Joel Harrison

According CGA by NIQ's On Premise Measurement #OPM in Australia Lager in accounts for 51% share of all #Beer styles in the On Premise. Beer has had a resiliant year in the On Premise even with penetration and frequency of consumption down in the channel. Lager particularly has seen a renewed interest influenced by cost of living pressure, changing generational preferences and major manufacturers releasing new products in the style. Our On Premise Measurement service gives a clear understanding of the performance of Beer styles and brands and what is happening in sales in the hard to measure channel. Check out the recent article below from Drinks Digest and with insight from Tom Graham our Liquor client success lead in Australia to find out more. #BevAl #Beer #OnPremise #NIQ #Insight #Data Samiksha Chopade Ryan Winslade James Guild https://lnkd.in/eRg5KE2n

18

1 Comment

Australians are calling on brands to step up. Brands who know when to advocate, educate or simply listen are better positioned to build trust and foster loyalty. New research from The Growth Distillery and TRA, Needs of the Nation, reveals that marketers can achieve growth by focusing on social issues that Australians care about most. Terri Hall, Managing Partner TRA says, “The scale of this work, and its grounding in the psychology of Australians, is what sets it apart. Read more here: https://lnkd.in/gE8udsDk

19

Is it really that hard for Coles Group or Woolworths Supermarkets to keep local Australian owned and made brands on the shelves for Australians to buy? Gippsland Jersey has been ranged in Coles and recently deleted in the majority of stores. The cause of the deletion is that Coles wants to make more money on the range. This is often the case where branded products are expected to make more profit than the own brands of the retailers. What if Coles or Woolworths agreed that the margin they would accept on small Australian local businesses was the same as the own brands? What if Coles or Woolworths took the lead and had a marketing campaign to communicate that they were supporting local small businesses by lowering their profit margin and prices to the consumer on these type of products? Maybe the threshold to start can be a business with a turnover of less than $20 million and is Australian owned and sourced from a local area. What if Coles and Woolworths had a section or new tickets to highlight a local product to get consumers buying local foods? Come on retailers. Let’s do it. Sallie Jones Steve Ronalds

484

90 Comments

Resilience and agility are key in the ever-changing New Zealand FMCG market. 💪 Dive into our latest insights to understand the key consumer trends shaping the future of FMCG in New Zealand and how you can stay ahead of the curve. Read more 👇

5

In Circana’s recent FMCG Outlook report it became clear that the way people are interacting with retail brands has continued to evolve. Whilst we experienced soaring inflation and cost of living in 2023, in 2024 Australis are now in the face of disinflation as our economy continues to grow but at a much slower pace. Disinflation is a mixed picture for Aussies, it signals relief for those whose purchasing power has eroded but also makes brands overlook the cumulative pricing pain that shoppers feel, particularly in FMCG. We can expect changeable base price elasticities and competitive interactions despite slower price growth. Though inflation may be easing, the frustration that shoppers experience at the checkout continues to persist. This is evident with groceries alone witnessing a 15% increase in unit prices while the price per volume lift is exceed 23%. This has led to nine in ten Australians worrying about paying for food and their mindsets around value are becoming more: - Compromising - with 45% giving up their favourite brands to save money - Cautious - with 40% not trying as many new products - Considered - as 73% are now always comparing brand prices before choosing As this disruption continues in 2024, FMCG brands need to be nimble, agile and ready to connect with and support their shoppers. Australian consumers are in the driver’s seat and for brands to thrive during this time they need to meet them where they are in the moment with what matters to them. To discuss these insights with our FMCG team or get advice on how your brand can adapt in the evolving market visit our website: www.connectapac.com.au #ConsumerGoods #Australia #FMCG #IndustryTrends #Groceries

14

4 Comments

During the week a colleague of mine, Ari Petropoulos , reached out and asked what work The Growth Distillery had done on the new hybrid retail space playing out in Australia… It reminded me of one of our first major pieces of work, Retail Therapy, completed in mid 2022 and covering insights and projections on the Australian retail landscape (both physical and online), it's incredible to see how much of this has played out and still incredibly relevant today! 🛍️ Back then, we explored the transformative "bricks and clicks" model, blending physical and digital sales channels to create seamless consumer experiences. We also looked at… 🔍 Key motivations driving consumer behavior included: 1. Seeking pleasure and inspiration 2. Pursuing growth and empowerment 💪 We emphasized the importance of: - Navigating non-linear purchase journeys - Designing cohesive in-store and online experiences - Leveraging trusted content publishers to influence and educate consumers Our findings highlighted how personalized content and authenticity were crucial for building trust and driving sales. These insights continue to fuel growth and innovation in the retail sector today. 📈 Sabrina Chan Stephanie Forsyth #TBT #RetailTherapy #ConsumerInsights #MarketingStrategy #DigitalTransformation #GrowthDistillery Read more:

38

3 Comments

If your business is looking to export food and non-alcoholic beverages to Middle East, then the NSW Going Global Export Program Food and Beverage to Middle East program may be for you. Products eligible for this stream include processed foods, health foods, fruits, vegetables, nuts, seafood, meat, dairy products, plant-based foods and non-alcoholic beverages. The program runs from October 2024 to March 2025 and potential attendance l attend Gulfood 2025 from 17 - 21 February 2025 in Dubai. What the NSW Going Global Export Program – Food and Beverage to Middle East covers   You get access to: ·        Market intelligence briefings and cultural training. ·        Potential partner search and introductions. ·        In-market assistance, ongoing advice and follow up.   Eligibility To be eligible to apply for the overall NSW Going Global Program your business: ·        Have headquarters in NSW with a valid ABN ·        Be export-capable and export-ready ·        Have between 5 and 199 full-time equivalent employees ·        The product or service is achieving sales already ·        Have a website featuring the product or service ·        Be prepared to adapt the product or service for the market ·        Have a product or service that is produced primarily in NSW   Additional eligibility requirements for the Food and Beverage to Middle East:   ·        The export product must already have a valid halal certification for the United Arab Emirates. ·        The product must have Emirates Authority for Standardization and Metrology (ESMA) certification, where relevant. ·        Participants should be able to place production and expiry dates on products, and an sustain slightly extended payment cycles, for example 45 to 60 days.   Businesses not eligible for this stream Products containing alcohol. Products not meeting the United Arab Emirates’ halal certification requirements. Poultry products. How to Apply Click on the link in the comments to learn more and apply for the NSW Going Global Export Program – Food and Beverage to Middle East Note applications close 6 October 2024.

5

1 Comment

Some intriguing figures here. Beverages saw a 24% increase this quarter and a whopping 43% year-on-year growth. It’s impressive stuff.  So, what’s driving this surge? In my mind, it’s all about technology—AI, machine learning, and data. These tools are optimising supply chains, ensuring goods hit the shelves quicker than ever. But with over 70% of digital transformations failing, it's not just about having the tech; it’s about having the leadership to wield it effectively. In an industry where timing is everything, being ahead of the curve with tech is essential. Our beverage sector is a prime example of how embracing innovation can lead to remarkable growth. I’ve said this before, the need for digitally savvy leaders is glaringly obvious—they’re the game-changers in gaining a competitive edge. But finding the industry's brightest tech innovators? Well, that's a different conversation. https://lnkd.in/gyDttu6J #Leadership #TechInnovators #CompetitiveEdge #DigitalTransformation #BusinessGrowth #Beverege #FMCG

6

From FMCG; This week has produced, a well predicted but not formalised shake up of the Alcohol / Beverage retailer landscape in Australia. After Woolworths Group announced on Monday that they will be selling the remaining 4.1% share in Endeavour Group, to fund the remaining 35% share of PFD Food Services, Coles has announced a rebranding strategy for Vintage Cellars & First Choice Liquor Mart. While the broader drinks industry has seen a somewhat contracting market over the past 12 months, the investment behind foodservice continues to grow. Will we see more businesses following Woolworths & Metcash with continued investment into Foodservice? #fmcgsales #foodservice #investtogrow

50

4 Comments

📣 FMCG brands need to focus on driving instore conversion! 📣 This is one big takeaway from our Coles and Woolworths instore observations in 2023. We can assume this shift is owing to two external factors: 1. Lockdowns end: People are more willing to spend more time instore vs 2022 2. Affordability: With less disposable income, shoppers are either browsing and choosing not to buy, or taking the time to find the best value items Our instore observations support these hypotheses: Staples convert well, while conversion of discretionary categories - 'nice to haves' - are in decline. What does this mean for FMCG brands? For pantry staples, you must know how to trigger/prevent brand switching - by leveraging what shoppers value most in your category. For 'discretionary' items, you must give shoppers a reason to buy - by leveraging value beyond price. We're instore right now using AI video technology to get these insights for every category. Make sure you reach out to your account lead to get these insights in 2024.

16

𝗪𝗵𝗮𝘁 𝗜'𝘃𝗲 𝗕𝗲𝗲𝗻 𝗥𝗲𝗮𝗱𝗶𝗻𝗴 𝗮𝗻𝗱 𝗪𝗮𝘁𝗰𝗵𝗶𝗻𝗴, 𝗧𝘂𝗲𝘀𝗱𝗮𝘆 𝟮𝟴𝘁𝗵 𝗠𝗮𝘆 𝟮𝟬𝟮𝟰 - check out my newsletter for more 🐮 𝘒𝘦𝘪𝘵𝘩 𝘞𝘰𝘰𝘥𝘧𝘰𝘳𝘥 𝘰𝘯 𝘍𝘰𝘯𝘵𝘦𝘳𝘳𝘢'𝘴 𝘱𝘳𝘰𝘱𝘰𝘴𝘦𝘥 𝘥𝘪𝘷𝘦𝘴𝘵𝘮𝘦𝘯𝘵 Fonterra's proposed divestment from all of their consumer brands seem sudden, but this has been in motion since 2019 when they first sold Tip Top. If you're part of the co-operative, I imagine that having FMCG arms in the first place seems odd when you'd want to pass excess profits into increased COGs via a higher FarmGate price. 👜 𝘈𝘤𝘲𝘶𝘪𝘳𝘦𝘥'𝘴 𝘱𝘰𝘥𝘤𝘢𝘴𝘵 𝘰𝘯 𝘵𝘩𝘦 𝘊𝘰𝘮𝘱𝘭𝘦𝘵𝘦 𝘏𝘪𝘴𝘵𝘰𝘳𝘺 𝘢𝘯𝘥 𝘚𝘵𝘳𝘢𝘵𝘦𝘨𝘺 𝘰𝘧 𝘏𝘦𝘳𝘮è𝘴 Hermès was my entry point into Veblen economics and inconspicuous consumption, two very counterintuitive business ideas. Even more counterintuitive, Hermès bags sell below market clearing price. Yes, the point of making luxury goods is to charge a premium, but you also need to create a shortage so that there’s a low-status base of potential customers. 📊 @0𝘹𝘧𝘥𝘧'𝘴 𝘊𝘢𝘳𝘦𝘦𝘳 𝘈𝘥𝘷𝘪𝘤𝘦 𝘧𝘰𝘳 𝘘𝘶𝘢𝘯𝘵𝘴 You should join a firm where technology is a core competency, quants are the decision makers and risk takers, and all trading is done systematically. If the firm considers all people who can code to be roughly the same, i.e. anyone who can code is bucketed as a "data scientist", with no disambiguation about specialization, avoid it.

6

2 Comments

FIRST CHOICE. I built an FMCG Sales foundation in an incredible global snacking business. At the time the business was an underdog in the Australian market motivated by a simple mantra: ‘first choice’. Becoming first choice was a pan-organisational goal focused on winning with consumers and customers. In my capacity (field sales), I learned early that competitive advantage in samey categories could be gained through service excellence, specifically: having intent, being available, urgent, highly communicative and fostering partnerships. The measure? Getting the phone call first. Entering the crowded room of recruitment, this same philosophy underpinned our approach to getting established and achieving cut through. Our mantra was (and still is) ‘inspired to deliver a new standard’. After almost thirteen years, I can honestly say nothing has changed. We remain inspired, we continue to deliver a high standard and enjoy being ‘first choice’ to many employers and professionals. To all who have engaged and partnered with us over the years, thanks as always for having us. Equally, if you’re looking to engage a trusted, highly regarded and pinpoint accurate recruitment/search partner, look no further. Yours in (recruitment) service excellence, Steve Ward with Emma Ward Core Element | Executive Recruitment Partners

99

5 Comments

Saw leaders of Woolworths, Coles and Metcash speak today at the AFGC AusFoodGrocery. Here are my favourite quotes and 3 things they each had to say: Woolworths, Brad Banducci  Favourite quote: On reflection I didn’t walk in customers/ fresh suppliers shoes with the immediacy I needed to as things changed quickly in February. 1. Unit pricing. Customers under extreme pressure. People now shopping more to dollar budgets rather than broad budgets. So challenge to make finding value simple. One big change coming this month: clarity on unit prices in-store. Already can search this way online of course. 2. Digital decision making critical, impacting every shop including in-store shops. Examples: app based, simple functionality, habitual, reorder from your usual list, prompts have you forgotten, drive through all important for the future. 3. We’re over promoting. More than 50% of items in the basket going through on promotion. Has to come down. Shift towards balanced pricing models of everyday price certainty vs promotions, varies by category and shopper mission/ type. Coles: Leah Weckert Favourite quote: It used to be location of store that was the most important thing. Now shoppers will compromise time to find value (i.e. go out of their way and travel longer distances to find value).   1. Value: shoppers switching into cheaper tiers within categories or switching categories completely. Eg not including meat in the meal. So driving Own Brand, Specials, Loyalty redemption (to extract value). Drive volume to achieve growth at lower ASPs. Also reflect Premium opportunities in meals as shoppers opt out of restaurants and switch into grocery. They trade down to then trade up: premium opportunity. 2. Health in every aisle. Moving core Health ranges out of dedicated aisle into main category ranges. Reflects maturity of health in ranging and shopper expectation. 3. The future: Sustainability, Ecommerce (new Ocado model coming soon will step change basic delivery and satisfaction levels) Metcash: Doug Jones Favourite quote: If the majors are a rowing 8, slicing through still water with ease, Metcash is an Aussie lifeboat, able to be nimble and cope with rough water, when there is disruption and life happens. 1. Plays a unique role for our industry and Aussie culture: Focus on immediate need and local shopping missions more than majors. 2. Local ranges for local communities. Shop more frequently around these missions. 3. Focus on Value. Price: only 1.5% difference with majors. Perceived Quality high and improving. 

334

25 Comments

Sometimes I forget to tell people what I actually 'do' with Retail Rookie NZ's best kept secret? Probably NZ's first free FMCG accelerator? Definitely NZ's most passionate FMCG fans? 🙋‍♀️🙋‍♀️🙋‍♀️ We get that when you're starting out funds are TIGHT (like, super super tight) and signing up for expensive courses before you even know what you're getting from it is risky. That's why we're not gate-keeping our knowledge or limiting access. Consider it the helping hand we see missing - and a gap we felt compelled to fill. With the amazing Laura Feavearyear (DINZ) as my partner, we've spent the last year giving free webinars, sharing expert knowledge, teaching and coaching rookies all things FMCG through Retail Rookies. Our webinar topics that are FREE to anyone include: 👉 Winning on & off the shelf 👉 Planning & promotional calendars 👉 Retail packaging 👉 Digital marketing in Retail 👉 Trade Shows & Expos 👉 Profit, margins, retailer data and more With semi-regular newsletters to keep the learning going, recorded sessions and a whole lot of free guides - the goal is to make it a continual learning space. Sure there's some things you need to part the cash on - but we're keeping it super accessible with practical tools that definitely won't break the bank. The world needs more innovators. More people pushing the envelope and trying new things. And more places to learn the 'black box' of FMCG. That's what Retail Rookie is all about. That's what makes us do this. That's what we reckon NZ needs to keep pushing boundaries and experimenting here before leaping into the big wide world. 📫 If you're a rookie - sign up now on our website www.retailrookie.co.nz 📫 Want to get the goods? Go check out our 'learning' pages 📫 Keen to partner with us and do more? DM me Fiona Tomlinson Debbie Stowe Ollie Puddick Sherrelle Smith Scott Bovaird Rachel G. Toby Hilliam (Skilton) Anna Henwood Sam Price 🛒 Matt Watson Andy Hamilton Chanel Clark Sarah Walter Barry Wylie

41

8 Comments

Great to be back on the Food and Grocery Australia stage today talking to the industry’s leaders. This time I had my Advantage Group hat on, talking about customer-centric business transformation with Christian Armstrong from L’Oreal. L’Oreal have always been known as a consumer led company with brilliant brands, innovation and marketing. However 5 years back they were’t achieving their potential due to very poor customer (retailer) relations. They were at the bottom of the Advantage rankings. The transformation from being a consumer led company to a consumer AND customer led company is inspirational, both in Australia and globally. Their “all in“ commitment now sees them top quartile on the Advantage ranking, and their revamped approach to customers has been a big factor in their growth from a company with 120Bn Euros market cap in 2018 to around 250Bn Euros today. For many reasons there are plenty of tensions currently in the supplier-retailer ecosystem in Australia, and that’s why leaning into transparent dialogue and driving collaboration is critical. Reach out to Steve Andrews in Australia or the Advantage Group International team more broadly for cutting edge measurement and advice in this area. #FGA24 John McLoughlin John Shanahan

200

11 Comments

At Platform Zero, we turn your business green and sustainable while saving you money. We can reduce your cost of goods and hit your sustainability targets simultaneously. That’s why the biggest FMCG companies in Australia are switching to Platform Zero! Save money, while saving the planet. #Reducingcosts #enviromentalimpact #carboncredits 

3

🤷🏼‍♀️ Ever wondered who the largest FMCG conglomerates in Australia are? There is a US version of this graphic that has been doing the rounds on LinkedIn lately, so we decided to create the Australian version for the Grocery channel. Key takeaway: there are a lot of brands held by a small number of players with unparalleled economies of scale. So how do new/emerging brands win? Our top 3 tips: 👉🏻 counter position rather than compete 👉🏻 talk directly to consumers and better address their needs 👉🏻 stay focused/disciplined on optimal capital allocation Disclaimers: *Not an exhaustive list, there are some other big players in Australia - have a guess as to which other conglomerates fall in the top 20? **KitKat should fall in Nestle

181

12 Comments

'Phantom brands' by supermarket giants are pushing Australian produce off shelves, and why 'Australian Made' still matters. The slashing of pea-growing contracts highlights the potential impact of phantom brands on Australian producers. Leading retail researcher Dr Louise Grimmer explains the issue in this article. Some points that stood out to me... "Supermarkets have really started to develop a separate range of their own products, but not clearly showing that they're actually owned by Coles or Woolworths," Dr Grimmer said. "They're creating a brand, that's not really a brand, so we call it a phantom brand." "They're not a real brand. They haven't been made locally. They haven't been supplied, manufactured or sourced locally, and so this is a big risk for suppliers." Dr Grimmer said there was nothing wrong with consumers knowingly choosing cheaper food options, but warned that phantom brands risked pushing local products off the shelves. Shoppers know, understand, and value the concept of 'Australian Made' and those two little words have to power to arrest the rise of phantom brands and support local producers. Keep saying them every chance you get. National Young Farmers Coalition National Farmers'​ Federation Queensland Farmers'​ Federation Victorian Farmers Federation Richard Holyman Dr Jason Pallant Professor Gary Mortimer Dr Jessica Pallant Professor Jana Bowden Rhiannon B. Brendan McKeegan Skye Raward #australianmade #localproducers #provenence #supermarkets #agriculture #agribusiness #supplychains #farmers #phantombrands #ownbrands #farming #australianproduce #peas

10

What a wise outcome for New Zealand owned business. Very much looking forward to stage 2 and the deep dive from the Commerce Commission into unlocking equitable trade pricing for smaller retailers so we can truely support local without the pinch of price being a factor for consumers. Supermarkets have had it too good for far too long in New Zealand at the cost of consumers. Keep us posted Pierre! #supportlocal #nzbusiness #newzealand #nz

18