Pink Lady® – Building an Apple Brandasiafruitchina.net/fileadmin/user_upload/Documents/... · along the target market for the product Strategy Actions to ensure all product complies

© Copyright Pink Lady® Apples

Pink Lady® – Building an Apple Brand Asia Fruit Logistica 2016

PRESENTED BY: Mr. Garry Langford Manager, Intellectual Property Division APAL Mr Ryan Au SE Asia Brand Manager


Introduction The key elements behind the Pink Lady® brand Market issues Branding strategies and activities Conclusions


Our strategy is a mix of inclusion, protection, discipline & investment

Inclusion •  APAL have developed a broad and inclusive network of licensees to

grow and support the brand across over 90 countries

•  Pink Lady® is not a Club as such.

•  Pink Lady is open to businesses who are prepared to commit to quality and upholding our premium position within the market

•  APAL’s trusted licensed system delivers quality fruit and brand support through all levels of the supply chain.



Protection •  Apple & Pear Australia Ltd (APAL) protects the Pink Lady® brand for

the benefit of their licensed partners

•  APAL will take action against misuse of the brand by third parties or non-compliance to obligations of trade under license.

•  When a licensing strategy is agreed within a market, APAL works to appoint local importers who are

1.  committed to upholding the quality requirements of the Pink Lady® license agreement, and

2.  supporting the development of the brand.



Discipline •  Licensed exporters must ensure all their apples comply with the Pink

Lady® quality standards.

•  Only fruit which meets or exceeds these standards AND is sold under license can wear the Pink Lady® brand.

•  License Managers appointed by APAL put systems in place to inspect fruit at both point of export and import

•  Verification at both ports ensures that Pink Lady® branded fruit meets the minimum quality requirements for taste, texture and appearance.



Investment •  Only licensed businesses have the support of APAL and the Pink

Lady® brand and benefit from investing in our trusted international system and expansion into new markets.

•  In return, APAL and their partners invest in continual improvement of our Pink Lady® brand equity through insights capture and global brand evolution


Opportunities and challenges building Pink Lady® in Asia

Issues

Trade in product that doesn’t comply with licensing requirements. Can also be copy cat product.

Asia is not a natural trading partner for some countries/production areas

Understanding the new market

Why?

Trade outside of the licensed system will undermine the value of being in the system

Local, regional and established markets provide security for licensees

Insights into consumer behaviours are required along the target market for the product

Strategy

Actions to ensure all product complies with brand requirements, starts with communication and if not successful proceeds to legal

Establishing a strong network of licensees that provides the basis for new licensees to enter the market

Market/Consumer research and then development of promotions programs that maximise the potential for success.


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Brand Development – in Market Ryan Au – Brand Manager Asia


Our market development strategy for Asia is uncomplicated “Get people to buy more Pink Lady® apples” This starts with Product Quality

Tools to achieve this: •  Pink Lady® quality standards enforced with increased verification &

monitoring •  Use licensing to provide the right mix of competition and exclusiveness

within Asia territory to drive maximum market growth •  Support supply chains and suppliers committed to consistent quality •  Tailor communication programs to channels relevant to the dynamics of the

market – for emerging Asian markets, we focus on 4 areas…


Key Strategic Activities

1.  Increase Market Penetration

2.  Making Pink Lady® available for 52 weeks with key retailers

3.  Build social media presence to drive effective BRAND awareness and then…

4.  Convert at store level with In-store programs


Increase Market Penetration – Modern Retail

•! In-store Programs with Key Retailers

•! Fastest way to increase penetrations and measurable. Retailers will be able to gauge the sales Pre and Post event.

•! Immediate connections with consumers. Brand presence at store level.


Increase Market Penetration – Modern Retail

Key WINS! •! Fruitainer used in major retail

outlets in Thailand / Malaysia / Singapore

•! Dedicated Branded Island

Counters

Before

After


Results of sampling campaign at stores Malaysia (NH) -! Registered a 11% sales increase during the

period -! Average 90 interactions / day. Conversion rate

of 45%. Stores involved: Tesco, AEON, Cold Storage, Giant, Village Grocer, Jaya Grocer. AEON recorded the best sales turnover and conversion rate. Cold Storage did not registered any sales increase and marginal conversion rate.

Convert 45% Non

Convert 55%

0%

0% Sales Conversion

Convert Non Convert

Thailand (NH) -! Registered a 23% sales increase during the

period -! Average 140 interactions / day. Conversion

rate of 75%. Stores involved: Tesco, Makro, Gourmet Market, AEON.

Convert 75%

Non Convert

25%

0%

0% Sales Conversion

Convert Non Convert


Results of sampling campaign at stores (NZ)

No.

Retailers

Sampling

Store

Session

Before Activity (Volume Piece)

Between Activity (Volume Piece)

After Activity (Volume Piece)

1

60

180

1000/Day

5040/Day

2120/Day

2

16

45

32/Day

316/Day

160/Day

3

9

28

75/Day

300/Day

82/Day

4

20

59

108/Day

1260/Day

1080/Day

5

9

27

65/Day

248/Day

73/Day

6

3

9

55/Day

260/Day

84/Day

Conversion: AVG 70% Interactions: AVG 120


Promotional Program in SE Asia 2016 SH Season: More than 300 sessions


A more social Pink Lady® Malaysia and Thailand is the most active user in Social Media circle

Malaysia: 15 Mil – 50% Penetration Thailand: 24 Mil (53%) – 1/3 Penetration

Initial campaign is to grow user base. Next campaign phase is to actively engaged with the users. Malaysia: To grow to 10,000 likes by June. Target achieved! Thailand: To grow to 15,000 likes by July Key campaigns are run via social media interphase


Next Step: Must Differentiate between Apple Category Drivers and Brand Drivers

•! Positioning on Category Drivers such as ‘Health’ grows the category share (ie the Apple category compared to other Snack categories)

•! Positioning on Brand Drivers grows the brand share (ie Pink Lady® brand share stealing share from other apple brands)

•! It is ALWAYS easier to increase brand share than increase category size

Focus for Asia Communications Strategy 2017


Conclusions •  APAL along with its partners agree that there is strong

potential for branded apples in the Asian market. •  Gaining insights and understanding of the market and

your brand drivers is vital for success •  Supply the product the market is looking for •  Supply year round
