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Developing a sustainable export platform for
Australian seafood to China
Jayne Gallagher Manager Product and Market
Development
Agenda • Some facts and figures about the Australian seafood
industry • Detail some of the opportunities and challenges for
Australian seafood in China • Showcase Australian Wild Abalone program • Describe how this is building a sustainable export
platform to China – and touch on what else we need to do
• Key take home messages
Seafood is BIG Business
• Most commonly traded food commodity globally
• Globally trade is worth over US$100billion.
Fastest consumption growth • East Asia (from 11 kg to >30
kg) • South East Asia (from 13kg
to 30 kg). • Fish is at the heart of
contemporary and traditional Asian diets
• Fish provides 22% of meat protein
(Source: FAO, 2008 and 2010)
The quiet achievers
• In 2011-12, Australian seafood exports to China and Hong Kong were $465 million.
• Lobster ($303million) and Abalone ($130 Million) accounted for 93% of this
• Other products include oysters, prawns, tuna, crabs
Well established trade • China and Hong Kong have been
in the top 5 markets for Australian seafood for over 20 years
• Currently the biggest export destination.
• In 2010-11 China and Hong Kong was the destination for 61 % of total Australian exports for fishery products (ABARES, 2011, p22),
• a position expected to continue for the short and medium term.
Leading Australia’s Premium Positioning Australian Abalone and Rocklobster are the leading Australian premium food exports to China
Comparative Advantages • Australia produces more than 50% and
30% of the world’s wild abalone and spiny rock lobster respectively.
• Both industries are sustainably managed quota based fisheries (2012 Stock Status Report www.fish.gov.au),
• Harvested from a pristine environment, • Represent two of the Chinese, highly
prized, “treasures of the sea”.
Growth through brand value
• Australia has an excellent reputation in China for supplying quality seafood products.
• Want to preserve and protect this quality image and overall “Australian” brand.
• Need highly efficient and effective supply chains
Airfreight is critical • In 2011–12, the value of
Australia’s airfreight food exports was $1.6 billion,
• $649m (40.1%) was fish and shellfish
• 89 % of total fish and shellfish exports were by airfreight
AWA ™ Program
Collaboration through supply chain
Establish Australia’s credentials
Educate and Differentiate
150 Attendees Importers, chefs, F&B Managers, Government &
Industry
Representatives and the media from Hong Kong,
Macau and Southern China
First screening of the Discover AWA™ Video! Now available on www.australianwildabalone.com.au and our YouTube
Channel
The credentials managed in collaboration between the government and industry was summarised in a video of interviews with Australian scientists Dr Patrick Hone and Prof. Colin Buxton. This video is also available to watch on the AWA™ YouTube channel
Giving credibility to our claims
Exporter Importer Consumer
Political Influence
Industry Influence
Market Intel Market Intel Market Intel
Developing partnerships
• Exporter driven • Trade Agenda established • Communications plan developed • Build understanding and create dialogue with Australian
government
Developing partnerships • Collaborative networks
between Australia and China
• Government and industry
• Benefit all value chain partners (exporters, importers, distributors, restaurants)
Building capacity
• Technical input to trade negotiations
• Rapid response to trade disruptions
• Emerging issues research
Underutilised species
Overcome the barriers to profitably utilise 25,000t of fin fish not caught (even though they could be)
Leading the way in China
The Australian Seafood industry is a quiet achiever - leading the premium positioning of Australian food in China
Transferable lessons • Understanding the Chinese
palate and culinary arts
• How to engage technically and collaboratively introduce new technologies
• How to communicate and collaborate with culturally diverse partners on market development
Supply chain needs modernisation
It is a long and complex supply chain handling delicate products with many opportunities for things to go wrong.
Targeted investment is critical
Data gaps make it very difficult to target investment
We have made a start but much more needs to be done
Potential for partnership
Potential for partnership with other Australian seafood and food sectors that can benefit from the lessons learned and capitalise on the opportunities created.