supply chain partners

Establish relationships with supermarkets and specialty retailers (and relevant importers) to develop in store promotion timetable consistent with strategy


Organise in-store promotions and consumer competitions as per agreed strategy


In consultation with AWA® exporters determine a Trade Show program that This could include:

• Seafood Expo Asia• HOFEX• Hong Kong Food Show• Dedicated AWA® events

supported by the marketing program on a cost sharing basis.

Establish relationships with Key Opinion Leaders and host an AWA® banquet to showcase the range of products.

Social Media Develop a Hong Kong Facebook presence and post strategic and engaging content in line with strategy

Market research to understand, develop and trial specific HK content development Identify and engage Hong Kong KOLs to

promote AWA® products

Partnerships Collaborate with Wine Australia, Woolmark and other relevant Australian promotional opportunities

Will require market research funding


Work with Hong Kong Cuisine Association to conduct a new innovative cuisine workshop

Collaborations will depend on agreement and contribution by supply chain partners

Establish a list of restaurants and retailers where AWA® products can be sourced, post on website and promote via social media


APPENDIX 5: JAPAN, SINGAPORE AND AUSTRAIA


Supply Chain engagement



2. Produce branded collateral to give away tohigh performing supply chain partners


Provide opportunity for familiarisation visits between market and Australia


Retailer/Food Service engagement

Commission the development of a promotion and marketing strategy for Japan and Singapore ready for roll out by 2019




Conduct a launch event to identify and engage KOLs to promote AWA® products


Supported by the marketing program on a cost sharing basis.

Participate in Austrade F&B promotional events e.g. Tasting Australia

In consultation with AWA exporters determine a Trade Show program for each market

Social Media Research and develop market specific social media content and use as appropriate to promote AWA product in Japan, Singapore and Australia


Partnerships Establish a list of restaurants and retailers where AWA® products can be sourced, post on website and promote via social media


Collaborate with Wine Australia, Woolmark and other relevant Australian promotional opportunities

AUSTRALIAN WILD ABALONE MARKETING … WILD ABALONE MARKETING PROGRAM ... (importers, distributors...

Documents

Transcript of AUSTRALIAN WILD ABALONE MARKETING … WILD ABALONE MARKETING PROGRAM ... (importers, distributors...